Circles of Success Weathering the Storm of Change Management
73
Interactive Session Weathering the Storm of Change Management
Transcript of Circles of Success Weathering the Storm of Change Management
Circles of Success Weathering the Storm of Change Management Your
Hosts!
Facilitator Moderator
Tom Nepa
Customer Success
Randy Miller
Customer Success
• Stay on topic
• Ask questions, share ideas, and participate
– Speak-up, raise your hand (Webinar virtual) or Comment in the Chat window
• Discussion, Q&A and sharing experiences is the value of this format (virtual roundtable)
Our Agenda
What’s the Objective for this Circle of Success?
This session will explore proper planning to build the best change
management approach for your organization. We hope you leave with the
following:
Understanding of the concept of “Program Governance” and how to create this
group to manage Salesforce decisions and direction
Information about how to incorporate user requests within your planning process
Suggestions for introducing change to your users – managing concerns and education
Weathering the
Poll: What is the number Salesforce Licenses within your Company?
Poll: Have you ever attended a Virtual Circle of Success Discussion?
Let’s Go Around the Table
• Who are you? Your name, company profile, industry, etc.
• What brings you here?
Why Change Management for Salesforce?
You are dealing with an application that is in constant flux
• Its fully customizable to your business
• Its functionality improves and expands up to three times a year
• Your users and go to market strategy are most likely changing and in turn
your Salesforce Platform must evolve
• Controlled change will allow you to focus on streamlined processes and
maintaining consistency while remaining nimble and responsive
• Limited application administration resources will require organization to
obtain maximum efficiency
• Top-down adoption is critical to success; a focus on bottom up adoption is
also necessary for success
•Ensure sponsors are aligned, drive the change & lead by example
•Establish clear commitment, accountability & ownership & support
• Identify & engage champions & key influencers
• Identify Purpose, Business Goals & Objectives and tie to adoption targets
•Define Value Drivers, Metrics & KPIs
•Align Success Metrics/KPIs to business value
•Measure usage, effective usage, business performance and satisfaction
•Drive accountability by managing to metrics
•Know who your key stakeholders are •Define What’s Changing & WIIFM? •Engage stakeholders early and often
•Define Learning plan for all roles •Develop process/role based training content
•Provide ongoing/reinforcement training • Integrate into employee development plans
•Deploy reinforcement tactics - carrots/sticks
adoption goals
feedback
Assess Change Measure Results
Executive Sponsorship + Governance
High-Level Activities Key Stages Key Inputs
Business Need – ROI End User Impact Support & Maintenance Impact Business Level of Effort IT Level of Effort Urgency of Request (Including Age)
Business IT
Admins Other
Request Funnel
Assess & Consolidate
Combine
Assess
Clarify Intent
Define Need
Identify Impacts
• Compile a “pipeline” of change requests to consider for immediate and future releases
• Modify and gain further input into requests;
consolidate or remove requests (w hen appropriate)
Assess the priority and impact change requests
could have on other applications or by other
applications
business units, including removing requests
• Estimate the level of effort required to implement the change request
• Begin organizing requests into potential releases based on priority and available capacity
• Determine if requests should be approved, rejected, or postponed based on business need
• Gain approval on the scope of an upcoming release and the potential scope for future releases
• Transition release scope to the development team and all other impacting applications to release
Release change requests into production
Execute ongoing operational activities required to
maintain the application
Implement Salesforce Ideas
Engage all your
around ideas
Use record types to
• Make it easy to collect feedback in the moment, using
Ideas or Chatter Topics
• Close the loop on every request – even if it’s saying no
• Host user meetings to share your roadmap and gather
feedback
• Devote a percentage of time per year (1 project per
quarter) to user feedback – and give it a name: The
“You Asked We Listened” Program
• Look at how Salesforce does it, with the
IdeaExchange!
Poll: How do you currently collect Salesforce Requests?
Steps for Defining & Delivering Releases
Executive Sponsorship + Governance
High-Level Activities Key Stages Key Inputs
Business Need – ROI End User Impact Support & Maintenance Impact Business Level of Effort IT Level of Effort Urgency of Request (Including Age)
Business IT
Admins Other
Request Funnel
Assess & Consolidate
Combine
Assess
Clarify Intent
Define Need
Identify Impacts
• Compile a “pipeline” of change requests to consider for immediate and future releases
• Modify and gain further input into requests;
consolidate or remove requests (w hen appropriate)
Assess the priority and impact change requests
could have on other applications or by other
applications
business units, including removing requests
• Estimate the level of effort required to implement the change request
• Begin organizing requests into potential releases based on priority and available capacity
• Determine if requests should be approved, rejected, or postponed based on business need
• Gain approval on the scope of an upcoming release and the potential scope for future releases
• Transition release scope to the development team and all other impacting applications to release
Release change requests into production
Execute ongoing operational activities required to
maintain the application
Request Assessment High (3) Medium (2) Low (1)
1 Business Need Drives Revenue and Reduces Costs (quantify amount for both, if possible)
Drives Revenue or Reduces Costs (quantify amount, if possible)
Does Not Drive Revenue or Reduce Costs High (3)
2 Urgency of Request Required within the next 30 – 45 days to
enable a business process Required within the next 46 – 90 days to
enable a business process Not required within the next 90 days to
enable a business process Medium (2)
# Criteria Low (3) Medium (2) High (1)
3 End User Impact Will Minimally Impact End Users (i.e., high degree of adoption achieved with
little to no effort)
Will Moderately Impact End Users (i.e., high degree of adoption achieved with moderate
effort)
Will Significantly Impact End Users (i.e., high degree of adoption achieved with
significant effort) High (1)
4 Support Impact Will Minimally Impact Support (i.e., low degree of training and
documentation)
Will Moderately Impact Support (i.e., high degree of documentation and low
degree of training)
Will Significantly Impact Support (i.e., high degree of training and
documentation) High (1)
Work Effort Requires 9 - 20 Days of Business Work
Effort Requires More Than 20 Days of Business
Work Effort High (1)
6 Level of IT Effort Requires Less Than 7 Days of IT Work
Effort Requires 8 - 21 Days of IT Work Effort
Requires More Than 21 Days of IT Work Effort
High (1)
13/6 =2.166 Medium Priority
All change requests will be evaluated and given a priority based on criteria below. Based on the measurement for each criteria, a point is given (i.e., 1, 2, or 3). The sum of the criteria is divided by six (i .e., the number of criteria assessed) equals the priority.
