Driving project success across the enterprise final jlw

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Project Management: 7 Keys to gaining cross-functional buy-in for a technology project.
This presentation is especially relevant to enterprise software implementations.

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  • There are nearly as many definitions of CRM as there are CRM vendors. But this definition from the Gartner Group defines CRM is practical and concise terms.
    CRM is NOT a technology, but a business strategy with a clear business goal of maximizing business results by segmenting customers, tailoring products and services to meet the unique needs of the customer segments, and refining and joining processes to make them more “customer-friendly.”
  • There are nearly as many definitions of CRM as there are CRM vendors. But this definition from the Gartner Group defines CRM is practical and concise terms.
    CRM is NOT a technology, but a business strategy with a clear business goal of maximizing business results by segmenting customers, tailoring products and services to meet the unique needs of the customer segments, and refining and joining processes to make them more “customer-friendly.”
  • You need to re-orient people and processes toward a customer-centric approach, before selecting technology to automate it. You need to define what needs to be automated, and how, before you select the tools to do it.

    Present a “single face” to the customer.
  • CRM is a 3-layer strategy that begins with people who are trained to maximize every customer touchpoint, by engaging from the customer’s point of view. Those customer-focused people execute lean business processes that are joined seamlessly, to create a positive experience for the customer. Finally, technologies role is to provide a single, 360-degree view of each customer, and automate the business processes, delivering greater value to the employees and the customers.
  • CRM is a 3-layer strategy that begins with people who are trained to maximize every customer touchpoint, by engaging from the customer’s point of view. Those customer-focused people execute lean business processes that are joined seamlessly, to create a positive experience for the customer. Finally, technologies role is to provide a single, 360-degree view of each customer, and automate the business processes, delivering greater value to the employees and the customers.
  • CRM is a 3-layer strategy that begins with people who are trained to maximize every customer touchpoint, by engaging from the customer’s point of view. Those customer-focused people execute lean business processes that are joined seamlessly, to create a positive experience for the customer. Finally, technologies role is to provide a single, 360-degree view of each customer, and automate the business processes, delivering greater value to the employees and the customers.
  • CRM is a 3-layer strategy that begins with people who are trained to maximize every customer touchpoint, by engaging from the customer’s point of view. Those customer-focused people execute lean business processes that are joined seamlessly, to create a positive experience for the customer. Finally, technologies role is to provide a single, 360-degree view of each customer, and automate the business processes, delivering greater value to the employees and the customers.
  • CRM is a 3-layer strategy that begins with people who are trained to maximize every customer touchpoint, by engaging from the customer’s point of view. Those customer-focused people execute lean business processes that are joined seamlessly, to create a positive experience for the customer. Finally, technologies role is to provide a single, 360-degree view of each customer, and automate the business processes, delivering greater value to the employees and the customers.
  • CRM is a 3-layer strategy that begins with people who are trained to maximize every customer touchpoint, by engaging from the customer’s point of view. Those customer-focused people execute lean business processes that are joined seamlessly, to create a positive experience for the customer. Finally, technologies role is to provide a single, 360-degree view of each customer, and automate the business processes, delivering greater value to the employees and the customers.
  • CRM is a 3-layer strategy that begins with people who are trained to maximize every customer touchpoint, by engaging from the customer’s point of view. Those customer-focused people execute lean business processes that are joined seamlessly, to create a positive experience for the customer. Finally, technologies role is to provide a single, 360-degree view of each customer, and automate the business processes, delivering greater value to the employees and the customers.
  • CRM is a 3-layer strategy that begins with people who are trained to maximize every customer touchpoint, by engaging from the customer’s point of view. Those customer-focused people execute lean business processes that are joined seamlessly, to create a positive experience for the customer. Finally, technologies role is to provide a single, 360-degree view of each customer, and automate the business processes, delivering greater value to the employees and the customers.
  • CRM is a 3-layer strategy that begins with people who are trained to maximize every customer touchpoint, by engaging from the customer’s point of view. Those customer-focused people execute lean business processes that are joined seamlessly, to create a positive experience for the customer. Finally, technologies role is to provide a single, 360-degree view of each customer, and automate the business processes, delivering greater value to the employees and the customers.
  • CRM is a 3-layer strategy that begins with people who are trained to maximize every customer touchpoint, by engaging from the customer’s point of view. Those customer-focused people execute lean business processes that are joined seamlessly, to create a positive experience for the customer. Finally, technologies role is to provide a single, 360-degree view of each customer, and automate the business processes, delivering greater value to the employees and the customers.
  • Driving project success across the enterprise final jlw

