4. Center of Excellence
What is it?
§ A Center of Excellence drives the execution of processes by which
organizations identify, prioritize, assign, execute and communicate while
optimally leveraging people, processes, knowledge, and technology
§ A Center of Excellence could also originate as or encompass:
− Advisory Board
− Change Control Board
− Steering or Exec Committee
people processes knowledge technology
5. Center of Excellence Goals
§ Drive global or large multi-division projects
§ Reduce deployment risk and raises quality of the release lifecycle
§ Align business and IT operations
§ Develop in-house salesforce.com expertise across different areas
§ Drive the execution of processes by which organizations identify,
prioritize, assign, execute and communicate while optimally leveraging
knowledge, resources, and tools
People
Technology
/
Tools
Processes
Knowledgebase
6. § Improves communication and visibility across the enterprise
§ Reduce deployment risk and raise quality of the release lifecycle
§ Reduce cost by enabling:
– Efficient use of resources across the company
– Non-duplication of tasks
§ Increase ROI by facilitating:
– Faster ‘Time to Market’ for salesforce.com related projects
– Higher end user adoption of the Salesforce application
§ Develop in-house salesforce.com expertise across different areas
– Business Processes, Design/Configuration
– Data / Application Integration
– Usage of other advanced features (Apex, Visualforce, etc.)
Center of Excellence
Accelerating business value to maximize ROI
7. Center of Excellence
A governance framework
§ To drive global or large multi-
division projects
§ To drive strategic leadership and
execution focused on building,
maintaining and sustaining
customer success
§ To ensure governance, best
practices, adherence to quality and
technology standards, and
processes for efficiently managing
multiple regions and/or business
units
PMI: The purpose of Governance is to provide a governance framework of policies,
procedures & standards to ensure effective execution of projects/programs and provide
strategic decision support & alignment - bridging the tactical with the strategic
8. § Inefficient use of resources
§ Duplication of tasks
§ Poor communication and visibility
§ Inability to maximize ROI and adoption
§ Lack of insight into all associated costs
§ Lowers ability to achieve adoption and deployment success
Center of Excellence
The impact of NOT having a COE
13. § Collaborative Center of Excellence (Business Driven)
– Information Sharing
• Product Usage, Best Practices
• Review new Salesforce Features
• Evaluate App Exchange Partners
– Networking and Collaboration
• Lending support, helping identifying Subject Matter Experts
§ Governing Center of Excellence (IT Driven)
– Formal Command and Control Structure
– Ensures Adherence to Standards and Processes
– Clearly Defined Responsibilities at both COE and BU level
– Structured Collaboration between Groups
§ Hybrid Center of Excellence (Business & IT Driven)
Three Common Models
One size may not fit all
14. Collaborative COE Example
§ Common in companies that are
just starting with the COE concept
§ Less formal reporting relationships
– Each of the BU’s have Executive
Sales Sponsor and BU System
Administrator
– There is no formal reporting
relationship between COE
Leadership team and the BUs
§ COE team is much smaller
15. Governing COE Example
§ Common in companies that are more advanced with COE/PMO concepts
– More formal reporting structure
• COE Director has dotted line to the Executive Sponsors but may report directly to IT
• COE team members are aligned similar to typical project team
• Each of the BU’s have Executive Sales Sponsor and BU System Administrator
16. Hybrid COE Example
§ Common in large companies with multiple BUs
§ Has attributes of both Collaborative and Governing models
18. Roles & Responsibilities
Role Responsibilities FTE*
Executive
Sponsor
§ Sets the business vision for the Salesforce program
§ Sets priorities and steers team decisions based on strategic business objectives
§ Drives yearly budget and staffing allocation decisions
As
Needed
Executive
Steering
Committee
§ Provide executive vision and steering of the SFDC application across the enterprise (cross-functional
representation)
§ Change management arbitration and approval for new projects to meet vision & business objectives
§ Final issue and escalation point
As
Needed
Global COE
Owner
§ Responsible for overall implementation strategy and planning , drives program execution
§ Establishes cross-functional team with regularly scheduled meetings to optimize and evolve the usage of
Salesforce across the enterprise
§ Ensure Sales and Service projects map to the enterprise strategy
§ Define success criteria and key for metric s for Executive tracking
1
Application
Architect
§ Responsible for matching business process and automation requirements to the capabilities of
salesforce.com, including data model, role hierarchy, sharing and security model
§ Provide functional architecture strategy and guidance for all SFDC rollouts, Design-for-adoption strategy
§ Reviews functional design for initiatives & Implement configuration standards
1
Technical
Architect
§ Team lead for the salesforce.com integration implementation team
§ Subject matter expertise and technical guidance on best practices for integration with salesforce.com
§ Reviews integration design for initiatives
§ Provides guidelines for usage of APEX Code, VF and other advanced customization in SFDC
§ Implements enterprise integration strategy
§ Provides data architecture and single source of truth strategy
§ Technical issue management
1
*1
FTE
assumes
that
there
are
12
releases
a
year.
