Review the three key items to take action on from management support to setting up a center of excellence and designating a war room.
- [Instructor] Before we get started, there are some items that should be shaping up within your company, and if these items are not in place, I would put your project on a red flag notice immediately. So, let's review these three items. The first one is management support. You will need management to understand the value of the project, so have a dedicated stakeholder involved as part of the Center of Excellence, or CoE, to deliver this message. As mentioned, standards must be put in place and upheld to the highest degree, so here are some of the best practices to implementing your Center of Excellence.
Number one is to include stakeholders from each division, whether it's sales, marketing, IT, or finance. Number two is no more than seven CoE members as a rule to keep decision making streamlined. Number three, management buy-in to support and allow execution of decisions. Number four, assign a dedicated user experience, or UX strategy, expert or owner to provide direction on how the different business processes are managed via page layouts, record types, fields, workflows, etc. They will become the glue that holds the cross-functional teams together.
When you hit bumps and as you go through to more difficult processes, you're really going to rely on these people to help define what these look like in the future. Next is secretary or admin. These are the people that take notes and update documents like your Visios, and also provide communications to the teams. This role can be changed weekly so everyone gets a chance to provide value here, but it is always a best practice to have a dedicated person for consistency, and as a note, their input is always valued. Let's go to our last item, which is the War Room.
Now, call it what you'd like, but this is a space where key decisions are made. It's where your team can safely collaborate on diagrams, processes, and designs without interruption and influence. The room can be either online go to meeting, or it can be a physical room, but I recommend doing both. That way, you can involve other people from different divisions, people working in different locations. It's good to have one place though and the key reason is because there's a whiteboard there. As I keep stressing in this, the Center of Excellence has to have a whiteboard. The whiteboard is included for collaboration, accountability, and accuracy, so this way there's clarity on what people are trying to communicate and you can demonstrate and ask, is this what you meant? So, now it's time for you to go to your organization and implement these three key items this week.
If not, what you design and implement may not be sustainable.
- What is an opportunity?
- Using CPQ (Configure, Price, Quote) tools
- Defining a naming convention
- Implementing actionable, standard fields
- Setting up forecast categories
- Using opportunity record types
- Making related lists
- Using validation rules for dates, amounts, reasons, and stages
- Using workflow rules for alerts, notifications, and updating dates
- Running reports