Large Enterprise - Best Practices - Developing a CoE (1).pdf

Large Enterprise - Best Practices - Developing a CoE (1).pdf
Developing a Center of Excellence
Agenda § Why a CoE? § Getting Started § Three Models § Roles & Responsibilities § Next Steps § Real Customer Examples
Why a CoE?
Center of Excellence What is it? § A Center of Excellence drives the execution of processes by which organizations identify, prioritize, assign, execute and communicate while optimally leveraging people, processes, knowledge, and technology § A Center of Excellence could also originate as or encompass: − Advisory Board − Change Control Board − Steering or Exec Committee people processes knowledge technology
Center of Excellence Goals § Drive global or large multi-division projects § Reduce deployment risk and raises quality of the release lifecycle § Align business and IT operations § Develop in-house salesforce.com expertise across different areas § Drive the execution of processes by which organizations identify, prioritize, assign, execute and communicate while optimally leveraging knowledge, resources, and tools People Technology / Tools Processes Knowledgebase
§ Improves communication and visibility across the enterprise § Reduce deployment risk and raise quality of the release lifecycle § Reduce cost by enabling: – Efficient use of resources across the company – Non-duplication of tasks § Increase ROI by facilitating: – Faster ‘Time to Market’ for salesforce.com related projects – Higher end user adoption of the Salesforce application § Develop in-house salesforce.com expertise across different areas – Business Processes, Design/Configuration – Data / Application Integration – Usage of other advanced features (Apex, Visualforce, etc.) Center of Excellence Accelerating business value to maximize ROI
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 PMI: The purpose of Governance is to provide a governance framework of policies, procedures & standards to ensure effective execution of projects/programs and provide strategic decision support & alignment - bridging the tactical with the strategic
§ Inefficient use of resources § Duplication of tasks § Poor communication and visibility § Inability to maximize ROI and adoption § Lack of insight into all associated costs § Lowers ability to achieve adoption and deployment success Center of Excellence The impact of NOT having a COE
Getting Started
Ge6ng Started Emerging Prac<cing Leading ü Iden<fy Execu<ve Sponsors ü Conduct Stakeholder Analysis ü Define Business Objec<ves ü Define Program Charter ü Define CoE Opera<ng Model, Roles and Responsibili<es ü Set up Mee<ng Agenda and Schedule ü Define Process Maps ü Define System Blueprint ü Define Management & Risk Controls ü Define Release Request Process ü Define Success Metrics Strategy ü Define Data Architecture ü Define Data Quality Strategy ü Develop AdopAon & Strategy Plan ü Establish Environment Management and Code MigraAon process ü Map Business Processes/ Requirements ü Develop CRM Roadmap ü Develop IntegraAon Architecture ü Define Deployment & Training Strategy ü Define On-‐going Support Plan ü Establish Change Control Process ü Define long-‐term Data management strategy ü Define long-‐term IntegraAon strategy ü Establish key cross-‐unit standards ü Provide frequent updates via NewsleLer/Website ü Conduct User Group MeeAngs ü Develop Vendor Management processes and standards ü Validate Success Metrics & Adjust YOU ARE HERE CoE EvoluAon Lifecycle •Monthly Steering CommiQee Mee<ngs •Weekly CoE Mee<ngs •Quarterly Steering CommiQee Mee<ngs •Monthly CoE Mee<ngs CoE Lifecycle
• Ongoing Support Model • Environment Management • Solution Architecture • Integration Architecture • Performance Testing • Security Testing • Force.com Product Roadmap • Development Standards & Best Practices • Security & Data Sharing Model • Data Integration Approaches & Execution • Change/Release Management Enterprise Architecture Functions • Business Requirements & Process Mapping • LOB CoE Project Governance • End User Training & Support • Adherence to Best Practices • New Functionality Test • Adoption • Global Report Templates & Standards • Functional Testing LOB CoE Specific Functions Sales/Mktg CoE Ops CoE LOB 3.. LOB 4… Determine Enterprise Architecture and CoE Functions A collaborative effort driving best practices • Subscription & Vendor Management • Cross-business Coordination (Projects) • Role and Profile Standards • User On-Boarding/Termination Enterprise Program Functions Development Center • Apex/VF Coding • Configuration • Integration Coding • Integration Testing
