Project Management Fundamentals: Assessment 3 for The Clymb CRM

This report details the development of a Customer Relationship Management (CRM) system for 'The Clymb,' a small Australian organization. It covers the project's background, scope (including system requirement analysis, platform selection, design, and deployment), and a draft stakeholder register outlining roles and responsibilities. The report includes a business case justifying the CRM system's need to improve customer visibility and satisfaction, along with a comprehensive project charter detailing the project's scope, duration (99 days), and budget ($56,160). It further outlines the organizational structure, design, and application of a scorecard, and recommendations for project governance. The project aims to address the organization's challenges in a competitive market by improving customer relationships and operational efficiency through a well-structured CRM system.

Running head: PROJECT MANAGEMENT
Assessment 3: Development of CRM system for the organization “The Clymb” in Australia
Name of the Student
Name of the University
Author’s Note

1
PROJECT MANAGEMENT
Table of Contents
1. Background of the project...........................................................................................................2
2. Project scope................................................................................................................................2
3. Draft stakeholder register............................................................................................................3
4. Business case...............................................................................................................................6
5. Project charter..............................................................................................................................7
5.1 Project scope..........................................................................................................................7
5.3 Project duration......................................................................................................................7
5.4 Project budget......................................................................................................................12
5.5 Assumptions, constraints and project risks..........................................................................15
6. Organizational structure.............................................................................................................20
7. Design and application of scorecard..........................................................................................20
8. Recommendation for project governance..................................................................................21
References......................................................................................................................................23

2
PROJECT MANAGEMENT
1. Background of the project
The paper mainly reflects on the organization “The Clymb” which is one of the small
organization in Australia that helps in providing the facility of yoga, meditation, rock climbing as
well as mountain biking. However, it is found that due to competition in the existing market, the
organization are unable to keep visibility on the customers for attracting them and they are also
incapable of satisfying the customers due to lack of proper monitoring system. In order to resolve
this issue, the organization wants to develop a customer relationship management system. It is
found CRM system is considered as the strongest as well as efficient approach that helps in
maintaining as well as creating proper relationship with the customers of the organization that
further helps in reducing the problems that the organization faces. In addition to this, the CRM
system will help the customers as per their needs and requirement of service and further helps in
gearing the profitability of the organization.
2. Project scope
The scope of the project includes the following:
 Development of CRM system for the organization “The Clymb”
 System requirement analysis
 Selection of proper platform
 Outlining the design of the CRM system
 Database migration
 System interface development
 Developing proper deployment plan
 Providing training and documentation facility

3
PROJECT MANAGEMENT
3. Draft stakeholder register
The stakeholder register that is mainly developed as well as documented for the CRM
system that is mainly developed for the organization “The Clymb” in order to improve the
relationship of the organization with the customers (Hornstein, 2015). The below stakeholder
register generally includes information about the roles and responsibilities of the project
stakeholders including their influence and interest.
Stakeholders Roles and
responsibilities
Interest Power
Project manager The project manager
generally manages
the project by
managing the time,
costs, budget as well
as schedule of the
project for avoiding
risks that are related
with the project
(Badewi, 2016).
High High
Business analyst The business analyst
generally analyses the
design operations of
the organization and
determines the
Low High

4
PROJECT MANAGEMENT
various needs as well
as requirements in
order to run the
business quite
efficiently.
Programmer The programmer
generally undertakes
a number of
programming in order
to develop the CRM
system effectively. In
addition to this they
debug the program
with the help of
testing by fixing
different types of
errors (Svejvig &
Andersen, 2015).
High Low
Database developer The database
developer takes the
responsibility of
properly designing,
developing the entire
High Low

5
PROJECT MANAGEMENT
database system as
per the requirements
as well as needs of
the customers. In
addition to this, they
also determine issues
that are related with
the performance of
the database
(Archibald &
Archibald, 2016).
Graphical interface
developer
The graphical user
interface generally
develops the user
interface that are
needed for
developing the CRM
system for the
organization “The
Clymb”.
High Low
Tester The tester generally
undertakes different
types of testing in
High Low

