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Learn Governance Roles and Responsibilities

Learning Objectives

After completing this unit, you’ll be able to:

  • Describe the various stakeholders that should be involved in a Salesforce lean governance framework.
  • Discuss the various roles and responsibilities involved in a lean governance framework.

Introduction

Now it’s time to start digging into the details on how to implement your own governance framework. In this unit, we discuss the people, teams, and skills that are needed for a Salesforce lean governance framework. We call it a lean governance framework to convey our approach—a lightweight, flexible way to manage your Salesforce environments and projects that increases your team’s ability to innovate and maximize your investments. 

Key Stakeholders

All projects have a large number of people involved, and these can normally be found in the following groups.

Information Technology 

The people who administer and develop your Salesforce instances are key to your governance framework. Whether you call your technology team IT, IS, or just that person in the corner cube with a lot of monitors, these people are important participants. After all, they’re the ones who deliver the great functionality you deploy.

Business Units

In the past, the technology teams view their relationship with business divisions through the lens of a customer. The business needs something. Analysts gather requirements, and then the technology team builds it based on those requirements and delivers it to their customers. That kind of relationship isn’t collaborative enough in today’s world. Things change too fast. A lean governance framework establishes a continuous partnership between technology teams and the people who run the rest of the business. We address this more later, but for now keep in mind that this ongoing partnership is one of the most important aspects of a modern lean governance model. 

End Users

In addition to leaders in these two divisions of your company, end users play important roles, too. After all, they are the ones in the trenches using Salesforce every day to get their work done. Who else has more knowledge about the business process you’re trying to optimize in Salesforce? Salesforce Success Cloud experts always try to involve end users during their engagements, especially during discovery sessions. More often than not, end users generate valuable feedback that surprises business unit leaders and project teams. Keep end users in mind for your governance framework—it’s well worth the effort.

Roles and Responsibilities

We’ve established that governance is all about building a deep partnership between business and technology teams, but who owns what in this partner dance?

People on the Business Unit side of things have to own the project vision and strategy. Remember Ursa Major Solar from the previous unit? To increase profitability, it must sell more turnkey systems. To accomplish this, Ursa Major needs a mobile-friendly way for its users to generate sales quotes for these products. This vision is created and owned by the Sales division. The Sales division is also responsible for gathering and prioritizing the requirements for the new quoting system. For the quoting system, what’s more important— digital signature functionality or a discount approval workflow? If the budget won’t allow for both features, which one should be delayed or canceled? The Sales department makes the call. In addition to these two major responsibilities, the business teams are also responsible for things such as:

  • Gathering end-user feedback
  • Onboarding users
  • Owning and managing the budget
  • Designating a product owner

Note: Product Owner is a term from Agile development technologies. We won’t cover this in detail in this module, but we’ll instead refer you to a different Trailhead module that introduces Agile development processes.

While this might seem like the lion’s share of the responsibilities, the technology team owns a huge chunk of responsibility, too. This is the group that actually builds and maintains the system. The Salesforce technology team is also responsible for providing accurate estimates of effort for the functionality the business needs. Here are a few other key aspects in a lean governance framework that the Salesforce technology team needs to own.

  • Defining the release schedule
  • System testing
  • System support

Required Skills

Anyone who’s involved in defining requirements, estimating effort, or building functionality on the Salesforce Platform needs to have basic knowledge of the system’s capabilities and limitations. This can seem obvious to some, but it’s worth emphasizing that it’s everybody involved with the project—not just the IT team. It’s also important for your Salesforce project teams to maintain and evolve their knowledge on the latest features and functionality. Salesforce unveils significant new capabilities three times per year to all customers, and keeping up with all that cool new stuff ensures you’re getting the most out of your investment.

So how do you and your team build and maintain these skills? Start with Trailhead, of course! You’re already here so we figure you are already on your way to learning and earning those coveted badges. Here are a few content recommendations for everyone involved with Salesforce projects. 

These recommendations are a bare minimum. We strongly recommend that all system administrators and people on the implementation team obtain Salesforce Certification credentials appropriate for their roles in addition to the Trailhead badges mentioned above. And for even more ideas for improving your company’s Salesforce skills, check out the Success Cloud Basics badge.

Now that you have an idea of the scope of responsibilities for the different groups in a lean governance framework, it’s time to get into the real details of what one of these things actually look like. We dive into that subject next.

Resources

Empower Your End Users—Trailhead Trail

Salesforce Certification—Website

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