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Resource 1 - IndoAust Jaya - CRM Project Brief
Resource 1 - IndoAust Jaya - CRM Project Brief
Project Brief
Revision History
Date Version Author Description
Dec 1.0 PMO First Release
Approval History
Name Title Signature Date
Tomi Widojo CEO T. Widojo Dec
Contents
1. Business Background..............................................................................4
1.1. About IndoAust Jaya.......................................................................................4
1.2. Vision statement..............................................................................................4
1.3. Mission statement............................................................................................4
1.4. Value statement...............................................................................................4
1.5. Corporate structure..........................................................................................5
1.5.1. Corporate Department.............................................................................6
2. Project Background..................................................................................7
2.1. The Problem....................................................................................................7
2.2. Diagnostic Phase.............................................................................................7
2.2.1. Option 1 – Sage CRM..............................................................................7
2.2.2. Option 2 – Microsoft Dynamics CRM.......................................................7
2.2.3. Option 3 – Salesforce CRM.....................................................................8
2.2.4. Option 4 – Insightly..................................................................................8
2.3. Decisions.........................................................................................................8
3. Project Objectives.....................................................................................9
3.1. Objectives........................................................................................................9
3.2. Key Success Factors.......................................................................................9
4. Project Scope.......................................................................................... 10
4.1. Inclusions.......................................................................................................10
4.2. Exclusions.....................................................................................................10
5. Project Approach.................................................................................... 11
5.1. Road Map......................................................................................................11
5.2. Timeline.........................................................................................................13
5.3. Major Products/Deliverables..........................................................................13
5.4. Constraints....................................................................................................14
6. Project Governance................................................................................15
6.1. Organisation Structure...................................................................................15
6.1.1. Project Management Office...................................................................15
6.1.2. Project Portfolio Board...........................................................................16
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6.1.3. Project Manager....................................................................................16
6.1.4. Change Authority...................................................................................16
6.1.5. Project Assurance..................................................................................17
6.1.6. Project Teams........................................................................................17
6.1.7. Project Support......................................................................................17
6.2. Change Management....................................................................................18
6.2.1. Change Request Form and Change Management Log.........................18
7. Risks.........................................................................................................21
8. Project Costs...........................................................................................23
8.1. Key assumptions...........................................................................................23
8.1.1. Human resource management..............................................................23
8.1.2. Training..................................................................................................23
8.1.3. Communication......................................................................................23
8.1.4. Project personnel...................................................................................24
9. Recommendations..................................................................................25
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1. Business Background
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observing and abiding by applicable regional regulations and laws
dealing ethically, openly and honestly in all business practices.
Above all, we value the views of others and the right of individuals to feel safe and respected in
our community.
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1.5.1. Corporate Department
Caroline Materson
Corporate Manager
Pauline Smithersby
Gary Jazger Ken Allara
Commercial
IT Manager HR Manager
Manager
Margie Hopper
Dan King Beck Hornby Geoff Ritchie
Pulbic Relations
IT Support Policy Writer Team Leader
Manager
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2. Project Background
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Microsoft Dynamics offers a CRM online service providing instant-on, anywhere access,
predictable pay-as-you-go pricing, and a financially backed service level agreement (SLA). Prices
start from $65 per month.
2.3. Decisions
Sage CRM has been chosen due to its compatibility with Sage 300 and comparable costs.
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3. Project Objectives
3.1. Objectives
To build profitable relationships by maximising the effectiveness of customer interactions
To access vital customer information anytime, anywhere
To fill the sales pipeline with qualified leads that bring consistent revenue
To identify new opportunities, analyse performance and business metrics, and diagnose potential
issues
To tailor the system to match IAJ business processes and user preferences
To integrate with other business management solutions, desktop applications, and web services
for a complete, holistic view
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4. Project Scope
4.1. Inclusions
It is anticipated that the CRM will be used by the sales and marketing teams as well as by
customer service employees.
To ensure that the CRM achieves its full potential, a review of all business processes is required
to identify where and how the CRM will be integrated.
