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Cloud Project Recovery Case Studies
- 1. 1© 2000 - 2013 C5 Insight All rights reserved. Proprietary and confidential. May not be reproduced or distributed without written permission. Cloud Why some cloud projects fail and practical tools for prevention or recovery 4/22/2013
- 2. 2 Non Disclosure Agreement For the purposes of this document, and except as otherwise expressly provided in this document, "Confidential Information" means any information that C5 Insight, Inc. (“C5 Insight”) desires to protect against unrestricted disclosure by the receiving party (“Recipient”). The Recipient agrees that it will hold in confidence the Confidential Information disclosed within this document and any documents, presentations, software, methods or other information shared by C5 Insight in print, electronic, verbal or any other format. The Recipient shall exercise reasonable care to protect the Confidential Information from unauthorized disclosure, which care shall in no event be less than the Recipient takes to protect its own Confidential Information of a like nature. The Recipient may disclose Confidential Information only to its employees or agents who need to know such information for purposes of this agreement, and shall inform such employees and agents, by way of policy and agreement, that they are bound by obligations of confidentiality. The entire content of this statement of work is classified as Confidential Information and by reading any further content within this document, the recipient is bound by the terms of this non- disclosure agreement. 4/22/2013
- 3. 3 Quick Introduction | About Us 4/22/2013
- 4. 4 Quick Introduction | About Us 4/22/2013 Public Cloud Partner Cloud Private Cloud Infrastructure as a Service (IaaS) Software as a Service (SaaS) Platform as a Service (PaaS)
- 6. 6 77% of NA companies currently using public cloud 74% of companies using cloud expect to increase cloud spend in 2012 by > 20% US Businesses will spend $36 billion on cloud-delivered IT services in 2015 30%+ of 2014 spending on enterprise apps will be via the cloud model >80% of Global 2000 will still have >50% of IT onsite in 2020 2011 – 2015: SaaS spending will grow by 105% IaaS spending will top $33 billion PaaS spending CAGR hits 48.5% Source: IDC NA Cloud Computing Survey, January 2011 n=603, and IDC #228845 (June 2011) Where is the Cloud Going?
- 7. 7 Cloud Quotes You Will Never Hear 4/22/2013 The cost savings alone justified moving to the cloud. We can do everything in the cloud the same way that we did it on premise. Everyone wanted to use the new cloud app because it made them so much more productive right away. We just turned it on and got to work. Within a few weeks our teams started to get more collaborative and innovative. That was easy.
- 9. 9 The Facts | CRM in the Cloud • Failure rates thru the years from the analysts • 2001 Gartner Group: 50% • 2002 Butler Group: 70% • 2002 Selling Power, CSO Forum: 69.3% • 2005 AMR Research: 18% • 2006 AMR Research: 31% • 2007 AMR Research: 29% • 2007 Economist Intelligence Unit: 56% • 2009 Forrester Research: 47% 4/22/2013 “Customer relationship management projects are notoriously difficult to get right …” - ZDnet - 2009 Source: blog.infotech.com, April 2010
- 10. 10 The Facts | Collaboration in the Cloud • COLLABORATION REGRETS: What percentage of organizations feel that their decision to implement SharePoint was a good one? • 44% • NO DIRECTION: The most important reason cited for project failures was “Unclear project objectives and metrics.” What percentage said this? • 25% 4/22/2013
- 11. 11 The Facts | CPR Projects on the Rise 4/22/2013 41% 59% C5 Insight Proposals to New Prospects Standard CPR Source: C5 Insight, 2013
- 12. 12 The 7 Deadly Sins of Cloud Projects © 2000-2013, C5 Insight, Inc. All rights reserved. 4/22/2013 1 2 3 4 5 6 7 Bad Buying Process The Silver Bullet / The Quick Fix Failure is an Option (No Management Commitment) Scope Creep The Cloud Silo Threatened and Empowered Employees Technology that is Difficult to Use or Customize
- 13. 13 Case Study | A Lesson Learned by a Second Timer • Who: A non-profit with over 525 employees. • What: The initial implementation was bid-out via RFP with the selected partner being the low-cost bidder. • Situation Assessment: Shortly after launching the project, the vendor took components out of scope and submitted proposals for additional investment to handle those tasks. A junior team caused issues on the project and required additional employee resources to manage. • The CPR: A team of experienced professionals was deployed to provide rescue services. The project was fully scoped-out with phased delivery to keep each portion within budget. Needs were prioritized to deliver critical missing functionality as quickly as possible. • How Are They Recovering: The project is now entering its third phase of deployment, including CRM and collaboration platform integration, with broad user adoption and a clear roadmap for expected future phases. 4/22/2013 1
