How to Drive a Large Scale Global Deployment Track: Large - PowerPoint PPT Presentation

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How to Drive a Large Scale Global Deployment Track: Large

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How to Drive a Large Scale Global Deployment Track: Large Enterprise Deployments Phil Barker, SVP, Chief Adoption Officer Steve Schlabs, VP, Global Enterprise Accounts – PowerPoint PPT presentation

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Title: How to Drive a Large Scale Global Deployment Track: Large


1
How to Drive a Large Scale Global Deployment
Track Large Enterprise Deployments
  • Phil Barker, SVP, Chief Adoption Officer
  • Steve Schlabs, VP, Global Enterprise Accounts
  • Sam Loveland, Director, Global Enterprise Accounts

2
Safe Harbor Statement
  • Safe harbor statement under the Private
    Securities Litigation Reform Act of 1995 This
    presentation may contain forward-looking
    statements the achievement of which involves
    risks, uncertainties and assumptions. If any such
    risks or uncertainties materialize or if any of
    the assumptions proves incorrect, our results
    could differ materially from the results
    expressed or implied by the forward-looking
    statements we make.  All statements other than
    statements of historical fact could be deemed
    forward-looking, including any projections of
    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 the integration of Sendia
    Corporations technology, operations,
    infrastructure and personnel with ours
    unexpected costs or delays incurred in
    integrating Sendia with salesforce.com, which
    could adversely affect our operating results and
    rate of growth any unknown errors or limitations
    in the Sendia technology any third party
    intellectual property claims arising from the
    Sendia technology customer and partner
    acceptance and deployment of the AppExchange and
    AppExchange Mobile platforms interruptions or
    delays in our service or our Web hosting our new
    business model breach of our security measures
    possible fluctuations in our operating results
    and rate of growth the emerging market in which
    we operate our relatively limited operating
    history our ability to hire, retain and motivate
    our employees and manage our growth competition
    our ability to continue to release and gain
    customer acceptance of new and improved versions
    of our CRM service unanticipated changes in our
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    foreign currency exchange rates and interest
    rates.
  • Further information on these and other factors
    that could affect our financial results is
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    time, including our Form 10-K for the fiscal year
    ended January 31, 2006. These documents are
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    Investor Information section of our website at
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  • Any unreleased services or features referenced in
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    are not currently available and may not be
    delivered on time or at all.  Customers who
    purchase our services should make 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, except as required by
    law.

3
Weve Had Great Teachers!
7,500 Subscribers
5,000 Subscribers
6,700 Subscribers
5,200 Subscribers
1,000 Subscribers
4,500 Subscribers
3,900 Subscribers
1,700 Subscribers
Enterprise Standard
1,500 Subscribers
5,000 Subscribers
2,800 Subscribers
4
Implementing On-Demand is Different!
Traditional Software
On-Demand Service
  • RDD, tech spec, construct, test, launch takes
    months
  • At deployment, app does not meet business needs
  • Low adoption - limited value to end users
  • Iterative rapid deployments
  • Focus on business process change management
  • Delivering high-value to end users

5
Components That Yield a Successful On-Demand
Solution
  • Strategy Business Case
  • On-Demand Roadmap
  • Operating Model
  • Integration Data Strategy
  • Adoption Strategy
  • Support Strategy

6
CRM Business Web Strategies
  • Compelling business strategies driving
    initiatives most often have Revenue Enhancement
    topping the list
  • Most organizations have multiple objectives
  • Documenting objectives and stakeholder alignment
    help you to achieve the vision for your
    initiatives

Your strategies are the roadmap for how you will
achieve your vision.
7
What are your CRM business objectives?
Source Europe Gartner end user survey. N344,
October 2004 From Predicts 2005 How CRM Will
Help to Grow Revenue Again, Jan. 7, 2005.
8
Sample of CRM Business Drivers
  • Unmanageable CRM Infrastructure
  • Standardization of a single SFA application
    across all business units
  • Adaptability to growing and changing businesses
  • Reduce the learning curve of sales associates and
    professionals
  • Leverage and cross-sharing of business unit and
    overall knowledge
  • Improve productivity
  • Improve client management
  • Improve call, pipeline, and forecast management
  • Improve team collaboration on client
    relationships
  • Creation of institutional knowledge of client
    relationships
  • Creation of competitor intelligence
  • Consolidated View of the Customer
  • Consolidate on a single sales process and tool
  • Improve Rep/Manager Productivity
  • Improve Business Intelligence and reporting
    capabilities

9
Desired Impact of Salesforce.com
Capabilities
Return
Revenue Cost
  • Account Contact Management
  • Opportunity Management
  • Pipeline Management Forecasting
  • Activity Tracking
  • Integrated Sales Methodology
  • Consistent Representation of Your Brand
  • Lead Campaign Management
  • Real Time Reporting Dashboard
  • Integrated Service Support
  • AppExchange
  • Apex Platform

Enhanced Time to Value Minimal infrastructure
investment
10
Sample Business CaseTotal Benefits in
Sample Data
11
Components That Yield a Successful On-Demand
Solution
  • Strategy Business Case
  • On-Demand Roadmap
  • Operating Model
  • Integration Data Strategy
  • Adoption Strategy
  • Support Strategy

