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1、Agenda（议程）CRM Project Progress Review（项目进展回顾）-陈绍鹏CRM Project Implementation Plan（项目实施阶段计划）-Dustin NguyenRisk Management（风险管理）-Brooke WalkerOutstanding Issues（待决问题）-陈绍鹏Siebel Executive Summary（Siebel高层总结）-Michael HayesLegend Executive Summary（联想高层总结）第1页/共33页CRM Project Progress Review（项目进展回顾）(Chen Sh
2、ao Peng)第2页/共33页Review of CRM Discovery（发现阶段的回顾）Established Project Management Framework （建立了项目管理架构）Completed CRM Business Requirement Analysis （完成了CRM业务需求分析）Completed CRM Architecture Requirement Analysis （完成了系统架构需求分析）Functional Requirement Specifications by 18/02/2001 （到2月18日将完成FRS）System Architec
3、ture Specifications by 23/02/2001 （到2月23日将完成系统架构综述）Completed Draft of Implementation Plan （完成了实施阶段计划的草案）第3页/共33页Current Status（近期工作计划）Siebel PMO and Solution Quality Review (12-16/02)（Siebel 项目管理和解决方案的质量检查）Discovery Deliverable Review and Sign-off (12-16/02)（发现阶段交付物的检查和签字确认）Finalize Implementation P
4、lan (17/02)（完成实施计划）Resource Allocation for Implementation Phase(12-17/02)（实施阶段的资源安排）Design Kick-off Next Week (19/02)（下周开始进入设计阶段）第4页/共33页CRM Implementation Plan（CRM实施阶段计划）(Dustin Nguyen)第5页/共33页Understanding of Requirements（对联想需求的理解）Phase I implementation targeted in 05/2001;(预计5月份第一波上线)Phase II imp
5、lementation targeted in 08/2001.(预计8月份第一波上线)第6页/共33页Implementation Guiding Principles（实施阶段指导原则）Leverage out-of-the-box functionality to minimize configuration effort without compromising the business requirements and objectives;（在满足业务需求和目标的前提下充分利用SIEBEL标准功能以尽量减少配置的工作量）Leverage existing Legend infras
6、tructure and reusable components such as middleware services and legacy system data loads;（充分利用联想现有的系统架构，中间件以及原有系统数据。）Ensure development decisions are taken at a global level to meet enterprise strategic vision.（确保开发阶段的决定能满足联想的长期战略目标。）第7页/共33页Deployment Guidelines（实施的指导原则）The fastest possible Return
7、 On Investment(ROI)（尽快得到投资回报。）Deployment of Siebel features for Sales,Marketing,Service Stations,MDF,and Partner Relationship Management,through account,activity,service request,and part management without negatively impacting current legacy system functionality;（在实施Siebel的销售、市场、维修站、MDF、PRM等方面的功能的同时
8、，兼顾原有系统功能不受到负面影响。）Decommission Strategy(系统替代策略）Deployment of Siebel modules and architecture infrastructure that form the fundamental building blocks for subsequent phases;（通过本阶段Siebel基础模块和系统基础架构的实施，为CRM项目的全面的实施打下坚实的基础）第8页/共33页Deployment of Siebel functionality to fulfill the functional requirements
9、,priorities,and filled gaps,as designated by the combined business analysis and architecture teams;（根据联想业务分析和系统架构所提出的功能需求，需求优先级和差异进行Siebel CRM功能实施。）Deploy systems that will facilitate user acceptance;（实施用户易于接受的系统。）Rapid deployment of some features as close as possible to the month of May 2001,so tha
10、t some Siebel benefits could be realized within six months of the software purchase anniversary date.（尽量赶在5月份就快速部署完部分功能，这样在联想在购买Siebel半年后就可以初步见到成效。）Deployment Guidelines(contd)（实施的指导原则）第9页/共33页CRM Implementation Timeline（实施时间表）Primary Siebel Modules and FunctionalityPhase I 第一波(19/02/2001 13/05/2001
11、)Customer/Partner Profiles Contacts Activities Products/Pricing Opportunities Calendar Agreements Campaigns Service Requests Forecasting MDF Literature/Correspondence Desktop eMailPhase II 第二波(01/04/2001 31/08/2001)eChannel(.COM)SmartScript Reseller Opportunity Management-Special Discount Request Pa
12、rts Management Enhanced Base Modules第10页/共33页CRM Application Integration Architecture（应用集成架构）第11页/共33页Siebel ObjectManager(s)SiebelDataSiebel Web EngineWeb ServerIntranet/InternetIntegration Manager Siebel Thin ClientsResellersService StationsSiebel IntegrationServerLegacySiebel Connected ClientsSal
13、es&MarketingInternal Service StationsCRM Deployment Architecture第12页/共33页Phase I Progress Summary(第一波进程概述)DesignDiscoveryConfigurationValidationDeploymentProjectDefinitionWe are here9 weeks,200 man-days12 weeks,620 man-days(estimated)第13页/共33页Quality Review&Risk Management（质量检查及风险管理）(Brooke Walker)第
