Database Reference
In-Depth Information
training of super users and preparation of data for uploading into the SAP CRM system, should
be undertaken in parallel with the last stages of implementation at the pilot site. It is advised to
immediately commence implementation at other sites because doing so enables the company to
leverage the momentum generated by the implementation at the pilot site. Moreover, any breaks
between the implementations might cause members of the core team to look for other challenging
opportunities.
If training super users and data loading are done in parallel with the finishing stages of the
deployment at the pilot site(s), what remains during the actual SAP CRM project at the sites is
1. Deploying the base configuration prepared at the pilot site
2. Conducting the integration test
3. Conducting the training of the end users at the concerned site
4. Going live
6.13 Why Some SAP CRM implementations May
Sometimes Be Less than Successful
There are various reasons why SAP CRM projects might be less than successful. CRM is a
complex endeavor requiring significant change management expertise, business process expe-
rience, and domain knowledge. Failure in CRM projects might be because of the following
reasons:
◾
Top management involvement and interest falters or is perceived as faltering.
◾
Lack of clear project scope and strategies; project is too narrowly focused.
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Implementation of nonoptimized processes in SAP CRM.
◾
Decisions regarding changes in processes and procedures may not be effected; they might
be ignored or subverted.
◾
Lack of proper visibility and communication on the SAP CRM project at all stages.
◾
Lack of adequate budget and resources such as for training of large group of envisaged end
users.
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Not deputing the key managers on the implementation team.
◾
Support infrastructure and systems are delayed inordinately.
◾
Disputes and conflicts in the team are not resolved quickly.
◾
Company members of the team might not get along with the external consultants.
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External consultants might have differences with end users or user managers.
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Core team members might have differences with user departments.
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A company-wide change management plan is not implemented.
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Too much time between the implementation at the deployment/pilot site and rollout sites.
◾
Members of the company do not participate actively because
−
Sales persons, sales consultants, and sales managers are extremely possessive of their
customers and related interaction information and such withholding of critical cus-
tomer information prevents the information stored in CRMs to be treated fully as
customer relationships and to be leveraged for the maximum benefit of the enterprise
as a whole.
−
Members feel the system has been implemented in haste and that it does not address
their requirements and they feel they have not been taken in confidence.
