This was a big week. We took massive steps in building my Salesforce Dreamteam. I have officially moved from Solo Admin to a Team Leader. It has become clear that I will need to focus more on developing my skills in Project Management, Organization, Presentation and Representation. I’ve always prided myself as a wholehearted collaborator, but I would be lying if I said I had no room for improvement in the area of managing people. I’ve failed in the past by delegating tasks to a team, taking the largest chunk for myself, and then becoming frustrated when their work didn’t correlate with my own. I’m very confident in the capability and professionalism of my team. This will give me a little room to organize and drive the project forward. In years prior, I’ve been accused of getting bogged down in details, which has always seemed odd to me. Details are where all the excitement lives. Asking an Ohanerd to not be interested in the minutia of a developing Business Process is akin to asking a kid to not be excited in a candy store. I’m sure all of you remember the old adage, “When presented with an unfamiliar bridge, make sure to read all the documentation on bridge crossing.” I would love to hear from those of you reading out there. Do you have any suggested reading/listening content on Leadership and Project Management?
Much of my accomplishments and legwork came into play with a formal Implementation Plan. I spoke to a handful of those experienced in the wild ways of Implementing. I watched a Dreaforce session and related blog posts. I determined that the widely accepted approach to a Salesforce Implementation is very similar to the tactics discussed in my Productivity books. Start with a high-level view of the current situation. Define your purpose and describe what the project will look like when completed to your satisfaction. Brainstorm all supporting tasks and outline a schedule for expected completion. There is a fascinating simplicity in organizing a project. Many questions are blatantly obvious but our natural instinct seems to jump directly to creating an action list. I found some great value in pulling back to the 50K’ level.
Purpose – Defining our Purpose has been helpful. I have the honour to introduce Salesforce to a large group of people who are desperate for a quality solution to their process. There are so many ways to use the platform. There are countless toys that I can install. The abundance of options has stymied my progress before. Imagine taking a friend to Epcot. Where do you take them first? Do you open with Spaceship Earth (Amateur!) or explore the Hydroponics of “Living with the Land”? When do you hit up the Scandinavian Bakery? Once I defined the true purpose of Phase 1 as “Eliminate the old system”, it cleared out all the ancillary cool toys that have been hovering on my peripheral. Our initial purpose needs to focus on standing up the standard native features of Sales Cloud. All other goodies can be implemented in later phases.
Vision – I spent quite a bit of time with End Users and Stakeholders over the last few weeks. This experience has given me the insight into what a successful implementation will look like. Here are the five points that I expect my leadership and my peers to judge the success of this project. All other actions on the project need to support one or more of these objectives.
Success Checkpoints for our Salesforce Implementation
- Pipeline Management (Native Sales Cloud Feature)
- Notification and Automation (as required to support the process)
- Document Merge (All regular templates to be built, tested and released)
- CTI Connection
- Management Dashboards
- Expected GO-LIVE date of 07/02/18
Schedule – I’ve always felt these are tough. It is difficult for me to disconnect the idea that I can set dates and have those dates adjusted, bumped or outright shattered. Regardless, I understand how a schedule can make everyone comfortable. Executives love a neat and organized schedule. For my purposes, I wanted to make sure my team knew exactly what our focus was at any point. The larger schedule resembles a typical Gantt Chart showing the points in time that we will be focusing on one Opportunity Process over another. It identifies when some tools will be made available and we will begin our work in that area. There is a minimal surprise here. My true inspiration is a cycling weekly schedule. I want every week to repeat in a pattern. This will eventually evolve into a predictable pattern for future updates and implementations. The list below shows what our weekly schedule looks like. The one thing I am most excited about is “Salesforce Class” On Thursdays, one of the #AwesomeAdmin on our team will host a Salesforce Class that is open to the whole company. Some Managers may have set attendance as a requirement for certain teams. Altogether, I feel like this last week is a win, but I would love to hear your thoughts and Feedback.
Pull Sample Data from Legacy. Load into Salesforce
Weekly Review of Open Requirements.
Prepare for User Testing
End User Training (4hrs)
Demo & Review Requirements with Stakeholders
Address Issues & Requirements
Build Reports & Dashboards for Review
Update System/Process & Document
End User Training (2hrs)
Demo & Review Requirments with Stakeholders