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Home > CRM Implementation, Strategy > The CRM implementation: Preparing the ground.

The CRM implementation: Preparing the ground.


Once the organization knows that it has to implement CRM and has selected the EA Product to implement, the next step is to have the ground ready for the implementation. Along with that, the organization has to form a team for managing and overlooking the implementation. The following is the list of some important components of this phase. The organization is required (or I say MUST) prepare ground to have a long term relation with these components. The effective management and control of these components is important in the making or breaking of the project.

 

  1. The Business Case: For every task that involves huge monetary and human efforts, one needs to justify the means and the end. For the same, a business case is necessary that concisely states the end result one wants to achieve by the efforts and the benefit that the stakeholders will get from the exercise. Someone rightly said that if you cannot state the business problem in a single sentence, you have not understood the business problem. I agree with the statement, but, in addition to that, one should put a one pager note to the business case which in brief explains the cause, case and the end. 
  2. The Steering Committee: The stakeholders need to form a steering committee for the implementation. The main task of the Steering Committee is to make sure that the teams working o the project do not loose the direction. The SC works mainly on the line of aligning the implementation with the long term strategy and achieving the same. The SC generally has on board the decision makers from all the partners involved in the implementation. There will be a few representatives from the client, the System Integrator, the vendor and other partners. In most of the cases, the SC is the ultimate decision making authority in case a dispute arises among the partners. The SC also takes care of the mid course correction, if required. 
  3. The Lead: All the teams involved in the exercise have to have a team lead. The team leads act as the POC (Points of Contact) for the teams to coordinate with each other. Also, the Leads make sure that the teams understand their roles and give the required inputs. In case there is ambiguity in the views given by the end users or the team members it is the Lead who gives the final say. Also, the Leads resolve the disputes in case something is overlapping two areas and most of the time is involved in give and take when some functionality can be done by one or more of the teams. 
  4. The Champions: The Champions will be the guys in different teams who have the knowledge of “how things work?” and not only “why something works?” In every organization and department, there will be guys who know which piece fits where in order to make the system work perfectly fine. They will be a great source to know the short comings of the present system. For a successful implementation, the Champions are required at every point in time. But, the Leads should not be too dependent on the Champions as they have the present system imbibed in them, they might not be able to visualise the future system or the future requirements. 
  5. The SI/ Implementation Consultants: The System Integrator (SI) and the implementation consultants come from two backgrounds (one consultant have both the back grounds). One, some of them have in depth knowledge of the domain and are called domain experts. Two, the product experts: Who have the in depth knowledge of the EA product. The implementation consultants work together to understand the client requirements and meet the same through the system capabilities. There are other functions of the implementation consultant which are very vague and may come time to time. Some of these functions might include getting a buy-in for the solution from the Process Owners, negotiation with the clients and the partners etc.
  6. The Vendor Relations: It is a must to have a small team from the client and the SI to keep in touch with the Vendor. This is to make sure from time to time on the customizations and the bolt-on that are being built. Some (read all) of the vendors might not give the support and upgrade required for the EA product in the future.
  7. Feedback Channels: The implementation exercise should have feedback channel for the implementation. The feedback can come from all the stakeholders including the Steering Committee, the Process Owners, Business Managers, Vendors etc. The Feedback is necessary to make sure that the implementation is in line with the “means and the ends”. This also gives a base for the course correction, if any, required.

 

The above listed teams and the functionalities are very important for a successful implementation. Or, to put it in the other way, these are the participants required to “almost” eliminate the chance of a failure.

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  1. December 7, 2009 at 1:15 pm

    Worth reading twice

  2. harshie
    December 7, 2009 at 1:19 pm

    Thx a lot Gurava!

  3. Karthik Dhanabalan
    December 10, 2009 at 1:44 am

    Nice read. As I understand a majority of the CRM implementation projects fail. Can you comment on what has been the major cause, empirically?

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