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Governance and the Social
Enterprise

James Hindes, The Standard, Director Enterprise CRM
Lou Fox, Bluewolf, CTO
James Burns, Salesforce.com, Director - Platform
Agenda

 •Introductions
 •A Strategic Governance Framework for the Salesforce Platform
 •The Standard’s Journey to Cloud Governance
 •Q&A
James Burns
Director – Platform
Community Solution Advisors
http://uk.linkedin.com/in/burnsjames
All about James Burns



             Company – Salesforce.com


             Role - Director – Platform Community Solution Advisors


             Salesforce experience - 18 month
             30 years Enterprise Architecture and design
Strategic Governance Framework
        Center of Excellence      Change Control




                         Governance




        Coding Standards        Organization Planning
The Standard’s Journey
to Cloud Governance
James Hindes – Director Enterprise CRM
Lou Fox – CTO, Bluewolf
StanCorp's subsidiaries serve approximately 7.5 million
unique customers nationwide as of June 30, 2011, with
group and individual disability insurance, group life,
AD&D and dental insurance, retirement plans products
and services, individual annuities and investment advice.



James Hindes
Director Enterprise CRM
james.hindes@standard.com
ph: 971.321.7470
Partners with clients to help them become
Agile Enterprises
• 12 years of success with Salesforce
• 3000+ implementations
• Established Cloud Governance practice
Lou Fox
CTO
Cloud Governance & Bluewolf Beyond
lfox@bluewolf.com
ph: 646.230.1980
Agenda


 How did The Standard get here?

 What is Cloud Governance?

 Why is it important?

 The Standard’s approach

 Results
How did The Standard get here?
The Challenge: Premise vs. Cloud


                                        Cloud Governance
     Premise Governance:
                                     System for decision
    Resource scarcity                making and execution
    Portfolio                        Drive and measure growth
    Provisioning and                 Resources across groups
    Security
    Controls                         Driven by Business
                                     (in The Standard’s case)
    Driven by IT
                                   Process drives collaboration

  Process can alienate
    business
Cloud Governance

A framework to maintain
alignment between business
strategy and technical
evolution where the only
thing that should slow the
pace of releases is the
speed at which users can
adapt to change.
How we built and deployed our Governance structure

I. Director of CRM
II. Guiding Principles
III. Process Definition
IV. Decision Making
V. Execution
VI. Build & Release
VII. Change Management
Director of CRM

• New, influential position
• Reports to Business Leader
• Has IT background
• Owns budget for ongoing innovation
• Manages enterprise CRM roadmap
• Facilitates all Governance Boards
• Leverages IT resources
Examples - Guiding Principles
 Modernization systems to make future innovations easiers
 A culture of empathy pervading the support organization
 Focus on speed with stability from macro to micro
 Make decisions as low as possible in the organization
Our Model – What’s the process?

                         Super      Sys      Tech                   Release
             User ?                                     Decisions
                         User      Admin     Team
Business                                               
      IT                                                           




                          a                         b

                      our detailed process won’t help you
                               build yours to suit
Our Model - Who has the “D”?


Executive Steering    • Roadmap (who, what, when)

     Quality Team
                      • Cross Functional
                        Enhancements
 Business System
      Admins and
        Sponsors
                      • Intra-Unit Enhancements
Director Enterprise
              CRM     • Decision Facilitation
Our Model – Who Executes?

                 • Certified admins: Configure, Sometimes Code
     Business    • Embedded, sometimes shared
                 • User Experience and Testing
                 • SIC IT + Bluewolf Beyond: Analyze / Configure /
Technical Team
                   Design / Code
     Release
                 • Promotion through environments
  Management
                 • Organizational Change Management
     Adoption
                 • Adoption Strategy
Build & Release: Make Best Practices Come Alive
 Automatic Regression Testing
 Trace-ability
 Builds and releases managed by non-developers
Results
We are deploying faster than ever
 8 releases 5/20-9/14, now
 monthly
 User base is shocked, thrilled
 People want to work on this


We are collaborating
 Culturally challenging
 Keep working together
 Keep thinking across lines
Lessons Learned
 Manage adoption to the governance model
   New roles, resource commitments, doubters

 If you distribute load across the company:
   Ensure resource commitments
   Keep senior technical people focused on senior work

 Make decisions as low as possible in the organization
 Adjust, Adjust, Adjust
 Broadcast success
James Hindes    Lou Fox     James Burns
 The Standard   Blue Wolf     Salesforce
CoE Drives Strategic Alignment and Ensures Value


   1                    2                    3                       4
   People              Processes            Knowledge            Technology




                  CoEs drive the execution of processes
              by which organizations identify, prioritize, assign,
            execute and communicate while optimally leveraging
              people, processes, knowledge, and technology.
Change Control

 Basically to manage successful projects its needs 3 key
 ingredients:
   The correct Processes for the job at hand.
   The correct people.
   The use of the correct techniques for the job at hand.
Traditional via Cloud

• Over the years many great
  IT projects have delivered
  successfully.
• With Cloud we can build on
  these processes and
  techniques.
• No need to reinvent them.
The Single Org vs Multi Org Dilemma
           Do I deploy my applications within a single instance
               of Salesforce or create separate instances?
Decision Process Methodology
Business Considerations                        Technical Considerations
• Solution speed to market                     • Data security level
• Flexibility and adaptability                 • Sharing of data across Salesforce
• Frequency of change                            applications
• Predictability of delivery                   • Record level access rights
• Regional, global user base                   • User profiles
• Commonality of business process across the   • Business reporting requirements
  company                                      • Salesforce Org level security and system
• Collaboration use cases                        administration complexity
• Cross-application access across Salesforce   • Common functionality between applications
  applications to backend systems eg SAP       • Do the applications need to share data
Coding Standards




