Dena Tompros, Independent Consultant
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Transcript of Dena Tompros, Independent Consultant
Client Business Case – A Large, Federal Systems Integrator’s Implementation
of
Microsoft Dynamics Customer Relationship Management (CRM)
Dena Tompros, Independent Consultant
22
Agenda
Problem Statement The Paradigm Shift Client’s Goals Client’s Requirements Implementation Approach Data Accountability, Management & Automation Policy & Governance Evolutionary Implementation Best Practices & Lessons Learned
“The Problem”
Client organization formed by multiple acquisitions Each company had their own BD process & culture Each company had their own application or “way” of pipeline tracking
Need to synchronize “The Strategic Orders Plan” across a multi-$B organization
No centralized view of pipeline management, reporting or accountability
5
The Paradigm Shift
Previously = Opportunity Tracking
Near term opportunities Company-level core recompetes WinAward, Excel, Joe Schmo’s
desktop DB Sporadic tool usage, not
mandated/enforced Limited flexibility to change or add
fields Data everywhere -- Unable to
generate reports easily Result: Winning through great
proposals (Lower Pwin on NEW,
transformational opps)
Revised business approach = Customer Relationship Management
Long-term, market view of pipeline opportunities
Near term opportunities, if critical Group-level opportunities, requiring
cross-company visibility Usage mandated for BD & Capture
Staff, enforced through Performance Reviews
Central repository & collaboration source for customer interactions
“The source” for management reporting Result: Winning with upfront capture
planning and discriminating solutions (Higher Pwin)
CRM is a management & user paradigm shift – significant culture change required
6
CRM is More Than a “System”
MS CRM “Technology,” customized to Client
Process
“Business Process & Policy”
People =
Data Management,
Incentives, Culture
All components must work together for an effective implementation
Client Goals
Build & manage the entire OG pipeline Automate the Client Business Development Process Capture customer intelligence Manage campaigns Contact management & call planning Enable collaboration among Communities of Interest & across teams Simplify & streamline reporting Easily update system fields & reports on the fly Enable Enterprise Information Integration
Microsoft CRM (for Government Contractors)* selected
8
Client’s Enterprise ‘Big Picture’
DELTEK PeoplesoftCRM
IT SECURITY LAYER
Safelnk PKISafelnk RSA VPNSeparateIntranet
IntegratedAnti-virus
FirewallsIntrusionDetection
Spam Blocking
TRANSPORT LAYERVerizonWireless
AT&T MPLS
AT&TLD
RIMBlackberry
T-MobileWireless
CISCOIP Phone
Common Applications Layer
Safelnk SeparateExtranet
ExchangeMail
SharepointPortal
Active Directory
MicrosoftOffice
WEBEXBusinessObjects
Sharepoint
Financials Business Development
Human Resources
Communications
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CRM Components & Potential Interfaces
Microsoft CRM 3.0 (web-based)
OpportunityManagement
Management Reporting/Business Intelligence
Contact & ActivityManagement
Competitor Intelligence & Partner Teaming
Client Version
Delivered Functionality
SRS DB
Phase II & Beyond Functionality
Pending business case & Infrastructure Readiness
Process Automated
Lifecycle Management
Pwin Standardization
Bus DevWorkflow
CollaborationVOIP Integration
CRM “Snap”
CRM Mobile
Consolidated Business Intelligence
Contract Management
Deltek Financial Management & Reporting
Sharepoint Portal
Collaboration
Potential Interfaces
Phase Review Management System (PRMS)
(weekly batch)
Enhanced Reporting
Office 2007 Integration
Management Dashboard
10
Implementation Approach – Requirements Gathering Business & System Requirements Approach
4 requirements meetings with BD execs from across Group Emphasis on customization to Group BD Processes & lingo Requirements defined with 644 line items Data Elements for Management Reports identified Required fields defined, tied to BD process phases & management reports
Top-Down Desired Management Information Pipeline Report (A, B, O opportunities) B&P (Requested vs. Authorized) B&P (Authorized vs. Spent – dependency on interface with financial system) Phase Review Status (Planned, Conducted Management Lifecycle Reviews) Win/Loss Status Pipeline Health (A/A+B by a variety of business segments) Key Opportunities (>$100M) Orders Plan (Fs & As – dependency on interface with Financial System)
Desired Management Reports drove required interface strategy & multi-phase Implementation Approach
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Pipeline Management – Data Accountability
Element of OG Pipeline
CRM Utilization Accountability
F Not in CRM – tracked by Ops using Deltek
Finance, Contracts & Ops
A Included in CRM Recompetes, ECPs, delivery orders, task orders – Contracts, Ops & BD
New A’s – BD
B Included in CRM BD
O Included in CRM BD
Components of BD Pipeline are Managed outside of BDComponents of BD Pipeline are Managed outside of BD
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Data Process Management & Automation
Opportunity Management, Customers, BD Process
Contract ModsEngineering Changes
Task Orders
PHASE IV: Sharepoint web form
PHASE IV: Sharepoint web form
Contract Management
(Awarded Value by contract year, NBAE/B&P Spent)
BD/Capture Enters Pipeline Opportunities HERE
throughout BD Lifecycle
Contracts Enters ‘non-BD pipeline’ components HERE
upon Proposal Submission
Contracts Enters Updates to WON contracts HERE
Post-Award
XML push to CRM
CRM push to Deltek upon award
Deltek pushes ‘updates’ of to be defined fields to CRM post-award
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Key Requirement Challenge - #1 Security
Problem: Create an application structure that limits access to “protected” opportunities in the classified customer space
Resolution: Created hierarchical parent/child orgs for user base – assigned
users based on BU/LOB; classified group in BU ‘protected’ bucket Created security workflow for “protected” opportunities supporting:
CIA, DIA, FBI, NSA, NGA, NROBAEOU
TSSProtected
Ship RepairProtected
BAE-ITProtected
BAE-ITNon Protected
TSSNon Protected
Ship RepairNon Protected
BAE-ITSecurity
BAECSOG
TSSSecurity
This is easily configured
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Workflow Steps:
1. Opportunity Authors are designated as protected/unprotected authors by the user group to which they are assigned.
2. Opportunities from User/Authors that are designated as “protected” authors AND/OR represent one of the Agencies listed on the Security Policy as protected (NGA, NRO, CIA, DIA, NSA, FBI) , automatically are submitted to security review Using the following process:
a) System auto-assigns “Owner” to Security upon ‘save’ of opp meeting above criteria.