If
less,
resource
may
not
be
a
FTE,
but
rather
part
<me
19. Role
Responsibili<es
FTE*
Training
and
Change
Management
• Conducts
stakeholder
assessments
across
the
iniAaAves
• Responsible
for
overall
Change
Management
strategy,
including
communicaAons
plan
and
templates
to
support
releases
• Responsible
for
overall
training
strategy,
plan
&
curriculum
development
to
support
releases
and
end-‐user
deployments
1
Program
Manager
§ Overall
responsibility
for
guiding
the
project
work
streams
to
successful
compleAon
§ Coordinates
efforts
across
mulAple
iniAaAves,
including
staffing
§ Coordinate
development
resources,
tasks,
and
deliverables
for
individual
project
work
streams
§ Sets
release
schedule
and
budgets
1**
Project
Manager
• Create
and
execute
on
assigned
project
work
streams
• Ensure
quality,
completeness,
Ameliness
• Project
status
meeAngs
and
in-‐process
reviews
• IdenAfy,
document,
and
drive
resoluAon
for
project
issues
• Manage
schedule,
budget
and
project
deliverables
on
a
daily
basis
2
Configura<on
Specialists
§ Configures
applicaAon
per
design
specificaAons
§ Configure
reports/dashboards
that
region
requests
§ Configure
views
§ Build
out
workflow
rules
1
Custom
Developers,
Integra<on
&
Data
Migra<on
Specialists
§ Develop
custom
code
and
integraAons
as
specified
by
design
§ Load
data
per
specificaAons
1-‐2
Roles & Responsibilities
*1
FTE
assumes
that
there
are
12
releases
a
year.
If
less,
resource
may
not
be
a
FTE,
but
rather
part
<me
**
May
have
other
responsibili<es
20. Role
Responsibili<es
FTE*
Help
Desk
&
Support
•
Manages
end-‐user/producAon
support
for
salesforce
• Qualifies
defects/enhancement
for
change
control
review
board
• Defines
on-‐going
support
model
3
Release
Manager
§ Responsible
for
environment
management
and
strategy
§ Responsible
for
the
coordinaAon
of
code
release
scheduling
(including
tesAng
&
producAon)
§ Provide
overall
quality
assurance
best
pracAces
§ Review
tesAng
approach
for
each
work
stream
1**
Service
Business
Lead
• Advocates
for
the
Services
/
OperaAons
user
base
§ IdenAfy
metrics
to
be
tracked
by
Service
§ Ensure
Service
iniAaAves
map
to
enterprise
strategy
§ Drives
business
case
for
new
Service
projects
§ Drive
user
effecAveness,
adopAon
and
commercial
excellence
for
Service
1**
Sales
Business
Lead
• Advocates
for
the
Sales
user
base
§ IdenAfy
metrics
to
be
tracked
by
Sales
§ Ensure
Sales
iniAaAves
map
to
enterprise
strategy
§ Drives
business
case
for
new
Sales
projects
§ Drive
user
effecAveness,
adopAon
and
commercial
excellence
for
Sales
1**
Func<onal
Analysts
• Define
business
processes
,
best
pracAces
and
how
it
can
be
applied
to
salesforce.com
• Define
and
future
state
process
flows
• Conduct
requirements
and
soluAon
design
workshops
• Facilitate
business
process
analysis
and
automaAon
discussions
• Execute
systems
and
user
acceptance
tesAng
2
Roles & Responsibilities
*1
FTE
assumes
that
there
are
12
releases
a
year.