    1. 1. Driving Project Success across the Enterprise 7 Keys to Cross-functional buy-in JL Watson Consulting Know Your Customers. Grow Your Business.
    2. 2. www.jlwatsonconsulting.com Why should you care? “No-one is certain of the real cost of failed software projects, but in the US alone it is estimated to be upwards of $75 billion a year in re-work costs and abandoned systems.“ Computer Weekly Magazine, December 31, 2007
    3. 3. www.jlwatsonconsulting.com Bigger than the GDP of 67% of the countries in the world. - The World Bank, 2009 How big a problem is $75 billion?
    4. 4. www.jlwatsonconsulting.com Top 5 Causes of Project Failure 1. Lack of Customer Involvement 2. Poor Requirements 3. Scope Creep 4. No Change Control System 5. Poor Testing My Management Guide September 1, 2010 by Eric Morkovich
    5. 5. www.jlwatsonconsulting.com The BIG Question: Who are the customers, and how do you get them involved?
    6. 6. The Silo Effect
    7. 7. Different departments work differently. Sales Marketing Support
    8. 8. Goal: Coordinate functions across departments. Sales Marketing Support Single Centralized System Remove silos; join and centralize functions, processes and information.
    9. 9. www.jlwatsonconsulting.com Our Challenge: Establish Cross-functional buy-in.
    10. 10. www.jlwatsonconsulting.com 7 Keys to Cross-functional buy-in 1. Align project with corporate strategy. 2. Get executive sponsorship 3. Give ownership to the business (not IT). 4. Cross-functional representation in the requirements definition. 5. Involve the end-users. 6. Identify and Communicate Functional Advantages 7. Post-live follow-through
    11. 11. www.jlwatsonconsulting.com 7 Keys to Cross-functional buy-in 1. Align project with corporate strategy. 2. Get executive sponsorship 3. Give ownership to the business (not IT). 4. Cross-functional representation in the requirements definition. 5. Involve the end-users. 6. Identify and Communicate Functional Advantages 7. Post-live follow-through
    12. 12. 1. Align the project with the Organization’s Strategy.
    13. 13. www.jlwatsonconsulting.com 7 Keys to Cross-functional buy-in 1. Align project with corporate strategy. 2. Get executive sponsorship. 3. Give ownership to the business (not IT). 4. Cross-functional representation in the requirements definition. 5. Involve the end-users. 6. Identify and Communicate Functional Advantages 7. Post-live follow-through
    14. 14. www.jlwatsonconsulting.com 1. Get Executive Sponsorship.2. Executive Sponsorship.
    15. 15. www.jlwatsonconsulting.com 7 Keys to Cross-functional buy-in 1. Align project with corporate strategy. 2. Get executive sponsorship. 3. Give ownership to the business (not IT). 4. Cross-functional representation in the requirements definition. 5. Involve the end-users. 6. Identify and Communicate Functional Advantages 7. Post-live follow-through
    16. 16. www.jlwatsonconsulting.com 3. Give ownership to business stakeholders. (not IT.) It’s a business project…
    17. 17. www.jlwatsonconsulting.com 3. Give ownership to business stakeholders. (not IT.) …not a technology project.
    18. 18. www.jlwatsonconsulting.com 7 Keys to Cross-functional buy-in 1. Align project with corporate strategy. 2. Get executive sponsorship. 3. Give ownership to the business (not IT). 4. Define requirements across all functions. 5. Involve the end-users. 6. Identify and Communicate Functional Advantages 7. Post-live follow-through
    19. 19. www.jlwatsonconsulting.com 4. Define requirements across all functions. 3 Key Steps 1. Business Process Mapping 2. Business Process Validation 3. Business Process Revision
