IndoAust Jaya Customer Relationship Management

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

2
 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

3
1. Business Background

1.1. About IndoAust Jaya

IndoAust Jaya (IAJ) Pty Ltd is an import/export company headquartered in Sydney with
subsidiary offices in Brisbane, Melbourne, Perth, and Darwin. IAJ also has offices in Cape Town
(South Africa), Dublin (Ireland), and Wellington (New Zealand).
Family owned and operated, we employ 85 people from a variety of cultural backgrounds. We
are originally from Indonesia, having settled in Sydney over 15 years ago. We retain links with
Indonesia through family members who live in Surabaya and run a separate business.

1.2. Vision statement

Our vision is to be the first company that people think of when considering the products and
services offered by our business. We can accomplish this by engaging the best people who bring
professionalism and dedication to every aspect of our operation and who work collaboratively to
achieve the goals of IAJ Pty Ltd.
Staying abreast of and taking advantage of new technology will also play an important role as we
develop growth around the world.

1.3. Mission statement

IndoAust Jaya Pty Ltd is committed to growing a strong and profitable business throughout
Australia, New Zealand, Ireland, South Africa, and Indonesia. We will achieve this through a
planned strategy based on ethical business practice, which will ensure that we meet all the
responsibilities of being a good corporate citizen wherever we do business around the world.
Sustainable growth will be the hallmark of our expansion as we implement our three- year plan
for development through continuous systems improvement and acquisitions.

1.4. Value statement

As we move our business forward, we are committed to:
 working towards and maintaining a zero-harm workplace by implementing WHS procedures
 safeguarding our environment for future generations
 encouraging diversity in our organisation including cultural differences and backgrounds, race,
colour, disability and religion
 showing respect to all those with whom we come into contact

4
  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.

1.5. Corporate structure

Our Operations Manager runs the day-to-day operations of IAJ, overseeing three departments
covering paper, cattle, and chemicals. The Logistics team reports directly to the Managing
Director. There is also a Corporate Department in charge of finance, HR and management of the
office. Our Corporate Managers come from a mix of backgrounds, including Australian,
Indonesian, and Chinese, and their management styles tend to be informed by their cultural
backgrounds. At times, there can be friction between them but generally, they get on. There is a
reluctance though to share information, particularly if they feel their positions are under threat.

5
1.5.1. Corporate Department

Caroline Materson
Corporate Manager

Pauline Smithersby
Gary Jazger Ken Allara
Commercial
IT Manager HR Manager
Manager

Ali Croft Greg Hutchinson

Sue Cole Lynne Sungee
Recruitment Sales and Marketing
Team Leader Finance Manager
Manager Manager

Margie Hopper
Dan King Beck Hornby Geoff Ritchie
Pulbic Relations
IT Support Policy Writer Team Leader
Manager

Connie Fung Mahmood Sengupta

Zun Zhao Norma Robsen
Product Sales Accounts
Web Developer Employee Relations
Specialist Receivable

Erna Sukardi Andrea Peters

Mick Parker Lindsey Walker
Learning and Product Sales
IT Support Accounts Payable
Development Specialist

Cecily Bowerman Nan Johnson

Marketing Analyst Payroll

Suzie Griffiths Ann Write

Marketing Specialist Bookkeeper

6
2. Project Background

2.1. The Problem

IAJ utilises two databases to service its customers and manage its operations. These are Sage 300
and LiveX.
Sage 300 is used for:
 Inventory control
 Order entry and tracking
 Financial management
LiveX is used for:
 Tracing livestock
 Processing livestock export orders
 Managing livestock testing
These systems manage logistics transactions effectively, but they do not provide the required
information and reporting to assist the sales and marketing teams in developing the business.
IAJ has identified a need to develop and implement a Customer Relationship Management (CRM)
system to manage IAJ’s interactions with current and future customers. The CRM will include
technology to organise, automate, and synchronise sales, marketing, customer service, and
technical support.

2.2. Diagnostic Phase

2.2.1. Option 1 – Sage CRM

Sage CRM is an all-in-one solution that lets you do more with your CRM. In addition to contact
and lead management, Sage CRM offers targeted marketing, email marketing, social CRM and
more. It also comes with a built-in customer service portal to deliver excellent customer support.
Sage CRM is specifically designed to help small and medium sized businesses. It is easy to deploy,
install, manage, learn, and maintain.
Sage CRM integrates easily with Sage 300. Sage CRM Professional is available for $55 + GST per
month, plus $13 + GST per month for each additional GB of storage required.

2.2.2. Option 2 – Microsoft Dynamics CRM

Microsoft Dynamics CRM is a CRM that drives sales productivity and marketing effectiveness
through social insights, business intelligence, and campaign management, either in the cloud,
on-premises, or via a hybrid combination.
Microsoft Dynamics CRM offers mobile CRM apps and platforms to manage customer
relationships on mobile devices, along with tools that integrate data and reporting from social
media directly into the CRM application.

