Development Of CRM System Within The Organization

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Development Of CRM System Within The Organization

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Development Of CRM System Within The Organization

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Question:
Discuss about the development of CRM system within the organization.

Answer:

Title
The title of the project is “development of CRM system” within the organization “Tier One Suppliers Insurance Group”.
Scope Overview
The scope of the project is mainly categorized into in-scope and out-scope.
In-scope: The in-scope of the project includes:

Up gradation of information system of the organization “Tier One Supplier Insurance Group”
Developing CRM system within the organization
Issuing tablets to the workers of the organization
Integration of laptop and tablets with the TOSIG system

Out scope: The out scope of the project includes:

Proper training facility is not provided to the workers of the organization
Information about the suppliers are not elaborated

Business case
The organization “Tier One Suppliers Insurance Group” offers insurance service for improving stockyards, fencing, storage silos, building as well as machinery. The main aim of the organization is to maintain its customers and to enhance the number of insurance products that is delivered to the customer of the organization. The staffs of the organization needs to re-enter information within the TOSIG system at the end of the day and after then they generally receives a report. However, one of the major concern that is rising is that the organization is missing opportunities for selling insurance, as their agents does not have the ability of receiving report in the field. Another factor that is reducing the sale of insurance is that the organizational staff spend much time in the office in entering information into the system for visiting the site. One of the major threat that the organization is getting is due to the entrance of other insurance companies within Australia. In order to resolve all the issues and challenges, the organization wants to upgrade their information system into CRM system. The organization provides tablets as well as laptop to the agents and integrate them with the TOSIG system so that the data will directly move to the cloud thus reducing the time that the argents generally spend on entering data.

Background
The organization “Tier one supplier insurance group” generally helps in offering insurance to the tier one suppliers for improving buildings, fencing, stockyards, machinery as well as storage silos. The organization is operating from the last 65 years and they generally pride themselves on traditional values in order to maintain long-term relationships with the clients of the organization. They generally underwrite insurance on 6.7 billion dollar and have 150 agents on the field who mainly involves in maintaining offices for enhancing the number of insurance products that is mainly offered to the clients. The organization also want to enhance the sales of insurance within medium as well as small size organizations in various regional areas.
Milestone schedule

Task Name

Duration

Start

Finish

Implementation of CRM system

58 days

Fri 11-05-18

Tue 31-07-18

Project initiation phase

13 days

Fri 11-05-18

Tue 29-05-18

Business case development

3 days

Fri 11-05-18

Tue 15-05-18

Identifying need for CRM system

2 days

Wed 16-05-18

Thu 17-05-18

Undertaking feasibility analysis

2 days

Fri 18-05-18

Mon 21-05-18

Defining project activities

1 day

Tue 22-05-18

Establishment of project charter

3 days

Wed 23-05-18

Fri 25-05-18

Appointment of team members

2 days

Mon 28-05-18

Tue 29-05-18

Milestone 1: Completion of project initiation phase

0 days

Tue 29-05-18

Planning phase of the project

15 days

Wed 30-05-18

Tue 19-06-18

Project plan development

3 days

Wed 30-05-18

Fri 01-06-18

Resource plan development

2 days

Mon 04-06-18

Tue 05-06-18

Financial plan development

3 days

Wed 06-06-18

Fri 08-06-18

Quality plan development

2 days

Mon 11-06-18

Tue 12-06-18

Creation of acceptance plan

3 days

Wed 13-06-18

Fri 15-06-18

Development of communication plan

2 days

Mon 18-06-18

Tue 19-06-18

Milestone 2: Completion of planning phase

0 days

Fri 15-06-18

Execution phase of the project

26 days

Wed 20-06-18

Wed 25-07-18

Project prototype development

4 days

Wed 20-06-18

Mon 25-06-18

Drafting configuration plan

3 days

Tue 26-06-18

Thu 28-06-18

Data transfer

4 days

Fri 29-06-18

Wed 04-07-18

Database connection

2 days

Thu 05-07-18

Fri 06-07-18

Response time testing

5 days

Mon 09-07-18

Fri 13-07-18

Query testing

3 days

Mon 16-07-18

Wed 18-07-18

Acceptance testing

2 days

Thu 19-07-18

Fri 20-07-18

Software testing

1 day

Mon 23-07-18

Testing data warehouse

1 day

Tue 24-07-18

Connection testing

1 day

Wed 25-07-18

Milestone 3:Completion of execution phase

0 days

Wed 25-07-18

Closure phase

4 days

Thu 26-07-18

Tue 31-07-18

Post project review

2 days

Thu 26-07-18

Fri 27-07-18

Stakeholder sign off

1 day

Mon 30-07-18

Go live

1 day

Tue 31-07-18

Milestone 4: Completion of project closure phase

0 days

Tue 31-07-18

Risks, assumptions and constraints
Project risk

Risk

Description

Impact

Probability

Mitigation process

Schedule slippage

If the project schedule is not tracked properly then the project manager faces challenges in finishing the project within the expected deadline

Significant

Very Likely

In order to resolve the issues the project manager must track the schedule of the project regular for making sure that the project is going in the right direction.

