© 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.
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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
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Customer Feedback: ‘We Can’t 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
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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
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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
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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
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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 Customer’s 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
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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 of deals managed by each user
Average Number of Deals per Account Manager
Average number of active opportunities
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
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Global Standards Model
Establish a core set of ‘standard’ functionality which all LOBs will utilize, supported by guidelines defining the areas which may be unique to each LOB.
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Defining and Documenting Standards
Example of Cross-BU standards:
• Accounts, 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 coordination with the CoE
‒ 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 duplication and the other Businesses can go into the new record and fill in their business specific fields where appropriate
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Scrum
• Agile process that focuses on delivering business value as quickly as possible (every 2–4 weeks)
• Enables rapid inspection of working software
• Business sets priorities and enables the team to self-organize & deliver value
Role
Event Role Role
Event
Artifact Artifact
Event Artifact
• Roles • Events • Artifacts
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Product Backlog
• Identify Roadmap – PO, PM, Tech
• Requirements captured as Stories with a clearly defined UAC by Product owner
3 Days before Sprint Planning Meeting
• PO determines requirements that should be considered for the next Sprint listed in desired order
• Tech Lead assigns a developer (for sizing only) and the list of requirements is sent to the team 3 days prior to the Sprint Planning Meeting Artifact
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Sprint Planning Meeting
• Each requirement is documented thoroughly
• Prioritized by the Product Owner prior to the meeting
Event
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Sprint Backlog
• Tech Lead assigns Developers up to their capacity
• When Developers are assigned the QA Lead assigns QA resources up to their capacity
• Expected DEV and QA Completion Dates are added
• Salesforce is updated with the Release Date
• The day following Sprint Planning is reserved for meetings with BAs, DEV and QA to refine requirements and test cases
Artifact
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Daily Standup Meeting
• 10-15 minute meetings begin 2 days after Sprint Planning
• Discuss what was done: Yesterday, Today, Blockers
Event
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Sprint Review
• Day prior to meeting the PO identifies custom requirements that they would like to see demonstrated
• Custom requirements with external database impact are reviewed at the beginning
Event
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Retrospective
• Follow normal format
– Each team member discusses: Start – Stop – Continue
• Update Process Documentation
Event
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Deployment Core Concepts
• Metadata – Configuration data
– Apex, Workflow, Custom and Standard Objects, Approval Processes, Page Layouts, etc.
• Data – Records or actual data within Salesforce
– Accounts, Contacts, Custom object records, Custom settings
– Dataloader (dataloader.io)
• Data Loading – Load data through one or more tools
• Data loader, Jitterbit, Import Wizard, Informatica
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Deployment Core Concepts
• Deployment – Transfer of meta data from a source into Salesforce
– Potential sources include: • Sandbox or Production orgs
• Source Control (svn, github, bitbucket)
• Packages
• Always develop and test customizations before pushing to production ‒ Thorough unit tests with asserts
‒ Performance Testing • BURP, JMeter
‒ Verification, Regression Testing • Staging Sandboxes
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Deployment Tools and Comparison
Tool Connected
Orgs Separate
Orgs Admin
Friendly Repeatable Permissions
Destructive Changes
Change Set X X * X
Migration Toolkit
X X X X X
Eclipse, MavensMate
X X X X
Sandbox Refresh
X X X X
Unmanaged Package
X X X **
Workbench X X X X X
© Copyright 2015. Apps Associates LLC. 27
Connect with Us
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Email: [email protected]
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Thank You!