|
|
CRM Project Monitoring (3)
An Interactive Session Between GCCRM, Experts, And Our Members
Jay Chang, Principal, The Consulting Shop
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.
Objectivity Is Key To Making The Right Product And Implementation Choices
You have accurately identified some of the many things that can go wrong in any large scale implementation project. CRM is no different from the ERP and EDI and JIT projects that preceeded it. Many many failures before successes were achieved consistently. Don't forget that CRM as a conceptual integrated whole is only about 10 years old. Siebel itself is about that old if my memory serves me correctly. So we still have some growing to do as an industry.
As for your thoughts on a 3rd party supervisory role, while this is certainly a great idea, the primary reason that it becomes difficult to implement is cost. It is expensive to bring in third parties with expert knowledge, and when this extra cost gets added to already expensive CRM projects, the overall bills are daunting. The other complicating factor is that CRM projects, unlike say ERP, are highly customized to the needs of the company, the group, and the users that are implementing CRM. Add in the customer dimension and it becomes very hard to identify what is "reasonable" in terms of time and effort. Even in two companies in the same industry, it's hard to get a consistent way of doing the same thing. I work with pharmaceutical companies and even something as basic as counting the number of scripts of a product being written will vary from one company to another. This is despite the fact that there is only one primary supplier of this data in the US!
You're definitely taking the right step in learning through sites like G-CEM because you want objective, non-vendor associated information. Objectivity is key to making the right product and implementation choices. If you're going to hire 3rd parties or bring in additional resources, the best time to do it is during the scope definition phase and requirements gathering phase. There, objective 3rd parties can assess exactly what the users are asking for, take a look at the processes being automated/modified, and gain an understanding of the customer that is being targeted. That will feed into product selection and implementation, and also help define scope and project phases.
CRM Vision - A Key To Successful CRM Solution Implementations
Carlos Zhou, Consultant, IBM Business Consulting Services
The fact that most companies rely on external service vendors for CRM program implementations speaks for the necessity of central control and management of CRM programs. Big players in this space such as IBM Business Consulting (formerly PWC Consulting) and Accenture do provide the implementation experience and project management skills that most clients lack. As I pointed out in my article in G-CEM 's February edition, "CRM Vision - A Key to Successful CRM Solution Implementations", a tight management that spans from process to people to technology is essential to the program success. A CRM program management office, either consisting of your internal staff with strong CRM implementation experience or staffed by CRM consultants, is proven to be a good practice. However, the mere appointment of somebody in charge of the program does not mean he or she will lead to success. Like constructing a building, not only do you need a good architect but also a solid blueprint.
Quality Control Or Accountability Monitoring
Paul Greenberg, President, The 56 Group, LLC
I'm not 100% sure what you really wants, because I don't know of that in the CRM world, but here's an attempt at an answer.
While an external auditing body is a good idea sometimes, it isn't often (if at all) you see during a CRM project at any phase. I have yet to see a body that provides "accountability monitoring" or whatever you might want to call it. Usually, when there is a situation that calls for something beyond contract termination, in the United States, it ends up in the courts which is where responsibility is ordinarily determined, either through settlement or through decision of a judge in a civil case. I am in the process of putting together a proposal for an accountability index that would annually measure the level of accountability of vendors and integrators to their customers and the customers to the vendors and integrators for CRM but that is months away and probably at least two years from any sort of release of any standards. However, at this point, I know of no bodies in the U.S. (which is all I can speak for to any degree at all) that do dynamic "quality control" or "accountability monitoring" during the course of a project or program.
Hire An External PM Partner
Zaf Gandhi, Consultant Director, Excellis Limited
Dear GCCRM Member,
You have raised a very interesting question, indeed. Recent experience shows that organisations all over the globe have had difficulty with managing CRM implementations, effectively. There are many reasons for this, including lack of ownership and, as you say, clear division of responsibility.
Usually, the prime contractor for the CRM project has (or should have) the overall responsibility for delivery. However, you need very skilled and experienced project managers in your own organisation to manage the prime contractor. This lack of in-house expertise is where most organisations tend to cut corners and take the "make do" with in-house resources approach, in order to save money. In many cases they actually end up spending much more on the project, because of re-work, delays, weak project management discipline, etc.
Companies should consider hiring an independent, experienced and trusted "project-managing (P-M) partner" to augment the in-house project management and progress monitoring expertise from "their side of the table". I believe that this approach would enable the CRM project scope to be defined and managed more realistically, enabling companies to achieve greater success in project delivery.
The P-M partner should be selected on the merits of your specific requirements (including timescale, budget and cultural compatibility). I would recommend that you look at www.excellis.co.uk/mgt_consulting.htm, www.excellis.co.uk/methodology.htm and www.excellis.co.uk/impartial.htm to get more guidance on the factors you will need to consider prior to making a decision to hire an external PM partner.
A Documented Approach And A Solid Understanding Of The Business Model
Simon Kriss, CRM & Call Centre Expert, APCCN
Project management is as much a critical issue in CRM software implementations as it is in any other key organisational effort. It is probably the second biggest cause of CRM project failure (after user acceptance).
3rd party project management is available and offered by several firms, especially the larger consulting organisations. The key to good project management is a documented approach (eg: is the project manager certified by the Project Management Institute PMI) and a solid understanding of the business (not technical) model for how your company operates.
I often deter companies from taking project management from the software vendors as I often find that the smaller software firms have little true project management experience, and the larger firms obviously try to steer the implementation to fit in with the design of the software. I always encourage a vendor neutral project manager.
Some of the larger and more reputable System Integrators have solid project management capability and this can be well leveraged. I have found that the best SI project management comes from those firms who offer a fixed-time / fixed-price approach. Most often these SI firms have had to recruit great Project Managers to make sure they stay on track and on budget or they will lose out... However, take a balanced view of the SI. If the SI quotes are all in the area of 5 million Yuen, and then there is one who offers a 1.5 million Yuen contract, you can safely guess that this project will fall over or run way over budget - bad Project Management in estimation.
In conclusion, look at the SI Project Managers first, or step outside and contract/recruit a specialist dedicated project manager for yourself. Ensure that the person you choose understands the technology involved, but is squarely focused on achieving the desired BUSINESS outcomes first.
|
|
|
Email to Friends |
Print
|
|
|
|
| Top |
|
|