The solution will integrate data from Sage 300 and include a review of data to reduce the
number of duplicate client entries.
The project is to include:
Software Installation
Licences
Training
Project Management
Configuration
Data Migration
Testing
User Acceptance Testing
Go Live Rollout
Go Live Support
Ongoing Maintenance
4.2. Exclusions
Any area that is not explicitly listed as “within scope” is out of scope for this engagement. The
areas that are out of scope for this engagement include, but are not limited to, the following:
Establishment or deployment of core central services that do not currently exist within the
customer environment. Other Service Offerings are available for this purpose, such as email,
networking, and so on.
Custom development for line of business applications
Procurement of racking and cabling hardware or servers
Customised virtual machine images
Customisation of host deployment
Sourcing or procurement of hardware
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5. Project Approach
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Stage & Deliverables Tasks/Milestones
function Determine customisation requirements
Conduct Feature Testing and specifications
Create Technical Design Document Approve and finalise customisation
Begin Data Migration Design specifications
Develop the customisation
Review the customisation
Conduct training
Development Development
Build and configure solution: Configure system settings such as date
Determine Security Roles formats and currency
Complete System Configuration Set up rules for email tracking
and ISV Solution Create business units and teams for
Finalise Customisation Code permissions and security
Conduct Acceptance Testing Install clients and configuring clients’
Begin Developing Data Migration settings as required
Scripts Create personal and/or system views
Set up dashboards to drive user
behaviour and improve business
performance
Integrate with Sage 300
Deployment Testing
The teamwork comes together in the Conduct infrastructure testing
transition of your new CRM: Conduct system testing
End User Training—to prepare all Conduct User Acceptance Testing (UAT)
employees who’ll be using the Conduct pilot group testing
new solution Finish customisation
Final System Readiness Training and support
Final Acceptance Testing Schedule and deliver administrator
Plan for Go-Live Cutover training
Final Data Migration Schedule and deliver user training
Go-Live Develop process flows for the overall use
of the CRM to be incorporated into IAJ
quality manuals
Develop specific user policies and
procedures
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Stage & Deliverables Tasks/Milestones
Develop quick help guides
Provide ongoing help desk support
5.2. Timeline
13
Maintain an online encyclopaedia of all marketing and sales materials
5.4. Constraints
Level of availability of end users to assist with analysis of requirements and testing
Level of accuracy of current client data
Level of additional feature/customisation requirements
Resource capabilities
Resistance to change
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6. Project Governance
PMO
Project Board
Change
Project Project Authority
Assurance Manager
Project
Project Support
Team
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ensuring the projects support the SRP. The PPB is accountable to the IAJ Board of Directors. The
PPB will ensure progress of all projects, focusing on the realisation of business benefits,
controlling the work, ensuring the establishment and operation of a controlled environment, and
defining and implementing a quality management strategy to ensure all projects deliver to the
required level of quality. The PPB will deliver the high-level decisions and inputs which will guide
the implementation of the project.
The Project Board will comprise senior officials who are responsible for the project, as delegated
by the PPB. These officials will exhibit the following four characteristics:
Authority: to make decisions and to provide resources to the project
Credibility: ability to direct the project
Ability to delegate: keeping the Project Board activity at the right level and allowing the
Project Manager to manage the project
Availability: ensuring they are available to make decisions and provide direction.
The Project Board will deliver the decisions and inputs which will guide the implementation of
the project within the mandate set by the PPB. Tomi Widojo, IAJ’s CEO, is the Executive
participating on the PPB.
The Senior User will be Greg Hutchinson, IAJ’s Sales and Marketing Manager. Greg Hutchison
represents the interests of all the Sales and Marketing teams who will be the primary users of
the CRM. Greg Hutchinson will commit user resources to the project, specify user requirements,
monitor project outputs against requirements, and liaise between users and the project team.
The Senior Supplier will be Gary Jazgar, the IT Manager. Gary Jazgar represents the interests of
those providing and implementing the CRM and will work closely with representatives from
Sage. He will provide supplier resources to the project, is accountable for the quality of project
deliverables, and will liaise between the members of the IT department and the project team.