If
less,
resource
may
not
be
a
FTE,
but
rather
part
<me
**
May
have
other
responsibili<es
22. Next Steps
1. Refine & agree on CoE charter, roles and responsibilities
2. Socialize the CoE charter, adjust, get buy in and establish regular meeting
cadence
3. Outline & prioritize a list of strategic objectives for each BU/region
4. Identify who's got skin in the game for each track and/or region
5. Document the current footprint of saleforce.com and conduct usage sharing
sessions as needed
6. COE takes ownership of driving out the following deliverables
– Draft and socialize and Enterprise Roadmap
• Spark debate and get buy-in/consensus across the groups
– Identify/Collaborate on process and technology standardization
– Define roles and responsibilities (i.e. Business Admin vs. IT tasks)
– Develop a support model and release schedule
– Create “100 Day CoE Leadership Plan” with dates, owners and deliverables
25. Executive
Governance
“Make Enterprise
Decisions”
Working Level
Governance
“Advise and
Coordinate
Across
Programs”
Function Level
Governance
“Make Function-Level
Decisions”
Theater Level
Governance
“Align Theaters to
Enterprise CRM”
Membership Roles and Responsibilities
Voting Members
• Functional Business Executives
• Functional IT Executives
• 1 vote per structure/org.
• Make Enterprise-wide decisions
• Set Tone for board meetings
Proxies
• Theater Representatives
• Function Representatives
• Provide Content Perspective
• Facilitate Meetings
• Functional Business Stewards
• Functional IT Stewards
• Subgroups include:
• Architecture
• Operation, Change
Management, etc.
• Make selected decisions
• Integrate business management efforts
• Function Lead
• Function IT Manager
• Function Business Manager
Make Function–Wide Decisions in
alignment with enterprise priorities
•Set tone for board meetings
• Provide Content perspective
• Provide Theater-level input
• Facilitate Meetings
• Oversee Function-Level initiatives
• Theater Program Directors
• Theater Business Manager
• Advise enterprise boards
• Oversee Theater-Level initiatives
Strategy,
Planning
&
Governance
Implementation
&
Execution
Operating Model – Example 2
26. Global Resource Contribution
Global Solution Delivery Global Solution Development
Global
Steering
Group
Change
Control Board
Country
Business
Sponsor
Global
Org Adoption
Lead
Global
Program
Manager
Program Management
Legend
Salesforce.com Resource
CONSULTING Resource
CUSTOMER Resource
Regional
Project
Manager (5)
Deployment
Analyst (5)
EMEA
Deplmt
Support
Global
Deployment
Analyst
Global
IT Lead
Global
Data
Architect
Regional
IT Lead
(6)
Data Analyst
Country
Coordinator
Country Data
Specialist
Regional
Comms Lead
(5)
Regional Resource Contribution
In-Country Resource Contribution
Data &
Integration
Lead
Training PM
Engagement
Manager
Offshore
Config
Comms Lead
System
Architect
User
Advocacy
Group
Functional
Lead (6)
Regional
Training Lead
(6)
Business
Leader
IT Lead
(Optional)
UAT
Requirement/
Design
Participants
Super Users
Offshore
Config Team
Application
Architect
DMG
Lead (5)
Training
Delivery
Release
Manager
Ongoing
Support
Change
Control
Board
Business
Release
Manager
Operating Model – Example 3
27. Executive Sponsor
Executive Steering Committee
CoE Business Leader
Change
Managemen
t
Business
Operations
Functional
Architect
Training and
Deployment
Metrics and
Analytics Community
Global CoE
Owner CoE Technical Leader
Release
Managemen
t/QA
Data Developer
Technical
Support
Technical
Architect Portal
Business Advisory Team
Capability Leads
US
Theatres
America’s
International EMEA APAC GOV
Growth
Initiatives
Call Center Marketing EBC Field Sales Inside
Sales
Tele Sales Sales
Engineers
Finance/
Comp
Renewals Customer
Sat
Channel Services
Operating Model – Example 4
30. Creating the CoE Charter (Sample)
The
Center
of
Excellence
(COE)
will
serve
to
facilitate
discussions
between
Business
and
IT
stakeholders
to
share
ideas
and
experiences
relaAve
to
SFDC
deployments
and
opAmizaAons.
Its
main
purpose
is
to
drive
corporate
and
industry
compliance
relaAve
to
process,
data
and
security
as
well
as
to
ensure
alignment
to
the
enterprise
governance
strategy.
