CRM  Program  Management  

Algin  Erozan,  PMP  

Agenda  
•  •  •  •  •  •  •  • 
 

History/Status   Organiza1on   Program  Management  Office   Stakeholders,  Key  Roles,  Key  Competencies   Projects  in  CRM  Program   Why  CRM?   Case  Study  Campaign  Management  Project   Difficul1es  in  program  management  

History  /  Status  
•  •  •  •   A  GSM  operator  in  Turkey   There  was  a  Program  Management  Office   PMO  was  repor1ng  to  CTO   Four  Program  Managers  in  the  PMO.    

ü  CRM   ü  Billing&Charging   ü  Business  Intelligence   ü  VAS  (value  added  services)  

•  Innova1ve  and  Aggressive  Upper  Management   •  A  customer-­‐centric  strategy  for  being  a  leader   Telecom  Operator  

Organiza<on  
Chief  Execu1ve  

Marke1ng  (CMO)   STAFF   STAFF   STAFF  

Sales  (CSO)   STAFF   STAFF   STAFF  

Customer  Care     (CCCO)   STAFF   STAFF   STAFF  

Technology  (CTO)   PMO   Network   IT  

Program  Management  Office  
CTO   Program  Management  Director  

CRM  Program   Manager   PM   PM   PM  

Billing  &  Charging   Program  Manager   PM   PM   PM  

Business  Intelligence   Program  Manager   PM   PM   PM  

VAS  Program   Manager   PM   PM   PM  

Program  Management  Office  
•  •  •  •  •  •  •  •  •  •  •  Organize  projects  into  groupings   Compare  benefits  between  projects   Examine  the  dependency  between  pojects   Program  repor1ng   Project  Audits   Project  Manager  Training   Cer1fica1on  Training   Follow  the  standards   Prepare  project  management  methodology   PorZolio  Management  is  done  by  CxOs  and  PgMO.   Program  Management  office  trying  to  execute  projects   according  to  strategic  objec1ves.  

Program  Management  
•  Several  projects  in  each  program   •  Managing  Project  Managers   •  Monitoring  all  the  projects  within  the  program   perspec1ve   •  Risk  Management  in  programs   •  Weekly  CTO  mee1ngs   •  Monthly  steering  commi[ee  mee1ngs   •  Weekly  project  status  mee1ngs  

Stakeholders  in  the  Program  
Sales,  Marke1ng,  Customer  Care,  Opera1on   Project  Team   Func1onal  Managers   The  governing  body  of  the  program  (CxOs)   The  program  management  team     Providers/supporters  of  the  technical  infrastructure  used  by  the   program     •  Third-­‐party  suppliers     •  Regulatory  bodies     •  •  •  •  •  • 

Key  Roles  in  the  Program  
•  •  •  •  •  Program  Sponsor   Program  Manager   Technical  Authority   Project  Managers   Program  Management  Office  

Program  Manager  Key  Competencies  
•  •  •  •  •  •  •  •  •  •  Strong  leadership  and  management  skills   Effec1ve  interpersonal  and  communica1ons  skills   Ability  to  create  a  sense  of  community   Ability  to  find  ways  of  solving  problems   Marke1ng  and  communica1on  skills  to  “sell”  the  program  into   the  business  areas   Good  knowledge  of  techniques  for  planning,  monitoring  and   controlling  programs   Knowledge  of  project  management  approaches   Good  knowledge  of  budge1ng  and  resource  alloca1on   procedures   Knowledge  of  business  change  techniques   Knowledge  of  benefits  iden1fica1on  and  management   techniques  

Projects  in  CRM  Program  
•  •  •  •  •  •  •  •  •    Contact  Center  Project   Order  Management  Project   Sales  Force  Automa1on  Project   Campaign  Management  Project   Data  Cleansing  Project   Customer  Data  Management  Project              

Why  CRM?  
•  •  •  •  •  •  •  CRM  is  the  key  strategic  objec1ve  of  the  company   Learn  more  about  customer  needs   Enhance  revenue  /  grow  market  share   Improve  customer  sa1sfac1on  /  loyalty   Maintain/Gain  compe11ve  advantage   Work  smarter  not  harder   CRM  includes  so  many  projects  

What  is  CRM?  
•  Customer  rela<onship  management  (CRM)  is  a   model  for  managing  a  company’s  interac1ons  with   current  and  future  customers.     •  It  provides  a  360  degree  view  of  customer  data.  It   involves  using  technology  to  organize,  automate,   and  synchronize  sales,  marke1ng,   customer  service,  and  technical  support.  

Case  Study:  Campaign  Management  Project  
•  Why  campaign  management  project  is  needed?   •  Telecom  operators  are  facing  some  main  data  challenges:   1.  They  generate  huge  volumes  of  very  valuable  data  from   telephony  and  data  services  in  their  fixed  and  mobile  day-­‐to-­‐day   business.   2.  Their  internal  setup  makes  it  difficult  to  transform  all  this  data     into  knowledge.  

Case  Study:  Campaign  Management  Project  
•  The  following  challenges  faced  by  the  operator  led  to  the  need  for  a   Campaign  Management  solu1on   q Poor  response  rate  for  mass  campaigns   q Huge  promo1onal  costs  associated  with  campaigns   q Heavy  dependency  on  IT  for  subscriber  data   q Manual  design  of  campaigns   q Inadequate  capturing  of  campaign  responses   q Lack  of  analysis  to  arrive  at  campaign  effec1veness  

Project  Scope  
       A  Campaign  Management  Solu1on  for  managing   targeted  campaigns  aimed  at  specific  segments   of  customers,  based  on  their  usage  and   behavioral  data.  The  desired  results  were:   Ø Enhanced  customer  experience   Ø Be[er  campaign  responses   Ø Insights  from  campaigns   Ø Improved  Campaign  ROI  

Successful  Project  
•  Completed  on  1me  &  budget  (6  months  &  XXX  K$)   •  High  number  of  stakeholders   •  Proac1ve  communica1on  with  Sales,  Marke1ng,  IT  and   Customer  Care   •  Effec1ve  communica1on  with  upper  management   •  Joining  opera1on  team  earlier   •  Thinking  big  picture   •  Thinking  and  working  in  detail   •  Proac1ve  communica1on  is  the  key  for  success   •  Project  Manager  encourage  all  the  team  members  and   communicate  with  all  stakeholders  effec1vely  

Difficul<es  in  Program  Management  
•  •  •  •  •  •  •  •  •  •  Underes1ma1ng  program  complexity   Lack  of  firm  leadership,  commitment  and  sponsorship   Poor  cross-­‐func1onal  communica1on   Lack  of  integrated  planning   No  defined  success  metrics   Poor  requirements  management   Lack  of  broad  change  management   Misaligned  stakeholder  expecta1ons   Inadequate  program  management  skills   Lack  of  resources  

Thank  You     algin.erozan@pmi.org.tr    algin.erozan@kron.com.tr   algin.erozan@gmail.com     +90.555.255  6831     www.alginerozan.com  

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