14、14页/共33页Quality Review（质量检查）Project management in place,but inadequate due to lack of fulltime Siebel Project Manager.(项目管理虽然正在进行，但由于缺少全职的项目经理而显得不足。）Project quality control processes in place,being applied to varying degrees,but not rigorously enough.（项目质量控制流程在不同程度的进行中，但执行的不够严格。）Project quality assu
15、rance processes in place,being rigorously applied.（项目质量保险流程正严格执行当中。）Project planning in place for Discovery stage,but no current,agreed,detailed plan for the entire project yet exists dependent upon Implementation Plan agreement.（项目计划-在发现阶段中做的不错，但是没有基于实施计划协议的，双方达成共识的，详细的整体项目计划。）第15页/共33页Quality Revi
16、ew(contd)质量检查（续前）FRS being finalised for delivery to Legend;some content issues(visibility,business process change,data cleansing)（FRS-正在向联想的最终交付之中。其中包括一些问题，如数据可见性、业务流程变革，数据清洗。）Architecture being finalised for delivery to Legend;no issues.（技术架构-正在向联想的最终交付之中。无问题。）第16页/共33页What is Risk?（什么是风险）Risks ar
17、e vulnerabilities or threats to a project that may cause it to deviate from plan.（风险是可能导致项目偏离计划的危险）Large business change&systems implementation projects have significant elements of risk;e.g.,（大型的业务变革项目和系统实施项目都存在重大的风险因素；例如：）risk of failure in delivery（项目失败的风险）risk that the intended benefits will not
18、 be realised.（项目未达到预期的收益的风险）第17页/共33页Some Areas of Risk（可能的风险）SponsorshipScopePlansResourcesTimescalesDataMigrationTransitionManagementDesign Authority/OwnershipChangeManagementRequirementsDefinitionSystemsIntegrationTesting andAcceptanceArchitectureSpecificationProcessIntegrationContractChangeContr
19、olQualityReviewSponsorshipSponsorshipScopeScopePlansPlansResourcesResourcesTimescalesTimescalesDataMigrationDataMigrationTransitionTransitionManagementManagementDesign Authority/OwnershipDesign Authority/OwnershipDesign Authority/OwnershipChangeManagementChangeManagementChangeManagementRequirementsD
20、efinitionRequirementsDefinitionRequirementsDefinitionSystemsIntegrationSystemsIntegrationTesting andAcceptanceTesting andAcceptanceArchitectureSpecificationArchitectureSpecificationArchitectureSpecificationProcessIntegrationProcessIntegrationProcessIntegrationContractContractChangeControlChangeContr
21、olChangeControlQualityReviewQualityReviewQualityReview第18页/共33页Key Project Risks-Scope（项目风险的主要范围）Gap between SOW scope of work&Legend expectations of scope,post-Discovery stage.（在发现阶段结束后联想期望的范围和在SOW中规定的范围之间的差距。）Detailed business objectives not available.（尚缺少详细的业务目标。）Legend business structure undergo
22、ing change.（联想的业务架构正在进行变革。）第19页/共33页Key Project Risks-Implementation（项目的实施风险）No fulltime Project Manager for Siebel team.（Siebel顾问队伍没有全职的项目经理。）Legend&Siebel different approaches to Project Management.（联想和Siebel项目管理的方式不同）Translation of deliverables has potential to lead to confusion.（交付物的翻译可能导致理解上的混乱
23、。）No perceptible activity on（尚未实质性地开展如下工作）:End User Training（最终用户培训）Help Desk Implementation（技术支持）User Acceptance Testing（用户使用测试）Business Process Change Management（业务流程变革管理）Deployment（布置）第20页/共33页Risk Management-Going Forward（风险管理-怎么做？）Use Siebels Risk Management process.（使用Siebel的风险管理流程。）Incorporat
24、e review of key/new risks in weekly Status and monthly Steering Committee reporting.（在每周进度报告和每月领导委员会报告中加入主要的/新的风险。）Expose key Legend team members to Siebels approach to Risk Management.（使联系项目组的主要成员掌握Siebel的风险管理方法。）Establish escalation path/s for mitigation&contingency plans within Legend.Key Legend&
25、Siebel team members re-assess risk monthly.（关键的联想和Siebel的项目组成员每月评估一次风险。）第21页/共33页Outstanding Issues（待决问题）(陈绍鹏)第22页/共33页待决的主要问题组织结构调整之后责任的延续；项目组核心成员的工作安排费用预算问题。第23页/共33页Siebel Executive Summary（Siebel高层总结）(Michael Hayes)第24页/共33页Corporate Culture（企业文化）Tom Siebel“Chief Customer Satisfaction Officer”De
26、monstrate respect through professional conduct and dress（通过职业的举止和着装来展示对客户的尊重。）Every worldwide conference room named after a customer（以每一个客户的名字来命名其会议室。）All artwork in every office is customer art（每间办公室的所有艺术品都是客户艺术品）Annual reports,Letters,etc.（年度报告、信件等等。）Siebel advertisements all spotlight Siebel cust