    20. 20. www.jlwatsonconsulting.com 1. Business Process Mapping Give Process Profile Worksheets to Process Owners. 4. Define requirements across all functions. 3 Key Steps
    21. 21. www.jlwatsonconsulting.com 4. Define requirements across all functions 1. Business Process Mapping
    22. 22. www.jlwatsonconsulting.com 4. Define requirements across all functions. 1. Business Process Mapping
    23. 23. www.jlwatsonconsulting.com 4. Define requirements across all functions. 3 Key Steps 1. Business Process Mapping 2. Business Process Validation 3. Business Process Revision
    24. 24. www.jlwatsonconsulting.com 4. Define requirements across all functions.  Business Process Validation Sales Marketing Service
    25. 25. www.jlwatsonconsulting.com 4. Define requirements across all functions. 3 Key Steps 1. Business Process Mapping 2. Business Process Validation 3. Business Process Revision
    26. 26. www.jlwatsonconsulting.com 4. Define requirements across all functions.  Business Process Revision 1. Streamline the processes. 2. Become customer-focused.
    27. 27. www.jlwatsonconsulting.com 4. Define requirements across all functions.  Business Process Revision 1. Streamline the processes.  Reduce delays  Eliminate waste  Simplify for speed
    28. 28. www.jlwatsonconsulting.com 4. Define requirements across all functions.  Business Process Revision  Design the process for the customer.  Reduce customer effort.  Maximize customer value. Be more customer-focused.
    29. 29. www.jlwatsonconsulting.com 7 Keys to Cross-functional buy-in 1. Align project with corporate strategy. 2. Get executive sponsorship. 3. Give ownership to the business (not IT). 4. Define requirements across all functions. 5. Involve the end-users. 6. Identify and Communicate Functional Advantages 7. Post-live follow-through
    30. 30. www.jlwatsonconsulting.com 5. Involve the end-users. "If McDonalds were run like a software company, one out of every hundred Big Macs would give you food poisoning ... and the response would be "we're sorry, here's a coupon for two more..." -- The Software Conspiracy
    31. 31. www.jlwatsonconsulting.com 7 Keys to Cross-functional buy-in 1. Align project with corporate strategy. 2. Get executive sponsorship. 3. Give ownership to the business (not IT). 4. Define requirements across all functions. 5. Involve the end-users. 6. Identify and Communicate Functional Advantages 7. Post-live follow-through
    32. 32. www.jlwatsonconsulting.com 6. Communicate the Functional Advantages. WIIFM (What’s in it for me?)
    33. 33. www.jlwatsonconsulting.com 7 Keys to Cross-functional buy-in 1. Align project with corporate strategy. 2. Get executive sponsorship. 3. Give ownership to the business (not IT). 4. Define requirements across all functions. 5. Involve the end-users. 6. Identify and Communicate Functional Advantages 7. Post-live follow-through
    34. 34. www.jlwatsonconsulting.com 7. Post-live follow-through You’re not live until you have R.O.I.
    35. 35. www.jlwatsonconsulting.com 7. Post-live follow-through Reinforce the buy-in. Don’t skimp on the training budget. Form internal user groups. Assign “Super User” Roles in each department. Incentivize learning.
    36. 36. www.jlwatsonconsulting.com 7 Keys to Cross-functional buy-in 1. Align project with corporate strategy. 2. Get executive sponsorship 3. Give ownership to the business (not IT). 4. Define requirements across all functions. 5. Involve the end-users. 6. Identify and Communicate Functional Advantages 7. Post-live follow-through
    37. 37. www.jlwatsonconsulting.com Questions? Comments? Feedback? Contact Jim Watson at: jlwatson@jlwatsonconsulting.com 207.741.9047 www.jlwatsonconsulting.com Thank you.

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