P ri
o ri
ti za
ti o
n s
h o
u ld
b e
c o
m p
le te
d a
s p
a rt
s s
NOTE: Assessments are rounded as follows: <.5 round down (e.g., 2.3 = Medium) >.5 round up (e.g., 2.6 = High)
Key: 1.0 – 1.6 = Low 1.7 – 2.3 = Medium 2.4 – 3.0 = High
Poll: What some key actions do you take to prioritize requests?
Change Management: Process Flow S
F D
C U
Executive Sponsorship + Governance
High-Level Activities Key Stages Key Inputs
Business Need – ROI End User Impact Support & Maintenance Impact Business Level of Effort IT Level of Effort Urgency of Request (Including Age)
Business IT
Admins Other
Request Funnel
Assess & Consolidate
Combine
Assess
Clarify Intent
Define Need
Identify Impacts
• Compile a “pipeline” of change requests to consider for immediate and future releases
• Modify and gain further input into requests;
consolidate or remove requests (w hen appropriate)
Assess the priority and impact change requests
could have on other applications or by other
applications
business units, including removing requests
• Estimate the level of effort required to implement the change request
• Begin organizing requests into potential releases based on priority and available capacity
• Determine if requests should be approved, rejected, or postponed based on business need
• Gain approval on the scope of an upcoming release and the potential scope for future releases
• Transition release scope to the development team and all other impacting applications to release
Release change requests into production
Execute ongoing operational activities required to
maintain the application
program
on strategic business objectives
decisions
SFDC application across the enterprise (cross-
functional representation)
Poll: Is your Salesforce Executive Sponsor Engaged?
Why Champions? (a/k/a - Super Users, Evangelists, etc.)
• Free up your time for strategic projects
• Get closer to your user population, gain insight
• Increase adoption
• Reward & recognize high achievers
Executive Sponsorship + Governance
High-Level Activities Key Stages Key Inputs
Business Need – ROI End User Impact Support & Maintenance Impact Business Level of Effort IT Level of Effort Urgency of Request (Including Age)
Business IT
Admins Other
Request Funnel
Assess & Consolidate
Combine
Assess
Clarify Intent
Define Need
Identify Impacts
• Compile a “pipeline” of change requests to consider for immediate and future releases
• Modify and gain further input into requests;
consolidate or remove requests (w hen appropriate)
Assess the priority and impact change requests
could have on other applications or by other
applications
business units, including removing requests
• Estimate the level of effort required to implement the change request
• Begin organizing requests into potential releases based on priority and available capacity
• Determine if requests should be approved, rejected, or postponed based on business need
• Gain approval on the scope of an upcoming release and the potential scope for future releases
• Transition release scope to the development team and all other impacting applications to release
Release change requests into production
Execute ongoing operational activities required to
maintain the application
- Governs SFDC initiatives
- Resolves conflicts
- Leads and Manages SFDC initiatives
- Plans and executes the SFDC roadmap (Schedules and Priorities)
- Resolves conflicts
- Reviews proposed changes and provides feedback
- Serves as Champion for new initiatives being implemented to the field
Change Control Board (Business Representation – Weekly Meetings
- Executes Business level changes under direction of CoE
- Makes roadmap recommendations to SFDC Governing Board via CoE
Governing Hierarchy - Example
COE Team BU Administrators
Executive Sponsor
Define key aspects of your process
Enable a method for users to provide feedback/requests
Determine how to collect/review this information
Discuss requests in team meetings
Create a plan for executing on requests
How Do I Start
Resources
Beginning a Salesforce
Implementation
Great Salesforce Implementation
Wide CRM Implementation
Named individuals from a cross-functional group of the executive committee
Roles & Responsibilities
Ascertain that expectations are mapped between senior management and Salesforce core implementation team through the vision
Act as liaison to other senior members of management with consistent updates on progress
Ensure that program meets the success KPIs
Secure organization commitment to leverage Salesforce as a strategic platform
Warrant the success of the program by monitoring adoption and feedback
Resolve outstanding issues and remove roadblocks to keep initiatives on track
Allocate resources across project initiatives and recommend changes in resources and budget items
Interaction with Project Team
Updated on status of project on weekly basis and provide feedback
Time Commitment
34
Monitor Salesforce Success
• Aligns vision with business top goals
• Determines business drivers that support vision
• Regularly reviews how system’s processes align with vision and business drivers
• Maps goals to success KPIs
• Monitor results via SFDC dashboards frequently
• Reviews metrics with leadership teams
• Holds teams accountable for execution and results
• Consistently engages with Salesforce executives via EOPs etc.
