Database Reference
In-Depth Information
because only if the inputs are accurate and functionally correct will the SAP CRM system truly
deliver when it goes in production. SMEs, whose staff strength is small unlike the large enter-
prise, must allocate their best people with the conviction that after SAP CRM is in production
correctly, it will give better returns not only in terms of money but also in other dimensions like
relationships, satisfaction surveys, and improved brand.
6.4.8 Completing Infrastructural Activities on
Time and with High Availability
Consistent with the approach being taken in this topic, the infrastructure for a SAP CRM project
whether it's the computers and networking infrastructure or human infrastructure in terms of
skills acquisition and training must not be treated as an IS/IT infrastructure. It must be monitored
like any other non-IS/IT infrastructure. Any mismatch between the readiness of the infrastruc-
ture and the overlaying SAP CRM system will only lead to delays in the project and, hence, incur
opportunity costs.
6.4.9 Instituting a Company-Wide Change Management Plan
Like any other strategy implementation plan, SAP CRM implementation is a prime case of an
organizational change. It should be recognized and planned as such. In parallel with the SAP
CRM implementation effort, it makes sense to undertake a change management program to
address the disorientation and lost sense of direction that might be experienced by a large number
of members. If not managed properly, this could jeopardize the success of the whole project.
Top management should note that unlike traditional IS/IT projects, most SAP CRM imple-
mentations do not have
parallel runs
in which incumbent systems are run along with the older ones
for a predetermined time period until the new systems are declared operational and the company
switches over to the new regime. This happens because after SAP CRM goes productive, the
transactions and the actual operational tasks are done on the SAP CRM system itself; any major
error could turn fatal for the company. The situation might seem alarming based on the past
experiences of the traditional IT systems going productive; however, that is the exact point that
we are trying to make in this topic. SAP CRM is not like a traditional IT/IS project; it represents
a totally different model of computerization (see Chapter 2, Section 2.1.9 “CRM Represents the
New Departmental Store Model of Implementing Computerized Systems”).
6.4.10 Training of SAP CRM Team Members
All training needs for all the members of the team should be identified, and either corporate train-
ing programs should be arranged on-site or members should be nominated for external training
programs. For the SME, in which project schedules are shorter and the manpower base in the
organization is smaller, it is essential that training of the team members is initiated and completed
before the scheduled start of the program. Members should be encouraged to take certification
tests in their concerned area of activity.
6.4.11 Training of User Members
Awareness, as well as familiarity training for all users who might use the SAP CRM productive sys-
tem, is important. Training plans should not only have training programs but should also budget
