CRM Project Implementation Plan

The assignment presents a detailed plan for implementing a CRM project spanning 58 days. It outlines the various phases of the project, including initiation, planning, implementation, and closure, with specific tasks, durations, start and finish dates, and dependencies. The plan includes activities like requirements definition, team selection, system designing, coding, prototype development, testing, documentation, post-implementation review, and handover. A Gantt chart visualizes the project timeline, emphasizing task dependencies and durations. Additionally, sections on quality management and change control processes are included, demonstrating a structured approach to ensure project success.

PROJECT MANAGEMENT
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Table of Contents
INTRODUCTION................................................................................................................................4
ACTIVITY 1........................................................................................................................................4
1.1 Business objectives and identification of the project that will be required to carry out the
relocation.........................................................................................................................................4
1.2 Developing sub-division of project and estimation of resources including cost and time........4
ACTIVITY 2........................................................................................................................................6
1.3 Describing and evaluating suitable methodology for CRM project..........................................6
1.4 Assessment of feasibility of CRM project.................................................................................6
2.1 Structure for the management and administration of the project...............................................6
2.2 Roles and responsibilities of staff who will manage CRM project...........................................6
3.2 Job description and person specification for a Project Manager...............................................7
ACTIVITY 3........................................................................................................................................7
2.3 Project plan................................................................................................................................7
ACTIVITY 4........................................................................................................................................8
3.1 Assessment of alternative project team structure.......................................................................8
3.3 Designing of process for quality management of the project....................................................8
3.4 Managing project change proposals..........................................................................................8
ACTIVITY 5........................................................................................................................................9
4.1 Issues and risks that may impede a project................................................................................9
4.2 Issues and risks likely to be encountered in the final stage of CRM project...........................10
4.3 Designing of monitoring and appraising the status of a project..............................................10
5.1 Detecting and managing issues arising in the course of projects............................................10
5.2 Assessment of the tasks needed to be completed in the final stages of a project....................10
CONCLUSION...................................................................................................................................11
REFERENCES...................................................................................................................................12
APPENDIX........................................................................................................................................14
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List of Figures
Figure 1 Sub-division of CRM project.................................................................................................5
Figure 2Process for quality management.............................................................................................8
Figure 3 Change Control Process........................................................................................................9
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INTRODUCTION
The following study is focused on project management where a case of consultancy service
provider organisation is taken into consideration (Adak and Yumuşak, 2013). The organisation
wants to relocate its office to new place in order to reduce cost aspect. The present research will
cover different objectives like feasibility of the project, job and person description for a project
manager, change proposals and issues as-well-as risks that may impede a project.
ACTIVITY 1
1.1 Business objectives and identification of the project that will be required to carry out the
relocation
Business objectives
From the given case study, it is found that a consultancy service provider company wants to
relocate its office from existing place to another place (Azimi and et.al., 2011). In this respect, the
managing director of the company sets some objectives and wants that they all will be achieve with
the relocation of office. From the evaluation process, some business objectives are determined as
follows:
 Increase business income level by 10% on annual basis.
 Enhance profitability on partial basis to reduce the physical costs associated with the
accommodation.
 Retain business earning capacity (Burke, 2013).
 Improve quality of support that office provides to the consultants and clients.
 Bring advancement in IT system for the business.
 Minimise the human resource cost including the move in area of redundancy, recruitment
and training.
List of projects that can be supported at the time of relocation of office
1. Business Intelligence System
2. Transaction Processing System
3. Total Quality Management for quality improvement (Colin and Vanhoucke, 2014)
4. Construction of building
5. Customer Relationship Management Systems
1.2 Developing sub-division of project and estimation of resources including cost and time
From the above stated list of projects that can be meet the objectives of relocation of office;
the selected project is Customer Relationship Management (CRM) System. The reason of choosing
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the respective project is that it will meet all the requirements of the organisation in an effective
manner. It will also improve the quality of services and resolve the customer’s issues. The result of
this activity is that it will increase the sales of services and will bring the increment in income level
of business by 10% on annual basis (Flyvbjerg, 2013). In addition to this, the new system will
enhance profitability level of this consultancy company and retain earning capacity of the business.
