How do you manage significant projects and transformations with a small team?

Top Answer : That's very top of mind for me right now. We've got a very small team, and now we've taken on this investment to do a significant amount of transformation and really make Salesforce one of our mission critical systems. With that have come some challenges in terms of making sure we've got the right skillset to be able to support these new technologies and feature functionality that we're investing in. Salesforce is a very prolific tool. You can do a lot of things there. Doing this successfully requires that you really understand your roadmap 12 to 18 months ahead of time, not just from a technology standpoint but from an enablement standpoint.  At the beginning of the year, we started talking about the need to bring in CPQ for new business. I didn't just look at that in terms of, "Okay, let's do some rationalization around the timeline of when we would be able to execute this project taking into account our year end and other projects that were already lined up.”  Bur rather, “Let me think about the team that we have today. It's not about whether they can actually deliver the project, but once we've delivered it, can we support it? Can we ensure that we're delivering best in class support to our internal users so that they in turn are optimizing and adopting the tool itself?" Looking at the number of support tickets that we received during, what I call, hypercare, the first two weeks post deployment, about 50% of them that came into the team were “how to” questions. “How do I do this now? I used to be able to do it this way and that field's no longer there. So now how do I do this?” Despite delivering a fairly comprehensive sales enablement and training program ahead of deployment, you're always going to have a number of folks who either were not participating or there could have been a myth in that material. So you really need to think about the full enablement, and whether you are making sure the team can be able to talk our users through how to do this from a business perspective as well.  That planning piece is critical.

Red Charger
Software
That's very top of mind for me right now. We've got a very small team, and now we've taken on this investment to do a significant amount of transformation and really make Salesforce one of our mission critical systems. With that have come some challenges in terms of making sure we've got the right skillset to be able to support these new technologies and feature functionality that we're investing in. Salesforce is a very prolific tool. You can do a lot of things there. Doing this successfully requires that you really understand your roadmap 12 to 18 months ahead of time, not just from a technology standpoint but from an enablement standpoint.  At the beginning of the year, we started talking about the need to bring in CPQ for new business. I didn't just look at that in terms of, "Okay, let's do some rationalization around the timeline of when we would be able to execute this project taking into account our year end and other projects that were already lined up.”  Bur rather, “Let me think about the team that we have today. It's not about whether they can actually deliver the project, but once we've delivered it, can we support it? Can we ensure that we're delivering best in class support to our internal users so that they in turn are optimizing and adopting the tool itself?" Looking at the number of support tickets that we received during, what I call, hypercare, the first two weeks post deployment, about 50% of them that came into the team were “how to” questions. “How do I do this now? I used to be able to do it this way and that field's no longer there. So now how do I do this?” Despite delivering a fairly comprehensive sales enablement and training program ahead of deployment, you're always going to have a number of folks who either were not participating or there could have been a myth in that material. So you really need to think about the full enablement, and whether you are making sure the team can be able to talk our users through how to do this from a business perspective as well.  That planning piece is critical.
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