Key
ObjecAves
of
the
COE
include:
• Ensure
that
strategic
iniAaAves
are
prioriAzed,
leveraged
and
executed
in
accordance
with
enterprise
objecAves.
• Improve
communicaAon
and
visibility
across
business
units.
• Share
business
and
technology
best
pracAces
across
the
organizaAon.
• OpAmize
resources
and
shared
services
to
provide
shortened
development
cycles,
faster
Ame
to
market.
32. Establishing an Ongoing Release Process
Assess
Roadmap
Request
Allocate
Resources
Submit
Roadmap
Request
Post
Assessment
Priori<ze
Roadmap
Request
• Business
Unit
Complete
&
Submit
Request
• Request
Reviewed
by
Designated
CoE
member
• CoE
Registers
Request
in
Central
Repository
• Updates
Status
of
Request
to
Business
Unit
• At
Pre-‐Specified
Intervals,
Business
Units
Review
All
SubmiLed
Requests
to
be
PrioriAzed
• Top
4
Requests
are
Assessed
by
Business
Unit
for:
Value,
and
Risk
and
by
CoE
team
for
Resource
and
Costs
• Business
Unit
PrioriAzed
Requests
are
Updated
with
PerAnent
InformaAon
• CoE
Performs
Preliminary
PrioriAzaAon
of
Roadmap
Porfolio
• CoE
meets
with
Business
Unit
Stakeholders
to
Conduct
Review
• CoE
holds
PrioriAzaAon
MeeAng
for
Final
Sign-‐off
• CoE
Communicate
PrioriAzaAon
Decisions
to
Business
Units
• Business
Units
Complete
Staffing
Request
for
Approved
Projects
• CoE
Align
Staffing
Schedules
• CoE
Assigns
Resources
&
Budget
• CRM
Project
is
IniAated
• CoE
Updates
CRM
Roadmap
as
Needed
• Upon
Project
CompleAon,
CoE
is
NoAfied
• Metrics
are
Tracked
On-‐
Going
• CoE
Reviews
Metrics
to
Determine
if
Business
Case
Achieved
33. Defining a Release Strategy
Security Reviews Many
Few
Simple
Difficult
Level of
Effort
Immediate Releases
Minor (Monthly)
Releases
Major Releases
§ Implement immediate changes
§ Owned by individual sub-group
§ Minimal impact to the
production floor
§ Minor changes impacting
two or more groups
§ Thrice as often as a Major
Release
§ Minor impact to training and
production
§ Major impact on production and
integration
§ Significant changes such as
AppExchange development
§ Aligned with platform releases
§ Impact across more than one
business unit
34. Delineating Change Types
Sample Definitions
Release Type Activities Examples Level Of Effort
Immediate Release • Small changes that can be implemented in a short time
span and directly in the production environment as
needed
• Changes can be configured, tested and deployed with
minimal impact within a single business unit
• DOES NOT HAVE TO GO THROUGH CHANGE
CONTROL PROCESS
• New dashboards &reports
• Field positioning
• New related lists (existing objects)
• New roles
• Data Loads
• Territory Alignments
LOW
• No additional training required
• None or minimal impact to
integration
• Potential candidate for Business
Administrators
Minor (Monthly)
Release
• Medium level changes that can be implemented with
minor impact to the production environment
• Changes can be configured, tested and deployed with
minor impact to one business unit
• New Fields
• New page layouts
• New custom Objects
• New org or sub-org in role or
territory hierarchy
MEDIUM
• < 1 day of additional training
required
• < 1 week of configuration dev
• IT involvement
Major Release • Large changes that have major impacts to the business
or environment
• Changes requiring a significant interface update, data
migration and/or integration impact
• Major releases should be tracked by a standard naming
convention for items such as: Role Hierarchy, Profiles,
Page Layouts, Record Types, Sales and Support
Processes, sControls
• Items that do not need to follow naming convention:
Fields, Custom Objects, Reports, Dashboards
• New AppExchange app
• Process-impacting configuration
changes
• Data migration impact
• Integration changes
• Impacts to multiple business units
HIGH
• 1 day of additional training required
• > 1 week of configuration
development
• > 1 week of integration
development
• IT led
• Use a Sandbox
For consistent implementation and support, investment requests should be categorized as
immediate, minor or major based on level of effort
35. Segregating Business and IT Responsibilities
Business
Responsibili8es
Daily
Changes
Ø
Reports
Ø
Dashboards
Ø
List
View
Management
Ø
DocumentaAon
Management
Ø
User
AdministraAon
Ø
SoluAon
Management
Ø
CommunicaAon
Templates
Ø
Email
Templates
IT
Responsibili8es
Ø Minor
Release:
Simple
configuraAon
changes
that
do
not
impact
day
to
day
business
or
require
training.
