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Série Bonnes Pratiques
Cycle d’Evolution d’une application Salesforce Introduction au Centre d’Excellence
Mardi 22 Avril Avril 2014
Vos intervenants ce jour
Ludovic
de Galzain
Success Manager
Véronique
Riccobene Mira
Success Manager
Quelques rappels :
Questions, Réponses et Collaboration
Comment poser des questions?
Est-ce que cette session sera enregistrée ?
Où trouver la présentation de ce séminaire ?
Où puis-je trouver plus d’informations ?
Les objectifs du séminaire :
Introduction à la méthodologie de gestion des cycles d'évolution
Premiere étape de mise en oeuvre d'un centre d'Excellence..
1. Introduction
2. Benefit of CoE
3. CoE Processes
4. CoE Roles &
Responsibilities
5. First steps to setup
your CoE
6. Summary
The Management framework you put
in place (Team, a Shared facility or an Entity) to
move forward on projects and
continuously increase Adoption and
Business Value Realization:
• Support, Continuous Improvement
• Risk, Leadership,
• Evangelization, Training, Best Practices,
• Research, Innovation,
A CoE guides the successful delivery of a program:
Work with executives to understand the business goals and strategies
Solicit feedback from the business and continually update the program/project roadmap
Create Business & IT partnership
Seek advice from the executive if any program/project showstoppers arise
Adheres to industry standards
What is a
Center of Excellence?
But Doesn’t a CoE only Apply when Building
Custom Applications?
A Center of Excellence is about providing a consistent,
manageable set of processes and procedures for
building solutions on the Salesforce platform.
CoEs drive process execution so that you can identify, prioritize,
assign, execute, and communicate while leveraging people,
processes, knowledge, and technology.
Knowledge People Processes Technology & Data
What is a CoE made of?
1. Introduction
2. Benefit of CoE
3. CoE Processes
4. CoE Roles &
Responsibilities
5. First steps to setup
your CoE
6. Summary
Why do you need a CoE?
Prevent Resource
Bottlenecks
Drive Innovation & Agility
Control / Reduce IT Cost
Align IT with Business
priorities
+ =
Why do you need a CoE?
Resource Bottlenecks
Innovation & Agility
Control / Reduce IT Cost
Align IT with Business
priorities
+ =
IT
INCREASES
Focus on
Business
Priorities
PROMOTES
Rapid Response
to Business
Requirements
REDUCES
The Overall
Application
Backlog ENABLES
Rapid
Application
Development
Business
Drives Partnership
between Business & IT
Enables Velocity
Address
Complexity
Promote Use of
Best Practices
Global/Local deployment
Large data volumes
Data strategy & management
Integrations
Multiple divisions/orgs strategy
Sponsorship & Governance
Release management
In-house Salesforce expertise
development
Leverage of resources and
partners
Process optimization
Focus on value
Reduces Business Risk
…and Reduce Risks
Main topics to adress
Your Pathway to Success
Keep it Simple
Communications
CoE
Review Process
Review Technical
Guidelines
Goals
PROGRAM
OBJECTIVES
PROJECTS
GODLEN RULES
PROGRAM
FOUNDATIONS
COMPANY
VISION
KEY PRINCIPLES
1
2
3
4
Before setting-up your CoE
Exemple of
Company Vision
1. Introduction
2. Benefit of CoE
3. CoE Processes
4. CoE Roles &
Responsibilities
5. First steps to setup
your CoE
6. Summary
CoE Processes
End to End Support
– Set-up a support process from End-Users to Solution team
Ideas / Change Request
– Listen users ideas and request (process, solution, training)
– Track users need and review through a change board
Communication
– Monthly/quarterly newsletter (internal Marketing / communication)
Data Quality
– Set-up data governance (define, measure, analyze, improve, control)
Adoption & change (inc training)
– Adoption follow-up is a continuous process which is local and depends on the process
– Monitor adoption with KPI adapted to the maturity
– Anticipate negative factors
– Identify blocking points
– Push adoption with Contests and Carrot & stick
Business value realization
– Monitor business value realization and present monthly results at executive committee
Ongoing Support Model Consider 4-tiered approach
Level Type Description
Tier 1 Internal networkers Power Users and Champions Advanced users who excel in the usage of the application
The “go to” person for their community
Vocal advocate of support
End Users Day-to-day users of the application
Can be advocates to their peers
