The compelling event

Something has happened in the business to warrant evaluating implementing a new CRM system. The system may be replacing a legacy system that is simply not functioning to expectations. Perhaps you are unhappy with the level of service or support you are getting from the current vendor. Regardless of the reason, you are about to embark on an important project that should be thoughtfully considered and the appropriate amount of attention dedicated implementation. This post is not focusing on the selection process. It is assumed that you have already developed high-level requirements, have reviewed vendor solutions and selected a partner.

Solution Design, Design Validation and Process Review

Process Review – All too often, companies do not spend the time upfront to evaluate their current processes in conjunction with a new CRM system implementation. It is not uncommon for a project lead or executive sponsor to say something like, “I just want my 3 screens!” Followed by, “We have done it this way for 15 years and do not want to change.” Often times this leads vendors and customers down an rocky road of deep costly customizations and unforeseen obstacles. It is advised to always pick a vendor or consultant who can guide you through a thoughtful and complete review of your current process and understand what can be modified to fit the software. All software is developed to a best practice configuration that can apply to many customers. Otherwise, it would not be commercially viable. Vendors who do this for a living have implemented hundreds of systems for different clients. Listen to them! They can be a valuable resource help you make meaningful adjustments to your process.

Solution Design – Whether you compose the initial design or you outsource it to a consultant or vendor, make sure you spend the appropriate amount of time to completely understand the roadmap. This is the time to really get creative. Consider all the processes and workflows you wish to automate. Consider the reporting data that will improve your operations and map the entire thing out. Next, prioritize the roadmap. If you really had your thinking cap on there is probably entirely too much work to be done in a single phase. That’s ok, and expected. Phase it out based on fit, flow, an budget. Example if you want to build a custom invoicing system, product catalogue an integration to finance and ecommerce but currently have a functioning stand alone system in place. You may want to focus on the sales force automation first and hook in the invoicing system in a subsequent phase.

Design Validation – Remember in your presentation skills class in college or high school where they tell you to: Tell them what you are going to tell them, Tell them, then tell them what you told them. Design validation is that final check before development begins in earnest to ensure that everyone is on the same page with the exact task and work to be performed for the initial phase.

Development / Implementation, Data Migration and Integrations

Development / Implementation - is where the bulk of the heavy lifting is completed. Make sure you have established clear milestones and receive weekly status updates from your implementation partner. If the projects is longer than a few weeks, it is recommended that you establish a steering committee that meets weekly. Your vendor should be invited to provide status during this meeting.

Data Migration – data migration can be easy, it can be hard. Ensure you give proper attention to this task as your customer information may be locked away in a proprietary system that is difficult to manipulate.

Integrations – integrations can be handled in many way and are dependent on the vendor and their specific approach to allowing external sources access. Ensure ample time is spent during design to investigate target systems and a clear understanding of the limitations are known.

User Acceptance Testing

UAT – To often a system is delivered to the users without a single user test. This will affect adoption. Also, this might cost you money if you miss an important process and now have to go back and fix a bad design. Best practice is to involve the users as much as you can in the process. It gives them a sense of ownership and pride in the overall project, ensures you are meeting their needs, and ultimately drives adoption.

Training and Documentation

Training – The number one reason CRM implementations fail is unequivocally user adoption. Time and again companies do not think that training is a key success factor. Study after study shows that training is directly related to adoption. There is your answer. Whatever you have budgeted for training, double it and you will probably still under spend.

Documentation – For anything but vanilla implementations (rare in CRM), documentation should be part of the training plan. Sales and support personnel are typically a high turnover employee type. Sufficient documentation for new employees will ensure that the system is continually used properly and new employees can ramp quickly.

Do’s and Don’ts

• Don’t underestimate the internal commitment necessary to implement a CRM properly
• Don’t do everything in a single phase, break it up into manageable phases
• Don’t get “stuck” on the way you have always done it
• Don’t forget training
• Do get creative on process optimization
• Do lean on your vendor for guidance
• Do make sure executives are involved with a sponsor and a steering committee
• Do get as many users involved as early as possible