Three Models
§ Collaborative Center of Excellence (Business Driven) – Information Sharing • Product Usage, Best Practices • Review new Salesforce Features • Evaluate App Exchange Partners – Networking and Collaboration • Lending support, helping identifying Subject Matter Experts § Governing Center of Excellence (IT Driven) – Formal Command and Control Structure – Ensures Adherence to Standards and Processes – Clearly Defined Responsibilities at both COE and BU level – Structured Collaboration between Groups § Hybrid Center of Excellence (Business & IT Driven) Three Common Models One size may not fit all
Collaborative COE Example § Common in companies that are just starting with the COE concept § Less formal reporting relationships – Each of the BU’s have Executive Sales Sponsor and BU System Administrator – There is no formal reporting relationship between COE Leadership team and the BUs § COE team is much smaller
Governing COE Example § Common in companies that are more advanced with COE/PMO concepts – More formal reporting structure • COE Director has dotted line to the Executive Sponsors but may report directly to IT • COE team members are aligned similar to typical project team • Each of the BU’s have Executive Sales Sponsor and BU System Administrator
Hybrid COE Example § Common in large companies with multiple BUs § Has attributes of both Collaborative and Governing models
Roles & Responsibilities
Roles & Responsibilities Role Responsibilities FTE* 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 As Needed 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 As Needed Global COE Owner § Responsible for overall implementation strategy and planning , drives program execution § Establishes cross-functional team with regularly scheduled meetings to optimize and evolve the usage of Salesforce across the enterprise § Ensure Sales and Service projects map to the enterprise strategy § Define success criteria and key for metric s for Executive tracking 1 Application Architect § Responsible for matching business process and automation requirements to the capabilities of salesforce.com, including data model, role hierarchy, sharing and security model § Provide functional architecture strategy and guidance for all SFDC rollouts, Design-for-adoption strategy § Reviews functional design for initiatives & Implement configuration standards 1 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 1 *1 FTE assumes that there are 12 releases a year. If less, resource may not be a FTE, but rather part <me
Role Responsibili<es FTE* Training and Change Management • Conducts stakeholder assessments across the iniAaAves • Responsible for overall Change Management strategy, including communicaAons plan and templates to support releases • Responsible for overall training strategy, plan & curriculum development to support releases and end-‐user deployments 1 Program Manager § Overall responsibility for guiding the project work streams to successful compleAon § Coordinates efforts across mulAple iniAaAves, including staffing § Coordinate development resources, tasks, and deliverables for individual project work streams § Sets release schedule and budgets 1** Project Manager • Create and execute on assigned project work streams • Ensure quality, completeness, Ameliness • Project status meeAngs and in-‐process reviews • IdenAfy, document, and drive resoluAon for project issues • Manage schedule, budget and project deliverables on a daily basis 2 Configura<on Specialists § Configures applicaAon per design specificaAons § Configure reports/dashboards that region requests § Configure views § Build out workflow rules 1 Custom Developers, Integra<on & Data Migra<on Specialists § Develop custom code and integraAons as specified by design § Load data per specificaAons 1-‐2 Roles & Responsibilities *1 FTE assumes that there are 12 releases a year. If less, resource may not be a FTE, but rather part <me ** May have other responsibili<es