Tier 2 Internal Help Desk The support help desk should have defined points of contact
with the network of change agents identified
The change agents need to help to filter out their team’s
questions with obvious answers
Involvement of the change agents will also help identify what
may have been missed in the user training and what can be part
of refresher training
Tier 3 SFDC administrator End User or Power User escalation
Configuration changes, data loads, scheduled processes
Tier 4 Salesforce.com Premier
Support
Escalation for Tier 3 to help resolve issue
Key Users, Champions
Process/Solution Teams
All Users
Key users
Share issue, ideas, best
practices community in a
Chatter group
Moderate the Chatter group,
create/follow Request
Board of
Change
Composed of Business, IT
Sponsors, local/global teams
Validate new requests based
on Business value and
priorities
Process team
Solution team (Global/Local ressource)
Design the solution
Drive Roadmap delivery
Manage Environment
Communicate new features
Communicate the new features
Cascade training materials
Measure success/ROI
NPS
Design / Build / Deliver
Escalate
Center of
Excellence
1 2
3 4
5
Ideas / Change Request
Change Management Process Flow Example
SF
DC
User
SF
DC
Ad
min
C
ha
ng
e
Co
ntr
ol B
oa
rd
IT
Submits
change
request
Reviews
request Approved?
Determines
release
timeframe
Analyzes
request and
timeframe
IT required?
Configure
feature/
functionality
Sandbox Environment
Sandbox
required?
Configure
feature/
functionality
Production Environment
Notifies CMM
request
completed Conducts
Testing
(end-user & IT)
Moves changes
to production
environment
Communicates
changes to
end-users
User notified
Ongoing Support Model cont. Comprehensive plan supporting each communities needs
• Leverage Salesforce Cases or custom application to manage changes
• Leverage your internal Help Desk
• Develop skilled administrators
• Delegate administration duties across business lines
• Use scrolling home page component
• Build Change Control Board to streamline processes
• Create FAQs to reinforce how-to guidance
Communication Strategy Assessing your organization’s needs
• A comprehensive communication strategy:
Is targeted training for specific groups or roles
Assesses needs of each audience and is based on functional, cultural or
geographical needs
Allows users to prepare before hand (e.g., web based tutorials, Chatter...)
Provides formal and informal training programs for continuous improvement
Set-up Monthly Information Meeting
• Suggested training and communication tools:
Class room training
Web-based training/recordings
Newsletter communications/Tips & Tricks
Home page Messages & Alerts
Chatter Group
1. Introduction
2. Benefit of CoE
3. CoE Processes
4. CoE Roles &
Responsibilities
5. First steps to setup
your CoE
6. Summary
BUSINESS PROCESS
SOLUTION DATA
CORE
TEAM
Center of Excellence Roles and responsibilities
Role Responsibilities
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
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
Global Program Owner Responsible for the overall Program effort at organization
Manages escalations and risk mitigation
Coordinates efforts across multiple initiatives, including staffing
Define overall metrics to be tracked by Program
Manages SI vendor relationships
Ensure initiatives map to metrics strategy
COE Technical Director Responsible for the overall technical approach for Program
Establishes technology standards and guidelines
Manages technical escalations and risk mitigation
Manages technical vendor relationships
Application Management Provide functional architecture strategy and guidance
Reviews functional design for the different work streams
Defines configuration standards
Evaluates new SFDC Features
Implements configuration requirements of work streams (Configuration resources are allocated as appropriate to
work streams)
Center of Excellence cont. Roles and responsibilities
Role Responsibilities
Data Architect Provide data architecture and solution
Identifies best practices for implementation of Single Source of Truth
Defines security and data sharing model
Reviews data design for work streams
Implements data requirements (Data migration resources are allocated as appropriate to work streams)
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
Quality Provide overall quality assurance best practices
Reviews testing approaches for work streams