• Gathers SFDC best practices via DF, EBC, etc.
• Engages regularly with CFL resources
• Uses system frequently
• Reviews adoption & usage
• Owns budget
• Invested in governance processes
• Leads change management efforts
Steering Committee Chair / Sponsor
9 steps to Effective Change Management
Empower Your Users
Explaining Change Management
Customer Success resources covering various topics!
• Not small for long! Growth and Change Management
• Metrics to Know to run your Business: Sales Cloud Edition
• Metrics to Know to run your Business: Service Cloud Edition
• Look before you Leap into the Sales Cloud: Small Business Edition
• Driving Success During & After your Implementation
• Become a Data Management Rockstar!
• Increase Adoption: Go Mobile with Salesforce1
Discussion Topics Learn More & Register:
• Who is allowed to submit Change Requests to technology?
• In what system/application or format do your Users submit feature or functional requests?
• Who is/are the recipient(s) of User feature or functional requests?
• How are feature or functional requests analyzed within the organization?
• What processes are used to identify feature or functional request dependencies, i.e. integration, other department/organizational impacts, etc.
• What (if an) capabilities do your business Users have to manage change impacting only their organization, i.e. add/deactivate new Users,
• reports/dashboards, etc.
– Control
• Who is responsible for approving feature or functional requests received from Users?
• What organization or groups is responsible for the monitoring of the data and integration architecture? How are new feature or
• functional requests analyzed and approved by this organization?
• Who is responsible for prioritizing feature or functional requests per business unit/department? For the entire organization?
• Are there established guidelines in place to advise Administrators or Developers on the appropriate use cases for configuration versus code tools?
• How are changes classified within the organization, i.e. feature requests, projects, programs, etc.
– Management
• Who is responsible for communicating to Users when there is a change in the system or application?
• How are User notified of new feature or function enhancements?
• Is there an established ongoing frequency for new User training? Existing user training?
Thank You
Appendix A
• Engage directly with salesforce.com
of releases and build adoption
• Access resources designed to help you
succeed
– Webinars
– Guidebooks
– Cheatsheets
Governance - Defined
Governance is the set of policies, roles, responsibilities, and processes that you establish in an enterprise to
guide, direct, and control how the organization uses technologies to accomplish business goals
Execute Strategy &
Mitigate Risk
Ensure Compliance
with Standards,
Polices and
1 Prepare
2 Manage
3 Sustain
Release Strategy
• Daily Releases – Bug fixes
to-day business or require training
• Major Releases – Target quarterly
– Significant testing and training often required
• Testing of the Salesforce upgrades – Many customers link this with a major release
Release Strategy
Release Management
– Development
– Testing
– Training
– Production
Assign ownership and monitor accountability and adherence to processes and procedures
Communicate and document new features and functionality
Design Build Test Deploy
Example Release Plan Path
Executive Steering
Level 2/3
Level 1/2
Level 0/1
Executive Sponsors & Steering Committee 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
Provide executive vision and steering of the SFDC application across the enterprise (cross-functional representation)
Final issue and escalation point
Governance Board Responsible for overall implementation strategy and planning , drives program execution
Change management arbitration and approval for new projects to meet vision & business objectives
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 metrics for Executive tracking
B u
si n
e ss
Responsible for matching business process and automation requirements to the capabilities of salesforce.com, including data model, role hierarchy,
sharing and security model
Works with the Change Management team to define what changes that will impact users
Reviews functional design for initiatives & Implement configuration standards
Technical Lead 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
Technical issue management
Virtual Circles of Success – Interactive Discussion Join us for our Customer Circles of Success Discussions! These are live, interactive virtual discussions (not webinars) with other
customers focused on key adoption-related topics. Your host will be Customer Success resources from Salesforce's Customers for
Life Team. Discussion topics include…
Learn More and Register:
Princilple Success Manager
Change Management: Emphasis on User Adoption
Incentive
User
Adoption
• Report and update progress to Executives periodically
• Confirm changes of role & responsibility with Executives
Executive
Sponsorship &
Leadership
Performance
Measurement
• Discuss metrics and expectations of use • Deliver training
• Collect training evaluation results • Establish support network
• Monitor and discuss use of technology with Business leaders
Training &
users • Frequent user involvement in design/build and future
requirements • Develop Business use cases to validate business outcomes built
into solution
business unit and obtain commitment and involvement
• Identify Change Champions and define roles for each member
• Champions may act as liaison
Business Ownership
• Design and roll-out communications • Provide feedback mechanism
Communication
When, how & why?