Role Responsibili<es FTE* Help Desk & Support • Manages end-‐user/producAon support for salesforce • Qualifies defects/enhancement for change control review board • Defines on-‐going support model 3 Release Manager § Responsible for environment management and strategy § Responsible for the coordinaAon of code release scheduling (including tesAng & producAon) § Provide overall quality assurance best pracAces § Review tesAng approach for each work stream 1** Service Business Lead • Advocates for the Services / OperaAons user base § IdenAfy metrics to be tracked by Service § Ensure Service iniAaAves map to enterprise strategy § Drives business case for new Service projects § Drive user effecAveness, adopAon and commercial excellence for Service 1** Sales Business Lead • Advocates for the Sales user base § IdenAfy metrics to be tracked by Sales § Ensure Sales iniAaAves map to enterprise strategy § Drives business case for new Sales projects § Drive user effecAveness, adopAon and commercial excellence for Sales 1** Func<onal Analysts • Define business processes , best pracAces and how it can be applied to salesforce.com • Define and future state process flows • Conduct requirements and soluAon design workshops • Facilitate business process analysis and automaAon discussions • Execute systems and user acceptance tesAng 2 Roles & Responsibilities *1 FTE assumes that there are 12 releases a year. If less, resource may not be a FTE, but rather part <me ** May have other responsibili<es
Next Steps
Next Steps 1. Refine & agree on CoE charter, roles and responsibilities 2. Socialize the CoE charter, adjust, get buy in and establish regular meeting cadence 3. Outline & prioritize a list of strategic objectives for each BU/region 4. Identify who's got skin in the game for each track and/or region 5. Document the current footprint of saleforce.com and conduct usage sharing sessions as needed 6. COE takes ownership of driving out the following deliverables – Draft and socialize and Enterprise Roadmap • Spark debate and get buy-in/consensus across the groups – Identify/Collaborate on process and technology standardization – Define roles and responsibilities (i.e. Business Admin vs. IT tasks) – Develop a support model and release schedule – Create “100 Day CoE Leadership Plan” with dates, owners and deliverables
Real Customer Examples
Operating Model – Example 1
Executive Governance “Make Enterprise Decisions” Working Level Governance “Advise and Coordinate Across Programs” Function Level Governance “Make Function-Level Decisions” Theater Level Governance “Align Theaters to Enterprise CRM” Membership Roles and Responsibilities Voting Members • Functional Business Executives • Functional IT Executives • 1 vote per structure/org. • Make Enterprise-wide decisions • Set Tone for board meetings Proxies • Theater Representatives • Function Representatives • Provide Content Perspective • Facilitate Meetings • Functional Business Stewards • Functional IT Stewards • Subgroups include: • Architecture • Operation, Change Management, etc. • Make selected decisions • Integrate business management efforts • Function Lead • Function IT Manager • Function Business Manager Make Function–Wide Decisions in alignment with enterprise priorities •Set tone for board meetings • Provide Content perspective • Provide Theater-level input • Facilitate Meetings • Oversee Function-Level initiatives • Theater Program Directors • Theater Business Manager • Advise enterprise boards • Oversee Theater-Level initiatives Strategy, Planning & Governance Implementation & Execution Operating Model – Example 2
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 Offshore Config 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 Offshore Config Team Application Architect DMG Lead (5) Training Delivery Release Manager Ongoing Support Change Control Board Business Release Manager Operating Model – Example 3
Executive Sponsor Executive Steering Committee CoE Business Leader Change Managemen t Business Operations Functional Architect Training and Deployment Metrics and Analytics Community Global CoE Owner CoE Technical Leader Release Managemen t/QA Data Developer Technical Support Technical Architect Portal Business Advisory Team Capability Leads US Theatres 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 Operating Model – Example 4
Operating Model – Example 5
Appendix of starting CoE Deliverables
Creating the CoE Charter (Sample) The Center of Excellence (COE) will serve to facilitate discussions between Business and IT stakeholders to share ideas and experiences relaAve to SFDC deployments and opAmizaAons. Its main purpose is to drive corporate and industry compliance relaAve to process, data and security as well as to ensure alignment to the enterprise governance strategy. Key ObjecAves of the COE include: • Ensure that strategic iniAaAves are prioriAzed, leveraged and executed in accordance with enterprise objecAves. • Improve communicaAon and visibility across business units. • Share business and technology best pracAces across the organizaAon. • OpAmize resources and shared services to provide shortened development cycles, faster Ame to market.