- 14. 14 Selection Criteria | Lessons from the 2nd Timers 1st Time Buyers 1. Price of software 2. Ease of implementation 3. Ease of use 4. Software fit to business 5. Software functionality 6. Software works with existing hardware 7. Software scalability 8. Level of support from partner 9. Quality of documentation 10. Implementation partner performance track record 2nd Time Buyers 1. Level of support from partner 2. Implementation partner performance track record 3. Software fit to business 4. Software scalability 5. Price of software 6. Quality of documentation 7. Software functionality 8. Ease of use 9. Ease of implementation 10. Software works with existing hardware 4/22/2013 Source: SalesWorks
- 15. 15 Case Study | Two Strikes, and a Home Run • Who: A large university, with one of the top online programs in the country. • What: A student recruiting process implemented using Dynamics CRM. • Situation Assessment: An initial vendor went more than 200% over budget. The second vendor was unsuccessful in repairing flaws in the system. The 300 person recruiting team’s productivity was stifled at a significant cost to the university. • The CPR: C5 Insight conducted a CPR audit of their CRM implementation. Business processes, custom code, infrastructure, user experience and documentation were all evaluated. Immediate changes were made to improve the user experience and system performance. A software upgrade was recommended to further drive team productivity. Technology upgrades typically required a day of downtime costing the school tens of thousands of dollars - C5 Insight devised a strategy for the cloud app to compress the upgrade timeframe to avoid this. • How Are They Recovering: CRM has been rolled out to over 1,000 users across the university. It is now a core part of their operations and they continue to find new uses for the solution. The upgrade, which took place 6/2012, in the words if their IT Director, “Had no problems at all … unprecedented for any technology upgrade.” 4/22/2013 2
- 16. 16 How Project Leaders Undermine Cloud Success • Agreeing with or promoting a minimal training option • Don’t structure an objective and empowered team • Not putting serious effort into matching the configuration to company work processes • Being a “casual” user • Looking for faults to quickly claim failure • “Don’t use the new system, just email me the report in Excel”
- 17. 17 3 Case Study | Better Together • Who: A top 10 national financial services provider. • What: A Salesforce.com implementation and a number of “best of breed” applications for lead management, email marketing and web analytics; using manual processes for integrating back-end systems with CRM. • Situation Assessment: Users liked their best of breed applications, but found that considerable time was spent trying to reconcile across systems to share information and generate reports. The manual data sharing processes broke down due to changes across databases, resulting in a loss of thousands of active lead records in the CRM solution. • The CPR: A professional integration tool (Scribe Insight) was used to recover lost records from backups quickly. Best of breed apps are gradually being migrated to new tools integrated with the CRM platform. A formalized approach integration is being deployed to eliminate the risk of issues experienced with the manual process. • How Are They Recovering: Data was recovered quickly enabling the business to resume normal operations within 3 business days. Although integrated applications lack some features, the time savings and integration more than offset limitations. 4/22/2013
- 18. 18 The 7 Habits of Cloud Success © 2000-2013, C5 Insight, Inc. All rights reserved. 4/22/2013 1 2 3 4 5 6 7 Measure Twice … Cut Once Keep It Simple Get All Stakeholders Involved Invest in the Unseen Build in an Employee Critical Process Training and Governance are Processes - Not Projects Always Improve: Those Who Adapt Fastest will Win
- 19. 19 Case Study | Too Much of a Good Thing • Who: A large manufacturer of hotel guest supplies • What: A well-planned, small scope, pilot SharePoint deployment • Situation Assessment: Shortly after deploying the pilot project to a single department, good news traveled fast and other departments and users began leveraging SharePoint, creating sites, customizing pages, adding users, etc. • The CPR: Run, the fire is spreading too fast! The first step was to better understand exactly who was using SharePoint throughout the organization. SharePoint web analytics and interviews/conversations with the departments helped determine this. Next, an audit was performed to determine the functionality being used by these departments. Once it was understood what users were doing with SharePoint, a Governance Committee was formed to develop and implement the “rules of the road” for this organization. Lastly, the committee members worked with each department to get their sites in alignment with the overall rules and trained each department on the rules and SharePoint functionality. • How Are They Recovering: Users feel empowered and are able to be self-sufficient, but within the boundaries set by the organization – there are simply things you can and can’t do. Users also better understand how to use certain functionality, which makes them more productive and satisfied with their work. 4/22/2013 4
- 20. 20 CUBS™ | Balances Stakeholder Needs SYSTEMSCUSTOMERS BUSINESSUSERS Most cloud projects focus on a single group of stakeholders. Successful projects balance the needs of all four critical stakeholder groups.
