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Building a Center of Excellence for your Salesforce crm team

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This slide shares best practices on how to build a center of excellence for your Salesforce team.

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Building a Center of Excellence for your Salesforce crm team

  1. 1. Governance and COE: Key Components of a Successful Business Transformation Matt Evans Enterprise Strategy Salesforce Kevin Flowers Technology Executive Salesforce Brought to you by Salesforce Cloud Services
  2. 2. Forward-Looking Statements Statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed forward-looking, including any projections of product or service availability, subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services. The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, new products and services, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of any litigation, risks associated with completed and any possible mergers and acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successful customer deployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in our annual report on Form 10-K for the most recent fiscal year and in our quarterly report on Form 10-Q for the most recent fiscal quarter. These documents and others containing important disclosures are available on the SEC Filings section of the Investor Information section of our Web site. Any unreleased services or features referenced in this or other presentations, press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements.
  3. 3. Assisted Service Predictive Marketing Smart Apps Chat Bots for Community Actionable Analytics Predictive Commerce The Age of the Customer ​ Intelligence pushed to every touchpoint Guided Sales Connected Products
  4. 4. Eight Leading Apps, One Platform Connect to your customers in a whole new way Tami Lau CRM Developer
  5. 5. Level of Ambition LevelofComplexity Cloud Services helps you achieve business value, faster We engage at a level that is appropriate for your business Accelerated Success Consultative Success Accelerators Advisory Premier Success Plan Premier+ Success Plan Signature Success Plan Mission Critical Support Strategic Projects Experience Design Innovation & Transformation Center We provide prescriptive advice, best practices and experts at every stage of your journey Design-led innovation Data-driven insights Always-on expertise Transformational Success
  6. 6. 5 Insights to Governing A Modern Enterprise Scaling Your Innovation Kevin Flowers Innovation & Transformation kevin.flowers@salesforce.com @flowersk
  7. 7. Kevin Flowers Background: • 24 years business • Specialize in Enterprise Strategy • CTO - Coca-Cola Enterprise • Global IT - Colgate-Palmolive Personal: • Live in Atlanta, Georgia • 2 Daughters • Hobbies: Aviation, Running • Auburn University Innovation and Transformation Strategy | Innovation | Mobile | Cloud | IoT | Architecture
  8. 8. You are Empowered !!
  9. 9. Roles and Responsibilities PROJECT – PROGRAM or INITIATIVE TEAMSENTERPRISE FUNCTIONS Integration User Experience Enterprise Security Master Data & Information Support Functions Technical Architecture Manage Org Strategy Source Control Backlog Prioritization Steering Committee Roadmap Platform LeadershipSALESFORCE PLATFORM STRATEGY COE Technical Architecture Leadership Business Stakeholders Initiative One Certified Developer Analyst – Business Change Mgmt. System Admin Project Owners Initiative Two Initiative Three Different Org SCALE & GROWTH 1
  10. 10. Business and IT Alignment Interaction2
  11. 11. Cadence3 Architect Daily Prioritize Backlog 2–4 Weeks Develop, Test, Accept StartAgree on Requirements Deploy
  12. 12. Enablement4
  13. 13. Headroom for the Unknown (Platform + Iterations) = Insights & Opportunity Penicillin Discovery AccidentalAlexander Fleming 5
