Business Process Mapping for Salesforce Admins
-
Upload
salesforce-admins -
Category
Software
-
view
1.894 -
download
0
Transcript of Business Process Mapping for Salesforce Admins
Speakers
Gillian Madill Admin Evangelist Salesforce @gmadill
Squire Kershner Salesforce Platform Lead Baird @skershner__c
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.
Get Social with Us!
@salesforceadmns
#awesomeadmin
Salesforce Admins
Salesforce Admins
The video will be posted to YouTube & the webinar recap page
(same URL as registration).
This webinar is being recorded!
Join the Admin Webinar Group for Q&A!
Don’t wait until the end to ask your
question! • We have team members on hand to answer
questions in the webinar group.
Stick around for live Q&A at the end!
• Speakers will tackle more questions at the end, time-allowing
bit.ly/AdminWebinarGroup
Agenda
• The Importance of Business Process
Mapping
• What is Lean Methodology?
• Putting it All Together
• Resources
• Q&A
Awesome Admins = Awesome Process Mappers
• Admins are Business Analysts
• Know the business & implement Salesforce solutions
• Drive success for your business
Example:
Your company uses Salesforce to manage Sales, but you see your Sales Reps still printing spreadsheets. Stop the madness! Map out the process and see where you can use Salesforce to save time and trees.
Where It All Begins . . .
Compliance: “When we go through our Deal Audit Process, it can be hard to find all of the important information from the Deal. Can you help us find a better way to report the information we need from the Deal record?”
Admin: “Sure! That’ll be a snap!”
What is a Process Map?
A visual representation of work processes, input sources, linked tasks, handoffs, and expected or planned output of the process.
• What is the work being done? • How is the work being done?
• Who is executing the work?
• Where is the work being done? • Why the work is being done
WOCintech Flickr
Generating a Business Process
1. Understand the Process, beginning to end. • Challenge: Map only what you ‘observe’ not what you ‘interpret’ • Challenge: Be cognizant of the scope of the process, but do not ignore the
periphery
2. Identify the consumers, points of control, reasoning for the process, as well as the gaps and risks of the process.
• Challenge: Do not limit the consumers to the ‘doers’ and the ‘recipients’. • Challenge: Gaps and risks are those that are observed. Analysis comes later.
Generating a Business Process
3. Interview members or users of the process to understand all requirements.
• Challenge: Listen. Ask open ended questions. • Challenge: Don’t stop asking why, and don’t assume you understand why.
4. Map the process • Challenge: Visio-paralysis.
5. Analysis of the process • Challenge: Identify opportunities for improvement, not solutions (yet)
Business Process Styles High-Level Diagram
Step 1 Step 2 Step 3 Step 4 End of Process
Start of Process
Business Process Styles Top-Down Process Map
Step 1 Step 2 Step 3 Step 4 End of Process
Start of Process
Detail Step
Detail Step
Detail Step
Detail Step
Detail Step
Detail Step
Detail Step
Detail Step
Detail Step
Detail Step
Detail Step
Detail Step
Detail Step Detail Step
Detail Step
Business Process Styles Detailed Flowchart
Start of Process
Step 1
Step 2 Decision Point
Terminate Process
Step 3 Decision Point Step 4
True?
False?
Yes?
No?
Final Decision
Point
Step 5
Successful End of
Process
True?
False?
Input
Document
Output Step 6
What is Lean?
• Lean Manufacturing Principles: methods used to systematically eliminate ‘waste’ from the system. The process focus is on making obvious what adds ‘value’ by reducing all else from the system.
• Lean Software Development Principles: methods used to remove all ‘waste’ from a development process, resulting in ‘valuable’ returns to the customer.
• Value is based on the perception of the clients that pay for, use, or gain from the system.
“If there is no Value, it is Waste.”
Seven Tenets of Lean Development
Hooray! Salesforce is already helping Admins become Lean Developers
1. Eliminate Waste
2. Embed Quality
3. Create Knowledge
4. Defer Commitment
5. Deliver Fast
6. Respect People
7. Optimize the Whole
1. Eliminate Waste
Anything that depletes the available time, effort, or space from a project, or that increases the costs of a project without returning value, is waste.
• Extra Features • Incomplete work • Relearning • Handoffs • Task Switching • Defects
Seven Tenets of Lean Development
2. Embed Quality
Control conditions as to not allow defects in the first place
• Avoid defects early • Inspect or test for defects early and fix them
immediately • Tracking defects is waste, preventing or resolving
them generates value • “Write less code.” (aka 20/80 rule)
Seven Tenets of Lean Development
3. Create Knowledge
Declarative Development and Programmatic Development are knowledge-creating processes
• Minimum Feature Sets (MVP) • Feedback loops • Flexibility and willingness for change • Disciplined experimentation • Quality communication • Base decisions on facts, not speculation
Seven Tenets of Lean Development
4. Defer Commitment
Waiting until the end of the timebox to make a decision allows for the greatest opportunity for information gathering
• Timebox (not “Scopebox”) • Pull not Push • Schedule irreversible decisions for the last possible
opportunity • Make decisions reversible whenever able • Plan thoughtfully and commit sparingly
Seven Tenets of Lean Development
“Many people like to get tough decisions out of the way, to address risks head-on, to reduce the number of unknowns. However, in the face of uncertainty, especially when it is accompanied by complexity the more successful approach is to tackle tough problems by experimenting with various solutions, leaving critical options open until a decision must be made.”
“Lean Software Development: An Agile Toolkit” by Mary and Tom Poppendieck
5. Deliver Fast
Deliver so quickly that the customer doesn’t have time to change their mind.
• Speed and Quality are not in opposition to each other • Short iterations require (and benefit) from fast and
informed decision making
Seven Tenets of Lean Development
6. Respect People
Develop good leadership, technical expertise, and allow people to figure things out for themselves.
• Entrepreneurial Leadership • Nurture and grow expertise • Engage, Think, Listen • Set reasonable goals • Build trust in expectations
Seven Tenets of Lean Development
7. Optimize the Whole
Optimize the entire value stream, from the moment a request is made until the need is addressed.
• Think bigger! • Breaking a value stream and optimizing its smallest
pieces will not likely optimize the whole • Measure ‘what matters’ not ‘everything’
Seven Tenets of Lean Development
Example: Compliance Review Step 1: SIPOC
S Suppliers
Primary Banker
Associate
Banker
I Inputs
Data Entry of Deal
Information
KYC Documents
Notification for review
P Process
O Outputs
Signed approval
form
Timestamp and signoff
of audit
Locked Deal record
Notifications
C Customers
Primary Banker
Compliance
Lead
Archival
Banker Approval
Associate data entry
Compliance Review
Close and File Deal
Example: Compliance Review Step 2: High-Level Process
Associate completes data entry
Notify Compliance
Deal Approval
Archive Deal
Banker Approval
Compliance Review
Example: Compliance Review Step 3: Top-Down Process
Banker marks deal Engaged
Notify Associate
Verification of data points
Associate completes data entry
Notify Compliance
Compliance review
Deal Approval
Archive Deal
Banker Approval
Audit ‘Milestone’ dates
Attach KYC document
Send email to Compliance inbox
Confirm Documentation
Print screenshots
Print ‘Milestone’ tasks
Add Coversheet to file
Compliance sign/date
Banker sign/date
Send file to archival
“Lock” record
Add “Date of Final Archival”
Send notification to deal team of final approval
Complete data entry
Resources:
Trailhead Module:
Process Automation
Free Mapping Template:
http://asq.org/sixsigma/2009/04/flow-chart-template.xls