As
Required
(Target
Monthly)
Ø Major
Release:
New
IniAaAves
and
other
changes
that
require
training
or
tesAng.
Dates
determined
by
Steering
CommiGee
(Target
Quarterly)
Monthly
Changes
36. Global Standards Model
§ Establishment of a ‘global template’ or core set of ‘standard’ functionality that
all LOBs will utilize as well as guidelines defining the areas that can be unique to
each LOB.
37. Defining & Documenting Org-wide Standards
The
following
areas
of
func<onality
will
be
covered
in
this
standards
guide:
§ Record
Types
and
Page
Layouts
§ Fields
and
Field
Level
Security
§ Roles
and
Profiles
§ Views,
ReporAng,
and
Dashboards
§ Visibility,
Role
Hierarchy
and
Sharing
§ Custom
ApplicaAons
and
Objects
§ Workflow
and
Approval
Rules,
Workflow
Alerts
§ Email
and
Mail
Merge
templates
§ Use
of
Apex,
Visualforce,
S-‐control
code
§ Use
of
any
AppExchange
partner
tools
Example
of
Cross-‐BU
standards:
ØAccounts,
Contacts
§ The
same
Account
and
Contact
Record
Types
are
shared
across
ALL
business
units.
§ The
data
records
are
shared
and
can
only
have
one
record
type
per
record
therefore
any
changes
to
pick
lists
for
Accounts
or
Contacts
will
affect
all
groups
and
should
not
be
done
without
full
coordinaAon
with
the
CoC.
§ The
Account
record
types
correspond
to
the
business
segment
account
pick
list
field.
If
new
Account
records
are
created
by
a
System
Administrator,
the
appropriate
record
type
should
be
selected
and
the
Business
Segment
Account
field
should
be
populated.
§ New
records
should
ideally
be
coordinated
with
the
other
business
System
Administrators
to
ensure
no
duplicaAon
and
the
other
Businesses
can
go
into
the
new
record
and
fill
in
their
business
specific
fields
where
appropriate
ØOther
En<ty
Record
Types
(e.g.,
Opportuni<es,
Tasks,
Events,
etc.)
§ All
other
enAAes
can
have
specific
record
types
for
each
business
unit.
§ The
naming
convenAon
is
that
the
name
should
include
the
acronym
of
the
business
and
a
descripAon
of
the
record
type.
§ During
the
record
type
creaAon
process,
each
system
administrator
should
ensure
that
the
record
type
is
only
made
available
to
their
own
business’
profiles.
Otherwise,
these
new
record
types
will
be
available
for
other
users
when
they
go
to
create
that
type
of
record.
§ The
descripAon
should
be
filled
in
for
each
record
type.
38. Evaluating New Projects
§ Define
communicaAon
process
for
new
projects
§ Projects
requests
are
funneled
through
CoE
§ All
projects
are
entered
into
CoE
database
(i.e.