7
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.

2.2.3. Option 3 – Salesforce CRM

Salesforce.com is the enterprise cloud computing leader. They offer social and mobile cloud
technologies—including sales and CRM applications. This software is typically associated with
larger businesses and enterprises, but also has a small business edition that includes the
product's robust set of CRM tools and resources at an affordable, small-business-friendly price.
Part of Salesforce Small Business Solutions, the platform is very easy to use and includes key
features like lead generation, contact and opportunity management, sales forecasting, workflow
automation, and much more. Professional software price is $65 per month.

2.2.4. Option 4 – Insightly

Insightly is a simple, but feature-rich CRM software that fits the bill for micro-businesses. It has
all the basic capabilities that really small businesses need in CRM software, but is also highly
scalable as your business grows. Additionally, Insightly is one of the most affordable CRM
solutions available; there's a free version to help you get started, and paid plans start at a
fraction of the price of comparable CRM software.

2.3. Decisions
Sage CRM has been chosen due to its compatibility with Sage 300 and comparable costs.

8
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

3.2. Key Success Factors

 Focus on user adoption
 Shared vision for CRM in the business and how it supports the business strategy
 Senior management commitment and investment
 Alignment of solution to data model for reporting and analytics
 Simplification of solution – hiding irrelevant fields and forms at a business or user level
 Excellent training – tailored to specific user roles
 Seeing CRM as a business transformation project rather than simply an IT project
 Identifying opportunities to improve customer experience through business process
improvements
 Planning a second phase within three to nine months of implementation to continuously align the
CRM to business needs and to tweak to ensure user adoption and inclusion of automation or
additional functional areas

9
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

10
5. Project Approach

5.1. Road Map

Stage & Deliverables Tasks/Milestones

Analysis Internal analysis
The official start of the implementation:  Develop an overview of the user
 Fit Gap Analysis Spreadsheet processes for collecting, entering,
 Functional Requirements analysing and using CRM data
Document  Identify the data requirements for the
 Project Plan—captures milestones, CRM
accountabilities, roles, etc., to set  Analyse stakeholder needs
clear expectations and keep us on  Review current business processes
track
 Communications and Training
Plans—help us establish
communication channels and the
types of training we’ll need for
different key stakeholders and
broad users
 Development, Quality & Testing
Standards—establish standards for
how we’ll ensure the quality of
customisation development and
solution design to meet your
requirements
 Future State Business Process
Workflows—document how your
core business processes will be
accomplished with the new CRM
solution
 Change Control Plan—determines
how we’ll identify, review and
approve any scope or requirement
changes

Design System configuration

Configure solution and design  Purchase Sage CRM
customisation:
 Determine hardware and peripheral
 Risks and Issues Management requirements
 Core Team Training
 Obtain hardware and peripherals
 Create Test Scripts by role and

11
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

Data preparation and cleansing

 Review existing client data to fill gaps
and remove duplications

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

12
Stage & Deliverables Tasks/Milestones
 Develop quick help guides
 Provide ongoing help desk support

Operations Go live activities

Close project and identify any ongoing  Migrate data
support and transition assistance needed:  Release final deliverables
 Project closure Close down and review
 Review Deliverables against SOW  Conduct technical support handover
and Close Out Project  Conduct post-implementation review
 Establish Ongoing Quality and  Review final communication plan
Testing Strategy  Produce end of project report
 Transition solution and support  Perform a change management review
 Conduct Disaster Recovery Test  Ensure all documentation required for
the project is distributed
 Ensure the stakeholders have been
involved in the decision and assessment
that the project is complete
 Perform project closedown

5.2. Timeline

Project Stage Start Finish Duration

1. Internal Analysis January March 60 days
2. System Configuration April May 40 days
3. Data Preparation and Cleansing June October 100 days
4. Development August September 30 days
5. Testing September October 30 days
6. Training and Support October November 20 days
7. Go Live Activities November December 20 days
8. Close Down and Review December January 20 days

5.3. Major Products/Deliverables

 Classify contacts by type
 Generate automatic notifications for team members of important plans, events and customer
interactions
 Run reports automatically and distribute electronically
 Track customer referrals and lead sources
 Manage multiple marketing campaigns, projects and activities
 Create mailing lists and generate targeted direct mailings using email

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

14
6. Project Governance

6.1. Organisation Structure

An organisation structure will be implemented based on the structure set out in the chart below.
The project will be managed internally by IAJ.

PMO

Project Board

Senior Executives Senior

Users Suppliers

Change
Project Project Authority
Assurance Manager
Project
Project Support
Team

6.1.1. Project Management Office

The PMO will define the tools, methodology, standards and quality by which all projects will be
executed. The PMO will provide common planning and reporting processes and will bring
structure and support to evaluating, justifying, defining, planning, tracking, and executing
projects. The PMO will also help resolve cross-project conflicts caused by limited resources and
other constraints. The PMO will work in close cooperation with the other areas of IAJ that have
major IT initiatives underway.

