The document discusses business process mapping for Salesforce admins, emphasizing the importance of mapping processes to enhance efficiency and eliminate waste in operations. It outlines the steps for creating effective process maps and introduces lean methodology principles to improve development processes. The presentation also highlights the need for continuous improvement in Salesforce usage to drive business success.

1. Business Process Mapping for
Salesforce Admins
July 27, 2016

2. Speakers
Gillian Madill
Admin Evangelist
Salesforce
@gmadill
Squire Kershner
Salesforce Platform Lead
Baird
@skershner__c

3. Forward-Looking Statements
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4. Get Social with Us!
@salesforceadmns
#awesomeadmin
Salesforce Admins
Salesforce Admins
The video will be posted to YouTube
& the webinar recap page
(same URL as registration).
This webinar is being recorded!

5. Join the Admin Webinar Group for Q&A!
​ Don’t wait until the end to ask your
question!
• We have team members on hand to answer
questions in the webinar group.
Stick around for live Q&A at the end!
• Speakers will tackle more questions at the end,
time-allowing
bit.ly/AdminWebinarGroup

6. Agenda
• The Importance of Business Process
Mapping
• What is Lean Methodology?
• Putting it All Together
• Resources
• Q&A

7. Awesome Admins = Awesome Process Mappers
• Admins are Business Analysts
• Know the business & implement Salesforce
solutions
• Drive success for your business
​ Example:
​ Your company uses Salesforce to manage Sales,
but you see your Sales Reps still printing
spreadsheets. Stop the madness! Map out the
process and see where you can use Salesforce to
save time and trees.

8. Importance of Business
Process Mapping

9. Where It All Begins . . .
Compliance:
“When we go through our Deal Audit Process, it can be hard to find
all of the important information from the Deal. Can you help us find
a better way to report the information we need from the Deal
record?”
Admin:
“Sure! That’ll be a snap!”

10. What is a Process Map?
A visual representation of work processes, input sources, linked tasks,
handoffs, and expected or planned output of the process.
• What is the work being done?
• How is the work being done?
• Who is executing the work?
• Where is the work being done?
• Why the work is being done
WOCintech Flickr

11. Generating a Business Process
1. Understand the Process, beginning to end.
• Challenge: Map only what you ‘observe’ not what you ‘interpret’
• Challenge: Be cognizant of the scope of the process, but do not ignore the
periphery
2. Identify the consumers, points of control, reasoning for the process, as
well as the gaps and risks of the process.
• Challenge: Do not limit the consumers to the ‘doers’ and the ‘recipients’.
• Challenge: Gaps and risks are those that are observed. Analysis comes later.

12. Generating a Business Process
3. Interview members or users of the process to understand all
requirements.
• Challenge: Listen. Ask open ended questions.
• Challenge: Don’t stop asking why, and don’t assume you understand why.
4. Map the process
• Challenge: Visio-paralysis.
5. Analysis of the process
• Challenge: Identify opportunities for improvement, not solutions (yet)

13. Business Process Styles
​ SIPOC Diagram

14. Business Process Styles
​ High-Level Diagram
Step 1 Step 2 Step 3 Step 4
End of
Process
Start of
Process

15. Business Process Styles
​ Top-Down Process Map
Step 1 Step 2 Step 3 Step 4
End of
Process
Start of
Process
Detail Step
Detail Step
Detail Step
Detail Step
Detail Step
Detail Step
Detail Step
Detail Step
Detail Step
Detail Step
Detail Step
Detail Step
Detail Step Detail Step
Detail Step

16. Business Process Styles
​ Detailed Flowchart
Start of
Process
Step 1
Step 2
Decision
Point
Terminate
Process
Step 3
Decision
Point
Step 4
True?
False?
Yes?
No?
Final
Decision
Point
Step 5
Successful
End of
Process
True?
False?
​ Input
Document
OutputStep 6

17. Business Process Styles
​ Cross-Functional (Swim-lane) Diagram

18. The Lean Methodology

19. What is Lean?
• Lean Manufacturing Principles: methods used to
systematically eliminate ‘waste’ from the system. The
process focus is on making obvious what adds ‘value’
by reducing all else from the system.
• Lean Software Development Principles: methods
used to remove all ‘waste’ from a development
process, resulting in ‘valuable’ returns to the customer.
• Value is based on the perception of the clients that
pay for, use, or gain from the system.
“If there
is no
Value,
it is
Waste.”