SFDC)
• Capture
Business
Unit
Request
• High
Level
Requirements
• Alignment
with
overall
program
objecAves
• Business
Readiness
• Timeline
for
Launch
§ Reach
out
to
business
for
addiAonal
informaAon/
clarificaAon
§ Review
new
project
requests
as
part
of
CoE
meeAng
§ Determine
business
priority
and
alignment
with
overall
Program
Roadmap
§ Define
prioriAes
in
CoE
Project
Database
§ Evaluate
the
short
term
and
long
term
alignment
with
the
program
§ Evaluate
alignment
with
ongoing
or
other
pending
projects
§ Determine
project
fit
within
the
overall
BU
landscape
§ Evaluate
how
project
will
be
supported
(internal
resources,
external
resources)
§ Evaluate
post
go-‐live
support
model
for
the
project
§ Evaluate
administraAve
needs
of
the
project
and
ongoing
administraAon
§ CoE
makes
recommendaAon
to
the
business
on
the
approach
and
Aming
of
the
project
§ Communicate
pending
projects
to
the
Program
Steering
CommiLee
§ Communicate
decision
to
the
business
sponsors
§ For
projects
moving
forward
the
necessary
individuals
should
be
invited
to
parAcipate
in
CoE
§ Approved
projects
move
into
the
Org
Provisioning
Process
New
Project
Submission
Project
PrioriAzaAon
Project
Decision
Long
Term
EvaluaAon/
Support
39. Example Objectives Key Metrics
Revenue
Genera<on
Improve
Customer’s
Image
of
Brand
Improve
New
Customer
AcquisiAon
Increase
Sales
to
ExisAng
Customers
Increase
RetenAon
of
ExisAng
Customers
Improve
Sales
EffecAveness
Cost
Savings
Avoid
strategic
Project
Costs
Reduce
Business
OperaAons
Costs
Reduce
IT
Infrastructure
Costs
Reduce
IT
Maintenance
Costs
Reduce
Training
and
Staffing
Costs
• Improve customer lifetime value index
• Improve sales productivity
• Improve close rate percentage
• Reduce sales cycle time
• Increase size of deals
• Revenue
by
channel
/
product
• Win
/
renewal
rate
• Forecast
accuracy
• Reduce
employee
ramp
• Reduce
capital
expenditure
• Reduce
costs
of
training
• Reduce
support
/
customer
self
service
• Reduce
employee
aLriAon
40. Worksheet Example
Best practice – create a business value matrix
Value
Driver
Business
Objec<ve
Behavior
Changes
that
Lead
to
Outcome
How
to
Measure
the
Behavior
Changes
–
Metric
Defini<on
Priority
Ease
of
Capture
Readiness
for
Capture
Source
Increase
Revenue
Acquire
New
Profitable
Customers
Increase
sales
to
new
customers
%
of
Accepted
Leads
to
Sale
Percentage
of
leads
accepted
that
have
been
closed
High
Low
Not
Captured
SFDC
Increase
number
of
new
customers
%
of
Sales
to
New
Customers
Percentage
of
sales
associated
with
new
customers
High
Low
Not
Captured
SFDC
Increase
RetenAon
of
ExisAng
Customers
Increase
up
sell
Sales
Generated
Up
sell
Percentage
of
deals
with
up
sell
High
Low
Not
Captured
SFDC
Increase
sales
to
exisAng
customers
%
of
Sales
to
Repeat
Customers
Percentage
of
sales
associated
with
repeat
customers
High
Low
Not
Captured
SFDC
&
Oracle
Increase
repeat
purchase
rate
Repeat
Purchase
Rate
Measure
repeat
purchase
deals
against
all
deals
High
Low
Not
Captured
SFDC
&
Other
Cost
ReducAon
Reduce
Business
OperaAon
Costs
(Sales)
Increase
number
of
deals
managed
by
each
user
Average
Number
of
Deals
per
Account
Manager
Average
number
of
acAve
opportuniAes
managed
by
AM
Medium
Low
Captured
SFDC
Reduce
number
of
sales
calls
per
sale
Average
Number
of
Sales
Calls
per
Sale
Average
number
of
calls
made
per
closed
opportunity
Medium
Medium
Captured
SFDC
41. Other functions to be defined
Salesforce.com
"CoE”
Func<ons
Deliverables
(Guidelines
-‐
Best
prac<ces,
Processes
&
Templates,
etc.)
Salesforce.com
Roles
and
Profiles
Standards
&
Best
PracAces
(Salesforce
permissions)
LOB
specific:
*
Business
ApplicaAon
Manager
*
ApplicaAon/SFDC
Admin
*
Support
-‐
Level
I,
II,
III
Salesforce.com
User
On-‐boarding/TerminaAon
LOB
Specific:
*Workflow/Approval
process
and
template
*
User
EnAtlement
form
Salesforce.com
Support
Model
LOB
Specific:
Level
I,
II,
&
III
Support
Salesforce.com
Environment
Management
-‐
Guidelines
and
best
pracAces
to
leverage
SFDC
producAon
and
sandbox
environments
to
support
dev,
test,
uat,
pilot,
prod
environments
-‐
Code
promoAon
guidelines
and
tools
(e.g.
