MIGRATING TO
THE CLOUD
OAUG Webinar Series #1
Paul Kirch, Deloitte Digital
October 10, 2017
1 | Copyright © 2017 Deloitte Development LLC. All rights reserved.
WHO WE ARE
2 | Copyright © 2017 Deloitte Development LLC. All rights reserved.
NETSUITE
PRACTICE:
DELOITTE
DIFFERENCE
Value
Proposition
Solution
Areas
Deloitte offers a broader view of services Solution Areas include:
for NetSuite customers, including:
• Merger and Acquisitions
• Finance/Business Transformation
• Cloud ERP
• Complex or Global program management
• Two-Tier Cloud ERP
• Cross-Border or Global Implementation
Integration
• Change Management and Training
• Omnichannel Retail
• Process Alignment or Optimization
• Revenue Recognition
• Complex Tax Issues, requiring specialized • Cloud to Cloud Integration
expertise (e.g. Indirect Taxation)
Deloitte offers a full range of M&A
Services:
• Technology, Strategy and Portfolio
Management
• Security, Strategy and Risk Assessment
• Digital Agency Design, Strategy,
Implementation
• Expertise with private equity firms
• Integration with SFDC, Workday, NetSuite,
Oracle Cloud ERP, and other leading cloud
applications
Global Capabilities
Geographies include:
• APAC
• Canada
• Central Eastern Europe
• France
• Germany
• LATAM
• MEA
• UK
• US
• Western Europe
PAUL KIRCH
•
Paul is a senior program manager with over 25 years experience managing programs, with over 10 years
delivering large complex global business transformation projects in Europe, South America, the Middle
East, and the principal Asian countries.
•
In addition to his package implementation experience, Paul has also led package selection programs,
business process reengineering/ transformation programs, business case development , and supply chain
operational effectiveness initiatives. Paul has led programs utilizing NetSuite and Oracle Fusion (Cloud
ERP), including Financials, Supply Chain, HR/Payroll and Projects modules in all releases from Oracle
9.4.2 through Oracle R.12.1.3 and Oracle Cloud ERP Release 12.
•
Paul lives in San Francisco, California and is a Manager in the Deloitte Digital Practice.
Relevant Work Experiences:
Client: Digital Advertising Firm: Project
Manager/ Functional Consultant
Program Manager on 6 month project designed
to provide company with a flexible platform
upon which to grow. Redesigned Chart of
Accounts, developed overall design concept for
OTC process, including designing solutions to
aggregate media impressions, promotion
activations and coupon code redemptions. Total
project cost: ~$1.6 million.
4 |
Principal, NetSuite Software and Retail
Verticals
Principal consultant in NetSuite software
vertical Project experience with over 30
startups and several large Enterprise
customers, including iHeart Media, Spotify,
HPE, Les Schwab, and others. Experience
developing solutions to address customers’
finance and supply chain issues, which
included integration to eCommerce solutions
such as Shopify, Amazon Prime, and others
and SFDC integration solutions, such as Dell
Copyright © 2017 Deloitte Development LLC. All rights reserved.
Boomi.
Client: Major Bay Area Electronics
Manufacturer: Financials & Tax Lead
Co-Lead on global Oracle R 12.4.2
implementation of Oracle Financials, Supply
Chain, Manufacturing. Responsible for
worldwide configuration of eB Tax,
developing the Multi-org model and for
international/ intercompany process flows,
including Global Purchase Agreements and
Intercompany processes to support
Accounting Center in Switzerland.. Project
scope: U.S, Asia Pacific and Europe.
Director, Oracle EBS and Fusion Practice
at large India-based Integrator
Developed proposals and led practice for
India-based system integrator.
Responsibilities included creating artifacts for
project delivery methodology, creating
implementation methodology for Fusion
project and hiring staff into the Fusion
Practice. Successful in selling Fusion projects
to 2 regional restaurant chains and to a
government national lab.
OAUG WEBINAR SERIES
No.
