Leveraging Adjacent Roles/Skills 19%

Question 1

A program roadmap

Answer 1

is a high level, strategic artifact, therefore, it should communicate where investments are being made and how you are directing your team’s efforts to achieve a goal that is aligned to the overall corporate objectives. Communication of your program roadmap is an opportunity to gain sponsorship, collaboration, and alignment from cross-disciplinary teams.

Question 2

Types of product Roadmap

Answer 2

1. An internal product roadmap communicates the effort and activities required to get your product ready for the market. This internal artifact is especially useful to coordinate across your engineering, marketing, sales, and support teams.
2. A public product roadmap communicates the timeline when you will deliver the features to your customers. Architects and other stakeholders will use this information to plan their implementations and buying decisions.

Question 3

Steps to create a roadmap

Answer 3

1. Collaborate closely with each of the dependent teams identified in your roadmap.
2. Start with a phased approach then address foundational items early – especially if these foundational actions are required to enable future, more transformational phases.
3. Refer to your capability gap analysis for a list of all required changes. Place these items in your roadmap in a logical sequence identifying dependencies and any other critical path elements.
4. Identify a roadmap hypothesis – Low hanging fruit first, BHAG first, self-funding etc. Then, maintaining the sequence/order, place each item from 3 in one of the phases by aligning with the business value impact.
5. Remember to think big, start small, move fast!

Question 4

4. Behavioral economics

Answer 4

is a discipline examining how emotional, social and other factors affect human decision-making, which is not always rational. As users do not always have stable preferences or act in their best interests, designers can guide their decisions via strategic choice architecture—e.g., pricing structure.

Question 5

● Framing/Anchoring

Answer 5

e.g.: the first number users see serves as a marker for judging other items’ values

Question 6

● Defaulting

Answer 6

limit choices to 4 or less and prefill the option you’d like them to choose
○ Users will prefer a higher-priced baseline (to remove options from) over a lower-priced one (to add options to)

Question 7

● Reciprocation/Power of Free

Question 8

● Streamlining:

Answer 8

removing obstacles from processes (or adding obstacles to discourage unwanted behavior)

Question 9

● Social Proof:

Answer 9

feeling like they are buying a popular item, or one used by an expert/celebrity usually bolsters their sense of security

Question 10

● Attribute priming

Answer 10

ask users what features they want to help point them towards desired items

Question 11

● Scarcity:
● Salience:
● Guard-railing:
● Tackling Loss Aversion:

Answer 11

• fear of loss raises the value of limited items in users’ minds
• appeal to customers with relevant add-ons before checkout
• keep users on track and make course-correction easy
• showcase potential gains and downplay outcomes (90% success rate > 10% failure rate)

Question 12

Understand Process Mapping

Answer 12

1. Process mapping creates visual representations of business processes. It includes any activity that defines what a business does, who is responsible for what, how standard business processes are completed, and how success is measured.

Question 13

Benefits of Process Mapping

Answer 13

1. Make understanding and communicating the process much easier among teams, stakeholders, or customers.
2. Help identify flaws in the process and where improvements should be made.

Question 14

7. UPN

Answer 14

stands for Universal Process Notation and it is the simplest way of mapping business processes visually. By creating simple flows and diagrams, everyone in the company can understand how different aspects of the business works

Question 15

Principles of UPN

Answer 15

1. No more than 8-10 activity boxes on a screen
2. Drill down from an activity box to a lower level to describe the detail
3. Attach supporting information to an activity box
4. View and edit controlled by access rights
5. Version control and history of changes at a diagram level

Question 16

● UPN

Answer 16

○ Resources are the “who” and are tagged with RACI
○ Additional levels of detail are indicated by shading on the upper-left corner
○ 2 main types of supporting information (attachments)
■ Implementation assets: requirements, user stories, Salesforce metadata, ERDs
■ Operational assets- notes, SOPs, help topics, metrics, links to apps
○ Number of levels of detail is determined by 3 drivers
■ Complexity
■ Regulatory requirements
■ User expertise

Question 17

Other Process Diagrams

Answer 17

1. Capability Model – Capability models or industry blueprints list out the high level process areas. These are useful for scoping out the specific area that you are mapping and to show the context within the overall business.
2. Detailed Process Map – A detailed process map is a flowchart that shows a drill-down version of a process that contains all the details of each step of the process and any subsequent steps along the way.
3. SIPOC – SIPOC stands for Suppliers, Inputs, Process, Outputs and Customers. SIPOC is a process mapping and improvement method that summarizes the inputs and outputs of one or more processes using a SIPOC diagram.
4. Value Stream Map – A value stream map is used to visualize the flow of material and information that is needed to bring a product to the customer.

