Example Stories
TAPSS-1660 - Getting issue details... STATUS
TAPSS-1663 - Getting issue details... STATUS
| 1 | Five Dysfunctions of a team | https://learning.oreilly.com/library/view/overcoming-the-five/9780787976378/ |
| 2 | Empathy Triangle (Love/Power/Truth) |
Examples Of Complexity
301 | The number of active flows | |
20 | The number of flows on the contact object | |
36 | The number of validation rules on the Opportunity Object | |
232 | The number of Permission Sets | |
349 | Number of Issues in the Backlog | |
2 | Number of API’s from SITS | |
Sharing Rules for EE | ||
Profiles and Roles | ||
Overarching Principles
Stabilise: The platform to reduce technical debt
Simplify and Standardise: The Processes and Technology
Scale: Build capability to enable growth and value
Principles of Design Simplicity
Adopt over Adapt - Structure business processes around “out of the box” functionality (bend the process to the system not the other way around)
Clicks over Code - Exhaust declarative configuration options before attempting programmatic customisation
Reuse and Simplify - Think of the system as a whole and understand where repeated functionality can be avoided
Optimise data - Establish the right database structure and relationships using standard objects before custom
Integrate efficiently - Transform and orchestrate in the integration layer
Code well - Design with efficiency, minimisation and reuse in mind; robustly test and deploy. Ensure good practices such as abstraction and avoidance of tight-coupling components.
Don’t over-engineer -Don’t ask the platform to perform beyond its capabilities by building complex processes using tools and features not designed for it.
Items
Meeting Participants and cadence
Values and Culture
Examples
Example of a record with the same phone number in seven different fields
Example validation rules on the opportunity object
Lightning Utilities
Laila Thoughts/Handover Process
Triage process
Tracking of ‘stops and starts on projects’ i.e timesheets impact to efficiency and dollar value
Who is are contact point if something has changed and how will communicate changes e.g. Tina personal folders in Jarvis (the ones that Pat set up when you start)
Etiquette around escalations (The ticket owner should be aware - transparency and visibility)
When there is agreement on work e.g q4 need to receive a ‘report’ that shows division of work. Whether this is extracted from Jira or elsewhere I need to show the business where the tickets are coming from. e.g opps definition but which tickets went through that quarter under what classification. Not broad specific. Did the CS have the most tickets for example.