b) Security documents review comments in "Notes" section to create a security log. [Need Security SLA to ensure timely completion]
c) Security reassigns to original user/author for assignment or correction.
3. If correction is called for, the user/authors will make desired changes and resubmit back to Security (repeat process Step 2).
Security Workflow
2A requires code – all other workflow easily configured
15
Implementation Approach – Con’t Development/Configuration
ePartners configured customized system prototypes following requirements sessions 4 prototypes enabled & encouraged active user feedback to the end product Configuration changes took hours, not days to weeks of a s/w dev cycle A few requirements needed custom code
identified early on & planned in prototype delivery cycle Included Pwin Generator, Required field mandate for LCM programs, Automatic phase change,
pipeline report transformation logic (from contract year to calendar year) Tested by client project team as first step in User Acceptance Test
Data Conversion Project Team mapped 2 different systems to MS CRM ePartners identified data transformation requirements ePartners conducted multiple data conversion loads Client manually entered spreadsheet data in
System Test – Conducted by Client (ensure you have resources & define scenarios for test execution)
Training/Deployment – ePartners & Client Developed Help Desk Strategy & conducted training pre-deployment Trained 100 BD/Capture users over 1 week & activated user accounts evening before training Implement Policy & Governance Approach to drive utilization
Configuring the Tool is Easy – Getting Business Buy-in is the Challenge
Plan Most Time HERE
Key to Success
16
Need to formalize BD policies to support CRM best practices
Data standards Program names, company names, etc. – acronyms or not? These standards will affect search parameters Document & publish a formal data dictionary
Extend FABO planning guidance to entire BD workforce IDIQ reporting standards Requirements for documentation of customer information Company practices and use of CRM to support business
Carrot/Stick Incentive examples: B&P approval requires opportunity in CRM; phase/opportunity/bid
approval review artifacts to be generated ONLY by CRM Bonuses contingent on individual pipelines represented in CRM
Need Carrot & Stick Incentives, Tightly Enforced
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Recommended CRM Policy & Governance *ALL Contract opportunities within the CSOG shall be entered once & tracked in CRM. *IDIQ/GWAC Vehicles & their associated Task Orders shall be entered & tracked in CRM. Opportunities shall be managed in accordance with ‘Client’ Systems Lifecycle Management.
The BD Process Document serves as a reference guide. *ALL opportunities shall have a CRM record prior to a B&P Request or the conduct of a Phase
Review. ALL opportunities shall be entered in an “Unclassified” form in CRM and may be subject to a
Security Review. *ALL opportunities in the “1-Exploratory” and “2-Qualified” BD Process stage shall be owned
and updated by Business Development. The associated BD Executive is responsible and accountable for their accuracy.
*All opportunities in BD Process Stages “3-Target” through “Won/Lost/Cancelled/No-Bid” are owned by the Capture Organization. The associated Capture Executive shall be responsible and accountable for their accuracy.
*At least one contact shall be entered for each opportunity. *ALL Opportunities shall be updated weekly by Friday Close of Business.
*Reflect Business Process Changes – Who enforces & how?
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CRM Evolutionary Implementation
Delivery in Phases with evolving capabilities:
MS 3.0 (GC) Core + Client
Customizations
Ease of use enhancemts
GC UpgradeReporting Upgrade
• Opportunity Pipeline
• BD Process/LCM Mngmt
• Contact Management
• Partner/Competitor Intel
• Pwin Generator
• Train core users Evolve business processes to support strategic goals over time
• DB & reporting rewrite
• Automated reporting calculations
• Misc Enhancements
• Revise required fields
• Revise 2007 LCM Threshold
• Expand Automation
• User Data Clean-up
Phase I
6/26/06
Phase II
12/22/06
Phase III
1Q07
COMPLETE
Integration &add’l reports
• Portal Integration
• Expanded, custom reports
• Deltek Integration
Phase IV
TBD-07/08
Reqmt TBD
COMPLETECOMPLETE
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Best Practices & Lessons Learned
Business: Have your BD/Capture leadership in place & stabilized before customization Define, document & train on any business transformation prior to system
implementation Have a Stakeholder Committee agree, set, and commit to uphold CRM policy Include Business Operations in Stakeholder Committee Identify a series of incentives/disincentives to ensure compliance
Technical: Have your enterprise strategy well-defined when implementing your CRM solution Have all users on the same network for ease of authentication
Otherwise, need to establish 2-hop Kerberos authentication Ensure your Roles & Permissions are clearly defined and testing includes role
validation Include the Help Desk in pre-deployment testing & training for application familiarity &
validation of issue escalation process
Management Buy-in & Enforcement = User Adoption
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Good judgment comes from Good judgment comes from experience, and a lot of that experience, and a lot of that comes from bad judgment. comes from bad judgment.
-Wil RogersWil Rogers
““Hopefully You’ve Learned from Hopefully You’ve Learned from Mine…”Mine…”
- Dena Tompros- Dena Tompros
Final Thoughts…….It’s a learning process