- 21. 21 5 Case Study | Third Time’s The Charm • Who: An international university with a globally dispersed alumni population • What: A social alumni portal on SharePoint that would keep alumni profiles in sync with the alumnus’ primary record in CRM • Situation Assessment: After two failed implementations over 2 months, and very little accomplished, the client came to C5 Insight with an extremely short timeframe remaining (6 weeks) and a project that never got off the ground. • The CPR: First, we had to stop the bleeding and the pain. We knew we had to play catch-up, so we moved quickly to get a team in place to tackle this project. Next, we quickly prioritize the needs, eliminating functionality that was not “mission critical” for the graduation deployment. Lastly, we didn’t want anything to slip through the cracks, so our QA group tested like crazy. • How Are They Recovering: Shortly after the successful launch for graduation, we conducted a three-day Scoping Assessment to recast the vision and direction for SharePoint. We have since been asked to rescue another project for this client that we are actually wrapping up this month. 4/22/2013
- 22. 22 Cloud Quotes You Could Hear 4/22/2013 Moving to the cloud improved every facet of our business from operations to sales to accounting to customer service. Our technology can scale almost automatically - it can grow or shrink to right size to our business needs. Key performance metrics are visible across the enterprise and we can respond more quickly to marketplace changes. Downtime is almost non-existent and time-consuming support calls to IT support have been eliminated. Our technology costs have become predictable and, over time, have been reduced significantly. We are a much more agile business - new innovations are inspired and delivered at a faster pace than before.
- 23. 234/22/2013 Things Will Slow Down Before They Speed Up PRE-CLOUD 60 DAYS 120 DAYS 180 DAYS Time spent on daily work processes Time spent learning and keying information
- 24. 24 Summary | Key Points to Remember 4/22/2013 • The Cloud Success Equation • • 7 Habits – 7 Deadly Sins = Success • How To Know If I Need CPR: • Perform regular adoption reviews, self-examinations and check-ups • Solicit feedback from users and managers (even if you don’t want to know) • The Road to Recovery: • Avoid Denial, Avoid Blame, Accept Responsibility, The Oz Principle • Be brutally honest • View challenges as an opportunity to solve another problem • Don’t be afraid to “fire” someone
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- 3 MINUTESFACT 1: 44% of organizations feel that their decision to implement SharePoint was a good one.QUESTION 1: For those that thought it wasn’t a good decision, they were asked, Why do you feel your SharePoint implementation was not a good decision? The #1 answer was “we didn’t plan or execute the deployment properly. What percentage said this?33%FACT 2: “Lack of expertise to maximize its usefulness” is given as the biggest on-going business issue by 46%. The #2 reason was lack of strategic plans on what to use it for.QUESTION 2: The most important reason cited for project failureswas “Unclear project objectives and metrics” What percentage said this? 25%What was the average failure rate over that time?How many think it was around 20%? …30%? … 50%?.... 70%?Actual number was 46%Governance of metadata and dealing with site proliferation are given as the biggeston-going technical issues, along with missing functionality. SharePoint is also consideredto be technically difficult and takes longer than expected to roll out.44% of organizations feel that their decision to implement SharePoint was a good onebecause it works well as a basic system, but they admit that they struggle to use it to its full potential. Thisis hardly a glowing endorsement, although it could probably be said of any complex enterprise-levelsystem. This figure grows to 50% for the largest organizations (who might be expected to have betterskills) versus 28% of the smallest.Why do you feel your SharePoint implementation was not a good decision?We didn’t plan/execute the deployment properly - 33%This session answers the questions of “Why do some SharePoint and CRM projects fail ?” and “How do we turn them around if they’re in the process of failing?”