Snapshot)
-‐
Salesforce.com
Release/Change
Management
Salesforce.com
Product
Roadmap
*
Process/template
to
submit
a
new
feature
request
*
Product
roadmap
sessions
42. Other functions to be defined
Salesforce.com
"Center
of
Competency"
Func<ons
Deliverables
(Guidelines
-‐
Best
prac<ces,
Processes
&
Templates,
etc.)
Management
of
New
CRM
requests
*
Process/template
to
submit
a
new
CRM
request
*
Framework
to
evaluate
new
CRM
request
*
Provide
recommendaAons
to
CRM
SC
on
CRM
request
for
final
approval
Salesforce.com
SubscripAon
&
Vendor
Management
-‐
SFDC
Org
Request/
CreaAon
and
License/SubscripAon
Management
*
Process/template
to
request
a
new
SFDC
Org
*
Process/template
to
submit
licenses
to
exisAng
or
new
SFDC
Org
Salesforce.com
Development
Standards
&
Best
PracAces
*
ConfiguraAon
*
Custom
Development
*
Data
Management
*
Data
MigraAon
*
IntegraAon
Application Design - Org-wide Standards
•
Object
Model
and
Standard
DefiniAons
•
IntegraAon
Architecture
•
Common
views,
Business
Rules,
and
ReporAng
43. Building your 100 Day Plan
Month
1
Governance
Business
(Process)
Technology
Adop<on
Conduct
Execu<ve
Stakeholder
Alignment
Month
2
Month
3
Develop
Program
Structure
Develop
Governance
Model
Conduct
Success
Measurement
Score
Card
Implement
Investment
Request
Process
Execute
Investment
Request
Process
Validate
Business
Objec<ves
Define
Metrics
and
Key
Performance
Indicators
Establish
Tac<cal,
Opera<onal
and
Strategic
Metrics
Define
Metrics
Dashboard
Define
CRM
Roadmap
Define
Release
Management
Process
Define
Environment
Strategy
Conduct
Organiza<onal
Analysis
Define
Adop<on
Strategy
Define
Training
Strategy
Define
Support
Plan
Data
Synchroniza<on
and
Repor<ng
Best
Prac<ces
We’re
have
an
Opera<ng
model
We
know
where
we’ve
been
We
know
where
we’re
going
&
why
We
know
what
success
looks
like
We’ll
know
when
we
get
there
We’re
moving
the
bar
forward
We’re
taking
ownership
of
our
own
success
Execute
Support
Plan
44. Detailed 100-Day Plan
Governance
Conduct
Executive
Stakeholder
Meeting Timing Action
Leader Deliverable Status
Group
Charter 0-‐30
days CoE 1-‐
Page
group
charter,
Email
to
SFDC
team
Vision
&
Strategy 0-‐30
days CoE Vision
statement,
Email
to
SFDC
team
Team
Structure 0-‐30
days CoE Email
to
SFDC
team
Cadence
Process 0-‐30
days CoE Recurring
meeting
defined
Develop
program
Structure 0-‐30
days CoE TBD
Develop
Governance
Model 0-‐30
days CoE TBD
Conduct
Success
Measurement
Assessment
Identify
Paychex
participants 0-‐15
Days BU
Leaders List
of
Business
Leaders
to
fill
in
Survey
Respond
to
Survey 15-‐30
Days Identified
Participants Web
Survey
via
SFDC
Evaluate
results 30-‐45
days BU
Leaders/Salesforce Document
summarizing
feedback
from
team
Develop
Recommendations 30-‐60
days BU
Leaders/Salesforce Document
outlining
recommendations
Define
Investment
Request
Process 30-‐60
days Operations
Lead 1
-‐2
Slides
Summarizing
process
(see
sample)
Define
CRM
Roadmap
(1
year) 30-‐45
Days BU
Leaders 1
-‐2
Slides
Summarizing
initiatives
(see
sample)
Businesses
Validate
Business
Objectives 0-‐30
Days 1-‐pager
per
group
with
details
and
strategies
Define
KPI 0-‐30
Days BU
Leaders A
list
of
measurements/metrics
that
per
group
&
program
Develop
Metrics
Dashboard 15-‐45
Days System
Admins A
set
of
reports
&
dashboards
that
capture
metrics
Technology
Define
CRM
Ecosystem
&
Touch
points 15-‐60
Days Technology
Architect Architecture
diagram
Define
Release
Management
Process 15-‐60
Days Operations
Leader 1
-‐2
Slides
Summarizing
Release
process
(see
sample)
Define
Integration
Strategy 15-‐60
Days Application
Architect 1
-‐2
Slides
Summarizing
Integrations
(see
sample)
Identify
program
gaps 15-‐100
Days Tech/App
Architect/Opps
Lead 1
-‐2
Slides
Summarizing
Integrations
(see
sample)
Adoption
Conduct
Organizational
Assessment 15-‐60
Days
End
User
Survey 30-‐60
days Business
Leaders Web
Survey
via
SFDC
Evaluate
results 45-‐75days BU
Leaders/Salesforce Document
