business process mapping for salesforce admins

Business Process Mapping for Salesforce Admins July 27, 2016

Speakers

Gillian Madill Admin Evangelist Salesforce @gmadill

Squire Kershner Salesforce Platform Lead Baird @skershner__c

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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.

Importance of Business Process Mapping

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  SIPOC Diagram

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

Business Process Styles  Cross-Functional (Swim-lane) Diagram

The Lean Methodology

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)


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


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


“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


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


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’


Putting It All Together

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

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