12
Factors that drive implementation
complexityUnderstanding deployment risks
  • Executive Sponsorship
  • Executive business unit sponsors
  • Established PMO?
  • Established project standards
  • Organizational Complexity
  • Number of Users
  • Functional Groups
  • Reporting Structures
  • Multi-National
  • Security / Sharing Requirements
  • Functional Requirements
  • Modules
  • Record Types Layouts
  • Products Annuities
  • Dashboards
  • Workflow
  • Business Processes
  • Complexity
  • Inflexibility
  • Number Of
  • Countries
  • Languages
  • Currencies
  • Data Migration
  • Number of Sources
  • Complexity of Fields
  • Number of Records
  • Cleanliness
  • Integration Requirements
  • Number of Links
  • Architecture of Each
  • Real-Time Requirements
  • Volume of Data
  • Frequency of Updates
  • Training Requirements
  • Instructor-Led, eLearning, Blended
  • Direct or Train-the-Trainer
  • One-Time or Phased

13
On-Demand Release ProcessEnhanced time-to-value
  • Size each project
  • Implement release management program
  • Implement ongoing integration and data management
    programs
  • Build sustainable support and training program

14
Roadmap that Supports CRM StrategyHigh
concurrency, incremental functional phases
15
Components That Yield a Successful On-Demand
Solution
  • Strategy Business Case
  • On-Demand Roadmap
  • Operating Model
  • Integration Data Strategy
  • Adoption Strategy
  • Support Strategy

16
Operating Model Center of Excellencethe core
team
17
Change Management Integration with Business
UnitsBuilding a network of user champions, local
ownership
18
Components That Yield a Successful On-Demand
Solution
  • Strategy Business Case
  • On-Demand Roadmap
  • Operating Model
  • Data and Integration Strategy
  • Adoption Strategy
  • Support Strategy

19
Data and Integration StrategyDefining use cases
and associated business benefits
  • Data uploaded into salesforce - objective is to
    enhance usability and maximize business benefit
  • Identification of source systems, scrubbing and
    transformation processes required complexity
    assessment
  • End-user and key stakeholder acceptance of the
    data source(s), confirm cost justification
  • Sync strategy if not read only cross reference
    keys needed to match records would an online
    link to the data be better
  • Ensure no adverse impact to usability too much
    data, poorly organized, not segmented by LOB
  • Data extracted from salesforce - agreement on
    what salesforce.com is the system of record for
  • Ensure naming standards, support collaboration,
    avoid duplicates
  • Custom edits that must coded in the UI
  • Fiscal period considerations locked versus
    unlocked
  • Historical requirements and archive processes
  • User responsibilities regarding Outlook
    integration or Offline usage

20
Data and Integration StrategyConfirm supporting
technology components
  • Data staging and validation processes
  • One-time, initial or recurring
  • Data transformations
  • 3rd Party data enrichment and cleansing
  • Allowance for local language and currency
  • Test and Production Environment configurations
  • Release components and best practices, commit
    procedures
  • API access using WSDL
  • Java based development
  • Workflow and Outbound Real-time Messaging
  • Security
  • VPN considerations
  • Single sign-on scenarios
  • Sharing model consistency

21
Data and Integration StrategyAssigning a team
leader
  • Full-time throughout deployment, integral member
    of the COE
  • Maintenance of sub-project plan
  • Integrated release strategy with functional
    phases
  • Training and support of administrative personnel,
    centralized and distributed
  • Part-time post production, integrated IT
    responsibility
  • Resolution of operational faults
  • Ongoing QA audits
  • Archival
  • System end-of-life scenarios

22
Components That Yield a Successful On-Demand
Solution
  • Strategy Business Case
  • On-Demand Roadmap
  • Operating Model
  • Data and Integration Strategy
  • Adoption Strategy
  • Support Strategy

23
Adoption StrategyAdoption is not a random event
  • It takes a disciplined defined approach to drive
    adoption
  • You need measures and incentives

24
Does One Size Fit All?
  • For Example
  • 3,000 seat deployment
  • 50 of end users will resist the change
  • 1,500 end users
  • Question?
  • Does one size fit all?
  • Should all categories of end users be trained
    the same?
  • You need the right training, recognize the
    different training requirements

25
How to Train?Appropriate medium, content and
frequency
  • Organizational Knowledge
  • Pace of training
  • Access to materials
  • Training Medium
  • Leverage power users
  • Role mix of trainees
  • Lines of business
  • Complexity of processes
  • Languages/culture
  • Application modules

26
Components That Yield a Successful On-Demand
Solution
  • Strategy Business Case
  • On-Demand Roadmap
  • Operating Model
  • Integration Data Strategy
  • Adoption Strategy
  • Support Strategy

27
Enterprise On-Demand Support Maintenance
  • On-demand provides for flexibility and ease in
    application customization, which promotes
    business group independence, but leads to unique
    support and maintenance challenges
  • How does an organization manage and prioritize
    change?
  • How does an organization maintain a application
    consistency, yet allow for nimble customization
    and enhancement?
  • How can business users benefit from application
    flexibility?
  • How does an organization communicate application
    changes?
  • How does an organization support a changing
    environment?

28
Enterprise Solutions for Support Maintenance
  • Efficient support maintenance is key to strong
    user adoption and satisfaction. An Enterprise
    organization must have a strategic plan in place
    for the key support processes below
  • Clear Change Management Processes
  • Consistent feedback loop between users, support,
    and business stakeholders
  • Clear change control expectations and timelines
  • Regular Release cycles for enhancements
  • Business Group Independence
  • Global architecture and strategy
  • Business unit participation in decision making
    and change management
  • Regional or Business unit independence on
    division-specific enhancements
  • Business User Feedback Loop
  • Defined channel for feedback and incorporation
    into change management plans
  • Closed loop communication and response
  • Clear, Defined Communication Channels
  • Between business stakeholders, configuration
    teams, and support teams
  • Between project management change management
    teams
  • Clear Support Network and Escalation Channels
  • Defined channel for application support for
    business process and technical issues

29
Support Administration Structure Process
Option 1 Centralize Application Management
30
Support Administration Structure Process
Option 2 Regionalize Application Management
31
QA
32
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