CRM Program Management experience in mobile operator as a Program Manager

1. CRMProgram Management
Algin Erozan, PMP, CISA, ITIL

2. Agenda
•History/Status
•Organization
•Program ManagementOffice
•Stakeholders, KeyRoles, KeyCompetencies
•Projectsin CRM Program
•WhyCRM?
•CaseStudyCampaignManagementProject
•Difficultiesin program management

3. History/ Status
•A GSM operatorin Turkey
•Therewasa Program ManagementOffice
•PMO wasreportingtoCTO
•FourProgram Managersin thePMO.
CRM
Billing&Charging
BusinessIntelligence
VAS (valueaddedservices)
•InnovativeandAggressiveUpperManagement
•A customer-centricstrategyforbeinga leaderTelecomOperator

4. Organization
Chief Executive
Marketing (CMO)
Sales (CSO)
Customer Care (CCCO)
Technology(CTO)
STAFF
STAFF
STAFF
STAFF
STAFF
STAFF
STAFF
STAFF
STAFF
PMO
Network
IT

5. Program ManagementOffice
Program Management Director
CRM Program Manager
Billing & Charging Program Manager
Business Intelligence Program Manager
VAS Program Manager
PM
PM
PM
PM
PM
PM
PM
PM
PM
PM
PM
PM
CTO

6. Program ManagementOffice
•Organize projects into groupings
•Compare benefits between projects
•Examine the dependency between pojects
•Program reporting
•Project Audits
•Project Manager Training
•Certification Training
•Follow the standards
•Prepare project management methodology
•Portfolio Management is done by CxOs and PgMO.
•Program Management office trying to execute projects according to strategic objectives.

7. Program Management
•Several projects in each program
•Managing Project Managers
•Monitoring all the projects within the program perspective
•Risk Management in programs
•Weekly CTO meetings
•Monthly steering committee meetings
•Weekly project status meetings

8. Stakeholdersin theProgram
•Sales, Marketing, CustomerCare, Operation
•Project Team
•FunctionalManagers
•The governing body of the program(CxOs)
•The program management team
•Providers/supporters of the technical infrastructure used by the program
•Third-party suppliers
•Regulatory bodies

9. Key Roles in the Program
•ProgramSponsor
•ProgramManager
•Technical Authority
•Project Managers
•ProgramManagementOffice

10. ProgramManager Key Competencies
•Strong leadership and management skills
•Effective interpersonal and communications skills
•Ability to create a sense of community
•Ability to find ways of solving problems
•Marketing and communication skills to “sell” the program into the business areas
•Good knowledge of techniques for planning, monitoring and controlling programs
•Knowledge of project management approaches
•Good knowledge of budgeting and resource allocation procedures
•Knowledge of business change techniques
•Knowledge of benefits identification and management techniques

11. Projectsin CRM Program
•ContactCenterProject
•OrderManagementProject
•SalesForceAutomationProject
•CampaignManagementProject
•Data CleansingProject
•CustomerData ManagementProject
•
•
•

12. Why CRM?
•CRM is thekeystrategicobjectiveof thecompany
•Learnmoreaboutcustomerneeds
•Enhancerevenue/ growmarket share
•Improvecustomersatisfaction/ loyalty
•Maintain/Gaincompetitiveadvantage
•Worksmarternot harder
•CRM includessomanyprojects

13. Whatis CRM?
•Customer relationship management(CRM) is a model for managing a company’s interactions with current and futurecustomers.
•It provides a 360 degree view of customer data. It involves using technology to organize, automate, and synchronizesales,marketing,customer service, andtechnical support.

14. CaseStudy: CampaignManagementProject
•Whycampaignmanagementprojectis needed?
•Telecom operators are facing somemain data challenges: 1. They generate huge volumes of very valuable data from telephony and data services in their fixed and mobile day-to-day business. 2. Their internal setup makes it difficult to transform all this data into knowledge.

15. CaseStudy: CampaignManagementProject
•The following challenges faced by the operatorled to the need for a Campaign Management solution
Poor response rate for mass campaigns
Huge promotional costs associated with campaigns
Heavy dependency on IT for subscriber data
Manual design of campaigns
Inadequate capturing of campaign responses
Lack of analysis to arrive at campaign effectiveness

16. A Campaign Management Solution for managing targeted campaigns aimed at specific segments of customers, based on their usage and behavioraldata. The desired results were:
Enhanced customer experience
Better campaign responses
Insights from campaigns
Improved Campaign ROI
Project Scope

17. SuccessfulProject
•Completedon time & budget(6 months& XXX K$)
•Highnumberof stakeholders
•ProactivecommunicationwithSales, Marketing, IT andCustomerCare
•Effectivecommunicationwithuppermanagement
•Joiningoperationteamearlier
•Thinkingbigpicture
•Thinkingandworkingin detail
•Proactivecommunicationis thekeyforsuccess
•Project Managerencouragealltheteammembersandcommunicatewithallstakeholderseffectively

18. Difficultiesin Program Management
•Underestimating program complexity
•Lack of firm leadership, commitment and sponsorship
•Poor cross-functional communication
•Lack of integrated planning
•No defined success metrics
•Poor requirements management
•Lack of broad change management
•Misaligned stakeholder expectations
•Inadequate program management skills
•Lack of resources

19. ThankYoualgin.erozan@bizpro.com.trwww.bizpro.com.tr/site/enBizproProject Management Consultancy