B P G005 Johnson 091807

Domain 4: Sponsorship & Governance

Scott Johnson, salesforce.com

Glen Martin, salesforce.com

Sam Loveland, salesforce.com

Kevin Gibson, ADP

Best Practices: Global Enterprise

Safe Harbor Statement

“Safe harbor” statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements including but not limited to statements concerning the potential market for our existing service offerings and future offerings. All of our forward looking statements involve risks, uncertainties and assumptions. If any such risks or uncertainties materialize or if any of the assumptions proves incorrect, our results could differ materially from the results expressed or implied by the forward-looking statements we make.

The risks and uncertainties referred to above include - but are not limited to - risks associated with possible fluctuations in our operating results and cash flows, rate of growth and anticipated revenue run rate, errors, interruptions or delays in our service or our Web hosting, our new business model, our history of operating losses, the possibility that we will not remain profitable, breach of our security measures, the emerging market in which we operate, our relatively limited operating history, our ability to hire, retain and motivate our employees and manage our growth, competition, our ability to continue to release and gain customer acceptance of new and improved versions of our service, customer and partner acceptance of the AppExchange, successful customer deployment and utilization of our services, unanticipated changes in our effective tax rate, fluctuations in the number of shares outstanding, the price of such shares, foreign currency exchange rates and interest rates.

Further information on these and other factors that could affect our financial results is included in the reports on Forms 10-K, 10-Q and 8-K and in other filings we make with the Securities and Exchange Commission from time to time. These documents are available on the SEC Filings section of the Investor Information section of our website at www.salesforce.com/investor. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements, except as required by law.

Scott Johnson

Engagement ManagerEnterprise Professional Services

salesforce.com

Define Business Objectives

Define CRM Strategies

Define CRM Vision

Prioritize and group Initiatives

Develop the CRM Roadmap

What are key business metrics to measure success?

Assess impact on organization/

employees

How will the CRM transformation impact the

organization and employees?

Domain Development Approach

Identify key Business Metrics

Domain #1Strategy and Vision

What are the business objects of the overall

CRM effort?

What should be the basis for deciding which initiatives are

pursued first?

What are the strategies to enable achievement of

your CRM vision?

What is the vision that will carry forward the CRM

effort?

Domain #2Business Metrics

Domain #3Adoption

Domain #5Roadmap

Define Processes

Develop the Technology and

Data strategy

What processes will help achieve the CRM vision? Do they need to be re-designed?

Domain #6Process

Domain #7Technology and Data

What technology and data strategies and architecture will

support the CRM effort?

How should the list of CRM related programs and initiatives

be structured to produce maximum benefit?

Develop the Center of

Excellence

Develop the Center of

Excellence

Domain #4Sponsorship and

Governance

What governance model will best support the CRM

effort?

Agenda

Why Create a Center of Excellence

Center of Excellence Approach

Center of Excellence Approach at ADP

Release Management

Feature Request Process

Question and Answer

Kevin Gibson

Senior Director Corporate Information Systems

ADP

How is ADP deployed?

Multi Business Unit Implementation

• 7,200+ users

• 17 BUs deployed globally

• Spanning all market segments

• Use of Divisions for performance

• Record Type Functionality used for security and

different sales processes

ADP Support Structure

ADP CoE

SFDC Support

BAM

BAM

BAM

BAM

Field Users

Field Users

Field Users

Field Users

Why Create a Center of Excellence?

A Center of Excellence (COE) can Accelerate Business Value by:

Defining accountability at sponsorship level

Coordinating across multiple initiatives

Improving speed of execution

Leverage Resources

Leverage Designs

Reuse assets

Acceleration of Business Value

Define accountability at sponsorship level Sponsors are actively engaged in program Define roles and responsibilities at all levels

Coordination across multiple initiatives Ensure strategic objectives are met with individual projects Fully leverage current investment and expertise Facilitate common business practices Facilitate consistent methodology

