CRM Initial Implementation PROJECT DOCUMENTATION PROJECT INITIATION DOCUMENT PID. Document Description. Version Number 0.1 Release Date Author

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1 CRM Initial Implementation PROJECT DOCUMENTATION PROJECT INITIATION DOCUMENT PID Document Description Version Number 0.1 Release Date Author Sandy Spink Owner Spink Telecom Consultants Ltd Client Tunbridge Wells Borough Council Document Ref. TWBC PID Ver 0.1 Revision Date of this Revision: 11 th February 2005 History Summary of Changes: Changes Marked? : Approvals This document version requires the following approvals: Name Role Initialled/ Distribution This document version has been distributed to: Name Role Date Andy Cole IT Mgr 11 th February 2005 Page 1 of 11

2 Details Contents PURPOSE 3 BACKGROUND 3 OBJECTIVES 4 SCOPE 5 DELIVERABLES AND/OR DESIRED OUTCOMES 6 EXCLUSIONS 8 CONSTRAINTS 8 RISKS 8 GENERAL REQUIREMENTS 9 ASSUMPTIONS 9 ORGANISATIONAL STRUCTURE 10 PROJECT CONTROLS 11 Page 2 of 11

3 Purpose Background To define the project, to form the basis for its management and the assessment of overall success Following the 2004 CPA review and a subsequent report by Spink Telecom Consultants Ltd, Tunbridge Wells Borough Council have concluded that a gradual approach to implementing a customer relationship management (CRM) system is necessary. Rather than adopt the single contact centre approach favoured by some other local authorities, the decision has been taken to introduce the principals of CRM on a distributed basis across selected departments. CRM will enable the single customer view by creating workflow and case management, integrating with back office applications. It will also initiate the separation of customer services from administration and professional services. Primary phase ( Stage 1 ) departments/services have been identified as Planning, Benefits, Housing, Environmental Services (including Client Services). These will serve as a 12 licence pilot scheme designed to introduce the concept of CRM to TWBC officers. It has been recognised that a successful CRM implementation must take into account three main factors: i) People fears must be addressed in a positive light with explanations as to why the project is taking place and how service delivery will improve through its implementation ii) iii) Processes current working practise must be reviewed down to a granular level and assessed for gaps and dependencies. Technology the current telephony system and Wide Area Network will need some enhancements to meet the call distribution and networking requirements of a CRM solution. The CRM solution must integrate with existing back office applications. Page 3 of 11

4 Objectives To procure and implement a CRM solution distributed across the three/four phase one departments To upgrade telephony to meet the required distribution capabilities. To educate officers, through workshops and general information bulletins, as to the benefits of the project. To ensure CRM integrates with CAPS software products for true back office integration. This approach is classified as deep and narrow rather than broad and shallow, with the emphasis being on customer service staff providing a more detailed level of assistance through workflow and integration, than simply logging enquiries. To develop a knowledge base that will allow quick answers to routine enquiries and in future phases, link into the workflow system. To support the growth and development plan of the CRM system and facilitate services transferring to it, ultimately leading to a centralised customer service unit. To ensure the CRM tool selected is robust enough to meet the council s longer term aspirations to extend its use to a greater number of services, future centralisation and for use in different front and back offices. To use the initial implementation to learn on how best to use CRM and how it can be applied in other areas in order to achieve benefits. To use the experience to build cost and work models for future introduction of CRM To avoid the risks of a larger CRM project being difficult to control and manage To meet the requirements of the Governments IEG priority outcomes (especially 14, making it easy to do business with the council ), BVPI 157 and the requirements of the latest CPA review. Page 4 of 11

5 Scope The scope of this project is for a defined initial implementation that allows TWBC to introduce CRM in a controlled manner thus reducing the risk and work involved with a larger big bang approach. The project is planned to run in four phases as follows:- Phase 1 Business Process Review Phase 2 Procurement Phase 3 Implementation Phase 4 Consolidation & Review Phase 1 of the project will comprise 4 stages: i) Corporate awareness and change management (.weeks) ii) Process Mapping as is of Stage 1 departments (6-8 weeks) iii) ROI and business benefits assessments. iv) Process re-engineering to be (4-6 weeks) Phase 2 of the project will comprise 6 stages i) Specify and update telephony requirements (6-8 weeks) ii) Specify CRM requirements (4 weeks) iii) Prepare Procurement documentation (2 weeks) iv) Issue ITT (4 weeks) v) Evaluate Proposals (4 weeks) vi) Agree Contract/Plan (4 weeks) Phase 3 of the project will comprise 5 stages i) Supplier workshops for workflow evaluations (3 weeks) ii) Installation of software and hardware (3 weeks) iii) Training (2 weeks) iv) Integration with existing applications (4 weeks) v) Training (2 weeks) Phase 4 will be further specified at the end of phases1, 2 & 3. Some parts of Phases 1 and 2 may run concurrently (see GANT chart). The scope limits the CRM to four Stage 1 departments: Planning Benefits Housing Environmental Services ( including Client Services) and to interface with the Academy, ESRI and Uniform systems. Page 5 of 11

