Business Process Mapping for Salesforce Admins
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The document discusses business process mapping for Salesforce admins, emphasizing the importance of mapping processes to enhance efficiency and eliminate waste in operations. It outlines the steps for creating effective process maps and introduces lean methodology principles to improve development processes. The presentation also highlights the need for continuous improvement in Salesforce usage to drive business success.
Business Process Mapping for Salesforce Admins
- 1. Business Process Mapping for Salesforce Admins July 27, 2016
- 2. Speakers Gillian Madill Admin Evangelist Salesforce @gmadill Squire Kershner Salesforce Platform Lead Baird @skershner__c
- 3. 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.
- 4. 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!
- 5. 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
- 6. Agenda • The Importance of Business Process Mapping • What is Lean Methodology? • Putting it All Together • Resources • Q&A
- 7. 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.
- 8. Importance of Business Process Mapping
- 9. 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!”
- 10. 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
- 11. 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.
- 12. 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)
- 13. Business Process Styles SIPOC Diagram
- 14. Business Process Styles High-Level Diagram Step 1 Step 2 Step 3 Step 4 End of Process Start of Process
- 15. 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
- 16. 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 OutputStep 6
- 17. Business Process Styles Cross-Functional (Swim-lane) Diagram
- 19. 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.”
- 20. 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
- 21. 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
- 22. 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
- 23. 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
- 24. 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
- 25. 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
- 26. 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
- 27. 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
- 28. Putting It All Together
- 29. 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
- 30. Example: Compliance Review Step 2: High-Level Process Associate completes data entry Notify Compliance Deal Approval Archive Deal Banker Approval Compliance Review
- 31. 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
- 32. Resources: Trailhead Module: Process Automation Free Mapping Template: http://asq.org/sixsigma/ 2009/04/flow-chart-template.xls
- 33. Questions? Join the Admin Webinar Group for Q&A! bit.ly/AdminWebinarGroup
- 34. thank y u