Planning your sap crm implementation pdf free download

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The requirements in your real-life project will not be as cut and dry as these. While defining business requirements without implying a technical solution is a de facto best business practice, you also have a more selfish reason to insist on this principle.

If you refer to the Contact Management functionality discussed in Chapter 2 see Figure 2. You will have to heavily modify the SAP screen for an illusory benefit. This makes no sense! While a superficial look documenting and classifying the feedback received from the customer in a text 57 Figure 3. This is due to the fact that SAP software already refined this functionality over the last few releases of CRM, and it already incorporates a lot of feedback from numerous customers.

What works for thousands of SAP customers, is probably going to work for you as well. This is not to say that you will not encounter instances where the basic functionality is going to be insufficient. EE Requirement 3 When ordering online, the stock availability is one of the most important features for an online store. That being said, a requirement that prescribes how the availability check is per- formed is inferior to a requirement that plainly states how an availability check should be performed.

In the case of the bad requirement, that availability check must be based on data that someone needs to maintain at the website level — definitely something that will create issues down the road.

They may sell their wares to the hospital chain headquarters Integrated Delivery Network or IDN , but they also want to see the independent hospitals that are part of this structure.

This is how this business requirement was implemented for one SAP customer see Figure 3. Not only is changing the SAP functionality expensive and problematic to upgrade, but it can also play an undesired role in your scope creep battle it is very hard to limit the development for a non-SAP standard functionality because the end users will always want to tweak it. Generally speaking, the more general the business requirement definition is, the easier it will be to implement.

You will map each requirement with the available functionality in the CRM system, and then plan on how to address any eventual remaining gaps. At the beginning of this section, we defined the scope as the sum of the business requirements, plus any additional tasks that have to be performed in order to sup- port the delivery of said business requirements. These tasks range from the initial software installation and testing, the procurement of the hardware required for your CRM system and other SAP systems , the testing of the developed functional- ity, the project management activities, etc.

The best way to start the requirements gathering process is to go through a series of workshops with the business. During the workshop, the business will describe the inner workings of the business process. Eventually, the content of the workshop will be refined into the requirements documents for your project finalized during the blueprint phase.

When everything is said and done, your scope will be well documented and avail- able for everyone. As always with documentation, you may want to store it in a change-controlled environment very important for Food and Drug Administration FDA —controlled companies. The scope documents will also be used for testing. From a geography standpoint, there is good news and bad news. The bad news is that all SAP systems, CRM included, have to be configured to support multiple languages and currencies.

In order to do business in both the U. While this requirement may not seem to be something that you have to worry too much about in a CRM proj- ect, there are instances when different languages and currencies are still important. For example, if you have an online store, your product descriptions will have to be available in both English and French, while the prices will have to be available in U.

If you deliver functionality across multiple countries and languages, think about the impact on your scope. You may also want to have a formal signoff for your scope document. While this approach is not necessarily the most palatable one, it will help enforce the scope control activities.

People will forget to mention some requirements that are perhaps obvious from their point of view, or they will think about various bells and whistles disguised as new requirements , so keeping a close tab on your scope is paramount. Your message to the business has to be very clear: any additional piece of scope has a price tag associated with it the same goes for changing the agreed-upon scope. You can, however, always negotiate with your business clients on what additional scope can be realistically added, versus what existing require- ments can be dropped out of scope.

Your Steering Committee and your project sponsor are the ones called into action in order to solve this conflict. If they will uphold the initial scope, the business will have to live with that decision.

On the contrary, if they will allow these business requirements to be added to the scope, then you will have a freehand to re-determine one or more of the following: the budget or the dura- tion.

Just make sure the impact associated with the scope change is understood by everyone! Note There are instances when the scope has to be modified in a substantial fashion — the typical example is an acquisition. If, for example, your company is acquiring another company, and you want to allow the additional users gained through that acquisition into your CRM system, they may have additional business requirements that were not considered previously.

Some of those new requirements will always be justified. Please remember to communicate the impact on the project budget or time wise.

So, what are the lessons that we need to extract from this entire chapter? First and foremost, having a very strict scope control in place is mandatory for a successful CRM project.

By itself, the scope control will not guarantee success, but its absence will almost undoubtedly guarantee failure. You may ask — so where should we draw the line? Each project will have to draw a line in the sand — on what changes are acceptable and what changes are not acceptable.

EE Understand your total cost structure. EE Understand how to phrase a good business requirement; explain to your busi- ness clients the way to properly state the requirement. EE Document, track the implementation, and measure the delivery of your scope.