(Aard-Jan van Kesteren, Program Architect Director) One of the most critical factors in innovation is to make sure that your Salesforce environment has the right foundation to support your business with the agility that is needed. A Center of Excellence is the combination of processes, people, and tools to be that foundation. This session shares the best practices around "Expeditions" which are the Centers of Excellence that Salesforce experts implement at our customers.

1. Governance
avankesteren@salesforce.com
​Aard-Jan van Kesteren
​Program Architect Director
Org Strategy and CoE

2. Introductions
in/ajvankesteren
Aard-Jan van Kesteren
Program Architect Director
BACKGROUND
• 5 Years of experience with Salesforce
• Currently member of Innovation & Transformation at large CPG company
EXPERTISE
• Certified Technical Architect
• Administrator, Advanced Administrator
• Force.com Developer
• Sales & Service Cloud Consultant
• Platform Developer I & II, App Builder

4. Key Elements of Salesforce Governance Framework
​Center of Excellence (CoE)
The process of managing governance.
​Change Management
The process of managing the overall program or project
lifecycle — from collecting business requirements to
moving code from development through production.
​Org Strategy
The design and structure of the foundational “orgs” or
areas where the customer’s Salesforce applications will
reside and run.
​Technical Governance
The guiding principles for effectively developing the
technical aspects of Salesforce.
Center of
Excellence
Change
Management
Org Strategy Technical
Governance

5. Org strategy: single
versus multi

6. Org Strategy: Considerations
​ Business
​ Level of shared processes and data
​ Flexibility and Ability to Change
​ Multiple Locations and Business Units
​ Support
​ End User Training
​ Training
​ Deployment
As Adoption of Salesforce grows, challenges may include:
• Demand for More Applications Increases
• More Business Units and Regions want to Use Salesforce
• Technology Solutions become more complex
Org Strategy Balances Business and Technical Focus Areas
Culture
▪ Collaboration
▪ Level Of Autonomy
▪ Business Governance
Technical
▪ Security Requirements
▪ Salesforce Limits
▪ Application Architecture

7. Single Org Approach – Benefits and Challenges
▪ Cross-business unit collaboration
▪ Shared solutions for common business processes
▪ Ability to share data where appropriate
▪ Unified reporting
▪ Single login
▪ Org complexity could become a barrier to
progress eg more complex testing – Slow up
Innovation
▪ Time to market and innovation could be impacted
when multiple teams roll out new functionality
concurrently
▪ Greater potential that you will hit org limits
Benefits
Challenges

8. Multi-Org Approach – Benefits and Challenges
▪ Org-wide settings are easier to govern and manage &
Reduced risk of exceeding org limits
▪ Simplified complexity, reduces testing burdens
▪ Improved time to market and freedom to innovate
(autonomy) - Agility
▪ Security
▪ Harder to define global processes
▪ Less reuse of configuration and code
▪ Inferior collaboration across business units
▪ Roll-up reporting is more difficult
▪ Data architecture/management is more complicated
▪ Duplicated administration functions required
▪ Increased complexity for single sign-on (Winter 14)
Benefits
Challenges

9. Center of Excellence

10. What is a Center of Excellence?
​A Center of Excellence (CoE) is the
management framework you put in place to
help your organization move forward on
projects in a timely manner
A CoE guides the successful
delivery of a program:
• Work with executives to understand
the business goals, strategies and
KPI’s.
• Solicit feedback from the business
and continually update the
program/project roadmap.
• Create a trusting Business and IT
partnership.
• Seek advice from the executive if
any program/project showstoppers
arise.
• Adheres to industry standards.

11. Indicators why you need a Center of Excellence
IT and
Business
not aligned
Project
not meeting
Business
requirements
Project
not delivered
on time
Cost
overruns
Compliance
issue
Poor design/
architecture
and no reuse
of best
practices

12. Typical Concerns About a Center of Excellence
• Legacy thinking.
• Politics.
• HQ telling Regions/ Business Units what to do.
Branding
Bottlenecks
Expensive
• Lots of redundant/heavyweight processes.
• Adds delays to projects.
• Lots of people.
• High resource requirement.
• Delays enhancements.

13. Governance Delivers Benefits and Value
Enables
Innovation
Timely Delivery
Compliance
Velocity
Reduces Risk

14. Governance Models
​ Understand the different models

15. What are the Predominant CoE Models and How do They
Differ?
Federated ConfederatedConsolidated

16. Other models to consider - Hierarchy Consolidated
Hierarchy Consolidated
Business Units
Delivery - IT
Each Business Unit has there own
CoE and V2MOM. They decide their
own priority and release cadence
within their own Org.
All the development is done central
by IT.

