Play by Play is a series in which top technologists work through a problem in real time, unrehearsed, and unscripted. In this course, Play by Play: Implementing Sustainable and Scalable Salesforce Governance with Salesforce Communities, Patrick Watkins and Don Robins demonstrate key concepts like Master Data Management and Data Stewardship to avoid the pitfalls of “garbage in, garbage out.” Learn about key Software Development Life Cycle best practices within Salesforce, tools that make life easier for all stakeholders, and how to make your governance processes both sustainable and scalable. By the end of this course, you’ll have gained deep and valuable insight into what Governance in practice is all about, and discovered ways to use Governance to help you manage your Salesforce org.
Patrick has worked in tech since 2004 and on Salesforce as an administrator since 2009. His areas of focus over the years have concerned governance of the platform, data migration, and best practices for adopting and architecting enterprise scale. He has undertaken several major business transformation projects requiring a fundamental understanding of both business process and tools capability and understands many of the challenges teams face. Outside of governance, he is most passionate about data management and has worked extensively with SOQL, the various Salesforce APIs, and SQL Server.
Don Robins is a well known Salesforce MVP, instructor, author, and speaker.
A custom business application developer for more decades than he cares to
admit, he focuses on Salesforce technical instruction and knowledge
Course Overview Welcome to this Salesforce Play by Play with Pluralsight. Salesforce Play by Play is an interactive series where we sit down with Salesforce experts, such as MVPs, consultants, developers, and architects to discuss common challenges faced every day by Salesforce customers. We'll be learning while discussing concepts and debating trade-offs on various approaches to solving real-world problems. We learn by reviewing system configurations or writing code and then exploring the benefits of any particular solution. In this course, we challenge Patrick Watkins, Enterprise System Architect, to help us understand the core concepts and practices of Salesforce governance. First, Patrick defines just what governance is and shows why it's integral to an effective change management process. He explains the value of establishing and documenting system processes and rules and how to migrate them into corporate policies to help resolve both existing and future issues. Next, Patrick zeros in on establishing the governance team that will assess requirements and define their true governance mission. He clarifies why governance is a cross-functional process involving stakeholders from across all domains of a corporate community. Along the way, we discuss master data and metadata stewardship, retro-fitting flawed implementations, dealing with Salesforce limits and forcing security and permissions and analyzing integrations. He even demonstrates some tooling to monitor various aspects of your system and automatically generate maintenance tasks. By the time we're done, you'll have gained deep and valuable insight into what governance in practice is all about and learn some of the ways to use governance to help you manage your Salesforce org. So, no matter what your role, whether a solution or technical architect, a developer, project manager, administrator, consultant, or even a business owner, please join us for Implementing Sustainable and Scalable Salesforce Governance. We hope you enjoy it!
Establishing Governance Culture So, I think before you really start into anything about governance, you need to sit down first to understand what level of governance you need. Which really means taking assessment of what your purpose of Salesforce is within your organization, right? And there's a lot of different purposes of Salesforce, and what I mean by that is is this, for instance, a system of record? Right? Is this, like, if Salesforce is down your business stops, or is it just a lead management tool? Is it something that literally could be replaced by pencil and paper with very little actual work to do so, right? And the level of data that you've got in there, data sensitivity, data privacy, you've got all kinds of standard PCI, PII, you know, all the acronyms, GDPR coming up, right, or by the time this goes live will be in effect, all of those different things tell you then, all right, how much governance do I even need around my org? But you still have to think about them. Yes. Somebody has to sit down, and of course they have to figure out who those people are, and I know you're going to talk about that, and make the back log of stuff and go through it and then make the decisions around the various aspects where I guess what would become policies? Right. And that's where, you know, governance approaching it, so it's not overwhelming, a lot about capturing the low-hanging fruit. So, ask yourself a series of questions, are we going to get sued if we don't do this, are we going to have some egg on our face data breach if we don't do this, will this jeopardize existing revenue? Okay, will this jeopardize our ability to acquire new customers, et cetera, right. And you can kind of realize how important something is based off of how many of those boxes it ticks.
Governance in Practice So one of the key things I think here though is if you spend all your time on this, you're not going to have any time for development. So how do you do all of this without making everything slow down to a crawl? So, things coming to a crawl, that is the challenge, because clearly as you go through your brownfield implementation and you're trying to clean up a large backlog of stuff, and you start to make sets of dramatic changes, it's quite possible that you could break something. And that's your risk, and that's your risk, right? And you mentioned before, well, you made a whole bunch of changes and nobody noticed, and of course, that's the desired outcome, right? That's what you want. You want them to not notice not because they don't appreciate your work, but because it didn't break anything, right?