- While we wait a few minutes for others to join us, I’m going to pop-up a poll so that I can get to know you a little bit better.POLL 1:What is Your Primary Area of Responsibility?Executive / ManagementSalesServiceMarketingInformation TechnologyOtherIntroduce myself and C5 Insight while we are waitingWe help people with processes around sales, marketing, collaboration and customer service.
- So we are going to focus on “applications” in the cloudEither out of the box applications - such as CRM or SharePointOr applications built on platforms - such as CRM or SharePointOr custom applications built in the cloud using platorms like Salesforce’s Force.com and Microsoft AzureWe won’t focus on infrastructure such asEmailDesktop applications (such as Word, Excel)SQL or database serversQuick show of hands:Who here has SharePoint used within their organization?Who here is using Salesforce.com?Microsoft CRM?Who has custom applications built on top of one of those tools that significantly expands it?And who has entirely new custom applications in the cloud?
- This is a lot to do in just 45 minutesSo let’s dive right in!
- The cloud is growingWhat does all of this growth mean?LOTS OF HYPE and LOTS OF MISINFORMATION!
- So all of this hype has led to some impossibly high expectationsThese quotes may seem a bit absurdBut if you listen to the expectations of the management team and the promises made by vendors BEFORE a project starts, they actually sound remarkably similar to thisIn truth, the cloud can do a few thingsFor smaller businesses - it can very quickly remove some of the headaches associated with managing your own IT (or having an outside partner manage your IT). In fact, the smaller and newer you are, the sooner you can realize the benefits of the cloud.Larger established businesses will go through a migration. It is a longer-term commitment that may have very few immediate benefits - but becomes a true game-changer long term
- We’ve helped a lot of clients recover from cloud failure.Interestingly enough - the failures we have encountered have yet to involve most of these items with the exception of the cost overruns one!It’s not that they never do or never will - but the issues we run into are a bit different.It’s probably because there is so much focus on these issues that there are some pretty good proven mitigation strategies in place to prevent these.Let’s look at some facts that we’ve seen.
- You can see that the rates don’t seem to have varied much over the years, and the most optimistic failure rate is still about 20%, with the average around 50%
- COLLABORATION REGRETSHow many think that 90%+ said it was a good decision?How many think 75%+ said it was a good decision?50%+?Less than 50%?NO DIRECTION* Just show this one
- A recent data pointOur own data shows us that nearly 60% of the work we are asked to do for new clients falls into the category of CPR work - fixing something that wasn’t done right in the first place.Only about 40% of what we do is new project work.Failure is clearly a problem out there - so let’s get real about it, define it, and come up with some ways to address it.
- Let’s take a look at the 7 deadly sins…1. Bad buying process - the seeds of failure can be sown before the project even starts! How many of you have had to implement a solution because and executive really liked the demo? BAD SIGN!2. The Silver Bullet - the cloud is not a quick fix and it’s not a panacea. It requires effort on your part. There is almost nothing in the cloud that can just be “licensed and turned on”.3. Failure is an Option - We just published a blog on this topic the other day. Management needs to do more than buy-in. They need to be a part of the answer.4. Scope Creep - when you see all the toys you can have with CRM, it’s very tempting to keep adding them to the mix. This is a death trap though. You need the discipline to decide what the scope is and to say “that’s out of scope” to anything that doesn’t fit.5. CRM in a Silo - The most successful CRM systems talk to other systems in the organization. CRM is made to help your people and your customers work better together. And it does the best possible job at this if you make it work together with your other systems.6. The reality is that the cloud is a threat to some job functions in an organization. Businesses didn’t migrate to using public utilities instead of generating their own power without restructuring. You need to think carefully about who is making decisions and who is running a project. The threat can be fear of job loss to the cloud; or fear that someone will lose control of a relationship with the business. Having an objective leadership structure in place is important to the success of cloud projects.7. The bottom of our list is technology. That’s usually at the top of the list when organizations are making a buying decision. Truth is, any solid modern CRM system can likely be a success. When you’re in a race, the driver can be much more important than the car. When you’re implementing CRM, the team and the process is much more important than the software.