Budget shortfall

If the budget of the project is not managed appropriately then the project faces challenges due to shortage of project budget

Significant

Likely

In order to mitigate the issue it is necessary to use earned value analysis for making sure that proper amount budget is utilized on the project.

Inexperienced project manager

If the project managers are not experienced then they faces lot of issues and challenges in finishing the project.

Moderate

Possible

The problem can be avoided by hiring experienced project managers within the project.

Improper integration

If the system is not integrated properly, in the cloud then the data that is entered will not store within the cloud and as a result, the data as well as information can get lost.

Significant

Likely

It can be mitigated by the checking the problem by the system engineer who generally fixes the problem.

Improper management

If the project is not managed properly within the project then it will be quite difficult to finish the project on expected time and budget.

Moderate

Possible

Proper management strategies must be utilized by the staffs of the organization for managing the project in each of the phase of the project.

Assumption
The assumptions that are made within the project are as follows:

The entire project will get finished within the budget of around $10 000.
It is expected that the project of CRM development will get finished within 58 days.
It is assumed that the project will follow the project scope during the entire progress phase.

Constraints
The constraints of the project are as follows:
Time: The development of CRM system must be finished within 58 days otherwise the budget that is associated with project development will increase.
Budget: The entire project should be finished within the budget $10 000.
Scope: The project must follow the scope in order execute the entire project within the expected budget and time.
Stakeholder list
The stakeholders who are involved within the project are listed in the table below:

Stakeholders

Responsibilities

Project manager

The project manager mainly engages within the project in order to manage, monitor as well as execute the project from the initiation until the closure phase of the project.

Project planner

The project planner mainly engages in estimating the resources as well as time that is needed in finishing the project effectively. They also monitors as well as determines the effectiveness of the project with the help of proper qualitative and quantitative tools.

Human resource manager

The human resource manager is the person who mainly engages in hiring the team members for the project.

Financial manager

The financial managers plays a great role in managing the budget of the project successfully.

Application engineer

The application engineers are responsible for developing, designing as well as implementing various applications as well as programs. They are generally able to create applications that generally respond to the needs as well as requirements of the customers. In addition to this, they also provide technical support.

Database administrator

The database administrator is responsible for software installation, maintenance, data extraction, loading, transformation, specialized handling of data, proper database backup and recovery. The database administrator also plays a great role in minimizing the risks that is associated with the database software.

Technical analyst

The technical analyst are the person who are mainly responsible for administering IT systems for recommending proper efficient modifications for improving the efficiency as well as for reducing the operations by determining appropriate procedures for all the IT related technologies that generally assists in all equipment configuration.

Risk manager

The risk manager is the person who mainly involves within the project and analyzes the risks as well as challenges that are associated within the project in order to resolve them with the help of proper mitigation strategy.

Bibliography
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), pp.761-778.
Fleming, Q.W. and Koppelman, J.M., 2016, December. Earned value project management. Project Management Institute.
Heldman, K., 2018. PMP: project management professional exam study guide. John Wiley & Sons.
Joslin, R. and Müller, R., 2015. Relationships between a project management methodology and project success in different project governance contexts. International Journal of Project Management, 33(6), pp.1377-1392.
Kerzner, H., 2017. Project management metrics, KPIs, and dashboards: a guide to measuring and monitoring project performance. John Wiley & Sons.
Kucharska, W. and Kowalczyk, R., 2016. Trust, Collaborative Culture and Tacit Knowledge Sharing in Project Management–a Relationship Model.
Marcelino-Sádaba, S., Pérez-Ezcurdia, A., Lazcano, A.M.E. and Villanueva, P., 2014. Project risk management methodology for small firms. International journal of project management, 32(2), pp.327-340.
Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management: linking project management performance and project success. International journal of project management, 32(2), pp.202-217.
Riol, H. and Thuillier, D., 2015. Project management for academic research projects: balancing structure and flexibility. International Journal of Project Organisation and Management, 7(3), pp.251-269.
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.
Todorovi?, M.L., Petrovi?, D.?., Mihi?, M.M., Obradovi?, V.L. and Bushuyev, S.D., 2015. Project success analysis framework: A knowledge-based approach in project management. International Journal of Project Management, 33(4), pp.772-783.
Too, E.G. and Weaver, P., 2014. The management of project management: A conceptual framework for project governance. International Journal of Project Management, 32(8), pp.1382-1394.

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