Limited FUNCTIONALITY Business I mpact Low High Extensive 2 3 Account & Contact Management •AcAvity Management Opportuni<es & Pipeline Management •Reports, Dashboards Marke<ng •Lead & MarkeAng PromoAons •Document & Collateral Management 5 6 7 Service & Support •Case Management •Knowledge-‐base Customer & Channel •Partner Portal •Customer Portal & Self-‐ Service •Account Intelligence Integra<on • QuoAng • Pricing • Contract Management •Proposal GeneraAon 8 9 – Part of DNA! 1 Placorm •Custom Processes & Objects •APEX & Visualforce 4 Ideas & Content • Sales content & collateral •Sales feedback Planning your CRM Roadmap (Sample)
Establishing an Ongoing Release Process Assess Roadmap Request Allocate Resources Submit Roadmap Request Post Assessment Priori<ze 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 SubmiLed Requests to be PrioriAzed • Top 4 Requests are Assessed by Business Unit for: Value, and Risk and by CoE team for Resource and Costs • Business Unit PrioriAzed Requests are Updated with PerAnent InformaAon • CoE Performs Preliminary PrioriAzaAon of Roadmap Porfolio • CoE meets with Business Unit Stakeholders to Conduct Review • CoE holds PrioriAzaAon MeeAng for Final Sign-‐off • CoE Communicate PrioriAzaAon Decisions to Business Units • Business Units Complete Staffing Request for Approved Projects • CoE Align Staffing Schedules • CoE Assigns Resources & Budget • CRM Project is IniAated • CoE Updates CRM Roadmap as Needed • Upon Project CompleAon, CoE is NoAfied • Metrics are Tracked On-‐ Going • CoE Reviews Metrics to Determine if Business Case Achieved
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
Delineating Change Types Sample Definitions 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 • DOES NOT HAVE TO GO THROUGH CHANGE CONTROL PROCESS • New dashboards &reports • Field positioning • New related lists (existing objects) • New roles • Data Loads • Territory Alignments LOW • No additional training required • None or minimal impact to integration • Potential candidate for Business Administrators 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 Fields • New page layouts • New custom Objects • New org or sub-org in role or territory hierarchy MEDIUM • < 1 day of additional training required • < 1 week of configuration dev • IT involvement Major Release • Large changes that have major impacts to the business or environment • Changes requiring a significant interface 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 • Data migration impact • Integration changes • Impacts to multiple business units HIGH • 1 day of additional training required • > 1 week of configuration development • > 1 week of integration development • IT led • Use a Sandbox For consistent implementation and support, investment requests should be categorized as immediate, minor or major based on level of effort
Segregating Business and IT Responsibilities Business Responsibili8es Daily Changes Ø Reports Ø Dashboards Ø List View Management Ø DocumentaAon Management Ø User AdministraAon Ø SoluAon Management Ø CommunicaAon Templates Ø Email Templates IT Responsibili8es Ø Minor Release: Simple configuraAon changes that do not impact day to day business or require training. As Required (Target Monthly) Ø Major Release: New IniAaAves and other changes that require training or tesAng. Dates determined by Steering CommiGee (Target Quarterly) Monthly Changes
Global Standards Model § Establishment of a ‘global template’ or core set of ‘standard’ functionality that all LOBs will utilize as well as guidelines defining the areas that can be unique to each LOB.
Defining & Documenting Org-wide Standards The following areas of func<onality will be covered in this standards guide: § Record Types and Page Layouts § Fields and Field Level Security § Roles and Profiles § Views, ReporAng, and Dashboards § Visibility, Role Hierarchy and Sharing § Custom ApplicaAons and Objects § Workflow and Approval Rules, Workflow Alerts § Email and Mail Merge templates § Use of Apex, Visualforce, S-‐control code § Use of any AppExchange partner tools Example of Cross-‐BU standards: Ø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 coordinaAon with the CoC. § 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 duplicaAon and the other Businesses can go into the new record and fill in their business specific fields where appropriate ØOther En<ty Record Types (e.g., Opportuni<es, Tasks, Events, etc.) § All other enAAes can have specific record types for each business unit. § The naming convenAon is that the name should include the acronym of the business and a descripAon of the record type. § During the record type creaAon process, each system administrator should ensure that the record type is only made available to their own business’ profiles. Otherwise, these new record types will be available for other users when they go to create that type of record. § The descripAon should be filled in for each record type.