Question 18

Tips to identify business process mapping tools and software

Answer 18

1. Drag-and-drop interface
2. Formatting capabilities
3. Security and versioning
4. Publishing and sharing capabilities
5. Intuitive design

Question 19

Business process mapping steps

Answer 19

1. Identify the process you need to map
2. Create a winning team
3. Gather all necessary information
4. Develop the process map
5. Analyze the process map
6. Develop new, better steps
7. Manage the process

Question 20

Best Practices of Process Mapping

Answer 20

1. Apply business process mapping to the right types of processes
2. Be clear about the focus of your process mapping
3. Get someone skilled to map your processes
4. Validate your maps.
5. Don’t fix your processes until they are fully mapped
6. Build the right team
7. Keep it simple
8. Work with your stakeholders

Question 21

Why Business Analysis skills are important

Answer 21

1. Business analysis increases Salesforce adoption
2. Business analysis reduces rework
3. Business analysis impacts architecture
4. Business analysis increases agility and drives digital transformation

Question 22

How you Build Trust

Answer 22

● Customers show their trust in 2 connected ways
○ Sharing their money
○ Sharing their data
● 3 keys to creating a data culture
○ Proficiency
■ Establishing training & education programs to build & scale data proficiency across the org
○ Agility
■ Creating access to trusted data sources, making it easier for anyone to find relevant data
○ Community
■ Creating a community and Center of Excellence to build internal data expertise
● 5 customer listening best practices
○ Create a voice-of-the-customer function & invest in listening at every level
○ Integrate insights into one narrative
○ Invest in intelligence and automation to aid accountability
○ Inspire a listening movement & psychological safety among employees
○ Close the loop
● Key actions to take
○ Establish a Data Culture and Center of Excellence
○ Create defined feedback loops
○ Build-in flexible, iterative cycles

Question 23

Align on Your Impact Goals

Answer 23

● Steps
○ Everyone in the team writes what they hope the impact of the project will be on Post-it notes
○ Organize these on a vertical ‘ladder’
■ Long-term, significant, & hard to reach changes towards the top
■ Direct & easy to achieve changes towards the bottom
○ Use the Impact Ladder Worksheet to agree on and capture 2 statements
■ Impact- reflects the lasting social change of the project
● Draw from items from the top
■ Key Outcome- reflects a more near-term goal, an observable change or behavior that you want the people you’re designing for to achieve
○ Impact & Key Outcome statements serve as a north start for your design challenge
■ Help you to stay focused on your goals
■ Make sure key stakeholders are aligned with the team on these goals

Question 24

AI Ethics Maturity Model

Answer 24

● Ethical AI Practice Maturity Model
○ Ad Hoc
○ Organized & Repeatable
○ Managed & Sustainable
○ Optimized & Innovative
● Salesforce Trusted AI Principles
○ Responsible
○ Accountable
○ Transparent
○ Empowering
○ Inclusive
● Responsible AI Development Lifecycle
○ Scope
○ Review
○ Test
○ Mitigate
○ Launch & Monitor
● FATE
○ Fair
○ Accountable
○ Transparent
○ Explainable

Question 25

Drucker School - Organizational Change Leadership

Answer 25

● Manage with ambidexterity
○ Working on today’s needs as well as planning for the future
○ Drucker recommended that at least 10-20% of an executive’s time & resources be spent on the future
● Creative destruction
○ Successful organizations can eventually be replaced by more innovative ones
● 6 best practices of Change-Leading Organizations
1. Develop a Compelling Vision
a. Describes the purpose of the org & what it aspires to become to help customers succeed
2. Commit to Innovation
3. Focus on Customers & the Market
4. Dynamically Manage Organizational Capabilities & Resources
5. Practice Abandonment
a. Freeing up resources to lead change, rather than activities that no longer contribute to organizational success
b. If we were not in it already, would we be going into it now?
6. Create a Culture of Change
● In the Bridges model, change comes from the outside while transition happens inside
○ Change is situational- external forces create the need for change
○ Transition is psychological- how someone reacts to change
○ “External changes require people to make internal transitions”
● 8 steps to Successful Organizational Change
1. Establish a sense of urgency
2. Create a guiding coalition
3. Develop a clear shared vision
4. Communicate the vision
5. Empower people to act on the vision
6. Create short term wins
7. Consolidate & build on the gains
8. Institutionalize the change
● Top 5 things you can do to drive change
1. Understand how Salesforce enables organizational change
2. Develop a Systems Development Plan for your org
3. Adopt best practices for Systems Change Management
4. Drive user adoption
5. Be relentlessly positive, helpful, & determined
● TAM: Technology Acceptance Model
○ Perceived usefulness + perceived ease of use = higher likelihood of adoption
● WIIFM: what’s in it for me