Establish testing plan and test scripts
Executes testing
Release Management Responsible for environment management and strategy
Responsible for the coordination of code release scheduling (including testing and production, release
scheduling)
Help Desk and Support Provide first and second line support for end users
Includes Administration requests based on approved change management requests
Center of Excellence cont. Roles and responsibilities
Role Responsibilities
COE Business Director Responsible for the overall business engagement for the Program
Establishes business standards and guidelines
Coordinates business resources
Manages business escalations and risk mitigation
Manages business vendor relationships
Change Management and
Adoption
• Conducts stakeholder assessments across the initiatives
• Responsible for overall Change Management strategy, including communications plan and templates to support
releases and end-user deployments
• Executes change management plan
Training and Deployment • Responsible for overall training strategy, plan and curriculum development to support releases and end-user
deployments
• Responsible for overall end-user deployment strategy and planning
• Executes Training
Business Process (BA) • Responsible for overall business process analysis and requirements gathering
• Act as subject matter experts in specific processes
• Ensures business needs are met with technical design
Ops Support, Reporting, etc. • Provides operations support for end users (e.g. creation of views, reports, dashboards)
Business Unit Roles and responsibilities
Role Responsibilities
System Administrator • Understands all aspects of Salesforce configuration and technical/functional capabilities, including all
changes and potential system implications
• Communicates regularly with the Salesforce Business Owner, IT systems leadership, CRM Steering
Committee and other stakeholders to ensure functionality meets field needs and to develop ongoing project
plan.
• Maintains at least high-level familiarity with other IT system /business application capabilities and scope
definition in order to make recommendations about potential upstream/downstream integration or
functionality intersection points.
• Champion Salesforce within the technology systems group, educating other team members on the
capabilities and potential applications of Salesforce.
• Serves as key liaison with IT technical resources in areas related to system support for areas such as
wireless, Outlook integration, etc.
• Supports Corporate Marketing’s use of Salesforce, including assisting with mailing list generation/cleanup as
needed and helping Marketing automate processes related to national marketing campaigns.
• Develops ad-hoc reports as requested by user groups or stakeholders, performs analysis on data as required.
• Performs a myriad of ongoing system administration (see “extra slide” for more details at end of presentation)
Business Unit cont. Roles and responsibilities
Role Responsibilities
Business Application
Manager (BAM)
(Could replace Sales
Process Architect and
Business Process Analyst
on next slide).
• Understands business requirements and how to effectively translate to Salesforce
• Possesses both strong and some tactical Salesforce skills to understand how changes may impact entire
user universe
• Executive level support and belief in the benefits of Salesforce application for its user base
• Intimate knowledge of the organizational culture and structure
• Updated information on any organizational changes or business process improvements
• Ability to send updated training and benefits communications to the user group
• Excellent communication skills to help internally .sell. and .service. the user group
• Excellent training skills to perform ongoing training sessions (if designated, “BAM” is also to attend
Salesforce internal trainer)
• Support of management ongoing Salesforce training sessions as new features and on-demand versions of
the application are launched
• Strong relationships with the managers of the user group to ensure proper use of the application
• Be the “voice” of the user community to represent to management commonly requested and needed
changes to the application
• Hold quarterly update meetings with the initial Steering Committee to revisit application success factors and
ensure incorporation of additional user requirements