6
PROJECT MANAGEMENT
order to check the
functionality of the
developed CRM
system for making
sure that the system is
operating effectively.
Administrative
officer
The administrative
officer is the person
who generally act as
one of the point of
contact for all the
organization’s
employees and assists
in providing proper
support to
administration
operation and further
helps in managing the
queries (Svejvig &
Andersen, 2015).
Low Low
4. Business case
The main aim of the paper is to develop a customer relationship management system for
the organization “The Clymb” that helps in providing a number of services including mountain

7
PROJECT MANAGEMENT
biking, climbing, mediation as well as Yoga. The need of customer relationship management
system arises as presently the organization uses manual system for keeping records of the
customers and therefore face a lot of challenges in satisfying the needs of the customers.
Moreover, due to rising competition in the market, it is very much necessary to keep visibility on
the customers and without proper monitoring system it is impossible. Therefore, the organization
wants to develop a CRM system that not only keeps visibility on the actions of the customers but
also attract them by satisfying them by providing excellent services.
5. Project charter
5.1 Project scope
The scope of the project includes the following:
 Development of CRM system for the organization “The Clymb”
 System requirement analysis
 Developing proper deployment plan
 Providing training and documentation facility
 Selection of proper platform
 Outlining the design of the CRM system
 Database migration
 System interface development
5.3 Project duration
The table that is given below helps in focussing that the customer relationship
management system for the organization “The Clymb” will be developed within 99 days. It is
found that time that is needed for completing each activities are reflected in the given table.

8
PROJECT MANAGEMENT
WBS Task Name Duration Start Finish Predecessors
0
Development of CRM system
for "The Clymb"
99 days
Mon 06-
05-19
Thu 19-
09-19
1 Project initiation phase 8 days
Mon 06-
05-19
Wed 15-
05-19
1.1 Project need analysis 3 days
Mon 06-
05-19
Wed 08-
05-19
1.2 Resource accumulation 2 days
Thu 09-
05-19
Fri 10-05-
19
2
1.3 Project charter development 2 days
Mon 13-
05-19
Tue 14-05-
19
3
1.4
Meeting for starting the
project
1 day
Wed 15-
05-19
Wed 15-
05-19
4
M1 Project approval 0 days
Wed 15-
05-19
Wed 15-
05-19
5
2 Project planning phase 20 days
Thu 16-
05-19
Wed 12-
06-19
2.1 Project activities scheduling 4 days
Thu 16-
05-19
Tue 21-05-
19
6
2.2 Project resources analysis 3 days
Wed 22-
05-19
Fri 24-05-
19
8
2.3 Schedule development 4 days Mon 27- Thu 30-05- 9

9
PROJECT MANAGEMENT
05-19 19
2.4 Project plan development 4 days
Fri 31-05-
19
Wed 05-
06-19
10
2.5 Project planning 3 days
Thu 06-
06-19
Mon 10-
06-19
11
2.6 Risk management plan 2 days
Tue 11-
06-19
Wed 12-
06-19
12
M2
Completing the planning
phase
0 days
Wed 12-
06-19
Wed 12-
06-19
13
3 Project designing phase 15 days
Thu 13-
06-19
Wed 03-
07-19
3.1 System requirement analysis 3 days
Thu 13-
06-19
Mon 17-
06-19
14
3.2 Proper platform selection 1 day
Tue 18-
06-19
Tue 18-06-
19
16
3.3 Outline design 4 days
Wed 19-
06-19
Mon 24-
06-19
17
3.4 Simulation testing 3 days
Tue 25-
06-19
Thu 27-06-
19
18
3.5 Design completion 4 days
Fri 28-06-
19
Wed 03-
07-19
19
M3' Approval of project design 0 days Wed 03- Wed 03- 20

