implementing crm: what works, what doesn't and how to make your project a success!

Implementing CRM: What Works, What Doesn't

and

How To Make Your Project a

Success!

#12NTCImpCRM

Keith Heller @TeamHeller

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Or online using #12NTCImpCRM at

www.nten.org/ntc/eval

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Slide 2 Implementing CRM:

What Works, What Doesn't and How To Make Your Project a Success!

•Introductions

•What is CRM?

•Defining Implementation Success

•In-Depth

-The Implementation Process

-Staffing the Project

-Managing Change

-Supporting User Adoption

-How your CRM relates to other systems

•Q&A

Slide 3

Agenda

Implementing CRM: What Works, What Doesn't and How To Make Your Project a Success!

Implementing CRM:


About Heller Consulting

16 Years – 1,000 Clients – 2,000 Projects

San Francisco, Chicago, New York

30+ People – Smart, Skilled, Committed

100% Nonprofit

Experience

Places

People

Focus

About Heller Consulting

Needs Analysis & Software Evaluation

Conversion & Implementation

Cleaner Data, Better Business Practices

Extend Your Fundraising Manage Your Mission

Select

Implement

Optimize

Grow


Data Silos


CRM Slices – A 360 Degree View


Direct Mail

Major Gifts

Online Giving

Team Raiser /

Advocacy

Our Team

Program Participant

Mission Beneficiary

Each Slice represents a: • Constituency • Department / Biz Need • Group of Users

Observations: • Constituents cross slices • Users access different

slices • Department needs similar • Business functions similar

A Successful CRM Supports…


Big picture: Mission, Goals &

Measurement

Tactics: Who are you working with?

What are you doing?

Doing Your Work: Intuitive,

Supportive

Recording Results: Efficient, Accurate

Reporting: What Worked, What Didn’t

Improving: Analysis, Learning,

Re-tooling

Discovery Phase


Discovery Results

Interviews

with Staff Sample Reports

& Lists

Existing

Process

Documents

Investigate

Data Set

Draft

Timeline

• Defines scope • Identifies gaps/risks • Project milestones • Refined estimates • Timeline

Cataloging

Systems

Organization Characteristics -Hundreds of employees: national office + dozens of chapters -Multiple, non-integrated, mission-critical systems -Fundraising and programmatic needs were being met by multiple point-solutions Goals -Consolidate around single-platform -Establish integration across fundraising and programmatic units -Establish 360 degree view of constituents -Consolidate business processes / increase productivity

Slide 10

Case Study: Multi-Year Enterprise Project


CRM Case Study: Environment at Start


• Consolidate to as few systems as functionally possible. • All data will be reflected in a single system within a reasonable period of time. • An agreed upon set of rules will be in place, governing the now-unified system.

Slide 12

Project Objectives


• A ‘phased’ approach • Front-loading work effort to establish a solid foundation with the CRM – Core First. • Collaborative design approach

Slide 13

Methodology


Project Phases


• Each phase works towards specific milestones, including the ‘phase-out’ of applications or datasets.

• Phases will overlap. As one is ‘closing,’ another may be underway to ensure timely project completion.

• Finite Staff Resources • Active Fundraising Seasons & Program Activities • Minimal system downtime • Demonstrating incremental success

Slide 15

Project Schedule Constraints


Example Implementation: Phase 1 Complete


Design Approach


• Close collaboration among Business Units / future users

• Data migration, CRM design, and online design will need to account for today’s needs, as well as future integration.

Implementation: How?


Site Planning & Configuration

Go-Live!

Modifications & Final

Approval

Phase I Phase III Phase IV Finish Line Phase II

Kick off

BP Review/ Assessment

Data Review & Field Mapping

Test Conversion

Data Review & User Acceptance Testing

Core Business Processes

Data Conversion

Team Training

Final Conversion

Discovery &

Planning Design Configuration and Testing Go-Live

Constituent Management

Financial Management

Program Support

Workflow & Responsibilities

Site Launch

Site Design & Implementation Data Migration & Integration

Website Deployment

CRM & Online Deployment / Timeline

How – In 10 Steps - I


Aspect A: Staff Processes Aspect B: Data Objectives Achieved

1

Envision goals and workflow: Assess projected use of

the fundraising software What would you want in a

year? (Reports, processes, training)

Identify project manager and team. Bring diverse players together to identify problems, must-haves and wish list items (IT, programs, fundraising, finance). Define what a successful conversion would look like from various perspectives. Outline preliminary timeline.