Evaluating New Projects § Define communicaAon 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 objecAves • Business Readiness • Timeline for Launch § Reach out to business for addiAonal informaAon/ clarificaAon § Review new project requests as part of CoE meeAng § Determine business priority and alignment with overall Program Roadmap § Define prioriAes 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 administraAve needs of the project and ongoing administraAon § CoE makes recommendaAon to the business on the approach and Aming of the project § Communicate pending projects to the Program Steering CommiLee § Communicate decision to the business sponsors § For projects moving forward the necessary individuals should be invited to parAcipate in CoE § Approved projects move into the Org Provisioning Process New Project Submission Project PrioriAzaAon Project Decision Long Term EvaluaAon/ Support
Example Objectives Key Metrics Revenue Genera<on Improve Customer’s Image of Brand Improve New Customer AcquisiAon Increase Sales to ExisAng Customers Increase RetenAon of ExisAng Customers Improve Sales EffecAveness Cost Savings Avoid strategic Project Costs Reduce Business OperaAons 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 aLriAon
Worksheet Example Best practice – create a business value matrix Value Driver Business Objec<ve Behavior Changes that Lead to Outcome How to Measure the Behavior Changes – Metric Defini<on 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 RetenAon of ExisAng Customers Increase up sell Sales Generated Up sell Percentage of deals with up sell High Low Not Captured SFDC Increase sales to exisAng 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 ReducAon Reduce Business OperaAon Costs (Sales) Increase number of deals managed by each user Average Number of Deals per Account Manager Average number of acAve opportuniAes 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
Other functions to be defined Salesforce.com "CoE” Func<ons Deliverables (Guidelines -‐ Best prac<ces, Processes & Templates, etc.) Salesforce.com Roles and Profiles Standards & Best PracAces (Salesforce permissions) LOB specific: * Business ApplicaAon Manager * ApplicaAon/SFDC Admin * Support -‐ Level I, II, III Salesforce.com User On-‐boarding/TerminaAon LOB Specific: *Workflow/Approval process and template * User EnAtlement form Salesforce.com Support Model LOB Specific: Level I, II, & III Support Salesforce.com Environment Management -‐ Guidelines and best pracAces to leverage SFDC producAon and sandbox environments to support dev, test, uat, pilot, prod environments -‐ Code promoAon 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
Other functions to be defined Salesforce.com "Center of Competency" Func<ons Deliverables (Guidelines -‐ Best prac<ces, Processes & Templates, etc.) Management of New CRM requests * Process/template to submit a new CRM request * Framework to evaluate new CRM request * Provide recommendaAons to CRM SC on CRM request for final approval Salesforce.com SubscripAon & Vendor Management -‐ SFDC Org Request/ CreaAon and License/SubscripAon Management * Process/template to request a new SFDC Org * Process/template to submit licenses to exisAng or new SFDC Org Salesforce.com Development Standards & Best PracAces * ConfiguraAon * Custom Development * Data Management * Data MigraAon * IntegraAon Application Design - Org-wide Standards • Object Model and Standard DefiniAons • IntegraAon Architecture • Common views, Business Rules, and ReporAng
Building your 100 Day Plan Month 1 Governance Business (Process) Technology Adop<on Conduct Execu<ve Stakeholder Alignment Month 2 Month 3 Develop Program Structure Develop Governance Model Conduct Success Measurement Score Card Implement Investment Request Process Execute Investment Request Process Validate Business Objec<ves Define Metrics and Key Performance Indicators Establish Tac<cal, Opera<onal and Strategic Metrics Define Metrics Dashboard Define CRM Roadmap Define Release Management Process Define Environment Strategy Conduct Organiza<onal Analysis Define Adop<on Strategy Define Training Strategy Define Support Plan Data Synchroniza<on and Repor<ng Best Prac<ces We’re have an Opera<ng model We know where we’ve been We know where we’re going & why We know what success looks like We’ll know when we get there We’re moving the bar forward We’re taking ownership of our own success Execute Support Plan
