Project Management: 7 Keys to gaining cross-functional buy-in for a technology project.
This presentation is especially relevant to enterprise software implementations.
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Driving project success across the enterprise final jlw
1. Driving Project Success across the
Enterprise
7 Keys to Cross-functional buy-in
JL Watson Consulting
Know Your Customers. Grow Your Business.
2. www.jlwatsonconsulting.com
Why should you care?
“No-one is certain of the real cost of failed software
projects, but in the US alone it is estimated to be
upwards of $75 billion a year in re-work costs and
abandoned systems.“
Computer Weekly Magazine,
December 31, 2007
4. www.jlwatsonconsulting.com
Top 5 Causes of Project Failure
1. Lack of Customer Involvement
2. Poor Requirements
3. Scope Creep
4. No Change Control System
5. Poor Testing
My Management Guide
September 1, 2010 by Eric Morkovich
8. Goal: Coordinate functions across departments.
Sales Marketing Support
Single Centralized System
Remove silos; join and centralize
functions, processes and information.
10. www.jlwatsonconsulting.com
7 Keys to Cross-functional buy-in
1. Align project with corporate strategy.
2. Get executive sponsorship
3. Give ownership to the business (not IT).
4. Cross-functional representation in the
requirements definition.
5. Involve the end-users.
6. Identify and Communicate Functional
Advantages
7. Post-live follow-through
11. www.jlwatsonconsulting.com
7 Keys to Cross-functional buy-in
1. Align project with corporate strategy.
2. Get executive sponsorship
3. Give ownership to the business (not IT).
4. Cross-functional representation in the
requirements definition.
5. Involve the end-users.
6. Identify and Communicate Functional
Advantages
7. Post-live follow-through
12. 1. Align the project
with the
Organization’s
Strategy.
13. www.jlwatsonconsulting.com
7 Keys to Cross-functional buy-in
1. Align project with corporate strategy.
2. Get executive sponsorship.
3. Give ownership to the business (not IT).
4. Cross-functional representation in the
requirements definition.
5. Involve the end-users.
6. Identify and Communicate Functional
Advantages
7. Post-live follow-through
15. www.jlwatsonconsulting.com
7 Keys to Cross-functional buy-in
1. Align project with corporate strategy.
2. Get executive sponsorship.
3. Give ownership to the business (not IT).
4. Cross-functional representation in the
requirements definition.
5. Involve the end-users.
6. Identify and Communicate Functional
Advantages
7. Post-live follow-through
18. www.jlwatsonconsulting.com
7 Keys to Cross-functional buy-in
1. Align project with corporate strategy.
2. Get executive sponsorship.
3. Give ownership to the business (not IT).
4. Define requirements across all functions.
5. Involve the end-users.
6. Identify and Communicate Functional
Advantages
7. Post-live follow-through
28. www.jlwatsonconsulting.com
4. Define requirements across all functions.
Business Process Revision
Design the process for
the customer.
Reduce customer
effort.
Maximize customer
value.
Be more customer-focused.
29. www.jlwatsonconsulting.com
7 Keys to Cross-functional buy-in
1. Align project with corporate strategy.
2. Get executive sponsorship.
3. Give ownership to the business (not IT).
4. Define requirements across all functions.
5. Involve the end-users.
6. Identify and Communicate Functional
Advantages
7. Post-live follow-through
30. www.jlwatsonconsulting.com
5. Involve the end-users.
"If McDonalds were run like a
software company, one out of
every hundred Big Macs would give
you food poisoning ... and the
response would be "we're sorry,
here's a coupon for two more..." --
The Software Conspiracy
31. www.jlwatsonconsulting.com
7 Keys to Cross-functional buy-in
1. Align project with corporate strategy.
2. Get executive sponsorship.
3. Give ownership to the business (not IT).
4. Define requirements across all functions.
5. Involve the end-users.
6. Identify and Communicate Functional
Advantages
7. Post-live follow-through
33. www.jlwatsonconsulting.com
7 Keys to Cross-functional buy-in
1. Align project with corporate strategy.
2. Get executive sponsorship.
3. Give ownership to the business (not IT).
4. Define requirements across all functions.
5. Involve the end-users.
6. Identify and Communicate Functional
Advantages
7. Post-live follow-through
36. www.jlwatsonconsulting.com
7 Keys to Cross-functional buy-in
1. Align project with corporate strategy.
2. Get executive sponsorship
3. Give ownership to the business (not IT).
4. Define requirements across all functions.
5. Involve the end-users.
6. Identify and Communicate Functional
Advantages
7. Post-live follow-through
There are nearly as many definitions of CRM as there are CRM vendors. But this definition from the Gartner Group defines CRM is practical and concise terms.
