Egg3 | Agile CRM Deployment
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Transcript of Egg3 | Agile CRM Deployment
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Agility adaptiveis about being
This is the fundamental definition for Agile.
CRMThis is the basic expectation of any CRM project.
efficientis about being more
How do Agility and CRM mix with each other?
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individual interactions over process and tools
working softwares over comprehensive documentation
customer collaboration over contract negotiation
responding to change over following a plan
4 VALUESKEYThe Agile manifesto has
The point is: we value the items on the left hand side
more than the items on the right hand side.
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People think the problem comes
from bad processes. That is WRONG!
The real issue is people. People are difficult to deal with.
Focus on what people do and what
they really want to do.
Do not IMPOSE workflows on
them that they have not designed themselves in the first place.
Individual Interactions
Process and Tools1 over
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People will gather around
working software, not around documentation. We
want to create ‘pieces of working
software’.
Comprehensive Documentation
Working Software
No big-bang needed. Fine-tune as
you go. Do not waste time
documenting.
If your CRM is not self-explanatory,
talk to the users again.
over2
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Contract Negotiation
Stakeholder Collaboration
Change of scope will occur.
Features will be added and
withdrawn. You don’t want to
spend time and energy
negotiating with project
stakeholders.
CRM is a journey. Evaluate and
measure all the time, discuss the
scenarios as you go. Stakeholder
involvement is at the heart of the
process.
over3
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Following a Plan
Responding to Change
It's not realistic to plan everything
upfront. Adaptation is the
key to creating a really useful piece
of software and to satisfy the
stakeholder.
You do have a plan, but above all you
want to stay alert for the
findings that will inevitably come as you
move forward.
over4
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Our highest priority is to satisfy the stakeholder through early and continuous delivery of valuable tools.
The working CRM is the key to help
stakeholders understand what they want
and to give a feedback so that we can
adapt the plan for the next iteration.
Principle 1
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We welcome changing requirements, even late in the project.
We harness change for the stakeholder's advantage. We have no upfront design needing to be revised all the time. Our ressources remain available to prioritize and to develop. Changing requirements, or better
ideas? We just apply the change!
2Principle
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Delivering working CRM features frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
The shorter the iteration is, the more CRM features we will have and the smaller they will be, meaning more chances for adaptation and more agility. But the shorter the iterations are, the more overheads there are. So there should be a balance!
3Principle
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Business people and developers must work together daily, throughout the project.
We do not want any separation between IT and business. Your business lives through IT.
4Principle
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Build your CRM project around motivated individuals. Give them the environment, support their needs, and trust them to get the job done.
Hire an experienced CRM consultant. S/he
will help you to really get your people
involved and to solve problems for every
stakeholder.
5Principle
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The most efficient and effective method of conveying information to and within a development team is a face-to-face conversation.
People need to communicate. There is no partial ownership of your CRM project. Everyone has a say on everything.
6Principle
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Working CRM features is the primary measure of progress.
In Agile environment, progress is measured with feature-based factors (what the software really does) instead of activity-based factors (the time we have spent on it).
7Principle
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Agile processes promote sustainable development.
There is no need to do over time work, We want to be able to make progress at a sustainable pace. The main purpose of the iteration is not to deliver everything that has been planned for the iteration. The goal of each iteration is to create a piece of working software and to use it to get a feedback from the stakeholders.
8Principle
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Continuous attention to technical excellence and good design enhances agility.
Instead of spending a lot of time upfront in designing the architecture of the solution, we go iteratively. This will not deliver a perfect result, but one that's good enough. Then we spend some time to improve the features already released.
9Principle
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Simplicity –the art of maximizing the amount of work not done– is essential.
We must focus on collaborating with the stakeholders and adapting to their needs. Let's not be distracted. For example, we are likely to use a physical board to track our projects because it is simple and efficient.
10Principle
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The best ideas and design emerge from self-organizing teams.
People in the team don't receive orders from someone else in the hierarchy. There is no project manager and the roles are distributed between all the members. The project management in Agile is not centralized, but distributed among people involved in the project.
11Principle
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12At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.
There is generally a meeting at the end
of each iteration. There is always
rooms for improvements.
Principle
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More information:Oliver CaeymaexCRM [email protected]
Thank you for your Agile attention