Dan Lockeretz, Purple Vision Project Delivery Director shares his experience of delivering CRM implementation projects – something he’s done quite a lot of in the years he’s been a Purple Vision, and even before that in his previous life charity-side. This is the third and the final blog explaining project delivery issues.
I hadn’t really considered how many sporting analogies there are in project delivery – scrums, sprints et al – and now I need to add one more. The end goal.
But how do you know the system is going to actually deliver what you want – your end goal?
What’s your CRM end goal?
The end goal, more often than not is not a single thing but a collection of results, such as:
- improve processes – through new functionality
- better integrate systems and data
- gain maximum benefit from the capabilities provided by the system
The first priority – must have requirements
The first priority is to ensure all ‘Must Have’ requirements can be delivered in the system. This, however, does not mean a process needs to be done in the same way as you had to deliver it in the legacy system. Legacy systems and processes are often full of workarounds and ways to manage not-quite-perfect workflows and approaches. Things are added and a process can expand to be quite cumbersome. Often when we reflect on this with teams, we’re able to help them to look with fresh eyes at what they’re doing, how and why.
Our approach is, therefore, to understand what you (and your CRM) must achieve, but not necessarily focus on the area of how you achieve it.
When you’re looking at a completely new system, it would be easy to just carry on as before and very quickly you would find your shiny new system in the same state as your old and clunky legacy system. Our switch to end goal focus helps us make sure the new system is set up for maximum efficiency and user-friendliness.
The second priority – should have and other requirements
Of course, when we looked at what the system must have, should have and won’t have, we prioritised the must haves and focus on these first. But this same process of understanding what needs to be achieved can also be applied to all the other areas identified within the scope of the project after these essential must-have items are implemented.
Finally, and perhaps the most important stage in the project, is the stage to ensure the system is not just more efficient in terms of business processes, but that it also brings the added value. This is the stage where we address the strategic aims of the project – which are arguably also fully or in part related to the strategic aims of the organisation and achieving areas of the business plan.
The focus in this final added-value stage is to re-assess the system, the processes, the data held, the use of the system and the skills of the users, to ensure the organisation is maximising the potential and power that the new system brings.
This is a phase that never ends, but the focus of our time is in developing an organisation’s own team to ensure plans are in place for appropriate support, training, consultancy, and ongoing project phases to leverage the power of CRM.