Title
0AP in the Cloud (AP SIG, Oracle Open World)
Date
Speaker
1-Oct-17Paul Kirch
1Migrating to the Cloud
10-Oct-17Paul Kirch
2Accounts Payable (AP) in the Cloud
24-Oct-17Paul Kirch
3Revenue Recognition in the Cloud
2-Nov-17Joe Talley
4Rev Rec Reporting Requirements
6-Nov-17Bryan Anderson
5The Mechanics of Rev Rec 605/606
7-Nov-17Bryan Anderson
6Implementing a Rev Rec Solution in the Cloud
8-Nov-17Bryan Anderson
7Implementing a Rev Rec Solution in Oracle Cloud E
9-Nov-17Seamus Moran
8Supply Chain in the Cloud
24-Jan-18Paul Kirch
9Integrating "Best of Breed" Solutions in the Cloud
Looking Forward: Cloud ERP, Bitcoin and other
10 emerging technologies
5 | Copyright © 2017 Deloitte Development LLC. All rights reserved.
21-Feb-18Paul Kirch
Paul Kirch/ Max-Elie
15-Mar-18 Salomon
AGENDA
6 | Copyright © 2017 Deloitte Development LLC. All rights reserved.
AGENDA
•
Why move to the Cloud?
•
Challenges
•
High Level Required Steps
•
•
•
•
•
Applications Architecture
Strategic Approach
Validate Functionality
Integration Approach
Program Governance and Infrastructure
•
Recruit for and Establish a “Cloud” Center of Excellence
•
A Shared Service Model or “Center of Excellence” in the Cloud
•
Cloud Guiding Principles
•
Agile Methodology in the Cloud
•
Conclusion
7 | Copyright © 2017 Deloitte Development LLC. All rights reserved.
WHY MOVE TO THE CLOUD?
•
•
•
•
•
Rapid Elasticity: Elasticity is defined as the ability to scale resources both up and down as
needed. The cloud services consumer can add or decrease the number of users quickly, with
minimal effort.
Measured Service: Cloud services are controlled and monitored by the cloud provider, and the
provider bills the consumer only for what they use. For some cloud company offering, cloud
services are billed by the number of transactions.
On-Demand Self-Service: A consumer can use cloud services as needed without any human
interaction with the cloud provider. Cloud services are normally accessed over the internet using
a user name and password to provide access.
Ubiquitous Network Access: The cloud provider’s capabilities are available over the network,
meaning that wherever the internet is available the cloud services are available.
Resource Pooling: Resource pooling allows a cloud provider to share its physical and virtual
resources according to consumer demand. This means that for all users of a particular cloud
service, the users benefit from the implied economies of scale of using the same servers, the same
data centers, etc.
8 | Copyright © 2017 Deloitte Development LLC. All rights reserved.
CLOUD ADOPTION CHALLENGES
How do I do it?
Where do I start?
35% of organizations
which want to move to the
SaaS cloud at not able to
as they are not sure it
meets their needs
9 | Copyright © 2017 Deloitte Development LLC. All rights reserved.
How do I satisfy
different LoB
needs?
40% of new IT initiatives
with LoB as the decision
maker, require more
personalized LoB
functionality to adopt
cloud
How do I integrate
with other
applications?
45% of businesses
adopting cloud have seen
adoption hindered due to
inability to integrate to
systems and other clouds
How do I ensure
data security?
46% slowed adoption due
to concerns around data
privacy, protection, risk
and compliance concerns
From presentation at Oracle Open World, delivered on Sunday, October 1
HIGH LEVEL REQUIRED STEPS
1.
Build a business case to migrate to the Cloud
2.
Document your company’s current applications architecture
3.
Develop an approach to migrating to the cloud
4.
Validate required functionality and “feature/fit” of proposed future state applications
5.
Devise an integration approach and choose an integration software partner
6.
Establish a program/project management infrastructure
7.
Recruit for a Cloud “Center of Excellence”
10 | Copyright © 2017 Deloitte Development LLC. All rights reserved.
