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April 27, 2009 from ComputerWorld – “Your company knows that it wants a serious CRM system. But the CFO, nervous about the costs, starts to suggest strategies that could keep things under control. Meanwhile, you know the implementation team has some ideas that go in a completely different direction. How can you manage executive expectations that may be based on misinformation? This two-part article will cover common traps that you should avoid, followed by advice on the best ways to save some real money.…”
180 View – The article makes some good points that apply not just to CRM. For example – “The complete-system launch, sometimes called a Big Bang project, just doesn’t work very well for software. The warning signs of Big-Bang thinking include: Infrequent project milestones; large, complex, monolithic project deliverables; little consideration of political or change-management issues; fake, vague, or overstated requirements, particularly for scope of system integration or historical data; scope creep. Better to deliver incrementally, deploying something of value to the business at least once a quarter.” We believe that during the design phase, you should consider the big picture/bang, but build and roll it out in manageable phases.
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