20. Seven Tenets of Lean Development
Hooray! Salesforce is already helping Admins become Lean Developers
1. Eliminate Waste
2. Embed Quality
3. Create Knowledge
4. Defer Commitment
5. Deliver Fast
6. Respect People
7. Optimize the Whole

21. 1. Eliminate Waste
Anything that depletes the available time, effort, or
space from a project, or that increases the costs of a
project without returning value, is waste.
• Extra Features
• Incomplete work
• Relearning
• Handoffs
• Task Switching
• Defects
​ Seven Tenets of Lean Development

22. 2. Embed Quality
Control conditions as to not allow defects in the
first place
• Avoid defects early
• Inspect or test for defects early and fix them
immediately
• Tracking defects is waste, preventing or resolving
them generates value
• “Write less code.” (aka 20/80 rule)
​ Seven Tenets of Lean Development

23. 3. Create Knowledge
Declarative Development and Programmatic
Development are knowledge-creating processes
• Minimum Feature Sets (MVP)
• Feedback loops
• Flexibility and willingness for change
• Disciplined experimentation
• Quality communication
• Base decisions on facts, not speculation
​ Seven Tenets of Lean Development

24. 4. Defer Commitment
Waiting until the end of the timebox to make a
decision allows for the greatest opportunity for
information gathering
• Timebox (not “Scopebox”)
• Pull not Push
• Schedule irreversible decisions for the last possible
opportunity
• Make decisions reversible whenever able
• Plan thoughtfully and commit sparingly
​ Seven Tenets of Lean Development
“Many people like to get tough
decisions out of the way, to
address risks head-on, to reduce
the number of unknowns.
However, in the face of
uncertainty, especially when it is
accompanied by complexity the
more successful approach is to
tackle tough problems by
experimenting with various
solutions, leaving critical
options open until a decision
must be made.”
“Lean Software Development: An
Agile Toolkit” by Mary and Tom
Poppendieck

25. 5. Deliver Fast
Deliver so quickly that the customer doesn’t have
time to change their mind.
• Speed and Quality are not in opposition to each other
• Short iterations require (and benefit) from fast and
informed decision making
​ Seven Tenets of Lean Development

26. 6. Respect People
Develop good leadership, technical expertise,
and allow people to figure things out for
themselves.
• Entrepreneurial Leadership
• Nurture and grow expertise
• Engage, Think, Listen
• Set reasonable goals
• Build trust in expectations
​ Seven Tenets of Lean Development

27. 7. Optimize the Whole
Optimize the entire value stream, from the moment a
request is made until the need is addressed.
• Think bigger!
• Breaking a value stream and optimizing its smallest
pieces will not likely optimize the whole
• Measure ‘what matters’ not ‘everything’
​ Seven Tenets of Lean Development

28. Putting It All Together

29. Example: Compliance Review
​ Step 1: SIPOC
S
Suppliers
Primary
Banker
Associate
Banker
I
Inputs
Data Entry of
Deal
Information
KYC
Documents
Notification
for review
P
Process
O
Outputs
Signed
approval
form
Timestamp
and signoff
of audit
Locked Deal
record
Notifications
C
Customers
Primary
Banker
Compliance
Lead
Archival
Banker
Approval
Associate
data entry
Compliance
Review
Close and
File Deal

30. Example: Compliance Review
​ Step 2: High-Level Process
Associate
completes
data entry
Notify
Compliance
Deal
Approval
Archive
Deal
Banker
Approval
Compliance
Review

31. Example: Compliance Review
​ Step 3: Top-Down Process
Banker marks
deal Engaged
Notify
Associate
Verification of
data points
Associate
completes
data entry
Notify
Compliance
Compliance
review
Deal
Approval
Archive
Deal
Banker
Approval
Audit
‘Milestone’
dates
Attach KYC
document
Send email to
Compliance
inbox
Confirm
Documentation
Print screenshots
Print ‘Milestone’
tasks
Add
Coversheet to
file
Compliance
sign/date
Banker sign/
date
Send file to
archival
“Lock” record
Add “Date of
Final Archival”
Send
notification to
deal team of
final approval
Complete
data entry

32. Resources:
Trailhead Module:
Process Automation
Free Mapping Template:
http://asq.org/sixsigma/
2009/04/flow-chart-template.xls

33. Questions?
Join the Admin
Webinar
Group for
Q&A!
bit.ly/AdminWebinarGroup

34. thank y u