Blazing the Trail from Solo Admin to Center of Excellence
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Presented in the Admin Theatre at London World Tour on 19 May 2016.
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Blazing the Trail from Solo Admin to Center of Excellence
- 1. Blazing the Trail from Solo Admin to Centre of Excellence Jodi Wagner Salesforce MVP & Manager at Accenture jodi.wagner@accenture.com Blog: www.forceofanarchy.com Twitter: @jmwagner
- 2. Jodi Wagner Salesforce MVP & Manager at Accenture jodi.wagner@accenture.com Blog: www.forceofanarchy.com Twitter: @jmwagner Blazing the Trail from Solo Admin to Centre of Excellence
- 3. Agenda 1. Introduction – Key Takeaways 2. What is a Solo Admin? 3. Quantifying Your Work 4. Qualifying Your Work 5. Creating a Plan 6. Execution: Resourcing for the Future 7. Governance / CoE Structure
- 4. Key Takeaways Quantify Your Work Qualify Your Work Create a Plan Execute How are you going to get there?
- 5. What is a Solo Admin? Is it contagious? Managing Production Support New User Admin Training Salesforce SME Manage New Initiatives Business Analysis Help Desk
- 6. So What Do You Do All Day? Support Intake Capture In Salesforce Measure!! Quantifying Your Work
- 7. No, Really.. What Do You Do All Day? Qualifying Your Time Production Support New User Admin Training Business Analysis Help Desk Value Add Overhead Salesforce SME Manage New Initiatives
- 8. Creating a Plan • What does your Salesforce landscape look like? • Who will be impacted by any upcoming enhancements, including Winter, Spring and Summer releases? • Why are these enhancements being implemented, changes rolled out or new users being added? • How will changes be implemented? • Is there a roadmap in place for additional efforts with a timeline? • Is there a change management, training and communication plan in place for end users? • What is the value that users and the organisation will get from these enhancements? • How will the organisation scale to meet demand? The Who, Why, What and How
- 9. Resourcing for the Future • Onsite team to support business processes and reporting • Extended team in IT to provide development support • Premier Support for after hours support • Consultants for project / initiative resourcing • Managed Service contracts during transitions Getting Assistance
- 10. Centre of Excellence Defining a Governance Structure Governance Governance is the processes that ensure the effective and efficient use of technology in enabling an organization to achieve its goals. Business Management Empower the business: know what to deliver, why it is important and the value to the business Change Management Process to manage enhancements, timely delivery to market, prioritization and utilization of resources Release Management Ensure highest quality with structured processes and methodology Support Management Subject Matter Expertize, responsiveness and education Governance Business Management Support Management Release Management Change Management
- 11. Summary • Quantify the Amount of Time Spent on Various Groups of Tasks • Qualify the Types of Tasks being Completed to Identify Value Added Items • Create a Plan that includes a Roadmap and Resourcing for the Future • Execute –Build a Business Case Tying it all Together
- 12. thank y u
- 13. The IT v Business Debate Who owns what? What area should “own” Salesforce and its support?
Notas do Editor
- Like most organizations, in the beginning there was a solo admin. I am hoping that I don’t have to explain what a solo admin is but I think this slide best describes the juggling act that solo admins go through on a daily basis. Juggling requests from end users, analyzing requirements, prioritizing requests and the list goes on. One of the good things about being a solo admin is that your process to manage all of these items can be fairly fluid. Often times you end up controlling the change, release and support management processes. When you’re a team of one, it’s easy to be transparent with yourself in terms of what needs to be done on a daily / weekly / monthly basis.
- If you recall the first slide, solo admins can be doing an awful lot. The important takeaway here is to make sure that you can accurately quantify what it is that you’re doing. One thing I will highlight here is to always keep track of time spent on different efforts and to have a way to track requests from end users. This will come in handy later on when we talk about justify FTEs / budget. I prefer to use Salesforce to track requests that came in from end users and ended up being part of the change management process. You can either create a custom object to do this or use cases with a different record type. Easy peasy! If you are not doing this now, begin immediately. There are a number of ways to track requests, I’ve used the Cases object and a special record type to record any requests from users. I’ve heard of others using Chatter (less quantifiable), Ideas and the app exchange app, ChangeIt! The reason why this is important is that it gives you justification for employing additional services, such as Premier Support, Managed Services or a consultancy partner.
- Do end users call you for password resets? Do you feel like you spend all day doing things but not accomplishing anything? By tracking what you’re doing (which you’ll be doing if you read #2 above..) you can see where your time is being spent. Pluck out the items that bring the most value, such as project work or training and look to offload some of the more mundane tasks to other areas. A solo admin is in their role because they are the heart and soul of the Salesforce org, so why have them spend time resetting passwords? That is something that can either be offloaded to IT support or even Premier Support, as I have done in the past. This all brings me to the fourth point.
- Is your Salesforce org holding steady at around the same number of licensing or are you going to be adding functionality, business units or additional licenses? Have you implemented a change management process and a fortnightly release cycle? (For non Brits, fortnightly is every two weeks!) All of these things will throw off any delicate balance you may have achieved with those spinning plates above. If your org is holding steady with no changes, then you’ve won the admin jackpot! But for the other 99.9% of the population, it’s essential to have a plan in place to manage current items in flight, items on the horizon and a block of time for production support. By having data around production support items, it’s easier to identify the amount of time needed and balance it against the items in flight and on the horizon. If the total of all 3 equals more than one person, you may need to use that plan to build out a business case.
- Now that we have a better understanding of the landscape, it’s important to look at the option available for resourcing. You can use one or any combination of these methods, but the important points to take away here is that there are resources to help identify the amount of staff needed to support Salesforce appropriately as well as a variety of options to suit your business needs. In some cases once you have all of this pulled together, a business case can be submitted for additional resources or consulting time. There are some great resources online around building a business case that we won’t review here. Now what to do with all of that free time?
- The purchase of Salesforce should always be a joint decision between IT and the business, but a lot of times it’s the business that is clamoring for Salesforce because they’re told that it’s fairly easy to maintain and can be done on the business side with little involvement from IT. Depending on where sit in the organization Salesforce support sits can also make a large difference in how you’re able to expand. Take for instance my situation. In all of my Salesforce admin roles, I sat in the business. However, I was constantly being told that I had to offload any configuration or development to my IT shared services organization. Which sounds great, right? Less work for me to do. Wrong. The people dedicated to supporting me on the IT side amounted to about a half of a person per month. Roughly 20 hours a week. 20 hours a week doesn’t equal very much time. What it did do was create a bottleneck. I had requests queuing and disgruntled users. I had two options, I could either figure out how to assist my users or continue to wait for IT, which was driving down my user adoption and creating more problems. I opted to begin taking on more and more of the Salesforce support, so now I was the solo admin, trainer, report analyst and the list goes on. This is only sustainable as long as all things remain constant….