It will also improve IT system of the company to a great extent. So, it can be said that the new
system will help in achieving the targets of consultancy service provider firm. Sub-division of CRM
project is shown in figure given below.
Figure 1 Sub-division of CRM project
For completing the cited project, time and cost resources are more important. Time requires
to finish this work will be 5 months and costing needed to develop new system will be £ 500.
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ACTIVITY 2
1.3 Describing and evaluating suitable methodology for CRM project
For evaluating CRM project, PRINCE 2 methodology will be used. This method divides the
project into manageable and controllable stages (Gemünden, Huemann and Martinsuo, 2013). It
also aligns different elements of the work with objectives. From evaluation, it has found that the
following method has helped in managing the quality of the work and delivers the right outcomes.
Along with this, it has kept control over the project and protects it to the deviations from the major
aim.
1.4 Assessment of feasibility of CRM project
From assessment of feasibility study of CRM project with respect to consultancy services
provider company; it is explored that it will focus on technology and will clearly explain the
objectives of business, completed within the set budget, estimated right internal resource
requirement and effectively optimization on project time lines (Gyawali, Tao and Müller, 2013).
Therefore, in overall terms, the purpose of CRM project suits in fulfilment of objectives of the
consultancy service provider company.
2.1 Structure for the management and administration of the project
The structure for the management and administration of CRM project is Project based
organisational structure. Under this, an independent project team is created which separates the
parent organisation from other units (Hazır, 2015). The reason of proposing this structure for
management and administration of the proposed project is to enable all the members to share a
common goal which is defined for the project with respect to clear responsibilities to be followed by
every individual.
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2.2 Roles and responsibilities of staff who will manage CRM project
Different types of skilled staff participates in CRM project where they play various roles. In
this context, they have some responsibilities which are as follow:
 Understand right perceptive as well as scope of project.
 Follow project plan steps and develop some related documents for monitoring of progress of
the work.
 Share ideas and right information within the team members to effectively complete proposed
work (Kerzner, 2013).
 Coordinate with other staff members and maintain proper communication with team
members.
 Discuss issues of which are facing by the employees at the time of implementation of
project.
3.2 Job description and person specification for a Project Manager
Job description
Job Title: Project Manager
Location: Banbury, Oxfordshire
Country: UK
Scope of position: The Project Manager should be responsible for development and
implementation of CRM system. He should be known change management techniques and
effectively control over the project plan (Lanata and et.al., 2015).
Key Responsibilities: Project manager should develop a project plan, forecast budget and time
require to complete project. He should be able to use resources in optimum manner. Along with
this, he should assess and manage associated risk with the project.
Person specification
Job Title: Project Manager
Qualification:
 Graduate in Computer Science field and MBA in Operation from any recognized
university.
 Having maximum 6 years’ experience in project management field.
Interpersonal Skills:
 Decision making
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 Good communication skills
 Leadership
 Motivator
ACTIVITY 3
2.3 Project plan
Attached in Appendix
ACTIVITY 4
3.1 Assessment of alternative project team structure
For the proposed project, an alternative project team structure has developed (Meredith and
Mantel Jr, 2011). From the assessment process of newly mentioned structure, it has found that for
reducing multiple leadership in a team and enabled them to take right decision regarding any project
activity. Alternative project team structure for CRM project is showing in below figure.
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3.3 Designing of process for quality management of the project
For CRM project, it has important to manage quality of the work because without ensure
quality, it may affect final outcomes of project (Mubarak, 2015). In this context, a process for
quality management of proposed project is designing which is showing in below figure.
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Figure 2Process for quality management
(Source : Quality management process, 2016)

By following the above stated quality management process, it becomes easy to manage
quality of entire work and ensure quality of deliverables (Müller and et.al., 2013).