Improving speed of execution Leveraging a Common Architecture & Strategy Ensure effective utilization of Salesforce technology across

initiatives Deliver a guiding framework while maintaining an overall

enterprise vision

COE Framework

COE Objectives

Provide active executive sponsorship Execute customer business vision Prioritize requirements and initiatives

based on Business Value Enforce consistent methodology across

initiatives Focuses on all four tenants of

Leadership, Business, Technical and Data Architecture, and ChangeManagement

Maximize project team Maximize value of resources Insure knowledge transfer Provide ongoing project support and

monitoring

Standards, Best Practices, Strategies, Approaches

Change Management

• Stakeholder Analysis

• Adoption Strategy & Plan

• Deployment Strategy

• Training Approach

• Training Assessment

Technical & DataArchitecture

• Release Management Strategy

• System Blueprint

• Security & Data Architecture

• Integration Blueprint

• Implementation Plan

• Reusable Test Approach

Business

• Process Maps

• Processes mapped to Business Requirements

• Metrics Strategy

• CRM Capabilities Roadmap / Solution Map

COE Deliverables

Leadership

• Executive Sponsorship

• CRM Business Objectives & KPIs

• Program Charter

• Management and Risk Controls

• Investment Request Process Support

COE High-Level Plan

Month 1Month 1

LeadershipLeadership

BusinessBusiness

Technologyand Data Architecture

Technologyand Data Architecture

Change ManagementChange Management

Identify Executive SponsorsIdentify Executive Sponsors

Month 2Month 2 Month 3Month 3

Define CRM Business Objectives and KPIDefine CRM Business Objectives and KPI

Define Program CharterDefine Program Charter

Define Investment Request ProcessDefine Investment Request Process Execute Investment Request ProcessExecute Investment Request Process

Identify Key Business Process CapabilitiesIdentify Key Business Process Capabilities

Define Process MapsDefine Process Maps Map Processes to Business RequirementsMap Processes to Business Requirements

Develop CRM Solutions RoadmapDevelop CRM Solutions Roadmap

Define System BlueprintDefine System Blueprint

Define Security and Data ArchitectureDefine Security and Data Architecture

Define Integration Blueprint & Implementation PlanDefine Integration Blueprint & Implementation Plan

Define Release Management StrategyDefine Release Management Strategy

Conduct Stakeholder AnalysisConduct Stakeholder Analysis

Develop Adoption Strategy and PlanDevelop Adoption Strategy and Plan

Define Training StrategyDefine Training Strategy

Define On-Going Support PlanDefine On-Going Support Plan

Timeline are representative – dependent on Customer Organization and timeline

Define Management and Risk ControlsDefine Management and Risk Controls

Define Metrics StrategyDefine Metrics Strategy

Develop Deployment StrategyDevelop Deployment Strategy

COE Collaboration StructureCOE Responsibilities

Standards & Best Practices Reporting Templates

SME Knowledge & Training Materials Cross-business Coordination (Projects)

New Functionality Test & Deployment Approach Security & Data Sharing Model

Data Integration Approaches Subscription & Vendor Mgmt

New Unit Implementation Guidance & Support New Product Feature Evaluation

Business Unit 1Business Unit 1

Business Unit ResponsibilitiesBusiness Requirements & Process Mapping New Functionality Test & Deployment

Business-unit Specific Project Governance Reporting & Measurements

Configuration and Customer Fields Data Quality

Data Integration Execution User Training and Support

Adherence to Best Practices COE Participation

Business Unit 2Business Unit 2 Business Unit 3Business Unit 3 Business Unit NBusiness Unit N

COE Investment Request Process

A critical component to the COE is to be able to

accept and prioritize requirements from end-users to

schedule in as new initiatives

The Investment Request Process (IRP) is a

mechanism that allows the COE team to support this

need

The IRP is closely integrated to the overall CRM

Monthly and Quarterly release timeline

COE Investment Request Process (IRP) - Overview

Assess Investment Request

Assess Investment Request Allocate Resources Allocate Resources

Submit Investment

Request

Submit Investment

Request Post

Assessment Post

Assessment Prioritize Investment

Request Prioritize Investment

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 Investment 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

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

New fields

Field label changes

Field positioning

New related lists

New roles

LOW No additional training

required

None or minimal impact

to integration

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 dashboards and

reports

New page layouts

New org or sub-org in role

hierarchy

New custom objects

MEDIUM < 1 day of additional

training required

< 1 week of integration

development

Major Release Large changes that have major impacts to the business or

environment

Changes requiring a significant GUI 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