THE BUSINESS CASE
•
•
•
•
Eliminates the Need for Costly Infrastructure
•
Eliminate need for high cost infrastructure
•
Reduce need for in-house IT staff, in effect outsourcing IT
Adds Greater Flexibility to Business Operations
•
Increased ability to respond to changing business needs “on the fly”
•
Highly customizable infrastructure shortens time from design to implementation
Provides Richer Functionality, with Ability to Customize and Add Functionality if Necessary
•
Functionality is generally as rich as existing traditional ERP systems
•
Development partners add functionality according to specific market needs
•
Use of bundles to implement functionality quickly
Achieves a Faster Time to ROI
•
Implementation Time is generally from 6-12 months.
•
Project team size generally much smaller than traditional on-prem legacy project teams
Some experts estimate the cost of IT on-going operations in the cloud is 50% of “on prem” costs.
11 | Copyright © 2017 Deloitte Development LLC. All rights reserved.
APPLICATIONS ARCHITECTURE
•
The applications landscape should clearly document the function of the applications in use as well as the
relationship between key applications
•
Companies may consider documenting the source – from a systems perspective – and type of
transactions – from an accounting perspective – that flow through the applications
“In 5 years, very few companies will be on “legacy
applications.” Most companies will have migrated to
Cloud applications.” -- Oracle Company Official
12 | Copyright © 2017 Deloitte Development LLC. All rights reserved.
STRATEGIC APPROACH
“Inside Out” Approach
“Outside In” Approach
Build a Bridge
Replace the Center
• Replace financials (GL, AR,
AP) and develop roadmap
for future functionality
• Restructure Chart of
Accounts, incorporating
NetSuite system accounts, if
required
• Develop interface strategy
for legacy “boundary”
systems
Pilot
• Select an business unit to •
• Focus on one process to
be pilot adopter
migrate first: OTC or P2P
• Develop 1:1 mapping from • Develop NetSuite or Oracle
•
Cloud ERP Chart of
current Chart of Accounts
Accounts; configure
to NetSuite Chart of
system; develop processes
Accounts
• Develop interface strategy • Develop GL interface to
map accounting from new
for legacy “boundary”
Chart of Accounts to legacy
systems
Chart of Accounts
•
13 | Copyright © 2017 Deloitte Development LLC. All rights reserved.
Big Bang
Develop implementation
plan and develop resource
needs
Develop GL Chart of
Accounts and conduct
fit/gap meetings to map
current state processes to
NetSuite or Oracle Cloud
ERP “out of the box
processes”
Execute implementation
plan
THEORETICAL ADOPTION MODEL
Current State: Traditional ERP with
Integration to Edge Apps
Transitional State:
Edge Apps Move to Cloud
Theoretical End State: Business
Applications are on “The Cloud”
Cloud
Apps
Edge
Apps
Cloud
Apps
Oracle Integration Cloud
Service
Service Bus
Oracle Integration Cloud
Service
ERP
ERP
MDM
14 | Copyright © 2017 Deloitte Development LLC. All rights reserved.
PCS
MDM
PCS
ERP
VALIDATE FUNCTIONALITY
•
When choosing a Cloud solution, it is important that you conduct a fit gap analysis to determine which
solution provider provides the best fit for your business. The fit/gap analysis should be: thorough,
comprehensive, and detailed …
15 | Copyright © 2017 Deloitte Development LLC. All rights reserved.
INTEGRATION APPROACH
GFR
GPS
ODS/EDW
Reports
General
Ledger
Party Resellers
AR Upload
Tool
Order
Management
eBusiness Tax
Inventory
AR
(Incl OEPG AR)
PSN
SOA/ETL
SOA/ETL
SOA/ETL
Mobile
SOA/ETL
SOA/ETL
Licensing
Nintendo
Enterprise Canonicals
SOA libraries
Common Error Handling Framework
Data Standardization
New Source X
•
•
•
•
16 | Copyright © 2017 Deloitte Development LLC. All rights reserved.
XBL
Data Grouping
Aggregation
•Payment Recon
•Data Exception
•Recon Reporting
Revenue/Payment
Transactions
iHUB (Enterprise Integration Hub)
Advertising
SOA/ETL
SOA/ETL
Payment Agg.