17. Example: Center of Excellence Structure
Release
Management
Business Development Architectural
Adoption and
Training
Support
Executive and Program Management

18. Governance Lifecycle &
Processes
​ Understand the different processes and were to start

19. Grow Your Framework
​ You don’t need a complex framework from the start

20. Processes
Executive and Program
Management
Release
Management
Business Development Architecture
Adoption and
Training
Support
• Center of Excellence
Operating Model
• Cloud Adoption Principles
• Communication Strategy
• Executive Sponsors
• Meetings
• Offshore Development
• Ongoing Review:
Governance Effectiveness
• Org Strategy
• Program Reporting
• Risk Register and
Management
• Roles And Responsibilities
• Skills Management
• Stakeholders
• Value Management
• Vendor Management
• Vision and Strategy:
V2MOM
• Break-Fix
and Bugs
• Changes Made
in Production
• Code and
Configuration
Release
Mechanisms
• Environmental
Management
• Release Manager
• Release Roadmap
and Cadence
• Technical Change
Control
• Technology
Governance
• Testing Strategy
• Budgets
• Business Backlog
• Business Data
Architecture
• Business
Obstacles
• Business and
People Change
Management
• Innovation
• Prioritization and
Decision Criteria
• Development
Methodology
• Software
Development
Lifecycle
• Technical Debt
• Application
Rationalization
Strategy
• Data Architecture
and Management
• Data Backup
and Archiving
• Data Migration
Strategy
• Data Quality
Strategy
• Design Authority
• Infrastructure
Architecture
• Integration
Strategy
• Mobile Strategy
and Architecture
• Security
Architecture
• Adoption Strategy
• End-User
Communication
• Measure
Effectiveness
and Continuous
Improvement
• Power Users
• Success Metrics
Strategy and
Ongoing Reporting
• Training Strategy
• User-Group
Meetings
• Administration
• Bug Reporting and
Tracking
• End-to-End
Readiness
• Support Strategy

21. Foundational Processes
• Vision and Strategy: V2MOM
• Communication Strategy
• Technical Change Control
• Business Backlog
• Data Architecture and Management

22. V2MOM
​ Define what you want to do
Vision
• Describe what you want to accomplish with the program.
• Write no more than three sentences and use business language.
Value
• Describe the values that are important as you pursue your vision.
• Values guide everyday decisions, trade-offs, and priorities.
• These are the principles and beliefs that define the strategy to achieve your vision.
Methods
• Describe four to eight accomplishments that will help you get the job done.
• List the accomplishments in order of priority.
Obstacles
• Know what is going to make accomplishing the vision difficult.
• Describe which challenges you need to overcome.
• Include Business and IT obstacles.
Measures
• Decide how you will know that you’ve been successful.
• Focus on measurable outcomes rather than activities. How will you measure success?

23. Communication Strategy

24. Your Approach to Communication
Let’s take a look at your approach:
• What is your strategy to communicate between all the different stakeholders?
• How will you create an environment for sharing best practices (knowledge share)? For example, will
you use V2MOM or another system?

25. Effective Strategy Components
​ Based on experience with previous engagements, the biggest challenge during project
implementation is the lack of communications between all stakeholders and interested parties,
including end users.
​A clear communication strategy includes:
• V2MOM (to help align your organization)
• Business roadmap and release cadence
• Training schedule
• Defined roles and responsibilities
​You may also benefit from:
• Program newsletters
• Program website or Chatter group
• User-group meetings

26. Build Your Strategy
​ Communication speaks louder than words
​ Identify your stakeholders, business units,
regions, users, power users, and champions.
​ Define significant business milestones and
expected outcomes per milestone.
​ Incorporate user testimonials, success stories,
and user achievements.
​ Publish scorecards and KPIs.
​ Offer multiple delivery channels.

27. Best Practices: Communication
• Ensure that a well-documented and active communication strategy is in place.
• Provide visibility to the document so everyone knows the reason for the IT system (that
is, they understand V2MOM and its business goals).
• Provide the release schedule to end users so they know when the system will
change, and they can determine if they need any training.
• Implement an active feedback loop for users; address feedback with the users.
• Discuss all issues and the action plan.
• Note: Typically, a customer’s program communication manager is also a full-time
employee.