- As a case study, let’s think about our first sin.This was a non-profit that spent quite a bit of time and money developing their requirements and made a good decision about getting expert help to do that.Then they put it out as an RFP.The problem with most RFPs for CRM is that requirements can be very vague. Vendors can offer whatever price they want and then claim that anything that wasn’t strictly defined in the RFP is out of scope.And, of course, that’s exactly what happened here.This non-profit learned their lesson and developed a PARTNERSHIP rather than a VENDOR relationship. They got the expertise that they needed and kept the budget controls in place that they wanted.So although the project sputtered a bit, it quickly got back on track.
- Here is a bit of research from an organization called SalesWorksIt compares first time and second time buyers of software - and our finding is that this is the same for first and second time acquisitions of cloud software.To summarizeFirst timers are looking for “software” and a “vendor” to set it up for them.Second timers are looking for a “trusted partner” who can be a part of their team and help with far more than software.
- It can be difficult to find the expertise that you need during your buying processThis university tried twice and had significant cost overruns and still didn’t have a finished productWe were able to help them identify problem areas, make improvements and do an upgrade in a very efficient mannerThe bottom line is that not all CRM experts are created equal. You need to :Make sure the team is well matched to yours - are they too big? Too small?Do they have all the right roles to take care of you? Process Consultants? Project Managers? Developers? Infrastructure Experts?
- Managers too easily get captured by the “it’s so easy” marketingManagementcan be a significant contributor to the failure of CRM projects. You’ll see examples of this peppered into many of the case studies that we go through.Check out the blog on blogs.c5insight.com for some examples of this and how to deal with it.The bottom line is that many executives and managers feel that approving proposals and showing up to status meeting is “buy-in”. True buy-in means that management will take personal responsibility for the success of the project and will be USERS of the system themselves.
- Integration is key to the success of a CRM project, but integration is not always what you think it means.Not only do you want to integrate CRM with your other systems at a data level - so your team can see the full picture of the customer in one place without opening multiple systems.You may also need to drop some of those “favorite” applications in favor of applications that integrate directly into CRM.In this particular case, the company needed both:They had a manual process for integrating data that was both slow and error-proneAnd they used some external apps that, while possibly better than what they could get that natively integrated with their CRM system, they created bottlenecks for information sharing that needed to be remediedBy addressing these issues, they were able to lower costs and drive more bottom-line benefit.
- So let’s look at the habits that help organizations to overcome the sins.Measure twice: Begin with the end in mind - 20%-35% of the total time spent on your project should be spent PLANNING rather than DOINGIf you have a sophisticated project, then the same goes for your TESTING - test before rollout, get users to provide feedback before giving it to everyonePractice KIS: Keep it Simple.It’s okay if CRM systems get quite complex over time - but they shouldn’t start that wayThe rule of thumb here: if you haven’t given up so much that it makes you cringe, then you haven’t gotten it simple enoughStakeholders: We’ll focus specifically on this. But you need to get a representative sample of all the different stakeholders involved. Different phases of a project may involve different stakeholders.Invest in the Unseen: You need to build on concrete and not sand. There are a lot of parts of a cloud project that are not initially visible:What is your data recovery process?What kind of contract do you have with the cloud software vendors? Did they give you a discount in the first year and the cost will mushroom in subsequent years? Did they sell you a version of software to “get you hooked” and you’ll find that you need an expensive upgrade to take care of all of your requirements in the future?What’s you’re backup plan? What if you lose internet connectivity? What if there is a critical internet outage - what is the cost to migrate on premise?Scalability - can this grow with your business?Employee critical processes: If you force your employees to use the new system for one of their “must have” functions, then they will adopt it fully. For example, if it is also used for expense reporting, then you’ll get great adoption.Training is often treated as a single event and is minimized. But you’re talking about changing the way that you do things. New habits will take a lot of time and repetition to form. Also, your solution is likely to change regularly to keep pace with your customers. Have an initial and ongoing training plan.Governance, if remembered at all, is often just an undocumented set of expectatations.Have a set of rules by which to “play”Have instructions and guidance for peopleHave a way for users to provide feedbackYour teams work habits will flow to the path of least resistance to get their jobs done quickly - even if that means flowing away from your cloud projectSimilar to training, rolling out CRM is not an event. Plan to continue to improve it - aggressively at first, and slowing over time. This will help your team to know that they’re being heard and responded to. More importantly it will make you a agile organization.
