Good day @SerenaZ,
I have actually dealt with both of the issues you have highlighted below.
The first obstacle my team faced was getting executive sponsorship behind us in order to pursue a COE. As an FP&A team we saw the benefits and need for more structure and organization around administration and maintenance, but we only would pursue a functional COE if we decided to go ahead and up our contract to the enterprise license. Long story short we opted out and our COE discussions everything was put on hold.
The second obstacle the team faced was that our boss (who was working on developing and pitching a COE/new position to executive management) decided to leave. So our teams COE dream was put on hold until further notice.
What We decided to do as a team was to begin operating any Administrative/maintenance/enhancement/defect requests just as a working COE would. Collecting and prioritizing these and then having weekly meetings on timelines in order to make sure Anaplan was operating both efficiently and as user friendly as possible. This has allowed us to 1. Collect/address/adjust our model accordingly and in a timely fashion 2. Create more structure around revision tags for Audit Purposes, and 3. Provide a foundation that could easily transition over to a full time COE in case the case that executive sponsorship finally hops on board.
Hope this helps!
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