CRM is NOT a technology, but a business strategy with a clear business goal of maximizing business results by segmenting customers, tailoring products and services to meet the unique needs of the customer segments, and refining and joining processes to make them more “customer-friendly.”
There are nearly as many definitions of CRM as there are CRM vendors. But this definition from the Gartner Group defines CRM is practical and concise terms.
CRM is NOT a technology, but a business strategy with a clear business goal of maximizing business results by segmenting customers, tailoring products and services to meet the unique needs of the customer segments, and refining and joining processes to make them more “customer-friendly.”
You need to re-orient people and processes toward a customer-centric approach, before selecting technology to automate it. You need to define what needs to be automated, and how, before you select the tools to do it.
Present a “single face” to the customer.
CRM is a 3-layer strategy that begins with people who are trained to maximize every customer touchpoint, by engaging from the customer’s point of view. Those customer-focused people execute lean business processes that are joined seamlessly, to create a positive experience for the customer. Finally, technologies role is to provide a single, 360-degree view of each customer, and automate the business processes, delivering greater value to the employees and the customers.
CRM is a 3-layer strategy that begins with people who are trained to maximize every customer touchpoint, by engaging from the customer’s point of view. Those customer-focused people execute lean business processes that are joined seamlessly, to create a positive experience for the customer. Finally, technologies role is to provide a single, 360-degree view of each customer, and automate the business processes, delivering greater value to the employees and the customers.
CRM is a 3-layer strategy that begins with people who are trained to maximize every customer touchpoint, by engaging from the customer’s point of view. Those customer-focused people execute lean business processes that are joined seamlessly, to create a positive experience for the customer. Finally, technologies role is to provide a single, 360-degree view of each customer, and automate the business processes, delivering greater value to the employees and the customers.
CRM is a 3-layer strategy that begins with people who are trained to maximize every customer touchpoint, by engaging from the customer’s point of view. Those customer-focused people execute lean business processes that are joined seamlessly, to create a positive experience for the customer. Finally, technologies role is to provide a single, 360-degree view of each customer, and automate the business processes, delivering greater value to the employees and the customers.
CRM is a 3-layer strategy that begins with people who are trained to maximize every customer touchpoint, by engaging from the customer’s point of view. Those customer-focused people execute lean business processes that are joined seamlessly, to create a positive experience for the customer. Finally, technologies role is to provide a single, 360-degree view of each customer, and automate the business processes, delivering greater value to the employees and the customers.
CRM is a 3-layer strategy that begins with people who are trained to maximize every customer touchpoint, by engaging from the customer’s point of view. Those customer-focused people execute lean business processes that are joined seamlessly, to create a positive experience for the customer. Finally, technologies role is to provide a single, 360-degree view of each customer, and automate the business processes, delivering greater value to the employees and the customers.
CRM is a 3-layer strategy that begins with people who are trained to maximize every customer touchpoint, by engaging from the customer’s point of view. Those customer-focused people execute lean business processes that are joined seamlessly, to create a positive experience for the customer. Finally, technologies role is to provide a single, 360-degree view of each customer, and automate the business processes, delivering greater value to the employees and the customers.
CRM is a 3-layer strategy that begins with people who are trained to maximize every customer touchpoint, by engaging from the customer’s point of view. Those customer-focused people execute lean business processes that are joined seamlessly, to create a positive experience for the customer. Finally, technologies role is to provide a single, 360-degree view of each customer, and automate the business processes, delivering greater value to the employees and the customers.
CRM is a 3-layer strategy that begins with people who are trained to maximize every customer touchpoint, by engaging from the customer’s point of view. Those customer-focused people execute lean business processes that are joined seamlessly, to create a positive experience for the customer. Finally, technologies role is to provide a single, 360-degree view of each customer, and automate the business processes, delivering greater value to the employees and the customers.
CRM is a 3-layer strategy that begins with people who are trained to maximize every customer touchpoint, by engaging from the customer’s point of view. Those customer-focused people execute lean business processes that are joined seamlessly, to create a positive experience for the customer. Finally, technologies role is to provide a single, 360-degree view of each customer, and automate the business processes, delivering greater value to the employees and the customers.