10
PROJECT MANAGEMENT
07-19 07-19
4 System development 25 days
Thu 04-
07-19
Wed 07-
08-19
4.1
Design implications
development
2 days
Thu 04-
07-19
Fri 05-07-
19
21
4.2 Database migration 4 days
Mon 08-
07-19
Thu 11-07-
19
23
4.3 Using black box testing 3 days
Fri 12-07-
19
Tue 16-07-
19
24
4.4
System interface
development
4 days
Wed 17-
07-19
Mon 22-
07-19
25
4.5 Prototype testing 3 days
Tue 23-
07-19
Thu 25-07-
19
26
4.6 Analyzing requirements 7 days
Fri 26-07-
19
Mon 05-
08-19
27
4.7 Beta testing 2 days
Tue 06-
08-19
Wed 07-
08-19
28
M4
Development of CRM
system
0 days
Wed 07-
08-19
Wed 07-
08-19
29
5 System Deployment 14 days
Thu 08-
08-19
Tue 27-
08-19
5.1 Deployment plan 4 days Thu 08- Tue 13-08- 30

11
PROJECT MANAGEMENT
08-19 19
5.2 System modifications 3 days
Wed 14-
08-19
Fri 16-08-
19
32
5.3 Compatibility testing 3 days
Mon 19-
08-19
Wed 21-
08-19
33
5.4 System deployment 4 days
Thu 22-
08-19
Tue 27-08-
19
34
M5
Conducting functional
testing
0 days
Tue 27-
08-19
Tue 27-08-
19
35
6 Training and documentation 17 days
Wed 28-
08-19
Thu 19-
09-19
6.1
Training manuals
development
3 days
Wed 28-
08-19
Fri 30-08-
19
36
6.2
training program
development
2 days
Mon 02-
09-19
Tue 03-09-
19
38
6.3 Training to the project staff 7 days
Wed 04-
09-19
Thu 12-09-
19
39
6.4 Final report development 2 days
Fri 13-09-
19
Mon 16-
09-19
40
6.5 Sign off 1 day
Tue 17-
09-19
Tue 17-09-
19
41
6.6 Maintenance of the system 2 days Wed 18- Thu 19-09- 42

12
PROJECT MANAGEMENT
09-19 19
M6 Project Closure 0 days
Thu 19-
09-19
Thu 19-09-
19
43
5.4 Project budget
The below table helps in showcasing that the CRM system for the organization “The
Clymb” will be successfully developed within the budget $55,160. The budget that is required
for each of the activities of the project are reflected in the below table.
WBS Task Name Duration Resource Names Cost
0
Development of CRM
system for "The Clymb"
99 days $56,160.00
1 Project initiation phase 8 days $4,880.00
1.1 Project need analysis 3 days Project manager $2,040.00
1.2
Resource
accumulation
2 days Business analyst $800.00
1.3
Project charter
development
2 days Project manager $1,360.00
1.4
Meeting for starting
the project
1 day Project manager $680.00
M1 Project approval 0 days $0.00
2 Project planning phase 20 days $13,160.00
2.1 Project activities 4 days Project manager $2,720.00

13
PROJECT MANAGEMENT
scheduling
2.2
Project resources
analysis
3 days Administration officer $720.00
2.3 Schedule development 4 days Project manager $2,720.00
2.4
Project plan
development
4 days
Database developer, Project
manager
$4,320.00
2.5 Project planning 3 days Project manager $2,040.00
2.6 Risk management plan 2 days Tester $640.00
M2
Completing the
planning phase
0 days $0.00
3
Project designing
phase
15 days $8,240.00
3.1
System requirement
analysis
3 days Database developer $1,200.00
3.2
Proper platform
selection
1 day Business analyst $400.00
3.3 Outline design 4 days Project manager $2,720.00
3.4 Simulation testing 3 days Graphical user interface developer $1,200.00
3.5 Design completion 4 days Project manager $2,720.00
M3'
Approval of project
design
0 days $0.00
4 System development 25 days $10,320.00

14
PROJECT MANAGEMENT
4.1
Design implications
development
2 days Database developer $800.00
4.2 Database migration 4 days
Administration officer, Database
developer
$2,560.00
4.3
Using black box
testing
3 days Tester $960.00
4.4
System interface
development
4 days Graphical user interface developer $1,600.00
4.5 Prototype testing 3 days Tester $960.00
4.6
Analyzing
requirements
7 days Business analyst $2,800.00
4.7 Beta testing 2 days Tester $640.00
M4
Development of CRM
system
0 days $0.00
5 System Deployment 14 days $9,760.00
5.1 Deployment plan 4 days
Graphical user interface
developer,Programmer_1
$3,200.00
5.2 System modifications 3 days
Database developer, Graphical
user interface developer
$2,400.00
5.3 Compatibility testing 3 days Tester $960.00
5.4 System deployment 4 days
Database
developer,Programmer_2
$3,200.00