summarizing
feedback
from
team
Develop
Recommendations 45-‐75days BU
Leaders/Salesforce Document
outlining
recommendations
Define
adoption
strategy 30-‐60
Days BU
Leads/Salesforce Presentation
with
detailed
adoption
program
overview
Define
Training
Strategy 30-‐60
Days
Sustaining 30-‐60
Days Training/BU
leads/Salesforce.com 1-‐2
slides
on
ongoing
training
with
respect
to
release
strategy
New
Hire 30-‐60
Days Training/BU
leads/Salesforce.com 1-‐2
slides
on
training
with
respect
to
new
hires
Define
Support
Plan 60-‐90
Days Business
Leaders Document
outlining
ongoing
BU
support
45. Preparing for the 1st CoE Meeting
Sample COE meeting agenda
§ Introductions & Salesforce Usage with Demo
– Each BU provides a brief introduction and an overview of Salesforce usage
– Discuss and review any Integrations
– Discuss BU adoption and best practices & business measures for tracking
§ Release Feature Overviews
– Prioritize specific features each BU is interested in reviewing in greater depth
§ Discussion Topics
– Dive deeper into what each BU is doing, business processes and the best practices
• Data quality
• Approval workflows
• Workflow rules
• Expanding usage beyond sales force automation
• Territory management
• Forecasting
– Provide updates on the new releases
§ Next Steps
– Begin to develop roadmap
– Establish roles and responsibilities
46. New Project Process
§ Define communication
process for new projects
§ Projects requests are
funneled through CoE
§ All projects are entered
into CoE database
(SharePoint, SFDC)
§ Capture Business
Unit Request
§ High Level
Requirements
§ Alignment with
overall program
objectives
§ Business Readiness
§ Timeline for Launch
§ Reach out to business for
additional information/
clarification
§ Review new project
requests as part of
CoE meeting
§ Determine business
priority and alignment
with overall Program
Roadmap
§ Define priorities in
CoE Project
Database
§ Evaluate the short term
and long term alignment
with the program
§ Evaluate alignment with
ongoing or other pending
projects
§ Determine project fit within
the overall BU landscape
§ Evaluate how project will
be supported (internal
resources, external
resources)
§ Evaluate post go-live
support model for the
project
§ Evaluate administrative
needs of the project and
ongoing administration
§ CoE makes
recommendation to the
business on the
approach and timing of
the project
§ Communicate pending
projects to the Program
Steering Committee
§ Communicate decision
to the business
sponsors
§ For projects moving
forward the necessary
individuals should be
invited to participate in
CoE
§ Approved projects
move into the Org
Provisioning Process
New Project
Submission
Project
Prioritization
Project Decision
Long Term
Evaluation/
Support
47. Establish a License Management Process
Establish Tracking
Process Re-align Usage
Monitor Ongoing
Usage
• Establish current inventory of
salesforce.com licenses
• Define a centralized process and
mechanism to track
salesforce.com licenses being
used across BUs (e.g., use a
SFDC Org to manage license
inventory)
• Define a charge back agreement
across different BUs
• Establish a process for new
license/Org request from any BU
and obtain sign off from related
parties
• Establish regular meetings
with BU group heads to
review license usage
• Provide guidance and best
practices around optimizing
usage of licenses
• Re-adjust license usage and
allocation across BUs, as
necessary
• Provide inputs in the
salesforce.com contract
renewal process
• Monitor ongoing usage of
salesforce.com licenses across
BUs (e.g., use salesforce.com
reports and dashboards)
• Establish standards to enforce
appropriate usage of licenses
(e.g., monitor how many licenses
are being used by non-end users
like Trainers, Integration users,
Admins, etc. )
• Tie the license usage pattern to
end user usage and adoption of
salesforce.com and make re-
adjustments, as necessary