Business Unit cont. Roles and responsibilities
Role Responsibilities
Sales Process Architect • Define overall capability scope and priority
• Define the business case and business metrics tied to Sales goals
• Set the globally consistent business processes
• Identify and facilitate resolution of cross-process issues (requirements and design)
Business Process Analyst • Provide leadership and articulate process vision
• Responsible for end-to-end business process
• Coordinate involvement of User Advisory Group and business team
• Manage process development status, work stream issue identification, resolution, and escalation
• Complete deliverables across processes
• Work with the business team members to identify business process changes and opportunities for
implementation prior to system deployment
• Collect priorities from Partners and Internal Business stakeholders
• Manages gate and deployment schedule for capability
• Monitor progress and key success metrics for newly launched processes
User Advisory Group
• Provide direct stakeholder input to the program
• Participate in business process development, requirement workshops, user acceptance testing
Business Team
• Participate in solution design, delivering business, geographic, site, or cross-organization specific requirements
• Provide detail knowledge of respective process but can also see the “big picture”
• Act as solution advocates
• Participate in business readiness activities
Typical Staffing Levels – Run the Business
Source: Hire On Demand
#
Users
System
Admins
Analysts Developers Architects Champions
31-74 1+ Full-Time
Administrator
1 for 25 users (20%
time)
75-149 1 Sr. Admins
1 Jr. Admin
< 1 Business
< Data Analyst
<1 Application 1 for 25 users (20%
time)
150-499 1 Sr. Admin’s
2 Jr. Admin
1 Business
1 Data Analyst
< 1 Integration
1 Application
<1 Integration
< 1 Application
< 1 Technical
< 1 Business Process
1 for 25 users (20%
time)
500-700 2-4 Admins 1- 2 Business
1-2 Data
1 Integration
2 – 3
Developers
1-2 Integration
1 Application
< 1 Technical
< 1 Business Process
1 for 25 users (20%
time)
700+ 5 Admins 3-4 Business
1-2 Data
2-4 Integration
4+ Developers
1-2 Integration
1 Application
1 Technical
1 Business Process
1 for 25 users (20%
time)
1. Introduction
2. Benefit of CoE
3. CoE Processes
4. CoE Roles &
Responsibilities
5. First steps to setup
your CoE
6. Summary
Next steps
• Brand your CoE
How would you name the CoE?
Define Mission/Charter for your CoE
Do you have an existing Governance Model for your on-premise platform that you can
leverage (Process)?
• Setting up the Model
Agreement on the functions of CoE
Identify members and their roles – stakeholders, executive sponsors, team members with
roles and responsibilities; use CoE Responsibilities slide to define the resource required to
met the business requirements
Identify CoE Model
• Establish Change Control Process (Change Management)
Define Release Request and management process,
Define Deployment Strategy
Define Training and Adoption Strategy
Next steps • Setup Governance Cadence
Set up Meeting agenda and schedule
Working together with Change Management (process for Handover)
• How would you operationalize the functioning of COE?
Are you going to use Salesforce for the functioning of your CoE - Chatter (Groups, Polls),
Reports and Dashboard, Workflow?
Are you going to use Salesforce PM Toolkit and/or any other App Exchange product –
Change it?
• Define Metrics to measure Success
How to Measure
Strategy to Communicate
• What are the other governance areas that you would like CoE to
govern?
Data Management Strategy – Data Architecture, Data Quality and long term Data
Management
Integration Best Practices
Define On-going Support Plan
1. Introduction
2. Benefit of CoE
3. CoE Processes
4. CoE Roles &
Responsibilities
5. First steps to setup
your CoE
6. Summary
Key Factors that Impact Success of CoE
ANXIETY
CONFUSION
VISION INCENTIVE GOVERNANCE ACTION
PLAN + + + SUCCESS =
FALSE STARTS
FRUSTRATION
GRADUAL CHANGE
VISION INCENTIVE GOVERNANCE + + = ACTION
PLAN -
VISION GOVERNANCE ACTION
PLAN + + = INCENTIVE -
VISION INCENTIVE ACTION
PLAN + + = GOVERNANCE +
VISION INCENTIVE GOVERNANCE ACTION
PLAN
+
+ =
INCENTIVE GOVERNANCE ACTION
PLAN + + = VISION
- +
SKILLS
SKILLS
SKILLS
SKILLS
SKILLS
SKILLS
+
+
-
+
+
+
Help & Training : Votre point de réference !
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