27、omers（Siebel的广告都是突出Siebel的客户。）Employee compensation based on Customer Satisfaction（雇员的报酬取决于客户的满意度。）第25页/共33页Weekly Customer Satisfaction Forecasts（每周客户满意度预测）Submitted by Account team(TAM/PS)weekly in eBiz（由客户组每周提交一次报告）Red/Yellow/Green status（红/黄/绿三种状态）Accomplishments/Issues/Next Steps（成绩/问题/相应措施）Rep
28、orted up management chain Executive staff（向上一级的负责人报告。）Can be viewed by entire Account team in eBiz under Account Tab Status Reports（客户组的所有人都能够看到工作状况报告。）第26页/共33页Quarterly Customer Satisfaction Survey（每季度的客户满意度调查）External,unbiased customer survey（外部的、中立的调查）Unbiased third party survey company executes
29、 the survey（由中立的第三方调查公司实施调查）2 contacts from each customer(1 business/1 IT)/客户出两个人配合 调查-一名业务人员，一名IT人员）Tracked in eBiz（在 eBiz中追踪）DM has primary responsibility for identifying in eBiz（DM负责找出答题人）Customer surveyed first 3 quarters after initial license sale（在Siebel产品销售后前三个季度进行客户调查。）3 surveysShare common
30、overall satisfaction questionsFirst Survey:Focus on Sales process,marketing,contractingSecond Survey:Focus on implementation services,product,documentationThird Survey:Focus on implementation services,product,and ROIAfter first three quarters,surveyed only in January and July（三个季度过后在每年的一月和七月进行调查）Usi
31、ng survey number 3(Implementation services,product,and ROI)Sample surveys in eBiz Literature,use PDQ“Customer Satisfaction”第27页/共33页The Gap Methodology（方法论）Each question has two responses（每个问题有两个答案）Importance on a scale of 1-10（重要性，分数从1到10）Satisfaction on a scale of 1-10（满意度，分数从1到10）The Gap between
32、Importance and Satisfaction is the measure（重要性和满意度之间的差异就是分数）Gaps of 2.0 or higher require an action plan by manager responsible for that area（差异大于等于2时就需要负责该地区的经理拿出相应的应对方案。）Executive staff monitors Gaps,trends,and results of actions plans（专人负责监督差异、趋势和应对方案的结果。）The Gap AnalysisImportance:Expectation/Ma
33、rketabilitySatisfaction:Performance/Desire for ChangeOpportunity/VulnerabilityGAP第28页/共33页Execution of the Survey（调查的执行）Survey conducted at beginning of following quarter（在每个季度之初做上个季度的调查）Q1 survey conducted in late January/early FebruaryMeasures performance of Siebel during Q4,beginning of Q1Pre-sur
34、vey letter sent to Contacts from Siebel（Siebel发出预调查信件）Explains the value in completing the surveyOutlines improvements made as a result of the previous surveyEmail sent to all Contacts with hyperlink to survey websiteEnglish and German language surveys via the web（英文和德文的调查通过web发出。）French,Italian,Jap
35、anese language surveys via Fax（法文、意大利文、日文的调查通过传真发出。）Account teams follow up with non-respondentsSurvey lasts 2-3 weeks（调查持续2-3周）Results received 2-3 weeks later（2-3周后收到调查结果）第29页/共33页Survey Follow Up（调查的跟进）Results distributed to Sales RMs and appropriate senior management team members（结果将传给地区销售经理和相关的
36、高层管理者）Reviewed at quarterly Executive offsite（每季度审核一次）Review trendsIdentify risk areas and areas for focusGaps of 2.0 or greaterExecutive owner notifiedIdentify project leadPhone calls to all respondents with gaps over 2.0Identify root cause(s)Implement corrective actionScores tracked closely in fol
37、lowing quartersNegative responses to key questionsAccount teams notified by email and follow up directly with accounts to understand the underlying issues第30页/共33页Ensuring Satisfied Customers（确保客户满意）Make customers successful!（使客户成功）Set proper expectations and meet commitments（设置适度的期望并兑现承诺）Does not m
38、ean to always say yes to the customer（并不意味着总是对客户说“是”）Frequent contact with your Accounts（与你的客户保持接触）Ensure proper contacts are surveyed（确保调查合适的人）Ensure all Accounts are surveyed（确保对所有的客户都做调查）Contact each respondent prior to survey（在调查前就与每一位回答问题的人取得联系）Develop action plans to address issues prior to survey（在调查开始之前就采取行动解决相关问题。）Communicate/get credit for positive actions/resultsEnsure contacts complete survey（确保客户方联系人完成调查）Follow up on negative comments(emails)（用email方式跟进负面的意见）第31页/共33页Legend Executive Summary（联想高层总结）第32页/共33页谢谢您的观看！第33页/共33页