- 10 MINUTESWho: A large manufacturer of hotel guest suppliesWhat: A well-planned, small scope, pilot SharePoint deploymentSituation Assessment: Shortly after deploying a pilot project to a single department, good news traveled fast and other departments and users began leveraging SharePoint, creating sites, customizing pages, adding users, etc.The CPR: Run, there’s no hope! The first step was to better understand exactly who was using SharePoint throughout the organization. SharePoint web analytics and interviews/conversations with the departments helped determine this. Next, an audit was performed to determine the functionality being used. Once it was understood what users were doing with SharePoint, a Governance Committee was formed to develop and implement the “rules of the road” for this organization. Lastly, the committee members worked with each department to get their sites in alignment with the overall rules and trained each department on the rules and SharePoint functionality.How Are They Recovering: Users feel empowered and are able to be self-sufficient, but within the boundaries set by the organization – there are simply things you can and can’t do. Users also better understand how to use certain functionality, which makes them more productive and satisfied with their work.
- When you’re looking at building out a CRM solution - or repairing one requiring CPR - it’s important that you get the right folks involved.Our experience is that you need influence from four constituencies - what we call CUBS.If these aren’t balanced then you run the risk of delivering a system that won’t meet goals.Users and Business are often at odds: detailed reporting data versus data entry efficiencySystems and Users are often at odds: technical elegance and ease of support versus ease of use and business process improvementCustomers? Who has EVER made the mistake of letting the customer have too much control of the CRM system? Yet whose behavior is the CRM system developed for?* The best companies thoroughly understand and model the customers BUYING process - how they WANT to SELL is secondary
- 10 MINUTESWho:An international university with a globally dispersed alumni populationWhat:A social alumni portal on SharePoint that would keep alumni profiles in sync with the alumnus’ primary record in CRMSituation Assessment: After two failed implementations over 2 months, and very little accomplished, the client came to C5 Insight with an extremely short timeframe remaining (6 weeks) and a project that never got off the ground. The CPR: First, we had to stop the bleeding and the pain. We knew we had to play catch-up, so we moved quickly to get a team in place to tackle this project. Next, we quickly prioritize the needs, eliminating functionality that was not “mission critical” for the graduation deployment. Throughout this process we leveraged our experience with CPR recoveries to manage the client and the project to ensure goals were met. Lastly, we didn’t want anything to slip through the cracks, so our QA group tested like crazy.How Are They Recovering: Shortly after the successful launch for graduation, we conducted a three-day Scoping Assessment to recast the vision and direction for SharePoint. We have since been asked to rescue another project for this client that we are actually wrapping up this month.
- The truth is, CRM can be a game changerBut only if you commit to making it soWhile it won’t be the silver bullet, and success won’t come without the right commitment from your team and alignment with the right experts - success can be hadAnd, after all, when has any business implemented any new process or developed any new product that had a significant impact on their bottom line that didn’t require some significant effort on their part?
- If you’re feeling like you need CPR, there is hope. Take the suggestions in this session to heart.10 MINUTESThe Equation – it’s notrocket science (it ain’t even algebra). It’s also not perfect, but will minimize your rick of failure and increase the likelihood of successIf you are in the midst of a project that’s not going well, go into self-diagnosis mode. Check-in with the end users, review the original goals and objectives, the budget, the duration, the risks.Most cloud applications include pretty strong feedback and social tools - with a little bit of setup, you can configure your new cloud system to include the ability to get feedback directly from users!Beginning the CPR process:Don’t assign blame, accept responsibility and look for solutionsThink the Oz PrincipleBe honest, if someone needs to be fired, do itCreate a new plan that is honest and in balance