Keys to Successful Implementations CRM, Financials,Payroll, Humana Resource..)

Are you a large organisation deploying a business solution CRM, BI, ERP,HRMS etc..)

Or

a medium sized organisation deploying a mid market CRM/ERP or related business package

Irrespective of your specific situation – you have decided to invest in a technology solution to improve the efficiency of the business processes

and

the productivity of your people your investment decision was more than likely based on an assessment of your current business pains/ challenges and the requirements for the future

and

you would have also identified the areas that should have immediate improvement/impact once each milestone (of the systems implementation) is completed

and

estimated some ROI targets and timeframes for your technology investment

Unfortunately, none of the above will guarantee a successful implementation i.e. achievement of the business objectives and targets for the project.

From my practical experience with several implementations covering mid market solutions (Microsoft CRM, Microsoft Dynamics Nav)   – the success of any project/ implementation is also largely dependent on: (a) on the quality of the project directorship and (b) the on going management of the project

In a broad sense the Project Director will be responsible for:

a)  continuously ensuring that the project is on track to deliver the objectives of the business and the ROIs

b) ensuring that the project is adequately resourced (and funded)

c) ongoing communication of project objectives, project progress and change management issues to the steering committee and the key stakeholders

d) leading (and functioning as a key influencer on) change management initiatives

In small to medium size organisation often the project director is a key member of the current senior executive team i.e. CFO, CEO etc. and they play a pivotal role in ensuring the projects success.

Soft skills required of a Project Director:

• strategic thinker
• believer of the value technology based business solutions
• efficient communicator – is able to communicate succinctly with the various levels of stakeholders
• open minded – is open to new ideas and could direct teams towards change
• able to resolve conflict objectively and say “no” gracefully
• well honed sense of judgment – able to foresee issues clearly and guide teams towards resolutions

In a broad sense the Project Manager is generally responsible for:

a)    successful planning and implementation of the project, within the framework set by the project director and the steering committee

b) recognising “project risks” (i.e. situations that could directly and indirectly impact the successful completion of the project during the various stages in its lifecycle) and deploying appropriate risk mitigation strategies throughout the lifecycle of the project

Soft skills/disciplines required of a Project Manager:

• ability to define scope, and break them down to sequential activity
• estimating, budgeting, cost control and reporting
• team builder, ability to engage and mobilize direct and indirect teams
• ability to deploy appropriate project methodology towards optimum outcomes

Small to medium size organisations often lack the resources to engage in house project management professionals. And therefore they look to their vendors to introduce the relevant management disciplines to the project. The soft skills and attributes required of ERP/ CRM and project management professionals specializing in small to medium sector are very different to their counterparts working with larger organisaitons.

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