How to monitor and prioritize epics of a Service Cloud implementation project – A balanced scorecard approach

Chatter, live agent chat, a 360° view, omnichannel tool, knowledge, Einstein, feedback, notes, reports & dashboards, automations, routing and escalation, user interface, notifications and alerts, self-care (self-service communities and portals), field service lightning,…all these objects and features are essential to reach customer centricity and operational excellence. But how are we supposed to prioritize  these epics? What is a good approach/methodology to define the milestones of a Service Cloud implementation project roadmap?

As a project lead, budget constraints, technical and business resource availabilities will influence the duration and the scope of a project. An increase in the scope of one project could put pressure on costs and schedules of all other projects. This is why companies should have a strict internal requirements management process that is performance – driven. As suggested in the balanced scorecard model, it’s necessary to have a balanced approached to performance measures that includes customer perception (CxPi, VELO), operational business process efficiency (contact rate, FTR and QRT), Organizational capacity (internal NPS, AHT, cross-selling) and financial performance (growth margin, cost to serve).

This scorecard can be complemented by other company-specific KPIs and will serve at least 2 strategic purposes: This model will first help you in monitoring the Service Cloud implementation project in a better way and track if the objectives are met, second the model will help you in prioritizing the epics to define the implementation roadmap.

In order to illustrate this methodology and collect trailblazers’ feedbacks and suggestions, we want to share the experience we had with one of our clients who asked us to define the scope based on the impact of the new features on the care department performance:
• We started with a first brainstorming to identify the missing features/functionalities and we grouped them in clusters to define the epics (360° view, omnichannel routing, selfcare,…)
• KPIs were prioritized based their impact on the performance (Contact rate, FTR and AHT: high impact versus cross-selling and query resolution time: lower impact)
• Finally, we analyzed each epics based on its impact on the different KPIs (1= low impact and 3 = high impact) to only keep the epics with the highest weights.
• We obtained a scope of 4 epics for the next phase: process optimization and quality management, 360° view, omnichannel and case prioritization and assignment.

Admin Trailblazers
Location: Blaze's Short Sessions Date: 14/06/2019 Time: 14:30 - 14:50 Celine Brandt