  Apex      VisualForce   Triggers   Exception
                                     Handling
Strategic Governance Framework
           Lightweight                Not expensive




                         Governance




          Reduces risk            Increases agility

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Salesforce Platform: Governance and the Social Enterprise

  • 1. Governance and the Social Enterprise James Hindes, The Standard, Director Enterprise CRM Lou Fox, Bluewolf, CTO James Burns, Salesforce.com, Director - Platform
  • 2. Agenda •Introductions •A Strategic Governance Framework for the Salesforce Platform •The Standard’s Journey to Cloud Governance •Q&A
  • 3. James Burns Director – Platform Community Solution Advisors http://uk.linkedin.com/in/burnsjames
  • 4. All about James Burns Company – Salesforce.com Role - Director – Platform Community Solution Advisors Salesforce experience - 18 month 30 years Enterprise Architecture and design
  • 5. Strategic Governance Framework Center of Excellence Change Control Governance Coding Standards Organization Planning
  • 6. The Standard’s Journey to Cloud Governance James Hindes – Director Enterprise CRM Lou Fox – CTO, Bluewolf
  • 7. StanCorp's subsidiaries serve approximately 7.5 million unique customers nationwide as of June 30, 2011, with group and individual disability insurance, group life, AD&D and dental insurance, retirement plans products and services, individual annuities and investment advice. James Hindes Director Enterprise CRM james.hindes@standard.com ph: 971.321.7470
  • 8. Partners with clients to help them become Agile Enterprises • 12 years of success with Salesforce • 3000+ implementations • Established Cloud Governance practice Lou Fox CTO Cloud Governance & Bluewolf Beyond lfox@bluewolf.com ph: 646.230.1980
  • 9. Agenda How did The Standard get here? What is Cloud Governance? Why is it important? The Standard’s approach Results
  • 10. How did The Standard get here?
  • 11. The Challenge: Premise vs. Cloud Cloud Governance Premise Governance: System for decision Resource scarcity making and execution Portfolio Drive and measure growth Provisioning and Resources across groups Security Controls Driven by Business (in The Standard’s case) Driven by IT Process drives collaboration Process can alienate business
  • 12. Cloud Governance A framework to maintain alignment between business strategy and technical evolution where the only thing that should slow the pace of releases is the speed at which users can adapt to change.
  • 13. How we built and deployed our Governance structure I. Director of CRM II. Guiding Principles III. Process Definition IV. Decision Making V. Execution VI. Build & Release VII. Change Management
  • 14. Director of CRM • New, influential position • Reports to Business Leader • Has IT background • Owns budget for ongoing innovation • Manages enterprise CRM roadmap • Facilitates all Governance Boards • Leverages IT resources
  • 15. Examples - Guiding Principles Modernization systems to make future innovations easiers A culture of empathy pervading the support organization Focus on speed with stability from macro to micro Make decisions as low as possible in the organization
  • 16. Our Model – What’s the process? Super Sys Tech Release User ? Decisions User Admin Team Business      IT     a b our detailed process won’t help you build yours to suit
  • 17. Our Model - Who has the “D”? Executive Steering • Roadmap (who, what, when) Quality Team • Cross Functional Enhancements Business System Admins and Sponsors • Intra-Unit Enhancements Director Enterprise CRM • Decision Facilitation
  • 18. Our Model – Who Executes? • Certified admins: Configure, Sometimes Code Business • Embedded, sometimes shared • User Experience and Testing • SIC IT + Bluewolf Beyond: Analyze / Configure / Technical Team Design / Code Release • Promotion through environments Management • Organizational Change Management Adoption • Adoption Strategy
  • 19. Build & Release: Make Best Practices Come Alive Automatic Regression Testing Trace-ability Builds and releases managed by non-developers
  • 20. Results We are deploying faster than ever 8 releases 5/20-9/14, now monthly User base is shocked, thrilled People want to work on this We are collaborating Culturally challenging Keep working together Keep thinking across lines
  • 21. Lessons Learned Manage adoption to the governance model New roles, resource commitments, doubters If you distribute load across the company: Ensure resource commitments Keep senior technical people focused on senior work Make decisions as low as possible in the organization Adjust, Adjust, Adjust Broadcast success
  • 22. James Hindes Lou Fox James Burns The Standard Blue Wolf Salesforce
  • 23.
  • 24. CoE Drives Strategic Alignment and Ensures Value 1 2 3 4 People Processes Knowledge Technology CoEs drive the execution of processes by which organizations identify, prioritize, assign, execute and communicate while optimally leveraging people, processes, knowledge, and technology.
  • 25. Change Control Basically to manage successful projects its needs 3 key ingredients:  The correct Processes for the job at hand.  The correct people.  The use of the correct techniques for the job at hand.
  • 26. Traditional via Cloud • Over the years many great IT projects have delivered successfully. • With Cloud we can build on these processes and techniques. • No need to reinvent them.
  • 27. The Single Org vs Multi Org Dilemma Do I deploy my applications within a single instance of Salesforce or create separate instances?
  • 28. Decision Process Methodology Business Considerations Technical Considerations • Solution speed to market • Data security level • Flexibility and adaptability • Sharing of data across Salesforce • Frequency of change applications • Predictability of delivery • Record level access rights • Regional, global user base • User profiles • Commonality of business process across the • Business reporting requirements company • Salesforce Org level security and system • Collaboration use cases administration complexity • Cross-application access across Salesforce • Common functionality between applications applications to backend systems eg SAP • Do the applications need to share data
  • 29. Coding Standards Apex VisualForce Triggers Exception Handling
  • 30. Strategic Governance Framework Lightweight Not expensive Governance Reduces risk Increases agility