3.4 Managing project change proposals
It may be possible that some changes at any stage of proposed project can be occur. So, it is
require to manage project change proposals which process is as follows:
Under this process, when project manager of CRM project receives a change request, he will
prepare a change request documentation on it. After this, he will analyse change request and
identify its impact on scope, budget and other aspect of project (Nicholas and Steyn, 2012). On the
basis of this, he will take decision to accept or reject change request. In the case of accepting change
request, a new baseline will prepare and send to the team members for run the project according to
the new guidelines.
ACTIVITY 5
4.1 Issues and risks that may impede a project
Issues in a project Risks in a project
Staffing inadequacies Less executive support
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Figure 3 Change Control Process
(Source: Baxter, 2015)

Unable to tack changes Improper definition of project scope
Poor communication Ineffective cost management
Team members not able to understand their roles and
responsibilities
Unable to manage changes
Problems in meeting deadlines Improper utilization of resources
Poor collaboration between the team members Breakdown in machines
4.2 Issues and risks likely to be encountered in the final stage of CRM project
At the final stage of CRM project, some issues and risks may be encountered. In this
context, first is exit of IT expert which may be leave the project at the end of completion of project
(Pritchard, 2013). Along with this, the lack of coordination between all team members may be occur
in the final stage of CRM project. Breakdown in testing machines at end stage of proposed project
may be raise as an issues.
4.3 Designing of monitoring and appraising the status of a project
To appraise the status of proposed project and its monitoring, some methods have required
into the consideration. By documentation of plan activities and its outcomes, it can be easy to
monitor and appraising the status of CRM project (Smith and van den Berg, 2015). On the other
hand, by organizing regular meetings with team members, the progress of proposed project can be
monitor. Along with this, the proper defining the roles and responsibilities of team members, the
status of a project can be appraise and monitor.
5.1 Detecting and managing issues arising in the course of projects
Issues Method to solve them
Lack of availability of resources Use Work Breakdown Structure for allocation of resources and
their utilization.
Selection of right team members Develop right and complete job description to hire skilled
members (Svejvig and Andersen, 2015).
Change request at final stage Adopt change request model to manage modifications at the
final stage.
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5.2 Assessment of the tasks needed to be completed in the final stages of a project
In the final stage of CRM project, there are some tasks needed to be completed which are
comparison of actual work with planned work, evaluation of perform of employees, learning of the
team members and analyse quality of the work according to the set standards (Turner, 2014).
CONCLUSION
From the above report, it has found that CRM project has completed the business objectives
of consultancy service provider firm. There have some issues and risks occurred that affect the final
outcomes of the project.
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REFERENCES
Books and Journals
Adak, M. F. and Yumuşak, N., 2013. Hpcs: A Web Based Homework & Project Control
System. Procedia-Social and Behavioral Sciences. 106. pp. 1378-1383.
Azimi, R. and et.al., 2011. A framework for an automated and integrated project monitoring and
control system for steel fabrication projects. Automation in Construction. 20(1). pp. 88-97.
Burke, R., 2013. Project management: planning and control techniques. SAGE.
Chiu-Chi, W. and et.al, 2013. Assignment of project members considering capability and
personality balance. Kybernetes. 42(7).Pp.1016 - 1028.
Colin, J. and Vanhoucke, M., 2014. Setting tolerance limits for statistical project control using
earned value management. Omega. 49. pp. 107-122.
Darren, D., 2012. The nature of project management: A reflection on The Anatomy of Major
Projects by Morris and Hough. International Journal of Managing Projects in Business.
5(4). Pp. 643 - 660.
Dey, K. P., Clegg, T., and Bennett, J. D., 2010. Managing enterprise resource planning projects.
Business Process Management Journal. 16(2). pp.282 – 296.
Flyvbjerg, B., 2013. Quality control and due diligence in project management: Getting decisions
right by taking the outside view. International Journal of Project Management. 31(5). pp.