15
PROJECT MANAGEMENT
M5
Conducting functional
testing
0 days $0.00
6
Training and
documentation
17 days $9,800.00
6.1
Training manuals
development
3 days Project manager $2,040.00
6.2
training program
development
2 days Administration officer $480.00
6.3
Training to the project
staff
7 days Project manager $4,760.00
6.4
Final report
development
2 days Project manager $1,360.00
6.5 Sign off 1 day Project manager $680.00
6.6
Maintenance of the
system
2 days Administration officer $480.00
M6 Project Closure 0 days Project manager $0.00
5.5 Assumptions, constraints and project risks
Assumptions
The expectations or assumptions for the CRM system development are reflected below:
 The assumption that is made showcase that the CRM system will be developed by 19-09-
19 by utilizing budget of around $56,160.

16
PROJECT MANAGEMENT
 The team members that have engaged with each of the project meeting for the successful
system development as per the assumption that is made.
Constraints
The restrictions or limitation that can obstruct the development of the CRM system are
showcased below:
Project scope: Incapability of the team to follow scope can cause obstruction in finishing
the project on time that further causes delay and can further enhance the expenditure.
Budget: The CRM system must be developed in $56,160 otherwise financial issues and
challenges will occur due to shortfall of project budget.
Timeline: The CRM system should be developed within 99 days otherwise the project
will face delay.
Project risks
The table below showcases the risk that are faced while developing the CRM system for
the organization.
Risk Id Risk Description Impact Probability Mitigation
1. Improper
schedule
If the
schedule of
the project is
not managed
on regular
basis then the
project will
High High For managing
the project
schedule, it is
quite
necessary to
track the
schedule of

17
PROJECT MANAGEMENT
face delay
that can cause
extension in
the
completion of
the project.
the project on
a regular
basis for
avoiding
slippage of
schedule.
2. Improper
testing
If testing is
not done
properly then
the
functionalities
of the system
will not be
checked
properly.
High High After the
development
phase of the
project, it is
quite
necessary to
undertake
testing
properly for
checking the
functionality
of the system
quite
effectively.
3. Budget
shortfall
If the budget
of project is
not managed
High High It is quite
necessary to
manage the

18
PROJECT MANAGEMENT
effectively
then the
project can
face shortfall
of budget that
further can
create a
number of
financial
issues and
challenges
within the
project.
budget of the
project
properly with
the help of
cost variance
for tracking
the
expenditure
that further
avoids budget
shortfall as
well as
financial
issues that
are mainly
related with
the project.
4. Improper
management
If the entire
project is not
managed
properly then
it can cause a
number of
Medium Medium It is quite
necessary to
utilize proper
strategies of
project
management

19
PROJECT MANAGEMENT
problems in
successfully
managing the
work of the
project.
for
successfully
managing the
work of the
project quite
effectively
for avoiding
the project
related issues
and
challenges.
5. Inexperience
d team
members
Due to
improper
experience of
the project
team, the
project team
are unable to
develop the
CRM system
as per the
objectives
and goals of
High Medium Proper
training
facility is
needed to be
arranged in
order to
avoid issues
and problems
that occurs
due to
inexperience
of the project

20
PROJECT MANAGEMENT
the project team
members.
6. Organizational structure
The organizational structure for the development of the CRM system for the organization
“The Clymb” is mainly provided below:
Figure 1: Organizational structure
(Source: Created by Author)
7. Design and application of scorecard
A balanced scorecard is mainly defined as one of the performance metric that is mainly
used for managing the project in order to determine as well as for improving the business
operations of the organization (Akkermans & Van Oorschot, 2018). It is identified that the
balanced scorecard is mainly helpful in order to provide proper feedbacks to the entire
organization so that they can make the required improvement. Moreover, the balanced scorecard
that is developed for the CRM system is generally provided below:
Project
manager
Programmer Graphical user
interface Tester Administration
officer
Business
analyst Developer

