Project Stage 1: Project Initiation (Executive Support Presentation)The aim of this project stage/presentation is to secure Executive sponsorship for your project.In Week 5 you will have the...

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Project Stage 1: Project Initiation (Executive Support Presentation)
The aim of this project stage/presentation is to secure Executive sponsorship for your project.
In Week 5 you will have the opportunity to make a presentation of your findings to key decisionmakers (e.g. Project Sponsor, IT Manager etc). The project sponsor will determine whether
your project gets the go-ahead or not.
In this presentation you should discuss who is on the team and their unique skills and what ERP
is about. You will also need to show how this product can be successfully delivered with the
limited budget. Additional, you will need to clearly explain which system you have selected
and why it is your preferred choice. To do this presentation well you should get to know your
team, and come up with a short pitch for how your proposed solution can benefit Branston
The main project artefacts for this phase will include the project guidelines, stakeholder
analysis and business case (including a basic budget).
- 5 -
Project Stage 2: Requirements Phase (Requirements Presentation & Updated Work
Stage 2 represents a more detailed planning phase of the project. Here is where you will make
a plan for getting things done (i.e. making choices and assumptions, identifying resources and
possible risks).
For this stage, you will gather and prioritise requirements from Branston ATVs. You will learn
more about their business processes, define key success criteria for the project, and examine
expected outcomes. Since you are buying an existing system and (perhaps) making
modifications, you will prepare a gap analysis rather than a development specification. These
gaps represent requirements that you may not be able to do given the scope of the project, or
time, cost and/or functional constraints (e.g. Branston ATVs may require a function that the
system currently does not do, or to include it will require more time or money). You may
therefore have to make some tough decisions (and/or do some tough negotiations) about project
scope, time, cost, etc. You should be very clear at this point about what is in and out of scope!
Once you assign tasks identified in your work plan to team members and determine when they
are to be done you will have produced a baseline project plan.
You will also need to prepare a risk analysis identifying the top THREE risks you want the
business owners and project sponsor to be aware of, and saying how your project plans to
address these risks.
At the end of this project stage, you will present the more detailed requirements, project scope
and an overall work plan at a project kick-off meeting where the project will be explained to all
interested stakeholders. You will also have to tell us (i.e. company management and other
stakeholders) who is invited to the kick-off meeting.
Stage 3: Planning Phase (Detailed Project Plan Presentation) & Performance Review
Stage 3 is part of the planning phase of the CRM project. By the time you get to Stage 3, the
business users have had a chance to look at some of your preliminary work and may have
requested changes. How well did you handle those changes?
You will also be given a list of things that have happened on your project so far. This is where
your initial planning (in the Discovery Phase) will pay off. How well did you anticipate some
of the things that went wrong? For Stage 3 you are expected to update the project plan
(including the project scope, cost, deliver times etc.) and determine your chances to deliver
what you promised.
The project sponsor and steering committee have asked you to prepare a status report.
At the end of this phase you will make a progress presentation to the project sponsor and other
stakeholders and present your detailed project plan (by tasks) for final approval, as well as
address any other aspects of the project that may be needed at this stage. This will give the
project sponsor and other stakeholders an indication of how you’re doing and will allow you to
ask for changes.
You will also incorporate in this milestone a performance review presentation to your manager.
In this part of the presentation you will address issues such as: "What did you learn? What
would you do differently next time?” in addition to reporting the progress and work done
so far. This is a tough task, but honesty does count!
Answered 2 days AfterAug 01, 2022

Answer To: Project Stage 1: Project Initiation (Executive Support Presentation)The aim of this project...

Shubham answered on Aug 03 2022
14 Votes
Running Head: PROJECT MANAGEMENT                        1
PROJECT MANAGEMENT                                    7
Table of Contents
Introduction    3
Stage 1    3
Project guidelines    3
Business case    4
Stakeholder Analysis    5
Stage 2    5
Stage 3    8
Conclusion    9
References    11
Branston ATVs was founded by Joe Bain in 1990 in Invercargill. It manufacturers all-te
ain vehicles and have high demand in Australia and New Zealand. The i
nnovation and consistency are the factors which ensured that ATC remain a market leader. The motorcycle division was set in the year 2000 and it also falls in high performance segment. Due to increasing competition in the marketplace Branston wants to work on Customer relationship management solution so that it can be integrated with the existing system. At present the non-integrated form has posed a challenge for marketing and sales department to serve the customers effectively. Also, the reporting is not appropriate enough to enhance the effectiveness of the system.
Stage 1
Project guidelines
· The goals of the project is to integrate the silos of sales support, technical support and customer support so as to ensure effective customer relationship management. It also aims at organizing the customer information, track call logs and the queries of the customer so that effective communication can take place and customer satisfaction can be ensured.
· The Microsoft Dynamic 365 will be integrated with individual department software and CRM practices so that from customer acquisition to customer retention all the steps can be followed from one single source (Sabini & Alderman, 2021).
· The dealers information will be updated in the system so integrating them within the system for instance availability of spare parts, rush in the dealership or waiting time, raising complaints or providing solutions through dealers can also be accommodated effectively. The dealer issues can be easily tracked and the service improvement can be suggested to dealer to attract more customers to their store.
· The external consultants will be part of the project and Branston ATV will collaborate with them so that necessary and effective integration can take place.
· All the three support groups will be integrated so that together they can address the concern of customers.
· The cu
ent workforce who will be directly working on the CRM will be given extensive training so that they can operate the CRM efficiently and generate reports for their respective departments.
· The project will require 6 months time for implementation. This is to make sure that complete shift to new CRM package can be done.
Business case
The concern of Branston ATV is that the customer relationship management in the company needs transformation. Three different organizations are working within the company and they have their own CRMs to work upon. The ineffective and poor communication is impacting the business operations of the company. It is also posing a threat because company is not able to manage customer issues and also not able to take advantage of the opportunities it has ahead of it (Varajão, Trigo, Pereira & Moura, 2021). Though all the legacy programs were installed with distinctive features but there is a need to integrate them for the optimization of results and to achieve the goals of customer relationship management.
Basic budget
    On-premise CRM
    Cloud based CRM
    Cloud + Edge
    No of users
    Implementation and customization
    IT personnel
    Maintenance/Upgrade costs
    IT Infrastructure and Hardware
Stakeholder Analysis
· Customers: They get connected to different departments and find it difficult to communicate as they have to share he details of their purchase or product from scratch (Portny & Portny, 2022).
· Dealers: They need to get connected to different departments for the same customer over different calls. It is difficult for them to spare much time on same customer. The centralised process can be...

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