3. Gain Executive Team Buy-in for
Governance Approach – Emphasis
Company
Executive Sponsors & Steering Committee 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
Provide executive vision and steering of the SFDC application across the enterprise (cross-functional representation)
Final issue and escalation point
Governance Board Responsible for overall implementation strategy and planning , drives program execution
Change management arbitration and approval for new projects to meet vision & business objectives
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 metrics for Executive tracking
B u
si n
e ss
Responsible for matching business process and automation requirements to the capabilities of salesforce.com, including data model, role hierarchy,
sharing and security model
Works with the Change Management team to define what changes that will impact users
Reviews functional design for initiatives & Implement configuration standards
Technical Lead 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
Technical issue management
Sales Process Architect
Application Dev & Technology
Change Mgt. & Deployment
• Per Region • Field Sales (1-2) • Sales Support (3) • Inside Sales (1-2)
• Communications • Training
Deployment & Support
BAM Lead
Technical Architecture
Release Management
Data Conversion
CoE Example
Principles of Change Management Change Management is the process by which your organization identifies, prioritizes, assigns, executes and communicates change
Fully-replicated
Train end-Users on new or changed functionality
Collect ideas and requests from Users
Analyze and prioritize requests
•Change Management is the process by which your organization identifies, prioritizes, assigns, executes and communicates change
•In a Salesforce deployment this could result from:
• Organizational change
• Modeling modifications
Change
Management
• Project Priorities (Revenue, Efficiency improvement)
• Conduct monthly CAB meeting
• Manage workload of the scrum
• Conduct weekly and monthly meetings to ensure we are on track
• Communication Plan
• Account for cross functional dependencies
•Technical Architect
• Write and review Apex code and S-controls
• Account for cross project integration dependencies
•SFDC Admins
• Deployment to production
• Fix bugs
•Business Unit Reps
• Attendance – Must attend or send proxy for one meeting per month
• Provide business justification
• Provide project priority list for your group (before w/funct lead)
• Communication back to groups
• Develop training plan for users on new features if needed
• Provide proxy contact in case of absences
• Provide feedback on adoption of new features
• Identify pilot users for new AppExchange apps / custom apps as needed
Change
Management
Technical Leader
Work stream #1 Work stream #2 Work stream #3 Work stream #4 Work stream #n Project Management
CoE
Executive Sponsors Business & IT • Define program vision and strategy
• Confirm and approve funding
• Resolve major program questions
Program Management Business & IT
• Define/communicate project standards and methodology
• Manage project budget, scope, resource requirements and risk
• Resolve resource constraints and deliverable dependencies
• Track and resolve issues
Key CoE
Change Management and Deployment Business or IT • Conducts stakeholder assessments across the initiatives
• Responsible for overall Change Management strategy, including communications plan and templates to support releases and end-
user deployments
• Responsible for overall training strategy, plan and curriculum development to support releases and end-user deployments
• Responsible for overall end-user deployment strategy and planning
Key CoE
Sales Process Architect Business • Define overall capability scope and priority
• Define the business case and business metrics tied to Sales goals
• Set the globally consistent business processes
• Identify and facilitate resolution of cross-process issues (requirements and design)
Process Lead Business • Provide leadership and articulate process vision
• Responsible for end-to-end business process
• Coordinate involvement of User Advisory Group and Business Team
• Manage process development status, workstream issue identification, resolution, and escalation
• Complete deliverables across processes
• Work with the business team members to identify business process changes and opportunities for implementation prior to system deployment
• Collect priorities from Partners and Internal Business stakeholders
• Manages gate and deployment schedule for capability
• Monitor progress and key success metrics for newly launched processes
BAM Lead Business • Build Business unit programs, organizational support models, business policy
• Providing feedback and guidance to process team specific to current operational processes
• Serve as a point of contact between COE and business units
• Informally collect feedback and fi lter concerns to field and partners
• Assist with delivering communications to field teams and in the region
• Explaining business issues, business impacts, and solution recommendations
Key CoE
Reporting and Analytics •Manages Enterprise Level Reporting and Analytics Strategy
•Designs solution for reporting and analytics at Enterprise, Management and Rep levels
•Define overall metrics to be tracked by Program
•Ensure initiatives map to metrics strategy
User Advisory Group Business • Provide direct stakeholder input to the program
• Participate in business process development, requirement workshops, user acceptance testing
Business Team Business & IT • Participate in solution design, delivering business, geographic, site, or cross-organization specific requirements
• Provide detail knowledge of respective process but can also see the “big picture”
• Act as solution advocates
Key CoE
Application Design and
- Packaged Code
Design the packaged software configuration and customization to meet the business process design and
application requirements. Responsible for all configure and code other than batch interfaces (includes,
configuration, reports, APEX, triggers, etc...)
Configure, build, and unit test the application for the three major capability groupings.
Release Management TBD TBD -Features and Functionality Plans implementation of minor, immediate, and major releases in coordination with IMS priorities, enhancements,
and SFDC release schedule
Works closely with Program Management to track and monitor roadmap
Deployment and Support TBD TBD - Implementation and on-boarding of
on-going business units
Team Role (s) Owner Deliverables Role Description
Data Conversion Data SME TBD - Data Mastery Plan Define data mappings for each conversion processes and work with the interface developers to transition the
mappings
Provides design input and direction for all data conversion tasks.
Liaison for the various data source owners.
Helps to secure source documentation, time from data owners and time from operations owners of the data.
Participates in design reviews and acts as a sign-off for designs.
Reviews and provides input into data validation plan.
Provides support during data migration activities.
Data Integration Data Conversion
- Data Conversion Approach
- Data Conversion Flow
- Data Conversion Metrics
Develop a data migration approach for all conversion processes to include data flow, fallout handling, and the data
conversion metrics that will be tracked.
Work with the project lead and the data SME to define the data mastery plan
Define validation routines that are exercised throughout the development l ifecycle
Test QA Test Lead,
Testers:
Execute assigned test scripts thoroughly and ensure the scripts are of the highest quality.
Follow test plan and test execution to ensure that testing is on time and within budget.
Document behavior against expected behavior and communicate to the Test Lead.
Key CoE
• Is targeted training for specific groups or roles
• Assesses needs of each audience and is based on functional, cultural or geographical needs
• Allows users to prepare before hand (e.g., web based tutorials, etc.)
