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CRM Project Monitoring (2)
An Interactive Session Between GCCRM, Experts, And Our Members
Dott. Massimo Scalzo, Managing Partner, CRM Group
www.g-cem.org
Question : The unclear responsibilities of the involved parties (software, SI, implementation parties), especially for the failed projects, in CRM implementations are so common in China. Is it possible to find a 3rd party to monitor the whole thing, just like in construction industry? Please inform how is that 3rd party operating and functioning. Thanks so much.
Any Effort To Formulate Corporate Strategy And Implement It It's A Tough Job
I know the problem you've shown regarding programmes in China, because I have indirectly had my say five and six years ago over two Chinese complex interventions. One in a state-controlled enterprise, one in a ministry.
I have clearly understood that any effort to formulate corporate strategy and implement it it's a tough job. All the more reason why CRM is a tougher job, due to the number of areas and partners involved at once. You are perfectly right.
Four aspects are critic, specially in critic environments regarding responsibilities and the reaching of success: (we're seeking after success, aren't we?)
* architecture of intervention (formulated clearly step-by-step),
* phasing strategy (tuned with any step of the architecture of intervention)
* coordination
and last but not least,
the logic link between a structured legal framework interconnected with any step of the CRM architecture of intervention.
A clear and specific document within which one can define WHO, WHAT, WHEN, HOW, WHY, regarding each of the partners involved and regarding any activity related of the responsibility of each of those. A legal/operating document to check the state of the work, to meet goals and deadlines, and to penalize, in case of need.
A document born by mutual consent from a business point of view but with a clear legal basis written from whom has the authority and the authoritativeness.
In Pricewaterhouse, in Germany, before the merger with Coopers & Lybrand, we had a lawyer firm who did look after these matters; but look out ! in a number of CRM interventions, given the role of programme manager, I was the man who wrote for the firm any link among subjects, activities, partners and timing. The firm wrote only notes regarding being liable for damages. Activities of programme management play a leading role. That's the 3rd party. Whatsoever. I don't know any super institution which can play as a guarantee for CRM. On the contrary I know a lot of people who asked for exellence in CRM top-consulting and monitoring services. Sometimes they got it. Sometimes there are managers who are fully aware that it is the violation of a right CRM process that will wreak the most serious damage on corporate performance. (God bless them). Retribution can be very expensive, as we have been seeing all over the world.
So, please, should you think there's a company in which my experience can be useful, don't hesitate to contact me or to put me in touch with them. I have no travel constraints, and a real hands-on and factual experience in CRM.
Two Approaches
Bob Zukis, Partner, PricewaterhouseCoopers, DMGWest
There are two approaches here that can be taken. First, there are advisory firms that can project manage software implementations, and keep these projects on track from a people, process and technology perspective. There are many firms that can provide this service, both large advisory firms, like PwC the other Big 4 and small boutiques alike. In the US, the recent Sarbanes-Oxley legislation is restricting the services that audit firms can provide.
In addition, the Big 4 can usually provide implementation review services, which is more third party oriented in terms of reviewing a particular implementation before it goes live. This is almost like an internal audit service, although many internal audit functions lack the knowledge to perform this type of review. These reviews cover the application from a security, business process, change management, data migration, etc., perspective. Boutiques will probably not be deep or broad enough in their skill base to provide this level of review, and the Big 4 are the best bet here. But it does tend to be a review and by definition towards the end of the process.
The project management skills that objective advisors can provide from the inception of a project can help raise and resolve key issues, identify resource constraints, contingency plan, etc. There are likely some good resources in China, although I believe given the early state of the industry, skills are probably less well developed. While any firm could fly in resourcing, the language barriers and probable cost perceptions from the implementing firm are often barriers. I would argue that the costs of doing this wrong, far outweigh the advisory investment. However where there is a tight economy firms often try to go this alone, no doubt this is contributing to the current situation. Until there is greater knowledge transfer into local resources, I would suspect that in the current economic climate most firms would not be that interested in paying foreign advisory fees, and will more slowly advan! ce up the learning curve through trial and error. This is not unlike how many Asian firms view and price advisory services.
Not Easy To Deploy In The Real Case
Richard Pan, Senior Sales Manager, SAS Institute Inc.
1. Yes,it is a right choice, but not easy to deploy in the real case, because the "Project Monitor" shall very experienced person, but on very neutral angle to handle the whole project. However, so far, hardly could you found such kind of qualified "Project Monitor" in China.
2. Currently, no matter top 5 consultant firms or IT giant like IBM, HP, they are short of real domestic CRM implementation experiences, but with high service charge on the side. Based on it, my comments is to look for some small consultant, even independent consultant with solid overseas and domestical CRM implementation experience, especially familar with the CRM software you adoppted, to help you.
3. If you choose the right "Project Monitor", you shall authorize the right to him, and trust him in the meantime. Your senior management shall accept his suggestion on your implementation, help him to build up his reputation before your implementation team together. Otherwise, your team will not follow his comments at all, which means the "Project Monitor" is helpless to your project in the end.
The Number Of Unknowns Is Still Pretty High
Mei Lin Fung, Chair, Core Planning Committee, Bootstrap Alliance
You know this is actually quite a good idea for consideration for the CRM BodyCheck as a service that could be potentially be provided by your group.
But actually I don't know of anyone who dares to provide such a service in the world.
The number of unknowns is still pretty high.
The closest thing is really the CMM - Capability Maturity Model - see www.software.org which is kind of like ISO 9000 for software development projects. In the US people doing work for the federal governmentt in defense have to be at CMM level 3 (lowest is 0, highest is 5, only about ten companies have attained level 5)
No one dares certify individual projects, this certification is for groups or organizations.
Auditing Is A Key To Make CRM Succeed
Bowell Shuai, Senior Consultant of GCCRM, 3C Method Certified Consultant
So far there is not a right auditing part except for G-CEM 3c methodology in China.
To do a auditing, you have 3 steps to do:
1st , you need to find an accepted party, who must be CRM guru (such as G-CEM Org)
2nd, set up a workshop on CRM successful criteria, which should be agreed by the 3 parties
3rd, Use the auditing methodology (such as 3c)
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