HIGH 1 day of additional

training required

> 1 week of integration

development

For consistent implementation and support, investment requests should be

categorized as immediate, minor or major based on level of effort

COE Release Strategy

COE Investment Request Calendar

Week 1

Week 1

Quarterly Investment CalendarQuarterly Investment Calendar

Request Deadline

Week 2

Week 2

Week 3

Week 3

Week 4

Week 4

Week 5

Week 5

Week 6

Week 6

Week 7

Week 7

Week 8

Week 8

Week 9

Week 9

Week 10

Week 10

Week 11

Week 11

Week 12

Week 12

Week 13

Week 13

Submit Investment Requests

Assess Deadline

Prioritization Meeting

Allocate ResourcesAssess Investment Requests

Prioritize Investment Requests

Roadmap Review

Monthly Investment CalendarMonthly Investment Calendar

Monthly Request Deadline

Monthly Request Deadline

Monthly Request Deadline

Assess Prioritize Staff & Schedule

Assess Prioritize Staff & Schedule

Assess Prioritize Staff & Schedule

Begin Project

Start Release Process

Glen Martin

Director, Product ManagementPlatform Division

salesforce.com

New feature: Multiple Sandboxes

Development

Training

Testing

New feature: Multiple Sandboxes

COE needs are addressed by Force.com Sandbox

Multiple sandboxes keep projects separate

Current production support

Longer term dev projects, both in COE or BU

Training

Sandbox provides isolated training environment

Sandbox enables release control processes

dev – test - APPROVE – deploy

Best Practices: Development

Support multiple projects by isolating within

separate development instances

Testing and bug fixes

New features (monthly)

New applications and integrations (quarterly)

Sandbox configuration for development

Usually doesn’t need or want production data

Use configuration-only sandbox, or quick copy

Enter data by hand, or use data loader for small

sample data set

Staging

Dev

Dev

Integration

Best Practices: Deployment

Stage the changes into a full, fresh sandbox

Perform full regression and acceptance test

Change control approval

Deploy changes to production and training

environments

ProductionStageIntegrateDevelop

Training

Best Practices: Training before deployment

If update changes current

processes

If you want printed manual to

match live exercises

Sandbox configuration

Use configuration-only

sandbox, or quick copy

Use data loader with

standardized training data set

Production Instance

Staging

Training

Best Practices: Training after deployment

For minor changes and isolated

new features or apps

Sandbox configuration

If you want current data

• Use a full sandbox copy

If you want printed manual to

match live exercises

• Use configuration-only

sandbox, or quick copy

• Use data loader with

standardized training data set

Production Instance

Staging

Training

Project delivery cycle with Sandbox

Production Instance

Production Support

Staging

COElive

full copy

configuration-only, sample data

configuration-only, training data

legend

Dev

Integration

BU ProjectTraining

Dev

Dev

Dev

Integration

Sam Loveland

Director, Client Services Executive

salesforce.com

Enterprise Feature Request Process Goals

Deliver a scalable Enterprise feature request process that enables customer success and

product innovation

Feature Request Process

Top Requests in Winter ‘08

• Tagging• Dashboard Usage• Roll-up Summary Fields

Accountability workflow

Product Owners directly responsible for the lifecycle of

approved Feature Requests

1. Feature Case assigned to PM (product owner matrix)

2. PM links feature request to internal development process

3. PM updates Feature Case Status

4. Feature progress tracked via dashboards and reports

5. Feature Case closed when delivered

Solving the Release Challenge in an On-Demand WorldNew Functionality Released with No Disruptive Impact

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Enterprise Monthly Release Schedule

2. Customer Testing & QA on Sandboxes

Enterprise IT Maps Salesforce Releases to Internal Release Schedule

Selective Feature Rollout

Sample Enterprise release schedule mapping…enable

…enable

…enable

All new release features disabled by default

Full release notes delivered to Customer IT

IT enables and tests new features in development environment first

Salesforce Quarterly Release Schedule

Jan Apr Jul Oct

3. Functionality Released

1. Functionality Pushed

…enable

Session FeedbackLet us know how we’re doing!

Please score the session from 5 to 1 (5=excellent,1=needs improvement) in the following categories:

Overall rating of the session Quality of content Strength of presentation delivery Relevance of the session to your organization

We strive to improve, thank you for filling out our survey.

Additionally, please score each individual speaker on: Overall delivery of session

Scott Johnson

Engagement Manager

Glen Martin

Director, Product Management

Kevin Gibson

Senior Director Corporate Information Systems

QUESTION & ANSWER SESSION

Salesforce.com

Sam Loveland

Director, Client Services Executive