Detailed 100-Day Plan Governance Conduct Executive Stakeholder Meeting Timing Action Leader Deliverable Status Group Charter 0-‐30 days CoE 1-‐ Page group charter, Email to SFDC team Vision & Strategy 0-‐30 days CoE Vision statement, Email to SFDC team Team Structure 0-‐30 days CoE Email to SFDC team Cadence Process 0-‐30 days CoE Recurring meeting defined Develop program Structure 0-‐30 days CoE TBD Develop Governance Model 0-‐30 days CoE TBD Conduct Success Measurement Assessment Identify Paychex participants 0-‐15 Days BU Leaders List of Business Leaders to fill in Survey Respond to Survey 15-‐30 Days Identified Participants Web Survey via SFDC Evaluate results 30-‐45 days BU Leaders/Salesforce Document summarizing feedback from team Develop Recommendations 30-‐60 days BU Leaders/Salesforce Document outlining recommendations Define Investment Request Process 30-‐60 days Operations Lead 1 -‐2 Slides Summarizing process (see sample) Define CRM Roadmap (1 year) 30-‐45 Days BU Leaders 1 -‐2 Slides Summarizing initiatives (see sample) Businesses Validate Business Objectives 0-‐30 Days 1-‐pager per group with details and strategies Define KPI 0-‐30 Days BU Leaders A list of measurements/metrics that per group & program Develop Metrics Dashboard 15-‐45 Days System Admins A set of reports & dashboards that capture metrics Technology Define CRM Ecosystem & Touch points 15-‐60 Days Technology Architect Architecture diagram Define Release Management Process 15-‐60 Days Operations Leader 1 -‐2 Slides Summarizing Release process (see sample) Define Integration Strategy 15-‐60 Days Application Architect 1 -‐2 Slides Summarizing Integrations (see sample) Identify program gaps 15-‐100 Days Tech/App Architect/Opps Lead 1 -‐2 Slides Summarizing Integrations (see sample) Adoption Conduct Organizational Assessment 15-‐60 Days End User Survey 30-‐60 days Business Leaders Web Survey via SFDC Evaluate results 45-‐75days BU Leaders/Salesforce Document summarizing feedback from team Develop Recommendations 45-‐75days BU Leaders/Salesforce Document outlining recommendations Define adoption strategy 30-‐60 Days BU Leads/Salesforce Presentation with detailed adoption program overview Define Training Strategy 30-‐60 Days Sustaining 30-‐60 Days Training/BU leads/Salesforce.com 1-‐2 slides on ongoing training with respect to release strategy New Hire 30-‐60 Days Training/BU leads/Salesforce.com 1-‐2 slides on training with respect to new hires Define Support Plan 60-‐90 Days Business Leaders Document outlining ongoing BU support
Preparing for the 1st CoE Meeting Sample COE meeting agenda § Introductions & Salesforce Usage with Demo – Each BU provides a brief introduction and an overview of Salesforce usage – Discuss and review any Integrations – Discuss BU adoption and best practices & business measures for tracking § Release Feature Overviews – Prioritize specific features each BU is interested in reviewing in greater depth § Discussion Topics – Dive deeper into what each BU is doing, business processes and the best practices • Data quality • Approval workflows • Workflow rules • Expanding usage beyond sales force automation • Territory management • Forecasting – Provide updates on the new releases § Next Steps – Begin to develop roadmap – Establish roles and responsibilities
New Project Process § Define communication process for new projects § Projects requests are funneled through CoE § All projects are entered into CoE database (SharePoint, 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
Establish a License Management Process Establish Tracking Process Re-align Usage Monitor Ongoing Usage • Establish current inventory of salesforce.com licenses • Define a centralized process and mechanism to track salesforce.com licenses being used across BUs (e.g., use a SFDC Org to manage license inventory) • Define a charge back agreement across different BUs • Establish a process for new license/Org request from any BU and obtain sign off from related parties • Establish regular meetings with BU group heads to review license usage • Provide guidance and best practices around optimizing usage of licenses • Re-adjust license usage and allocation across BUs, as necessary • Provide inputs in the salesforce.com contract renewal process • Monitor ongoing usage of salesforce.com licenses across BUs (e.g., use salesforce.com reports and dashboards) • Establish standards to enforce appropriate usage of licenses (e.g., monitor how many licenses are being used by non-end users like Trainers, Integration users, Admins, etc. ) • Tie the license usage pattern to end user usage and adoption of salesforce.com and make re- adjustments, as necessary

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