28. Business Backlog

29. Business Backlog Process
BusinessIT
Ideation Application
Chatter Group
Ideas Workshops
Business Requirements
Feedback Loop
A Theme
Collection of
Related Stories
EPIC
Large User Stories
User Stories Elaborated
for the Next Release
In Development
Runway
Progressive
Elaboration
Stories Move
Up in Priority

30. Best Practices
• Document the complete business backlog and how you’ll communicate it.
• Remember, development has limited capacity: Consider sizing the requirement and complexity (integration) of
the project.
• Determine how you’ll consolidate business processes across business units.
• Decide if you should completely redesign the process.
• Come to an agreement on whether you should engage a business transformational consultant and when.
• Ensure that Business takes ownership of and prioritizes the backlog, which are based on their goals.
• Group together to approve requirements, and work with the delivery team to determine when to release each
requirement.
• Take in consideration end-user requests during the prioritization process.

31. Technical Change Control

32. Technical Change Control Process (1)
Business IT
Ideation Application
Chatter Group
Ideas Workshops
Business Requirements
Feedback Loop
Change
Control
Board
V2MOM
Value
Management
Feature
Backlog

33. Best Practices
• Document the process for gathering requirements and the decision criteria.
• Get approval for the requirements from the executive.
• Implement a feedback loop to inform users of the change control board decisions and why.
• Create business and technology processes, which you’ll need for your development projects.
• Apply the principles of software engineering: Everything goes through a development, test,
UAT, and production process.
• Document how often and what functionality you’ll make available to the users in each release.

34. Data Architecture and
Management

35. Data Architecture and Management Process
Data
Governance
Metadata
Management
Data
Security
Data
Integration
Data
Quality
Author
Persist
Synchronize
Enrich
Consume
Archive
Business
Data

36. Best Practices
• Define schemas for your core objects like account, contact, and so on.
• Define the required fields.
• Define when and how often you archive data, as well as how often you require an independent data backup
and where you store it.

37. Governance Roles &
Responsibility
​ Understand the Different Roles

38. Roles
​ A new cadence requires a closer alignment
Business Role IT Role Unique Roles
• Engage with IT.
• Own the Business backlog.
• Set a clear vision and goals.
• Engage with Business.
• Continue to develop.
• Ensure a timed
delivery cadence.
• Administrators
• Professional developers
• Citizen developers
Best Practices Tips:
• Continue to develop and improve your processes.
• Advance your skills and training approach.
• Continue to improve the alignment of Business and IT.

39. Best Practices
​ Document the key roles and responsibilities for each group and team member — this helps your
team know who to approach for a decision.
​ Define the individuals who will make important decisions on each process.
​ Ensure that the business and system integrators regularly review the roles and responsibilities.
​ Create a RACI chart:
•Responsible: The person who performs the work.
•Accountable: The person ultimately accountable for the work or decisions made.
•Consulted: Anyone who needs to be consulted prior to making a decision.
•Informed: The individuals who will need to know about decisions and completed work.

40. Wrap up

41. What are the Indicators of a Successful Governance?
​ Projects delivered on time and meeting the
requirements of the business
​ Adoption is high
​ Costs are kept under control
​ Best practices are reused & updated
Salesforce EWS can be used to gauge adoption and
usage
Projected vs. actual budget used, value
derived.
Regular architectural and project reviews
reinforce best practices
​ Everybody understands the state of the project(s)
Established cadence and communications across program
Dashboard/KPIs re: schedules, dependencies, etc.

42. Common Insights
Challenges Best Practices
Implementing identified opportunities
Some existing technology processes work for you,
but you haven’t standardized them.
Take a fresh look
Build on what you already have, but only if it works.
Absence of off-the-shelf center of excellence (CoE)
Every company is different and has competitive differentiators.
Map to your terminology
Use a vocabulary your organization can understand.
Achieve alignment
Align your Business and IT: it’s a critical element
of delivering value.
Start small and grow
You can either build and plan or plan to build.

43. Pitfalls
​ Complex CoE
NoProgramCharter/Goals
Incorrect Model Lack ofSkills
PoorCommunications
Business notworkingwith
IT

44. Best Practices
​ On-going review
process/models
Keep it Simple
CoE Charter & Goals
Partnership Business
& IT
Review Salesforce
technical architectural
Use Agile

45. What’s Next for Salesforce Governance