Preparing Users to Squeeze Out Expected CRM Benefits
Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.
Marie is upgrading her company’s CRM to the next powerful version. She wants her project to be successful, but is not sure just why the original CRM start-up project was unsuccessful. The CRM system was efficiently implemented and was working just fine for a couple of years, but the results since then have been disappointing compared to expectations. And, no, expectations were not unrealistically high.
Marie checks in with Manny, who was in charge of establishing the original CRM system. He’s now in the PMO, and has some guidance for her as she develops her justification. It turns out that he did not realize until too late in his project that sales and marketing did not do “their part” in preparing their users. He believes there is no problem with the system or with its original implementation. The sales and marketing leaders should have prepared their workers better to use the software to its full extent. He has learned since joining the PMO that CRM results are commonly unacceptable unless users know how to use the software.
Marie sets up a meeting with Doug, long-time leader of sales and marketing, to get his perspective. She’s half expecting him to say that the inadequate results are Manny’s fault. Doug is under pressure to get better results, so has pushed to get this new release with its new functionality. He was also …
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