• Provides formal and informal training programs for continuous improvement
• Utilizes the right type of training/communication tool for the size and scope of the release
Suggested training and communication tools:
• Class room training
Focus more on “why” and “what”, not “how” when training
Address uncertainty on why and when to use the technology
Considerations
Additional Assets
Facilitator Moderator
Tom Nepa
Customer Success
Randy Miller
Customer Success
• Stay on topic
• Ask questions, share ideas, and participate
– Speak-up, raise your hand (Webinar virtual) or Comment in the Chat window
• Discussion, Q&A and sharing experiences is the value of this format (virtual roundtable)
Our Agenda
What’s the Objective for this Circle of Success?
This session will explore proper planning to build the best change
management approach for your organization. We hope you leave with the
following:
Understanding of the concept of “Program Governance” and how to create this
group to manage Salesforce decisions and direction
Information about how to incorporate user requests within your planning process
Suggestions for introducing change to your users – managing concerns and education
Weathering the
Poll: What is the number Salesforce Licenses within your Company?
Poll: Have you ever attended a Virtual Circle of Success Discussion?
Let’s Go Around the Table
• Who are you? Your name, company profile, industry, etc.
• What brings you here?
Why Change Management for Salesforce?
You are dealing with an application that is in constant flux
• Its fully customizable to your business
• Its functionality improves and expands up to three times a year
• Your users and go to market strategy are most likely changing and in turn
your Salesforce Platform must evolve
• Controlled change will allow you to focus on streamlined processes and
maintaining consistency while remaining nimble and responsive
• Limited application administration resources will require organization to
obtain maximum efficiency
• Top-down adoption is critical to success; a focus on bottom up adoption is
also necessary for success
•Ensure sponsors are aligned, drive the change & lead by example
•Establish clear commitment, accountability & ownership & support
• Identify & engage champions & key influencers
• Identify Purpose, Business Goals & Objectives and tie to adoption targets
•Define Value Drivers, Metrics & KPIs
•Align Success Metrics/KPIs to business value
•Measure usage, effective usage, business performance and satisfaction
•Drive accountability by managing to metrics
•Know who your key stakeholders are •Define What’s Changing & WIIFM? •Engage stakeholders early and often
•Define Learning plan for all roles •Develop process/role based training content
•Provide ongoing/reinforcement training • Integrate into employee development plans
•Deploy reinforcement tactics - carrots/sticks
adoption goals
feedback
Assess Change Measure Results
Executive Sponsorship + Governance
High-Level Activities Key Stages Key Inputs
Business Need – ROI End User Impact Support & Maintenance Impact Business Level of Effort IT Level of Effort Urgency of Request (Including Age)
Business IT
Admins Other
Request Funnel
Assess & Consolidate
Combine
Assess
Clarify Intent
Define Need
Identify Impacts
• Compile a “pipeline” of change requests to consider for immediate and future releases
• Modify and gain further input into requests;
consolidate or remove requests (w hen appropriate)
Assess the priority and impact change requests
could have on other applications or by other
applications
business units, including removing requests
• Estimate the level of effort required to implement the change request
• Begin organizing requests into potential releases based on priority and available capacity
• Determine if requests should be approved, rejected, or postponed based on business need
• Gain approval on the scope of an upcoming release and the potential scope for future releases
• Transition release scope to the development team and all other impacting applications to release
Release change requests into production
Execute ongoing operational activities required to
maintain the application
Implement Salesforce Ideas
Engage all your
around ideas
Use record types to
• Make it easy to collect feedback in the moment, using
Ideas or Chatter Topics
• Close the loop on every request – even if it’s saying no
• Host user meetings to share your roadmap and gather
feedback
• Devote a percentage of time per year (1 project per
quarter) to user feedback – and give it a name: The
“You Asked We Listened” Program
• Look at how Salesforce does it, with the
IdeaExchange!
Poll: How do you currently collect Salesforce Requests?
Steps for Defining & Delivering Releases
Executive Sponsorship + Governance
High-Level Activities Key Stages Key Inputs
Business Need – ROI End User Impact Support & Maintenance Impact Business Level of Effort IT Level of Effort Urgency of Request (Including Age)
Business IT
Admins Other
Request Funnel
Assess & Consolidate
Combine
Assess
Clarify Intent
Define Need
Identify Impacts
• Compile a “pipeline” of change requests to consider for immediate and future releases
• Modify and gain further input into requests;
consolidate or remove requests (w hen appropriate)
Assess the priority and impact change requests
could have on other applications or by other
applications
business units, including removing requests
• Estimate the level of effort required to implement the change request
• Begin organizing requests into potential releases based on priority and available capacity
• Determine if requests should be approved, rejected, or postponed based on business need
• Gain approval on the scope of an upcoming release and the potential scope for future releases
• Transition release scope to the development team and all other impacting applications to release
Release change requests into production
Execute ongoing operational activities required to
maintain the application
Request Assessment High (3) Medium (2) Low (1)
1 Business Need Drives Revenue and Reduces Costs (quantify amount for both, if possible)
Drives Revenue or Reduces Costs (quantify amount, if possible)
Does Not Drive Revenue or Reduce Costs High (3)
2 Urgency of Request Required within the next 30 – 45 days to
enable a business process Required within the next 46 – 90 days to
enable a business process Not required within the next 90 days to
enable a business process Medium (2)
# Criteria Low (3) Medium (2) High (1)
3 End User Impact Will Minimally Impact End Users (i.e., high degree of adoption achieved with
little to no effort)
Will Moderately Impact End Users (i.e., high degree of adoption achieved with moderate
effort)
Will Significantly Impact End Users (i.e., high degree of adoption achieved with
significant effort) High (1)
4 Support Impact Will Minimally Impact Support (i.e., low degree of training and
documentation)
Will Moderately Impact Support (i.e., high degree of documentation and low
degree of training)
Will Significantly Impact Support (i.e., high degree of training and
documentation) High (1)
Work Effort Requires 9 - 20 Days of Business Work
Effort Requires More Than 20 Days of Business
Work Effort High (1)
6 Level of IT Effort Requires Less Than 7 Days of IT Work
Effort Requires 8 - 21 Days of IT Work Effort
Requires More Than 21 Days of IT Work Effort
High (1)
13/6 =2.166 Medium Priority
All change requests will be evaluated and given a priority based on criteria below. Based on the measurement for each criteria, a point is given (i.e., 1, 2, or 3). The sum of the criteria is divided by six (i .e., the number of criteria assessed) equals the priority.