2

Participate in formal software training. Establish network & infrastructure.

Assess current databases: Where are we now?

(Reports, fields, processes)

Perform obvious pre-conversion cleanup

Further staff, network and data readiness.

3

Conduct test conversion

Test the conversion process, data readiness, and initial assumptions.

How – In 10 Steps - II



4

Analyze results of test conversion. What do you need to clean up: Before the live

conversion? During the conversion

process? After the conversion?

Ensure the accuracy of the data conversion.

5

Establish key components in test system: Constituent Management Financial Management Lists & Communications Reporting & Dashboards Administration

Test the mission-critical business functions. Determine best practices. Develop workflow diagrams and process documentation. Gain hands-on experience with the software.

6

Test new processes and components

Test newly-identified business functions. Expand hands-on experience with the software.

How – In 10 Steps - III



7

Conduct process training

Consolidate and enhance formal and hands-on training with small-group training sessions tailored for specific teams of users (e.g., directors, managers, data processors, admins).

8

Live conversion

Convert data!

9

Confirm data and streamline database

Ensure the accuracy of the data conversion. Establish user-security. Input new codes. Conduct priority, post-conversion cleanup projects in system.

10

Implement new workflow plan and processes

Go live on a fully-functional system!

• Project Planning & Change Management

- Time spent up-front to plan carefully and gain the investment of stakeholders is critical to an efficient project and maximizing adoption.

• Technology Alignment and Risk Mitigation

- Fully recognizing dependencies amongst applications and business units is critical.

- Having processes for making choices is essential. They require effective team efforts.

• Vendor Management

- Use the right people for the right activities.

Slide 23

Project Management


• Create an Implementation Approach to sequence the project end-to-end

• Consider what anxieties might need mitigation

• Determine what progress will be most meaningful and invoke excitement

• Communicate information that will help staff plan their work

The way the project is carried out has as much impact on adoption as the technological advances.

Slide 24

Plan Thoroughly & Communicate Change


• Technology can change quickly and should be aligned and re-aligned with your needs and resources throughout the project.

• A enterprise-wide effort will present hundreds of choices. Having processes for making choices is essential.

• Planning around an organization’s finite resources is critical. Consideration of staff time and skill level is a crucial piece.

Slide 25

Align Technology & Mitigate Risk


The Executive Team fulfills the following roles: • Provide strategic vision for project • Determine broader objectives of project • Approve budget requests

Slide 26

Role: Executive Team


The Project Manager fulfills the following roles: • Monitor project performance in terms of schedule, budget, and scope • Serve as “single-point-of-contact” for all staff & vendors • Facilitate Project Team • Identify, request, and manage all staff resources • Attend all Planning Meetings • Monitor projects peripheral to CRM project for potential impact on schedule, budget or scope • Confirm each milestone or deliverable on project

Slide 27

Roles: Project Manager


The Project Team fulfills the following roles: • Attend Status Meetings • Present relevant project updates to staff on CRM progress • Represent their area of responsibility with authority to make decisions with other members of the Project Team • Be available a few hours weekly (sometimes more!) to give feedback and comments • Gather required information to provide insight on organization-wide issues

Slide 28

Roles: Project Team


Questions?


Implementing CRM:


phone: 510-841-4222 website: www.teamheller.com

Evaluate This Session! Each entry is a chance to win an NTEN engraved iPad!

Or online using #12NTCImpCRM at

www.nten.org/ntc/eval

implementing crm: what works, what doesn't and how to make your project a success!

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crm slices

crm core

productivityimplementing

missionimplementing

systemsqaimplementing

complete implementing

project phases

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