Console
SOA/ETL
Nucleus
SOA/ETL
Mythic
SOA/ETL
EA Store
Revenue
Preprocessor
Data
Archival
Inbound adapters monitor new revenue/settlement
transactions and transform the inbound data internally into
a standard Canonical representation. Enterprise message is
routed to the Oracle EBS AR module for processing
SOA/ETL
STAGING/AGGREGATION AREA
Staging Area
SOA/ETL
XML, Excel,
Spreadsheets, Files,
Manual Data Feed
POGO/BESL
(Actual, Forecast)
OM Upload
Tool
STANDARD REVENUE MANAGEMENT INTEGRATION
Goal is to use a
“Publish/Subscribe” model based
upon a middle layer integration/
messaging platform, and not a
point-to-point solution.
OEPG GL
OFB
rd
Advanced
Pricing
ODS/GPS
For complex cloud applications
projects, integration may use
integration software platform such
as Mulesoft, Dell Boomi, or others
as the integration mechanism.
Rev. Trx
HFM
3
Oracle R12 Schema
SOA/ETL
For Oracle R12 projects,
integration may use SOA or XML
as integration layer.
ORACLE MODULES
Forecast
Revenue Data
Canonical
SERVICE / ETL
COMPOSITION,
ORCHESTRATION
AND INTEGRATION
Product MDM
Introduction of additional
digital revenue models in the
future will be significantly
simplified with the ability to
leverage a common
integration framework and
“plug and play” architecture.
Master Data
Repository
Attributes and
Hierarchies
Rules, Audit
And Definitions
PROGRAM GOVERNANCE AND
INFRASTRUCTURE
Effective Project Management meets expectations
within the approved scope, budget, and timeline.
Project
Work
Plan
Change
Request
Process
Phase Gate Reviews
• Formalize the approach to phase exit process
• Require team to focus on quality and timeliness
Phase
Gate
Review
Project Management
Framework
Project Work plan
• Establish a project plan to manage interdependencies, summarizes decisions made and cross-team open issues
amongst the teams based on key milestones and deliverables identified in the individual teams detailed work
plans
• Monitor dependencies among teams and identify resource shortages and team priorities
Issues/ Action Logs
• Evaluate sub team issues, determine those appropriate for escalation; prioritizes and assigns lower-level issues
for resolution
• Manage documentation of issue resolutions as a record of ‘lessons learned’
Issue /
Action
Logs
Status Reports
• Tracks sub team summary of activities completed, those planned and not completed and those completed and
not planned
• Identifies resource conflicts or shortages, slipping milestones, and team successes
• Communicates to Steering Committee
Risk Mitigation Plan
• Assess risks identified by sub teams, identify solutions and escalate to the Steering Committee as required
• Identifies additional risks to project with insight to team interdependencies, EA environment, etc.
Risk
Mitigation
Plan
17 | Copyright © 2017 Deloitte Development LLC. All rights reserved.
Status
Reports
Change Request Process
• Manage the scope or the resource commitments to defined deliverables
• Utilizes a formal change request process to control requests for additional work identified, resource distribution
and budget impacts from requested changes. Includes form completion and approvals.
CLOUD COE
18 | Copyright © 2017 Deloitte Development LLC. All rights reserved.
RECRUIT FOR A CLOUD “COE”
A Center of Excellence typically consists of a engagement model, related design and governance approach, and set of delivery capabilities. Each of these
functions works collaboratively to facilitate efficient planning, delivery, and support of the organization’s initiative.
Primary Reasons for Creating a CoE
Assets
Project / Solution
Prioritization
•
To deliver an compliant and efficient engagement
model, delivery process and methodology for
Force.com based solutions
•
Be the “go-to” repository of information, leading
practices, standards, templates and tools for Cloud
implementations
•
Reduce re-work and re-development of functional
solutions and related deliverables already built,
allowing to deliver more effectively, consistently and
at a lower cost
•
Assist project teams to design and develop solutions
leveraging most recent leading practices
Methodologies
Engagement
Model
Governance &
Engagement
Model
Delivery
Approach
CoE
Tools
Delivery
Organization
19 | Copyright © 2017 Deloitte Development LLC. All rights reserved.