P ri
o ri
ti za
ti o
n s
h o
u ld
b e
c o
m p
le te
d a
s p
a rt
s s
NOTE: Assessments are rounded as follows: <.5 round down (e.g., 2.3 = Medium) >.5 round up (e.g., 2.6 = High)
Key: 1.0 – 1.6 = Low 1.7 – 2.3 = Medium 2.4 – 3.0 = High
Poll: What some key actions do you take to prioritize requests?
Change Management: Process Flow S
F D
C U
Executive Sponsorship + Governance
High-Level Activities Key Stages Key Inputs
Business Need – ROI End User Impact Support & Maintenance Impact Business Level of Effort IT Level of Effort Urgency of Request (Including Age)
Business IT
Admins Other
Request Funnel
Assess & Consolidate
Combine
Assess
Clarify Intent
Define Need
Identify Impacts
• Compile a “pipeline” of change requests to consider for immediate and future releases
• Modify and gain further input into requests;
consolidate or remove requests (w hen appropriate)
Assess the priority and impact change requests
could have on other applications or by other
applications
business units, including removing requests
• Estimate the level of effort required to implement the change request
• Begin organizing requests into potential releases based on priority and available capacity
• Determine if requests should be approved, rejected, or postponed based on business need
• Gain approval on the scope of an upcoming release and the potential scope for future releases
• Transition release scope to the development team and all other impacting applications to release
Release change requests into production
Execute ongoing operational activities required to
maintain the application
program
on strategic business objectives
decisions
SFDC application across the enterprise (cross-
functional representation)
Poll: Is your Salesforce Executive Sponsor Engaged?
Why Champions? (a/k/a - Super Users, Evangelists, etc.)
• Free up your time for strategic projects
• Get closer to your user population, gain insight
• Increase adoption
• Reward & recognize high achievers
Executive Sponsorship + Governance
High-Level Activities Key Stages Key Inputs
Business Need – ROI End User Impact Support & Maintenance Impact Business Level of Effort IT Level of Effort Urgency of Request (Including Age)
Business IT
Admins Other
Request Funnel
Assess & Consolidate
Combine
Assess
Clarify Intent
Define Need
Identify Impacts
• Compile a “pipeline” of change requests to consider for immediate and future releases
• Modify and gain further input into requests;
consolidate or remove requests (w hen appropriate)
Assess the priority and impact change requests
could have on other applications or by other
applications
business units, including removing requests
• Estimate the level of effort required to implement the change request
• Begin organizing requests into potential releases based on priority and available capacity
• Determine if requests should be approved, rejected, or postponed based on business need
• Gain approval on the scope of an upcoming release and the potential scope for future releases
• Transition release scope to the development team and all other impacting applications to release
Release change requests into production
Execute ongoing operational activities required to
maintain the application
- Governs SFDC initiatives
- Resolves conflicts
- Leads and Manages SFDC initiatives
- Plans and executes the SFDC roadmap (Schedules and Priorities)
- Resolves conflicts
- Reviews proposed changes and provides feedback
- Serves as Champion for new initiatives being implemented to the field
Change Control Board (Business Representation – Weekly Meetings
- Executes Business level changes under direction of CoE
- Makes roadmap recommendations to SFDC Governing Board via CoE
Governing Hierarchy - Example
COE Team BU Administrators
Executive Sponsor
Define key aspects of your process
Enable a method for users to provide feedback/requests
Determine how to collect/review this information
Discuss requests in team meetings
Create a plan for executing on requests
How Do I Start
Resources
Beginning a Salesforce
Implementation
Great Salesforce Implementation
Wide CRM Implementation
Named individuals from a cross-functional group of the executive committee
Roles & Responsibilities
Ascertain that expectations are mapped between senior management and Salesforce core implementation team through the vision
Act as liaison to other senior members of management with consistent updates on progress
Ensure that program meets the success KPIs
Secure organization commitment to leverage Salesforce as a strategic platform
Warrant the success of the program by monitoring adoption and feedback
Resolve outstanding issues and remove roadblocks to keep initiatives on track
Allocate resources across project initiatives and recommend changes in resources and budget items
Interaction with Project Team
Updated on status of project on weekly basis and provide feedback
Time Commitment
34
Monitor Salesforce Success
• Aligns vision with business top goals
• Determines business drivers that support vision
• Regularly reviews how system’s processes align with vision and business drivers
• Maps goals to success KPIs
• Monitor results via SFDC dashboards frequently
• Reviews metrics with leadership teams
• Holds teams accountable for execution and results
• Consistently engages with Salesforce executives via EOPs etc.
• Gathers SFDC best practices via DF, EBC, etc.