6.1.2. Project Portfolio Board

IAJ Senior Management Team (SMT) members will form a Project Portfolio Board (PPB). The PPB
has ultimate responsibility for delivering the capability, realising the benefits defined, and

15
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.

6.1.3. Project Manager

The Project Manager will be an IAJ project official (appointed for the duration of the project)
who will be delegated responsibility for the day-to-day execution of the project by the Project
Board. The Project Manager will also report to and receive guidance from the PPB.

6.1.4. Change Authority

The Project Board is ultimately responsible for agreeing to all changes raised during the project.
However, depending on the size/complexity of the project, they may decide to delegate approval
of some changes to a change authority who will be allowed to approve changes that meet pre-
defined criteria relating to time, cost, and scope.

6.1.5. Project Assurance

The Project Board is ultimately responsible for project assurance in their respective area of
concern (business, user, and supplier) by monitoring all aspects of the project’s performance and
outputs through the practice of Independent Verification and Validation (IV&V). If a Project

16
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.

6.1.6. Project Teams

Project teams will be created, led by the Project Manager. The teams will consist of a core strong
internal team with cross-functional support. Teams will have a mix of functional/technical skills
and will be able to provide the specialist skills/business knowledge required.
Teams may include (at the Project Manager’s discretion):
 Project steering group
 Project management team
 Project implementation team(s)
 Change management team
Roles within the project teams will include:
 Customer Project Manager
 Business Analyst
 Technical Team Leaders and members
 Communications Manager
 Training Manager and consultants
 User champions
Members of the project teams may be drawn from existing IAJ employees, who can contribute to
the project on a part-time basis while also fulfilling other duties, or may be sourced externally.

6.1.7. Project Support

Project Support is responsible for administering the governance and administrative support
processes and tools used during the project.

6.2. Change Management

The Change Management process establishes an orderly and effective procedure for tracking the
submission, coordination, review, evaluation, categorisation, and approval for release of all
changes to the project’s baselines.

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

17
 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

Generate CR Evaluate CR Authorize CR Implement CR

Log Updated Status

Report Status

6.2.1. Change Request Form and Change Management Log

Data elements of change request form and change management log:

Element Description

Date The date the CR was created

CR# Assigned by the Change Manager

Title A brief description of the change request

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

Phone Phone number of the submitter

E-Mail Email of the submitter

Product The product that the suggested change is for

Version The product version that the suggested change is for

Priority A code that provides a recommended categorisation of the urgency of the

requested change (High, Medium, Low)

18
6.2.1.1. Evaluating and Authorising Change Requests

Change requests are evaluated using the following priority criteria:

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

Scope Change affecting scope

Time Change affecting time

Duration Change affecting duration

Cost Change affecting cost

Resources Change affecting resources

Deliverables Change affecting deliverables

Product Change affecting product

Processes Change affecting process

Quality Change affecting quality

Change requests are evaluated and assigned one of the following status types:

Status Description

Open Entered/Open but not yet approved or assigned

Work in CR approved, assigned, and work is progressing

Progress

19
In Review CR work is completed and in final review prior to testing

Testing CR work has been reviewed and is being tested

Closed CR work is complete, has passed all tests, and updates have been released.

20
 7. Risks

Risk Likelihood Consequence Risk Control Risk Owner

Rating
Expenditure not able to be made H M Severe Careful communication to all parties Project
within the desired timeframes - to ensure adequate funding is Sponsor/
adequate funding may not be able to obtained and allocated – in the event Executive
be obtained and allocated for future of allocated funds not being spent this
stages financial year
Possibility that the focus on the L H Moderate Ensure time is allocated for effective Project
procurement timeframes may review of requirements. Ensure broad Manager
compromise the quality of the review of requirements
technical solution sought and
selected
Failure to understand, articulate, and L H Moderate 1. Careful planning and involvement Project
include all relevant business of key stakeholders in planning Manager
processes may result in a system that phases
doesn’t meet the full needs of its 2. Testing before full launch
users
Cost of time and implementation – H M High 1. Development of clear plan Project
implementing the CRM can be costly 2. Detailed analysis of user Manager
and take up a lot of time requirements
3. Assembly of a diverse and skilled
project team
Lack of end user adoption will mean M M Moderate 1. Identify and train users that will Trainer
inability to meet ROI promote the system within their
teams/departments
2. Clear communication of benefits
3. Adequate training on CRM

21
 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.

22
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. Key assumptions

8.1.1. Human resource management

The Project Manager will be responsible for determining specific roles within the project
team and allocating relevant resources. The Project Manager will be supported by IAJ’s HR
department in regards to recruitment, employee relations, and general HR management.

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.

23
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.

24
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.

25