CoE Value Proposition
•
Improved quality and consistency of solutions delivered
across projects
•
Reduced cost through economies of scale and ability to
leverage offshore resources
•
Reduced execution risk by leveraging measured leading
practices, methodologies and tools
•
Improved adoption of standard processes and
terminology
•
Structured knowledge transfer and accelerated
development of skills
•
Accelerated document creation for each stage of project
lifecycle
TYPICAL MODELS
Organizational models range from a large and highly centralized team to simply a repository of leading practices and guidelines.
Decentralized
Centralized
“Manager”
Business
Area
Business
Area
“Hybrid”
Business
Area
Business
Business
Area
Area
CoE
Resources
Governance &
Engagement
Model
CoE
Business
Area
Business
Area
Tools
Delivery
Organization
Program resources and knowledge are
centralized in the CoE
Assets
Prioritization
& Funding
Model
Methodologies
Delivery
Approach
20 | Copyright © 2017 Deloitte Development LLC. All rights reserved.
Business
Area
Assets
Prioritization
& Funding
Model
Methodologies
Engagement
Model
Business
Business
Area
Area
CoE Resources /
SMEs
Assets
Prioritization
& Funding
Model
Business
Area
“Repository”
Governance &
Engagement
Model
Engagement
Model
CoE
Methodologies
Delivery
Approach
Tools
Delivery
Organization
Only specific resources (e.g., SMEs)
and knowledge are centralized in the
CoE
Governance &
Engagement
Model
Engagement
Model
CoE
Delivery
Approach
Tools
Delivery
Organization
Program resources are decentralized and only
knowledge is centralized in the CoE
20
ESTABLISH A CAPABILITY MODEL
Typical Benefits
Exec Sponsor
•
Breaks down barriers between “build”
and “run” organizations to increase
speed of innovation and economies of
scale
•
Facilitate resources from the business
and elsewhere in the organization to
provide the detailed input on needs
but this group can drive the process
•
•
Embeds / supports agile approach
Business & Technology Leadership
Production Support &
Value Realization
• End-User Support &
Enhancements
• Adoption & Change
Management
Salesforce.com “CoE” or NetSuite CoE
Release X Design
& Delivery
• New release SDLC &
Deployment
End-User Support
Adoption & Change Mgmt.
Business Design
Application & Integration
Development “Factory”
•
•
Data Management
Testing / Test Liaison
BU
Organization
Can “plug in” to other existing
capabilities e.g.,
Tier 1 support
Change management and
communications
Deloitte / External
Providers
Other CoE Objectives
• Central source of knowledge on agile based, SaaS centric, delivery methodologies and SFDC leading practices
• Aggregation of business needs, enhancements and roadmap for solution progression
21 | Copyright © 2017 Deloitte Development LLC. All rights reserved.
21
A CoE can also play a key role in helping to determine the overall solution architecture and
guiding principles for its evolution
Typical Approach
•
Establish Architectural Guiding Principles &
Governance Approach
•
•
Establish salesforce.com Org Strategy
•
•
•
Example Solutions Architecture Deliverables
Architectural Guiding Principles &
Governance Approach
CRM Systems & Integration
Architecture
6
1
Develop initial Business Capability Map across
known programs / demand
Assess high-level process consistency / variability
across business units
Develop high-level common logical data model
taking into account business model of key business
units
Engage across BUs and programs to assist
alignment and manage evolution of the core
solutions architectures
2
2
Salesforce.com Org Strategy /
Decision Tree
•Degree of user overlap
•Degree of customer overlap
• Consistency of processes and critical
requirements
• Need for data “roll-up” / visibility
•…
1
3
4
5
1
Core Logical Data Model
Business Capability Map
The objective of these efforts is to manage the evolution of the overall architecture in a manner that maximizes simplicity,
flexibility, and effectiveness across multiple programs over time
22 | Copyright © 2017 Deloitte Development LLC. All rights reserved.
