Uploaded byAlgin Erozan, MSc, PMP, CISA, ITIL, Mentor
CRM Program Management
The document discusses a CRM program at a telecommunications company in Turkey. It provides details on the program's history and structure, including the program management office and roles. It also describes key projects in the CRM program, including a case study on a campaign management project, and some common difficulties in program management.
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CRM Program Management
- 1. CRMProgram Management AlginErozan, PMP, CISA, ITIL
- 2. Agenda âąHistory/Status âąOrganization âąProgram ManagementOffice âąStakeholders, KeyRoles, KeyCompetencies âąProjectsin CRM Program âąWhyCRM? âąCaseStudyCampaignManagementProject âąDifficultiesin program management
- 3. History/ Status âąAGSM operatorin Turkey âąTherewasa Program ManagementOffice âąPMO wasreportingtoCTO âąFourProgram Managersin thePMO. ïŒCRM ïŒBilling&Charging ïŒBusinessIntelligence ïŒVAS (valueaddedservices) âąInnovativeandAggressiveUpperManagement âąA 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 ProgramManagement 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 âąOrganizeprojects into groupings âąCompare benefits between projects âąExamine the dependency between pojects âąProgram reporting âąProject Audits âąProject Manager Training âąCertification Training âąFollow the standards âąPrepare project management methodology âąPortfolio Management is done by CxOs and PgMO. âąProgram Management office trying to execute projects according to strategic objectives.
- 7. Program Management âąSeveralprojects in each program âąManaging Project Managers âąMonitoring all the projects within the program perspective âąRisk Management in programs âąWeekly CTO meetings âąMonthly steering committee meetings âąWeekly project status meetings
- 8. Stakeholdersin theProgram âąSales,Marketing, CustomerCare, Operation âąProject Team âąFunctionalManagers âąThe governing body of the program(CxOs) âąThe program management team âąProviders/supporters of the technical infrastructure used by the program âąThird-party suppliers âąRegulatory bodies
- 9. Key Roles inthe Program âąProgramSponsor âąProgramManager âąTechnical Authority âąProject Managers âąProgramManagementOffice
- 10. ProgramManager Key Competencies âąStrong leadership and management skills âąEffective interpersonal and communications skills âąAbility to create a sense of community âąAbility to find ways of solving problems âąMarketing and communication skills to âsellâ the program into the business areas âąGood knowledge of techniques for planning, monitoring and controlling programs âąKnowledge of project management approaches âąGood knowledge of budgeting and resource allocation procedures âąKnowledge of business change techniques âąKnowledge of benefits identification and management techniques
- 11. Projectsin CRM Program âąContactCenterProject âąOrderManagementProject âąSalesForceAutomationProject âąCampaignManagementProject âąData CleansingProject âąCustomerData ManagementProject âą âą âą
- 12. Why CRM? âąCRMis thekeystrategicobjectiveof thecompany âąLearnmoreaboutcustomerneeds âąEnhancerevenue/ growmarket share âąImprovecustomersatisfaction/ loyalty âąMaintain/Gaincompetitiveadvantage âąWorksmarternot harder âąCRM includessomanyprojects
- 13. Whatis CRM? âąCustomerrelationship management(CRM) is a model for managing a companyâs interactions with current and futurecustomers. âąIt 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 âąWhycampaignmanagementprojectisneeded? âąTelecom 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 âąThefollowing challenges faced by the operatorled to the need for a Campaign Management solution ï±Poor response rate for mass campaigns ï±Huge promotional costs associated with campaigns ï±Heavy dependency on IT for subscriber data ï±Manual design of campaigns ï±Inadequate capturing of campaign responses ï±Lack of analysis to arrive at campaign effectiveness
- 16. A Campaign ManagementSolution for managing targeted campaigns aimed at specific segments of customers, based on their usage and behavioraldata. The desired results were: ïEnhanced customer experience ïBetter campaign responses ïInsights from campaigns ïImproved Campaign ROI Project Scope
- 17. SuccessfulProject âąCompletedon time& budget(6 months& XXX K$) âąHighnumberof stakeholders âąProactivecommunicationwithSales, Marketing, IT andCustomerCare âąEffectivecommunicationwithuppermanagement âąJoiningoperationteamearlier âąThinkingbigpicture âąThinkingandworkingin detail âąProactivecommunicationis thekeyforsuccess âąProject Managerencouragealltheteammembersandcommunicatewithallstakeholderseffectively
- 18. Difficultiesin Program Management âąUnderestimating program complexity âąLack of firm leadership, commitment and sponsorship âąPoor cross-functional communication âąLack of integrated planning âąNo defined success metrics âąPoor requirements management âąLack of broad change management âąMisaligned stakeholder expectations âąInadequate program management skills âąLack of resources
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