• Engages regularly with CFL resources
• Uses system frequently
• Reviews adoption & usage
• Owns budget
• Invested in governance processes
• Leads change management efforts
Steering Committee Chair / Sponsor
9 steps to Effective Change Management
Empower Your Users
Explaining Change Management
Customer Success resources covering various topics!
• Not small for long! Growth and Change Management
• Metrics to Know to run your Business: Sales Cloud Edition
• Metrics to Know to run your Business: Service Cloud Edition
• Look before you Leap into the Sales Cloud: Small Business Edition
• Driving Success During & After your Implementation
• Become a Data Management Rockstar!
• Increase Adoption: Go Mobile with Salesforce1
Discussion Topics Learn More & Register:
• Who is allowed to submit Change Requests to technology?
• In what system/application or format do your Users submit feature or functional requests?
• Who is/are the recipient(s) of User feature or functional requests?
• How are feature or functional requests analyzed within the organization?
• What processes are used to identify feature or functional request dependencies, i.e. integration, other department/organizational impacts, etc.
• What (if an) capabilities do your business Users have to manage change impacting only their organization, i.e. add/deactivate new Users,
• reports/dashboards, etc.
– Control
• Who is responsible for approving feature or functional requests received from Users?
• What organization or groups is responsible for the monitoring of the data and integration architecture? How are new feature or
• functional requests analyzed and approved by this organization?
• Who is responsible for prioritizing feature or functional requests per business unit/department? For the entire organization?
• Are there established guidelines in place to advise Administrators or Developers on the appropriate use cases for configuration versus code tools?
• How are changes classified within the organization, i.e. feature requests, projects, programs, etc.
– Management
• Who is responsible for communicating to Users when there is a change in the system or application?
• How are User notified of new feature or function enhancements?
• Is there an established ongoing frequency for new User training? Existing user training?
Thank You
Appendix A
• Engage directly with salesforce.com
of releases and build adoption
• Access resources designed to help you
succeed
– Webinars
– Guidebooks
– Cheatsheets
Governance - Defined
Governance is the set of policies, roles, responsibilities, and processes that you establish in an enterprise to
guide, direct, and control how the organization uses technologies to accomplish business goals
Execute Strategy &
Mitigate Risk
Ensure Compliance
with Standards,
Polices and
1 Prepare
2 Manage
3 Sustain
Release Strategy
• Daily Releases – Bug fixes
to-day business or require training
• Major Releases – Target quarterly
– Significant testing and training often required
• Testing of the Salesforce upgrades – Many customers link this with a major release
Release Strategy
Release Management
– Development
– Testing
– Training
– Production
Assign ownership and monitor accountability and adherence to processes and procedures
Communicate and document new features and functionality
Design Build Test Deploy
Example Release Plan Path
Executive Steering
Level 2/3
Level 1/2
Level 0/1
Executive Sponsors & Steering Committee 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
Provide executive vision and steering of the SFDC application across the enterprise (cross-functional representation)
Final issue and escalation point
Governance Board Responsible for overall implementation strategy and planning , drives program execution
Change management arbitration and approval for new projects to meet vision & business objectives
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 metrics for Executive tracking
B u
si n
e ss
Responsible for matching business process and automation requirements to the capabilities of salesforce.com, including data model, role hierarchy,
sharing and security model
Works with the Change Management team to define what changes that will impact users
Reviews functional design for initiatives & Implement configuration standards
Technical Lead 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
Technical issue management
Virtual Circles of Success – Interactive Discussion Join us for our Customer Circles of Success Discussions! These are live, interactive virtual discussions (not webinars) with other
customers focused on key adoption-related topics. Your host will be Customer Success resources from Salesforce's Customers for
Life Team. Discussion topics include…
Learn More and Register:
Princilple Success Manager
Change Management: Emphasis on User Adoption
Incentive
User
Adoption
• Report and update progress to Executives periodically
• Confirm changes of role & responsibility with Executives
Executive
Sponsorship &
Leadership
Performance
Measurement
• Discuss metrics and expectations of use • Deliver training
• Collect training evaluation results • Establish support network
• Monitor and discuss use of technology with Business leaders
Training &
users • Frequent user involvement in design/build and future
requirements • Develop Business use cases to validate business outcomes built
into solution
business unit and obtain commitment and involvement
• Identify Change Champions and define roles for each member
• Champions may act as liaison
Business Ownership
• Design and roll-out communications • Provide feedback mechanism
Communication
When, how & why?