760-774.
Gemünden, H. G., Huemann, M. and Martinsuo, M., 2013. Project management: A social
innovation that is changing our world of thinking and acting. International Journal of
Project Management. 6(31). pp. 791-793.
Gyawali, P., Tao, Y. and Müller, R., 2013. Project control mechanisms in non-project-based
organisations in Asia. International Journal of Project Organisation and Management. 5(4).
pp. 312-333.
Hazır, Ö., 2015. A review of analytical models, approaches and decision support tools in project
monitoring and control. International Journal of Project Management. 33(4). pp. 808-815.
Kerzner, H. R., 2013. Project management: a systems approach to planning, scheduling, and
controlling. John Wiley & Sons.
Kloppenborg, T., 2011. Contemporary Project Management. 2nd ed. Cengage Learning
Lanata, A. and et.al., 2015. Complexity index from a personalized wearable monitoring system for
assessing remission in mental health. Biomedical and Health Informatics, IEEE Journal
of. 19(1). pp. 132-139.
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Meredith, J. R. and Mantel Jr, S. J., 2011. Project management: a managerial approach. John
Wiley & Sons.
Mubarak, S. A., 2015. Construction project scheduling and control. John Wiley & Sons.
Müller, R. and et.al., 2013. Project management knowledge flows in networks of project managers
and project management offices: A case study in the pharmaceutical industry. Project
Management Journal. 44(2). pp. 4-19.
Nicholas, J. M. and Steyn, H., 2012. Project Management for Engineering Business and
Technology. Butterworth-Heinemann.
Pritchard, C., 2013. The project management communications toolkit. Artech House.
Smith, F. and van den Berg, A. E., 2015. Hardware genetic algorithm optimisation by critical path
analysis using a custom VLSI architecture. South African Computer Journal. 56(1).
Svejvig, P. and Andersen, P., 2015. Rethinking project management: A structured literature review
with a critical look at the brave new world. International Journal of Project
Management. 33(2). pp. 278-290.
Turner, J. R., 2014. The handbook of project-based management. McGraw-hill.
Online
Quality management process. 2016. [Online]. Available through:
<http://www.renesas.com/products/common_info/reliability/en/improvement/process/
index.jsp>. [Accessed on: 23rd May, 2016].
Baxter, R., 2015. Generating value by using a change control plan. [Online]. Available through:
<https://vgpblog.wordpress.com/2015/03/16/generating-value-by-creating-a-change-control-
plan/>. [Accessed on: 23rd May, 2016].
Mar, A., 2015. 130 Project Risks (List). [Online]. Available through:
<http://management.simplicable.com/management/new/130-project-risks>. [Accessed on: 23rd
May, 2016].
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APPENDIX
Task Name Duration Start Finish Predecessors
CRM project 58 days Mon 5/23/16 Wed 8/10/16
Initiation 9 days Mon 5/23/16 Thu 6/2/16
Requirements definition 5 days Mon 5/23/16 Fri 5/27/16
Selection of team members 4 days Mon 5/30/16 Thu 6/2/16 3
Planning 11 days Mon 5/30/16 Mon 6/13/16
Develop designing of system 8 days Mon 5/30/16 Wed 6/8/16 3
Allocation of roles and
responsibilities
3 days Thu 6/9/16 Mon 6/13/16 4,6
Implementation 30 days Tue 6/14/16 Mon 7/25/16
Coding 15 days Tue 6/14/16 Mon 7/4/16 7
Developing prototype 10 days Tue 7/5/16 Mon 7/18/16 9
Testing 5 days Tue 7/19/16 Mon 7/25/16 10
Closer 12 days Tue 7/26/16 Wed 8/10/16
Documentation 5 days Tue 7/26/16 Mon 8/1/16 11
Post Implementation review 5 days Tue 8/2/16 Mon 8/8/16 13
Handover 2 days Tue 8/9/16 Wed 8/10/16 14
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