21
PROJECT MANAGEMENT
Vision and strategy
Financial
Reduces training cost
Reducing operation cost
Learning & growth
Motivation expense
Personal skill improvement
Internal processes
Speeding the service
Increases relationship with
the customer
Customer
High quality service
Resolves issues
High quality service
Figure 2: Balanced scorecard
(Source: Created by Author)
8. Recommendation for project governance
Project governance is mainly defined is one of the significant structure which is very
much beneficial for making appropriate decision that is required to be made. The various types
of recommendations that are mainly given or delivered to the project governance are mainly
elaborated below:
Proper reporting: The project governance must be helpful in giving proper facility of
reporting for making proper decision that is mainly related with the project as it assists in
accomplishing the project goals within the assumed time.

22
PROJECT MANAGEMENT
Proper project plan: Project governance is needed in order to properly develop the
project plan in order to manage the project quite effectively. Proper plan for the project must be
developed in order to manage the risks as well as qualities of the project.
Proper engagement of stakeholders: Proper governance generally reflects on the
stakeholder’s engagement in order to manage the involvement of the project stakeholders within
the project. Proper focus on the engagement of the project stakeholder provides appropriate idea
about the performance of the project.

23
PROJECT MANAGEMENT
References
Akkermans, H. A., & Van Oorschot, K. E. (2018). Relevance assumed: a case study of balanced
scorecard development using system dynamics. In System Dynamics (pp. 107-132).
Palgrave Macmillan, London.
Archibald, R. D., & Archibald, S. (2016). Leading and Managing Innovation: What Every
Executive Team Must Know about Project, Program, and Portfolio Management.
Auerbach Publications.
Badewi, A. (2016). The impact of project management (PM) and benefits management (BM)
practices on project success: Towards developing a project benefits governance
framework. International Journal of Project Management, 34(4), 761-778.
Conforto, E. C., Amaral, D. C., da Silva, S. L., Di Felippo, A., & Kamikawachi, D. S. L. (2016).
The agility construct on project management theory. International Journal of Project
Management, 34(4), 660-674.
Cooper, D. J., Ezzamel, M., & Qu, S. Q. (2017). Popularizing a management accounting idea:
The case of the balanced scorecard. Contemporary Accounting Research, 34(2), 991-
1025.
de Carvalho, M. M., Patah, L. A., & de Souza Bido, D. (2015). Project management and its
effects on project success: Cross-country and cross-industry comparisons. International
Journal of Project Management, 33(7), 1509-1522.

24
PROJECT MANAGEMENT
Hornstein, H. A. (2015). The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2),
291-298.
Kaiser, M. G., El Arbi, F., & Ahlemann, F. (2015). Successful project portfolio management
beyond project selection techniques: Understanding the role of structural
alignment. International Journal of Project Management, 33(1), 126-139.
Martens, M. L., & Carvalho, M. M. (2017). Key factors of sustainability in project management
context: A survey exploring the project managers' perspective. International Journal of
Project Management, 35(6), 1084-1102.
Ramazani, J., & Jergeas, G. (2015). Project managers and the journey from good to great: The
benefits of investment in project management training and education. International
Journal of Project Management, 33(1), 41-52.
Samset, K., & Volden, G. H. (2016). Front-end definition of projects: Ten paradoxes and some
reflections regarding project management and project governance. International Journal
of Project Management, 34(2), 297-313.
Sánchez, M. A. (2015). Integrating sustainability issues into project management. Journal of
Cleaner Production, 96, 319-330.
Serra, C. E. M., & Kunc, M. (2015). Benefits realisation management and its influence on
project success and on the execution of business strategies. International Journal of
Project Management, 33(1), 53-66.

25
PROJECT MANAGEMENT
Svejvig, P., & 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), 278-290.
Svejvig, P., & 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), 278-290.
Todorović, M. L., Petrović, D. Č., Mihić, M. M., Obradović, V. L., & Bushuyev, S. D. (2015).
Project success analysis framework: A knowledge-based approach in project
management. International Journal of Project Management, 33(4), 772-783.