3. Gain Executive Team Buy-in for
Governance Approach – Emphasis
Company
Executive Sponsors & Steering Committee 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
Provide executive vision and steering of the SFDC application across the enterprise (cross-functional representation)
Final issue and escalation point
Governance Board Responsible for overall implementation strategy and planning , drives program execution
Change management arbitration and approval for new projects to meet vision & business objectives
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 metrics for Executive tracking
B u
si n
e ss
Responsible for matching business process and automation requirements to the capabilities of salesforce.com, including data model, role hierarchy,
sharing and security model
Works with the Change Management team to define what changes that will impact users
Reviews functional design for initiatives & Implement configuration standards
Technical Lead 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
Technical issue management
Sales Process Architect
Application Dev & Technology
Change Mgt. & Deployment
• Per Region • Field Sales (1-2) • Sales Support (3) • Inside Sales (1-2)
• Communications • Training
Deployment & Support
BAM Lead
Technical Architecture
Release Management
Data Conversion
CoE Example
Principles of Change Management Change Management is the process by which your organization identifies, prioritizes, assigns, executes and communicates change
Fully-replicated
Train end-Users on new or changed functionality
Collect ideas and requests from Users
Analyze and prioritize requests
•Change Management is the process by which your organization identifies, prioritizes, assigns, executes and communicates change
•In a Salesforce deployment this could result from:
• Organizational change
• Modeling modifications
Change
Management
• Project Priorities (Revenue, Efficiency improvement)
• Conduct monthly CAB meeting
• Manage workload of the scrum
• Conduct weekly and monthly meetings to ensure we are on track
• Communication Plan
• Account for cross functional dependencies
•Technical Architect
• Write and review Apex code and S-controls
• Account for cross project integration dependencies
•SFDC Admins
• Deployment to production
• Fix bugs
•Business Unit Reps
• Attendance – Must attend or send proxy for one meeting per month
• Provide business justification
• Provide project priority list for your group (before w/funct lead)
• Communication back to groups
• Develop training plan for users on new features if needed
• Provide proxy contact in case of absences
• Provide feedback on adoption of new features
• Identify pilot users for new AppExchange apps / custom apps as needed
Change
Management
Technical Leader
Work stream #1 Work stream #2 Work stream #3 Work stream #4 Work stream #n Project Management
CoE
Executive Sponsors Business & IT • Define program vision and strategy
• Confirm and approve funding
• Resolve major program questions
Program Management Business & IT
• Define/communicate project standards and methodology
• Manage project budget, scope, resource requirements and risk
• Resolve resource constraints and deliverable dependencies
• Track and resolve issues
Key CoE
Change Management and Deployment Business or IT • Conducts stakeholder assessments across the initiatives
• Responsible for overall Change Management strategy, including communications plan and templates to support releases and end-
user deployments
• Responsible for overall training strategy, plan and curriculum development to support releases and end-user deployments
• Responsible for overall end-user deployment strategy and planning
Key CoE
Sales Process Architect Business • Define overall capability scope and priority
• Define the business case and business metrics tied to Sales goals
• Set the globally consistent business processes
• Identify and facilitate resolution of cross-process issues (requirements and design)
Process Lead Business • Provide leadership and articulate process vision
• Responsible for end-to-end business process
• Coordinate involvement of User Advisory Group and Business Team
• Manage process development status, workstream issue identification, resolution, and escalation
• Complete deliverables across processes
• Work with the business team members to identify business process changes and opportunities for implementation prior to system deployment
• Collect priorities from Partners and Internal Business stakeholders
• Manages gate and deployment schedule for capability
• Monitor progress and key success metrics for newly launched processes
BAM Lead Business • Build Business unit programs, organizational support models, business policy
• Providing feedback and guidance to process team specific to current operational processes
• Serve as a point of contact between COE and business units
• Informally collect feedback and fi lter concerns to field and partners
• Assist with delivering communications to field teams and in the region
• Explaining business issues, business impacts, and solution recommendations
Key CoE
Reporting and Analytics •Manages Enterprise Level Reporting and Analytics Strategy
•Designs solution for reporting and analytics at Enterprise, Management and Rep levels
•Define overall metrics to be tracked by Program
•Ensure initiatives map to metrics strategy
User Advisory Group Business • Provide direct stakeholder input to the program
• Participate in business process development, requirement workshops, user acceptance testing
Business Team Business & IT • Participate in solution design, delivering business, geographic, site, or cross-organization specific requirements
• Provide detail knowledge of respective process but can also see the “big picture”
• Act as solution advocates
Key CoE
Application Design and
- Packaged Code
Design the packaged software configuration and customization to meet the business process design and
application requirements. Responsible for all configure and code other than batch interfaces (includes,
configuration, reports, APEX, triggers, etc...)
Configure, build, and unit test the application for the three major capability groupings.
Release Management TBD TBD -Features and Functionality Plans implementation of minor, immediate, and major releases in coordination with IMS priorities, enhancements,
and SFDC release schedule
Works closely with Program Management to track and monitor roadmap
Deployment and Support TBD TBD - Implementation and on-boarding of
on-going business units
Team Role (s) Owner Deliverables Role Description
Data Conversion Data SME TBD - Data Mastery Plan Define data mappings for each conversion processes and work with the interface developers to transition the
mappings
Provides design input and direction for all data conversion tasks.
Liaison for the various data source owners.
Helps to secure source documentation, time from data owners and time from operations owners of the data.
Participates in design reviews and acts as a sign-off for designs.
Reviews and provides input into data validation plan.
Provides support during data migration activities.
Data Integration Data Conversion
- Data Conversion Approach
- Data Conversion Flow
- Data Conversion Metrics
Develop a data migration approach for all conversion processes to include data flow, fallout handling, and the data
conversion metrics that will be tracked.
Work with the project lead and the data SME to define the data mastery plan
Define validation routines that are exercised throughout the development l ifecycle
Test QA Test Lead,
Testers:
Execute assigned test scripts thoroughly and ensure the scripts are of the highest quality.
Follow test plan and test execution to ensure that testing is on time and within budget.
Document behavior against expected behavior and communicate to the Test Lead.
Key CoE
• Is targeted training for specific groups or roles
• Assesses needs of each audience and is based on functional, cultural or geographical needs
• Allows users to prepare before hand (e.g., web based tutorials, etc.)
• Provides formal and informal training programs for continuous improvement
• Utilizes the right type of training/communication tool for the size and scope of the release
Suggested training and communication tools:
• Class room training
Focus more on “why” and “what”, not “how” when training
Address uncertainty on why and when to use the technology
Considerations
Additional Assets
