The second stage is to identify a shortlist of potential candidates and to circulate the system specification to this shortlist to establish an interest in the project from the potential solution provider. The third stage is to complete a detailed selection process that may involve multiple meetings depending on the complexity of the project and should include the project team, business management and key users of the system. The fourth and final stage of the selection process is to assist in the contractual and financial negotiations with the preferred solution provider. Once this stage has been completed it is important to project manage the implementation of the system so that it continues to meet with project timescales.

All the above stages involve very close project management and we have identified 10 key elements to successful CRM project management:

1. Executive Support – the project may have been identified by a particular area of the business and supported by a senior executive, now is the time to make sure that all the executive team is in full support of the project
2. Set Expectations – once the project has been clearly defined in terms of budgets, scope, staff involvement, business measures and expected deliverables it must be clearly communicated to all the stakeholders in the project. There must be a clearly defined method to communicate changes to any part of the project
3. Create and Maintain the Project Plan – once the project has been defined a project plan needs to be created that details all the tasks and how they will be achieved in terms of meeting milestones and timings
4. Project Teams – a successful project will be delivered by small functional teams that work well together. These teams should have the responsibility to make decisions for their area and be fully supported by the executive team
5. Risk Management – in implementing a CRM system there will be a number of risks that must be clearly identified and documented. These risks need to be analysed by the project team in an attempt to reduce the probability and impact of that risk. There are approximately twenty standard risks associated with any CRM project such as lack of training and lack of end user involvement
6. Scope Management – during the implementation the scope of the project may change, which is called scope creep. Once the project plan has been defined and agreed any change in scope must be processed through a change management procedure and approved before being released
7. Quality Assurance – in order to ensure that the project is delivered across the organisation on time, in budget and to the required quality means that the system needs to be fully tested, procedures need to be documented and training material generated and delivered
8. Communication – communication is key ingredient to the project, too much may switch people off, too little and people won’t know what is happening. Different companies have different cultures so the communication plan needs to be developed by the project team to meet the requirements of the project and culture of the organisation. Often technology such as Blogs, Twitter. Facebook and SharePoint can help with these issues
9. Change Management – change is going to happen during the implementation of a CRM system but if managed and communicated well to the key users then this change can be seen as a positive move and will be adopted and embraced by all users. If the change if not managed and communicated well then the implementation will fail as the key users will not be engaged with the new system
10. Key Performance Indicators (KPI’s) – during the early stages the project team and managers will identify a number of key areas were improvements will be expected. The KPI’s will be measured before the implementation of the new system and measured some period of time after go live to see the improvements made

Project failure or premature closure is quite often the result of a number of factors:

• changes in a business’s strategic direction
• lack of senior management support and commitment
• lack of commitment from project team members
• poor selection of project team and board members
• unrealistic delivery timeframe’s and expectations
• lack of project management experience

It is therefore vital that industry best practice project management tools and techniques are used to ensure projects are delivered on time and in budget whist meeting the business objectives of the project.

If you are looking to implement a CRM or ERP system then please contact us now.

The project aim is to increase levels of innovation within Lancashire small businesses and increase levels of employment.  The fund will encourage them to evaluate, consider, commission and implement innovation and technology developments that they may not otherwise have undertaken.

A grant is available on a 50% matched basis with up to a £5k contribution from the Lancashire Innovation Network (e.g. £10k total project cost, client pays £5k, project pays £5k).

We understand that the definition of innovation and technology is open to revision during the lifespan of the project but will include: information technology, e-business, process improvements, manufacturing innovation and product innovation.

This is a £3.7m fund that will run until March 2013 and if you need more information then please contact us.

The service provides access to funding of up to £1,000 to be equally matched by the business on a 50% basis to invest in training and development of the owner or senior manager.

Eligibility

The business must be:

• based in North West England
• between 2-249 full time equivalent employees (excluding volunteers)
• a Small to Medium Enterprise (SME)
• a private sector company or social enterprise (which must not more than 50% publicly funded)
• assessed as having the potential for high or fast growth.

The definition of potential for high or fast growth is as follows:

• established SME (those trading for more than 12 months) with the potential to increase turnover 20% each year for 3 years
• start-ups (those trading fewer than 12 months) with the potential to achieve a turnover of £500,000 within 3 years of starting
  trading.

Digital Pace have created a Leadership & Management Programme to that uses this funding to offer a mentoring service that will stimulate and support your business growth.

For more information on the funding scheme please visit www.business-enterprise.net/leadership.

Like many start-up businesses I work from home and I know this is a big change for many but I had fours experience of doing this for my previous employer. The big change for me was realising that I had made a big change. On the first day of my new business, I got dressed for work as I normally did and walked into my home office as I had done for the previous four years.

So here are a few things that I have learnt from setting up in business:

• if you have contacts then use them, even if it doesn’t lead to business it will give you many ideas that you can use in your own company
• don’t assume that larger companies like the Banks and Mobile Phone companies will make it easy for you, if you know a smaller business who can get you what you want then you will probably get a much better service
• it takes hard work and long hours
• stay focussed and optimistic but open to new opportunities

My business is only three months old and I have many more lessons to learn, which I will be sure to share with you.

Thanks, Ian