CLOUD GUIDING PRINCIPLES
Minimize
Architectural
Complexity
Build Parallel
And Scalable
Adjust
Component
Communications
Avoid Specialized
Appliances
Keep in mind
Cloud Offerings
and Constraints
• Minimize number of dependencies on other applications, components, databases, or middleware
• Avoid sharing of software stacks (e.g. databases, middleware) with other components
• Loosely couple components where possible to allow portability of individual components to cloud
• Employ parallelization in execution (e.g., utilize computational grids and data grids into your design)
• Design for scalability and allow for management capabilities that will automatically horizontally scale your
application workload; bringing up and shutting down instances on demand as needed
• Structure inter-application component communications to be as efficient as possible, unnecessary chatter
introduces latency in communications and performance
• Consider using asynchronous communications (messaging) where applicable
• Avoid dependencies on special purpose proprietary appliances, license dongles tied to hardware, etc.
• If absolutely required, loosely couple that portion of the application to allow other components to move to cloud
• Understand the service capabilities and limitations of cloud vendors and factor those into your design
• Keep on eye out on ‘cloud middleware’; services that allow you to use cloud offerings across vendors without
being tied to any specific Application Programming Interface (API).
There is significant difference between "moving existing applications to the cloud” and "building new applications for the cloud”.
Enterprises should be prepared to invest in both.
- 23 -
AGILE METHODOLOGY
To embrace an agile approach to capability delivery is to fundamentally reshape how IT
delivers value to the business
The Deloitte Cloud Platform is ideally suited to an agile approach and iterative deployment of capabilities given the nature of its development environment and the
cloud delivery model overall.
Daily Scrum Meeting
Product Backlog
w/ Sprint Team
Refinement
Stakeholders
Product Owner /
Business Lead
“JAD” sessions to gather
needs based on initial
process hypothesis &
prototype
“JAD” Sessions
•
•
•
•
•
•
•
•
•
Sprint Team
Scrum Master /
Team Lead
Sprint
(1-3 weeks)
Team selects
how much to
commit to by
sprint’s end
No Changes
Sprint Planning
Backlog
AgileSprint
“Tips
& Tricks”
in duration or goal
Meeting
Keep initial scope smaller but deliver and iterate faster
Iterate across releases and within a project
• First phase: Emphasis on out-of-the-box functionality that is focused on delivering business value
• Second phase: Integration with other systems
• Third phase: Custom user interface, wizards, extend to customers/partners etc
Sprint length should be adjusted based on the type of solution, maturity of team and phase of effort
Working sessions prior to the sprint are critical to align on nature of process and solution and drive out priority requirements
When necessary, be prepared to support a more “Hybrid” model in more integration and data centric efforts
Automated tests should be run regularly.
Time for “hardening “sprints should be allotted for before each release to ensure all testing was performed properly during the initial sprints.
Design the “sprints” bearing dependencies in mind
Empowerment and accountability for decision making is key!
Product Backlog
24 | Copyright © 2017 Deloitte Development LLC. All rights reserved.
Review & Deploy
“JAD” session to
review &
finalize
While highly conducive to Agile approaches, the Cloud Platform also encourages adoption of
development leading practices and re-use
The Cloud platform provides compelling features to promote reuse across the different layers of the
development cycle. Both the developers as well as the administrators can work together and
collaborate to develop and configure applications in lesser time and increased output.
Reuse Code
•
•
Reuse Packages
•
Reuse most your object-oriented code on the
front-end and back-end, through both Visualforce
and Apex.
Instantly expose objects via web services.
•
Create packages to reuse anything from a
single field to your entire instance on any
number of instances.
Packages maintain versioning information,
so subscribing instances can upgrade after
they have assessed the impacts.
Reuse Data
•
•
•
25 | Copyright © 2017 Deloitte Development LLC. All rights reserved.
Record types are a simple and easy to understand way to create
records that share similar attributes, while maintaining
distinctiveness through out-of-the-box features: field-level security
and page layouts.
Share data across multiple Force.com instances through the
Salesforce to Salesforce feature with clicks and not code.
Data Quality tools on the AppExchange allows users to initiate
downstream merges and enrich data.
