Project Management

How should I approach a CRM implementation?

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Kevin Joyce Program Director| Merative UK Chorley, Lancashire, United Kingdom

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Ankur Mittal Senior Manager (Projects) || Speaker| RailTel Corporation of India Limited (Ministry of Railways) Delhi, Delhi, India

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Laurent Kummer Senior PM Consultant| European Commission Brussels, Belgium

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Mike Griffiths President| Leading Answers Canmore, Alberta, Canada

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Johanna Rothman Owner| Rothman Consulting Group, Inc. Arlington, Ma, United States

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Craig Curran-Morton PMP Consultant| Curran-Morton Consulting Spruce Grove, Alberta, Canada

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Michael Wood Project Manager / Business Analyst / Business Process Improvement Guru| Independent Contractor Gig Harbor, Wa, United States

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Alexandre Costa Scrum Master| Integer Consulting - Pictet technologies Loures, Portugal

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Elizabeth Harrin Director| RebelsGuideToPM.com London, England, United Kingdom

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Kenneth Darter Customer Project/Program Manager| HP Lawrenceville, Ga, United States

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Successful CRM Implementation

by Jiju (Jay) Nair, PMP

While industry experts agree that not all the ideal benefits can be harvested by a typical CRM solution, organizations should at least target an implementation that sets the foundation for enhancing the customer satisfaction for their products and services in the long haul. So what makes a better CRM implementation?

Customer-Facing Ground Rules

by Andy Jordan

Customer-facing project teams are the face of the organization, and that has to mean something. We need to help project teams understand the ground rules that they are operating within--and what is expected of them.

Driving Features through CRM

by Andy Jordan

CRM tools can offer tremendous insight into your customer base and their needs. Are you leveraging that information? For most organizations, there’s a better approach than the status quo--and the information is already at your fingertips.

Getting Engaged to CRM

by Patti Gilchrist, PMP

You may think that a project manager’s ability to influence CRM is minimal, particularly on projects that are not customer facing. Think again. Recent studies link employee engagement to customer satisfaction and profitability.

Who Is My Customer? And What's My Relationship?

by Mark Mullaly, Ph.D., PMP

It is difficult for project managers to know, at times, who our customer actually is. Is someone a customer just because they are a stakeholder? Or, worse, is someone a customer just because they want to have a say in what your project does and how it is delivered? One hopes--if only for our sanity--that this isn't the case.

CRM: Of Customers and Crises

by Laura Burford

A client project is a disaster, and they want to cancel the project. Would you be willing to step in as project manager? Can you help rescue the project and rebuild the fragile client relationship? Employ crisis skills to find success.

Rethinking CRM

by Michael Wood

It appears that not much has changed in regard to customer relationship management success. Despite the advances in data analytics, predictive modeling and Big Data mining, the harsh reality is that the drivers of CRM have essentially remained unchanged. As we approach the halfway mark of the new millennium’s second decade, isn’t it time to rethink CRM?

Why Project Management Begins with CRM

by Andy Jordan

For customer-facing organizations, customer relationship management is more than just a sales tool, it’s project initiation manifested. Here, we look at how organizations can better integrate their sales and delivery processes to the benefit of both sides of the business as well as the customer.

Methods to Managing Customer Expectations

by Kenneth Darter, PMP

How you manage your customer’s expectations will to a great extent determine the relationship you have with them. There are many different methods and ideas on how to manage customer expectations. Which one will you choose?

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