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- Everybody’s business issues are different, but here are some typical projects
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- Convince our Exec Team about Customer Management
- Find out how good we are compared to others
- Articulate our vision for the Future
- Define what our vision will feel like to customers
- Reduce costs without losing business
- Decide what to do first in Customer Management
- Fix a specific challenge
- Engage associates and channel partners
- Manage a programme of change
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MANAGE A PROGRAMME OF CHANGE

A programme of change needs to manage a number of projects against the objectives of the programme

When an organisation decides to implement its customer management programme (e.g. high value customer retention programme) it will often do so through a set of projects aimed at delivering specific functionality or benefits (e.g. welcome process, TAM team; order handling; key account management process and system; credit check process, on-line self service). Each project should have its own objectives and will be project managed to deliver against them. The projects will always work best if they are integrated at programme level and must be co-ordinated to ensure that the overall programme aims are delivered. Programme management is the discipline that provides this co-ordination often within a programme management office (PMO) function.

A good programme (or project) plan is designed to deliver change and achieve the benefits detailed in a realistic business case which is as easy as possible to track. The best plans are developed from a clear current and desired state design. This is like ‘from-to’ journey planning, communicated in a way that shows how things (e.g. behaviours, processes) are now and how they will change. This is best communicated in the language of the ‘user’. The commitment (engagement) of associates, channel partners and other stakeholders to the change is vital, and this is covered elsewhere. Construction of an effective programme of change must involve the people who will be asked to change, from the earliest possible moment.

The risk of achieving the NPV – the probability of success – needs to be considered when building the plan, because extra intervention (e.g. senior influence, longer time for change) may need to be built into the plan to make ‘culturally difficult’ activities happen. Other considerations in planning are; the pressure for change (is there a compelling reason for change that will keep up project momentum?); the ability to change (do we have the competence to do the right things?); sufficient resource to change (people with the right skills with the right time, and the budget?); clear actionable first steps (do we know what the right things are?).

But everyone has too much to do already and, critically, resource needs to freed up to allow the time for change. Portfolio management is a useful method to enable the ranking of all existing projects and programmes against strategic objectives. The portfolio analysis allows management to decide which projects can be culled to free up time and budget.

The Customer Framework offers a range of pragmatic programme and project management tools and people to help you deliver. These include working with you to develop custom tools, templates and methodologies and the use of project management methods such as PRINCE2 and MSP.