Mindavation > Program Delivery – Major CRM Implementation Project.

Program Delivery – Major CRM Implementation Project.

BACKGROUND

Processes were being written to reflect the solution design (IT CRM SAP Implementation) and the project was trying to use these processes to drive change. The project had evolved over time and had lost sight of it’s original capability model.

Project resource churn saw much of the IP leave the business and the project delivery was in disarray.

The Challenge

In order to reconnect/anchor the processes back to business capabilities, it was necessary to first build a framework to hold the processes so that they related back to the existing business structure. It was important to put this in place so that work could continue and not hold up delivery times.

Whilst this was being set up, the earlier (forgotten) capability model work was brought back to the forefront and realigned with the project.

The Solution

All business processes that were generated out of the transformation project each linked to a business capability. Change Analysts now had clear visibility of where process fit in the organisation and could perform more accurate impact assessments. Each business capability had a business owner which meant that there was one point of call for updates, decisions and approvals.

Each business capability had a rating (Gold, Silver, Bronze or Plastic). The rating helped prioritise capability based on impact to the customer. The capability model was also used to create a heat map for defect management during testing. The project was able to visualise the functions that were most impacted by defects, and its severity based on the capability rating, allowing for focused development and effective resource management.

Program Outcomes

All business processes that were generated out of the transformation project each linked to a business capability. Change Analysts now had clear visibility of where process fit in the organisation and could perform more accurate impact assessments. Each business capability had a business owner which meant that there was one point of call for updates, decisions and approvals.

Each business capability had a rating (Gold, Silver, Bronze or Plastic). The rating helped prioritise capability based on impact to the customer. The capability model was also used to create a heat map for defect management during testing. The project was able to visualise the functions that were most impacted by defects, and its severity based on the capability rating, allowing for focused development and effective resource management.

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