  14. 14. 5 Insights to Governing a Modern Enterprise. Roles and Responsibilities Provide clarity with regard to who has what responsibilities. Business and IT - Interaction Create structure so Business and IT start working closer together. Cadence Establish a consistent timeframe for releasing new business functionality. Enablement Set a world class standard of maximizing skills. Headroom for the Unknown Create opportunities for your organization to go beyond what is thought possible. 1 2 3 4 5
  15. 15. Center of Excellence Scaling Your Innovation Matt Evans Enterprise Strategy mevans@salesforce.com @mattsmessage
  16. 16. Matt Evans Background: • 12 years business process consulting, MBA • Specialize in COE, Governance, Adoption • Salesforce Admin of the Year, 2008 Personal: • Live in Utah • 5 Children • Hobbies: 5 Children • Cubs Fan Enterprise Strategy
  17. 17. COE Maturity Model Ad Hoc - Disparate approaches Managed Capabilities - Standards - Governance - Security Agility - Process - Change Control - Org Strategy - Knowledge Sharing - Global vs BU Functions - Business vs IT roles Alignment - Sponsorship - Unified Roadmap - ROI Tracking - Architecture - Adoption Support Innovation - Integration - Rapid Prototyping - Ideation - UX Design - Data Science - Monitor & Adjust using Data Transformation AmountofInnovation - Releases - Resources - Environment Strategy
  18. 18. Chapter 1 The People People Place Image Here Place Image Here Chapter 2 The Process Chapter 3 The Culture
  19. 19. Chapter 1 The People People Place Image Here Place Image Here Chapter 2 The Process Chapter 3 The Culture
  20. 20. Sample Model 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 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 DMG Lead (5) Training Delivery Release Manager Ongoing Support Change Control Board Business Release Manager
  21. 21. One Center of Excellence PMO DEPLOYMENT COMMUNICATION DELIVERY TEAM CHANGE & ADOPTION END TO END SUPPORT RELEASE / ENVIRONMENT MGT SOLUTION / ARCHITECTURE DATA ARCHITECT INTEGRATION / CONNECTORS INNOVATION / LAB Executive Sponsor LEADERSHIPCOUNCIL &STAKEHOLDERS CoE Business Lead CoE Tech Lead CENTER OF EXCELLENCE PROCESS MGT (BPO) TRAINING MATERIALS METRICS & ANALYTICS DATA MGT Global Program Owner Project Owners Executive Steering Committee Project 1 Project 2 Project 3
  22. 22. Example Model Executive Sponsor Executive Steering Committee Business Working Groups Change Management & Adoption Training Champions Data Architecture Technical Architecture (Sourced through Partner) Compliance, Data Privacy, Legal and CISO Business Process SMEs Ops Support, Reporting, etc. Quality Assurance Release Management (Solution Architect) Technical Working Groups Program Owner Work stream #1 Work stream #2 Work stream #3 Work stream #4 Work stream #5 Project Work streams LeadershipCouncil& Stakeholders US EU ICON JPAC
  23. 23. Example Model Executive Sponsor Executive Steering Committee CoE Business Leader Change Management Business Operations Functional Architect Training and Deployment Metrics and Analytics Community Global CoE Owner CoE Technical Leader Release Mgmt/QA Data Developer Technical Support Technical Architect Portal Business Advisory Team Capability Leads USTheatres 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
  24. 24. Who should be on my COE team? It’s more about the people than the structure The individuals you select are more important than their experience • Open minded, eager about leveraging modern technology. • Enlist those with little or no experience; attitude can be just as important as aptitude. • Potentially staff the COE with skeptics. Start with a small team of 3-5 people that are passionate about the cause • Check egos at the door. • Be both highly reactive and proactive. • Create development paths for the people. Minimal technical roles required are Architecture, Salesforce Expertise, Exec Sponsorship • Enlist part-time roles to bring in expertise (project managers, BAs, trainers, QA/UAT, legal, HR, adoption, scrum team leaders, etc.)