6 Deliverables and/or Desired Outcomes In order to provide its objectives, the project will deliver the following products leading through the procurement process to the installation of a CRM system. General This PID as a high level statement of objectives Establish a project mandate and define membership and terms of reference for the project board. Establish departmental champions, who may form part of the Level 4a procurement team (see Organisation Structure) A corporate communication plan on the CRM project, to be developed by the project manager in liaison with the project board A risk register for the project to be developed through the running of a risk workshop Phase 1 Business Process Review A record of current as is processes in Stage 1 departments presented as flow charts on Microsoft Visio or similar A management report and gap analysis Process costs for ROI evaluation Business benefits analysis- - Performance - Costs - Customer service - Accuracy To be process generation based on information gathered and detailed discussions with departmental teams. Phase 2 Procurement Specifications and upgrade to telephony systems and WAN Specifications and ITT for CRM GCAT mini tender An evaluation plan and team for evaluating the Gcat proposals The evaluation of proposals by the evaluation panel following the agreed method A recommendation from the evaluation panel to the Project board on the preferred solution Confirmation of contract terms with preferred supplier. Page 6 of 11

7 Phase 3 Implementation Installation of telephony updates Upon selection of the chosen CRM supplier an agreed plan for the implementation phase Installation and configuration of all required hardware and software Initial Implementation of CRM within the Stage 1 departments. Development of the scripts, templates, workflow, knowledge management and help facilities to for the services within the Stage 1 departments. Acceptance Training for staff in use of the CRM Interfaces from the CRM to/from CAPS & Academy applications. Phase 4 Consolidation The ability to demonstrate practical use and benefits of CRM within a real life TWBC example Upon completion of the implementation phase a review of the system and process leading to a plan for further phases Upon completion of the implementation and/or during the consolidation phase updated proposals for the future development of CRM at TWBC A costed justification for sustainability funding and the ongoing licence and support costs for the use of CRM Page 7 of 11

8 Exclusions The project excludes any additional interfaces between the CRM system and business applications other than those identified Sustainability funding for future year use of the CRM Changes to ground floor reception Migration to a central customer service unit Constraints The new system and associated consultancy must be provided within the budget set Conflicts in corporate priorities Availability of staff to support the project Constraints set by the market place for CRM and/or by the proposals that may emanate from the Gcat mini tender There may be constraints imposed by 3 rd party suppliers in respect to their own development or installation timetables. The CRM system must be supplied and installed by (date..) Implementation and testing must be complete by the end of (month).2005 Tolerances for each phase of the project will be established as part of the phase plan. Risks Project support from top to bottom. Without buy in from all levels, the project will be difficult to implement successfully. The communication plan must be effective to avoid non participation. Page 8 of 11

9 General Requirements Establish clear workflow interfaces and pass through arrangements between activities carried out in Phase 1 departments using the CRM system and activities carried out elsewhere Establish a customer database that can be used to share data with other services and applications as required. Establish links with the council s approved address database (The Land and Property Gazetteer?) Establish the CRM in such a manner that it incorporates and builds a knowledge base, and has access to e-forms and published information from the Council s website to support the mediated service rather than duplicating such information within the CRM system itself. Inter-work with the office tools (e.g. Office, Exchange) used in the council and reside in a seamless manner on agents computers. Compatibility with the TWBC telephony API. Be developed to utilise the standards and guidance issued by the National CRM Project in respect of dealing with customers, with customer care programmes and with the standards and quality procedures applied throughout TWBC. Assumptions That there will be no further changes to the deadlines or priorities set by the government for its Implementing Electronic Government priorities. That the Town Hall reception area will have been refurbished to become a general reception area by the time the project is ready for implementation. That the CRM market place responds to the Gcat mini tender and we have a number of credible proposals to evaluate and make recommendations. That the budgeted 12 licences will be sufficient for the proposed pilot phase. Page 9 of 11

10 Organisational Structure Level 1: e-services Sub Group formal reports/approval Level 2: Project Board Level 3: Project Manager(s) Level 4a: Procurement & Evaluation Team Level 4b: Implementation Team Level 4c: Consolidation Team Level 1: Gave approval for the project and needs to receive progress reports and bids for any further funding Level 2: Management of the project, approval of project documents and controls Level 3: An internal project manager will be required to coordinate phases 1 & 2. If appointed, Spink Telecom Consultants Ltd will lead external resourcing and preparation of technical specifications will also take a project management role for the council for phase 3 if required. Upon completion of phase 3 decisions will be required on how to manage further roll-out of the CRM in phase 4. The project board will be the group that takes the decision on project management arrangements for implementation and beyond (Phases 3 and 4) Level 4a: Issuing the Gcat min tender will be led by Spink Telecom, if appointed, working with an reference group. The project board will appoint an evaluation team from nominations received to represent ICT, Customer Service and business services. Level 4b: To be agreed during the procurement phase, may have a joint team with the supplier or may have separate teams. Level 4c: To be determined during the implementation phase. Page 10 of 11

11 Project Controls The project will use the Prince 2 toolkit in a practical manner to ensure proper project discipline. The project board will approve/ratify documents either by (requiring a specific approval/not approved response) or by holding a meeting. The project board will meet at least once at the beginning of each new stage/end of each previous stage. The project manager will provide a short weekly briefing for the project executive and will update the project plan at regular intervals The project manager will issue highlight reports at the end of each stage and/or at least every 4 weeks and exception reports should any stage incur a delay/overspend/overrun beyond the agreed tolerances. Budget management and the placing of any orders will be undertaken by a council officer who has received the required training and who has appropriate authority under standing orders and schemes of delegation. Page 11 of 11

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