Any member of the PPB has the authority to approve project documents for release.
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Board member has insufficient time to perform this role, they may appoint internal or external
individuals to carry out IV&V for their area of concern. Independent project assurance will
support the Project Manager and Project Team by providing advice and guidance on issues such
as standards and personnel.
Step Description
Generate CR A submitter completes a CR Form and sends the completed form to
the Change Manager
Log CR Status The Change Manager enters the CR into the CR Log. The CR’s status
is updated throughout the CR process as needed
Evaluate CR Project personnel review the CR, provide an estimated level of
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Step Description
effort to process, and develop a proposed solution for the
suggested change
Authorise CR Approval is gained to move forward with incorporating the
suggested change into the project/product – changes must be
approved by the PPB
Implement CR If approved, the necessary adjustments are carried out to make the
requested change and CR status is communicated to the submitter
and other stakeholders
Report Status
Element Description
Description Description of the desired change including the impact or benefits of the
change
Submitter Name of the person completing the CR Form who can answer questions
regarding the suggested change
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6.2.1.1. Evaluating and Authorising Change Requests
Priority Description
High Insert here the definition the project assigns to a high priority CR
Medium Insert here the definition the project assigns to a medium priority CR
Low Insert here the definition the project assigns to a low priority CR
Change requests are evaluated and assigned one or more of the following change types:
Type Description
Change requests are evaluated and assigned one of the following status types:
Status Description
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In Review CR work is completed and in final review prior to testing
Closed CR work is complete, has passed all tests, and updates have been released.
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7. Risks
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Risk Likelihood Consequence Risk Control Risk Owner
Rating
functions
4. Seek end-user input in the analysis
phase
Accidental or malicious distribution of L H Moderate 1. Development of policies and Policy and
customer confidential information procedures for use of customer Procedure
information Writer
2. Access controls
3. Monitoring of active users
4. Security on PCs and laptops
Storage safety
Increased customisation may make H M High Consider upgrade requirements IT Manager
upgrades difficult during customisation phase
Despite these risks, the project would appear to be viable at this stage. Each of these risks can be effectively mitigated with careful management. A detailed Risk
Management Plan will be produced as a part of the detailed planning for the project.
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8. Project Costs
Annual Costs One-Time Total
Costs (incl GST)
Cloud $15,600 $0.00 $15,600
Customisations $0.00 $107,500 $107,500
Training $0.00 $12,400 $12,400
On Premise Costs $7,500 $0.00 $7,500
Selection Processes $0.00 $13,000 $13,000
Additional Software $5,000 $0.00 $5,000
Hardware and Peripherals $0.00 $70,000 $70,000
Project Team $162,000 $0.00 $162,000
Support Costs $8,000 $0.00 $8,000
Annual Maintenance and Service $39,000 $0.00 $39,000
Charges
Grand Total $440,000
8.1.2. Training
Training will be developed and executed by IAJ personnel in conjunction with the IAJ HR
department.
8.1.3. Communication
The Project Manager will liaise with all relevant stakeholders either electronically or in
person. Some travel may be required for meeting purposes. Regular Project Team meetings
will be conducted using IAJ facilities.
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8.1.4. Project personnel
The Project Manager is responsible for assembling project teams and allocating specific
roles. It is anticipated that the project teams will change at different stages of the project to
reflect the differing skills required at each stage. Where possible, project personnel will be
sourced internally and current IAJ employees will contribute to the project in conjunction
with their existing duties. It is anticipated that there will be a need to source some project
roles, particularly an IT support person solely designated to this project, externally.
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9. Recommendations
It is recommended that the Project Board:
Approve this Project Brief
Approve the associated Project Organisation, and in so doing approve the
involvement of the various defined resources in the project, and commit these
resources to the project
Authorise Project Initiation (detailed planning of the project)
Communicate these approvals to the CEO and Senior Management groups.
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