Salesforce SaaS Governance - Apps ??Salesforce SaaS Governance Jon Collins Director, SaaS Apps Associates LLC ... Product Roadmap ... ‒ Timeline for launch

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  • Copyright 2015. Apps Associates LLC. 1

    Salesforce & SaaS Governance

    Jon Collins Director, SaaS Apps Associates LLC

    February 18, 2015

    The purpose of governance is to provide a framework of policies, procedures & standards to ensure effective execution of projects / programs and provide strategic decision support & alignment bridging the tactical with the strategic.

  • Copyright 2015. Apps Associates LLC. 2

    Apps Associates What We Do

    Integration Agile Managed Services Strategy & Adoption

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    Key Takeaways

    It is impossible to scale Salesforce without taking the time and discipline to manage Salesforce as an enterprise asset

    Establishing Governance:

    Difficult short term

    Transformational mid/long term

    Will give you your personal life back

    Scrum can help

  • Copyright 2015. Apps Associates LLC. 4

    Customer Feedback: We Cant Keep Up

    Too Dense Too Fast

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    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

  • Copyright 2015. Apps Associates LLC. 6

    Center of Excellence Reference Framework

    Disclaimer This is only a reference model. It is critical to understand the principles of the reference model and then apply them to your own organization.

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    Segregate Business and IT Responsibilities

    Reports

    Dashboards

    List View Management

    Documentation Management

    User Administration

    Solution Management

    Communication Templates

    Email Templates

    Minor Release: Simple configuration changes that do not impact day to day business or require training

    As required (target monthly)

    Major Release: New Initiatives and other changes that require training or testing

    Dates determined by Steering Committee (target quarterly)

    Business Responsibilities

    Daily Changes

    IT Responsibilities

    Monthly Changes

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    Functional Accountability

    Salesforce.com CoE Functions Deliverables (Guidelines Best Practices, Processes & Templates, etc.)

    Salesforce.com Roles and Profiles Standards & Best Practices (Salesforce permissions)

    LOB specific:

    Business Application Manager

    Application / SFDC Admin

    Support Level I, II, III

    Salesforce.com User On-boarding/Termination

    LOB Specific:

    Workflow/Approval process and template

    User Entitlement form

    Salesforce.com Support Model LOB Specific:

    Level I, II, & III Support

    Salesforce.com Environment Management

    Guidelines and best practices to leverage SFDC production and sandbox environments to support dev, test, UAT, pilot, prod environments

    Code promotion 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

  • Copyright 2015. Apps Associates LLC. 9

    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

  • Copyright 2015. Apps Associates LLC. 10

    Establishing an Ongoing Release Process

    Assess Roadmap Request

    Allocate Resources

    Submit Roadmap Request

    Post Assessment

    Prioritize 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 submitted requests to be prioritized

    Top 4 requests are assessed by business unit for: value, and risk and by CoE team for resource and costs

    Business unit prioritized requests are updated with pertinent information

    CoE performs preliminary prioritization of roadmap portfolio

    CoE meets with business unit stakeholders to conduct review

    CoE holds prioritization meeting for final sign-off

    CoE communicate prioritization decisions to business units

    Business units complete staffing request for approved projects

    CoE align staffing schedules

    CoE assigns resources & budget

    CRM project is initiated

    CoE updates CRM roadmap as needed

    Upon project completion, CoE is notified

    Metrics are tracked on-going

    CoE reviews metrics to determine if business case achieved

    Submit Roadmap Request

    Assess Roadmap Request

    Prioritize Roadmap Request

    Allocate Resources

    Post Assessment

  • Copyright 2015. Apps Associates LLC. 11

    Building Your 100-Day Plan

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    Evaluating New Projects

    Define communication 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 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

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    Business Case Development

    Example Objectives Key Metrics

    Revenue Generation

    Improve Customers Image of Brand

    Improve New Customer Acquisition

    Increase Sales to Existing Customers

    Increase Retention of Existing Customers

    Improve Sales Effectiveness

    Cost Savings

    Avoid strategic Project Costs

    Reduce Business Operations 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 attrition

  • Copyright 2015. Apps Associates LLC. 14

    Worksheet Example Best Practice Create a Business Value Matrix

    Value Driver Business Objective

    Behavior Changes that Lead to

    Outcome

    How to Measure the Behavior

    Changes Metric Definition 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 Retention of

    Existing Customers

    Increase up sell Sales Generated Up sell Percentage of deals

    with up sell High Low Not Captured SFDC

    Increase sales to existing 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 Reduction

    Reduce Business

    Operation Costs (Sales)

    Increase number