TEMPLATES AND TOOLS
Governance
Template
Tool
Process and Project Management
CoE Charter Template
Project Plan
JAD Methodology
Communication Plan
BME
Kick Off Presentation
Application Development
Environment Management
Solution Design
Solution Governance
Technical Design
Data Dictionary Extractor
Development Standards
Data Migration
Data Modeling & Migration Guidelines
Data Mapping Table
Data Migration Strategy
Data Migration Table
Data Architecture Governance
Data Migration Tracker
Integration & Security
Security Guidelines and Leading Practices
Integration Guidelines and Leading Practices
Testing
Testing Strategy
Master Test Plan Template
Unit Testing Leading practices
Go Live Checklist
Cutover Activities Checklist
Adoption Change and Training
Adoption Methodology
Training Plan
Support & Training Strategy
Project Debrief
Change Request
& rights
Issue reserved.
Management Process
26 | Copyright © 2017 Deloitte Development
LLC. All
Adoption Metrics
Data Mapping Table Extractor
It is essential that the engagement and governance model is embraced by the different
constituencies in order to facilitate successful adoption
•
•
Engagement Model Components
Why It Matters
The engagement model is critical for defining how the
CoE will be structured, the value it brings and how it
will engage with the business units and other
stakeholders in the delivery of individual programs.
A quality engagement model can help the Business Units:
Key components:
Services Delivery
•
•
•
Define and request program support
•
Understand what resources are required, when and for
what purpose
•
•
Executing Force.com Methodology
•
•
Iterative Application Design & Development
through Hybrid- Agile/JAD approach
Environment & Release Management
•
Governance and Engagement Model
•
•
•
•
•
Establish business unit engagement model
Define roles and responsibilities
Executive Sponsorship and Leadership Alignment
Leading Practices and Knowledge Management
Quality Review and Monitoring
27 | Copyright © 2017 Deloitte Development LLC. All rights reserved.
•
•
•
Understand what the CoE brings to the table
Understand their role in delivery and commit to the
business benefits
Are in a position to provide the right quality and depth
of processes and requirements
Understand the impact the new processes will have on
their people and how to mitigate and manage that
change
Understand ways to drive adoption
Are kept up to date and engaged throughout the
lifecycle of the program
Are able to engage with the CoE in an efficient and
compliant manner
27
COE DEVELOPMENT APPROACH
CoE development approach included assessing the nature of existing program management and integrating it with our understanding of
effective Force.com governance components to get to a Target State Force.com CoE Model
Understand and Analyze State
Model
Define and Assess Target State Model
Launch CoE
• Setup and conduct interviews
Key Activities
• Solicit CoE inputs and reviews with program lead and key
stakeholders
Key Activities
• Introduce CoE to Steering committee
and Key stakeholders
• Assess current state governance model
and related processes
• Create CoE structure, organizational model and identify roles
needed
• Disseminate accepted transformational
program organizational structure,
governing groups, and supporting roles
and responsibilities
Key Activities
• Request and collect all data
• Analyze existing roles and
responsibilities
• Identify key gaps against current state processes based on target
state and target operating model definitions
• Identify candidates with skill sets and availability for the roles and
outline potential resource/ skills gaps
• Educate on CoE monitoring activities
• Perform gap analysis to build the capabilities required to support the
program
• Establish change and communication plan
• Define initial and on-going support models
• Design and develop leading practices and development standards
documentation and well as supporting design/development/deploy
templates and tools
Sample
Outputs
CoE Charter & Target Operating
Model
Organizational Chart/ Roles &
Responsibilities
Architectural Guiding Principles &
Governance Approach
28 | Copyright © 2017 Deloitte Development LLC. All rights reserved.
- 28 -
Environment &
Development Standards
Release
Strategy
Change Management & Adoption
Recommendations
Phased Approach to a CoE Rollout
We recommend rolling out the CoE in phases which will allow for progressive adoption by highlighting successes and tracking
progress on goals while learning from stakeholder feedback
Phase I: Building a Foundation
Assess current state model and develop guiding principles around
various Force.com CoE dimensions
CoE Launch
Phase II: COE in Motion
Identify and execute quick wins. Test policies and tools, refining as
necessary
Phase III: Institutionalizing the COE
Integrate the CoE with regional teams and other CoE platforms
29 | Copyright © 2017 Deloitte Development LLC. All rights reserved.
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pakirch@deloitte.com
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