  25. 25. Should it report to the Business or to IT? Not a question of where, but who Where it reports to is not as important as the executives support it receives Find a proactive, supportive VP-level or above, executive sponsor to drive the COE. Secure funding for the COE and treat it like a business Successful COEs need 2 years of funding before they become self sufficient. Time to build a governance process, collaboration efforts and evangelize its merits across the firm. Executive sponsor is responsible to commit to and sustain the financial support. I prefer a sponsor from the business side
  26. 26. Place Image Here Place Image Here Place Image Here Chapter 1 The People Chapter 2 The Process Chapter 3 The Culture
  27. 27. Center of Excellence – Key Processes • Identify Executive Sponsor(s) • Identify Stakeholders • Program Charter • Meeting’s Agenda and Schedule • Center of Excellence Operating Model • Roles and Responsibilities • Communications Strategy • Vendor & SI Management • Value Management • Skill Management • Org Strategy • Program Reporting • Risk Register & Management • Cloud Adoption Principles • Ongoing review of Governance Effectiveness • Offshore Development • Backlog Management • Business Obstacles • Budgets • Prioritization/Decision Criteria • Innovation • Business Data Architecture • Business Transformation • Development Best Practices • Program Release Roadmap & Cadence • Change Control Process & Backlog Management • Environmental Management • Release Manager Roles & Responsibilities • What can be changed in Production? • Code/Configuration Release Mechanisms • Bug Tracking System • Testing Strategy Executive & Program Management Release Management Architecture Adoption/Training Development • Development Methodology • Adhere to Development Best Practices • Development Process • Technical Debt • On-going Support Plan • Bug Reporting Process & Tracking • Administration • End to End Readiness Support • Data Architecture • Data Quality Strategy • Data Migration Strategy • Application Rationalization Strategy • Mobile strategy / Architecture • Long-term Data Management Strategy • Integration Strategy • Security Architecture • Infrastructure Architecture • Adoption Strategy • Power Users • Define Deployment and Training Strategy • Define Success Metrics Strategy & Ongoing Reporting • End user Communication • Conduct User Group Meeting • Measure Effectiveness and Continuously Improvement Business
  28. 28. Creating a LOB Improvement Agenda Address immediate needs and make progress toward strategic objectives Implement a Best Practice Upskill Employees Install a new technology Improvement Activities Financial Constraints to Improvement Bandwidth Constraints to Improvement Capability Constraints to Improvement Actual Capacity to Improve COEs Add value and build Credibility by helping LOBs define and execute a concise improvement agenda
  29. 29. Place Image Here Place Image Here Place Image Here Chapter 1 The People Chapter 2 The Process Chapter 3 The Culture
  30. 30. ​“Through 2018, over 90% of new CRM initiatives will require a new IT approach focused on speed and agility.” (Source: Gartner, Inc., Apply Gartner's Agility Model to Increase Innovation in CRM, 9.29.15)
  31. 31. COE Cultural Principles Move at the speed your customers demand Configuration firstGo fast and iterate Mobile-first when appropriate Transparent Culture Data Drives Decision Business value driven Multi-speed IT Keep it simple and reuse Player/coach, not spectator PRINCIPLES Cool technology How we have always done it One process for delivery Custom code Release complete applications Desktop first Variations of the same app Stakeholder oversight Escalation management Squeaky wheel FROM Business value driven Challenge status quo Multi-speed IT Configuration first Go fast and iterate Mobile-first when appropriate Keep it simple and reuse Player/coach, not spectator Transparent Culture Data Drives Decisions TO Culture – Blaze a new Trail
  32. 32. Not just cool technology Drive business value
  33. 33. Not “Because we have always done it this way” Challenge the status quo ​184 Steps ​16 weeks ​Tested with simple, configuration app ​ Step 31: Full security review ​ Step 57: Hire 2 heads to support ​ Step 103: Buy 3 servers ​ Step…..
  34. 34. ​25 Steps or 40 Steps or 5 Steps ​2 weeks or 4 weeks or 1 day Not one process for delivery Leverage multi-speed IT Minimal Viable Product Process Immediate Release - Email templates - Views - Dashboards Quicker Release - Configuration first, mobile first Quick Release - Integration - Code
  35. 35. Level of Ambition LevelofComplexity Cloud Services helps you achieve business value, faster We engage at a level that is appropriate for your business Accelerated Success Consultative Success Accelerators Advisory Premier Success Plan Premier+ Success Plan Signature Success Plan Mission Critical Support Strategic Projects Experience Design Innovation & Transformation Center We provide prescriptive advice, best practices and experts at every stage of your journey Design-led innovation Data-driven insights Always-on expertise Transformational Success
  36. 36. Senior Experts Dedicated and engaged leaders that partner with your executives Proven Methodology Salesforce best practice and approach that are able to sustain transformation over time. Bundled Expertise Advisors pull in the right experts from security to change management, design Innovation & Transformation Center Our proven methodology packaged to help IT and Line-of-Business executives collaborate and sustain transformation. Why does it matter: • Deliver on your most ambitious and strategic initiatives with the right team of advisors. • Salesforce customer-centric approach to innovation. • Achieve and maintain alignment and agility. Transformational Success “Keep one eye on the microscope, but the other eye on the telescope” Fortune 50 - CEO Business Architect Program Executive Program Architect
  37. 37. For More Information on Cloud Services ​ Visit the Cloud Services at Dreamforce ​ Success Community at sfdc.co/btIsUu

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