Client Business Case – A Large, Federal Systems Integrator’s Implementation

of

Microsoft Dynamics Customer Relationship Management (CRM)

Dena Tompros, Independent Consultant

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Agenda

Problem Statement The Paradigm Shift Client’s Goals Client’s Requirements Implementation Approach Data Accountability, Management & Automation Policy & Governance Evolutionary Implementation Best Practices & Lessons Learned

“The Problem”

Client organization formed by multiple acquisitions Each company had their own BD process & culture Each company had their own application or “way” of pipeline tracking

Need to synchronize “The Strategic Orders Plan” across a multi-$B organization

No centralized view of pipeline management, reporting or accountability

Dena’s

Moment

5

The Paradigm Shift

Previously = Opportunity Tracking

Near term opportunities Company-level core recompetes WinAward, Excel, Joe Schmo’s

desktop DB Sporadic tool usage, not

mandated/enforced Limited flexibility to change or add

fields Data everywhere -- Unable to

generate reports easily Result: Winning through great

proposals (Lower Pwin on NEW,

transformational opps)

Revised business approach = Customer Relationship Management

Long-term, market view of pipeline opportunities

Near term opportunities, if critical Group-level opportunities, requiring

cross-company visibility Usage mandated for BD & Capture

Staff, enforced through Performance Reviews

Central repository & collaboration source for customer interactions

“The source” for management reporting Result: Winning with upfront capture

planning and discriminating solutions (Higher Pwin)

CRM is a management & user paradigm shift – significant culture change required

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CRM is More Than a “System”

MS CRM “Technology,” customized to Client

Process

“Business Process & Policy”

People =

Data Management,

Incentives, Culture

All components must work together for an effective implementation

Client Goals

Build & manage the entire OG pipeline Automate the Client Business Development Process Capture customer intelligence Manage campaigns Contact management & call planning Enable collaboration among Communities of Interest & across teams Simplify & streamline reporting Easily update system fields & reports on the fly Enable Enterprise Information Integration

Microsoft CRM (for Government Contractors)* selected

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Client’s Enterprise ‘Big Picture’

DELTEK PeoplesoftCRM

IT SECURITY LAYER

Safelnk PKISafelnk RSA VPNSeparateIntranet

IntegratedAnti-virus

FirewallsIntrusionDetection

Spam Blocking

TRANSPORT LAYERVerizonWireless

AT&T MPLS

AT&TLD

RIMBlackberry

T-MobileWireless

CISCOIP Phone

Common Applications Layer

Safelnk SeparateExtranet

ExchangeMail

SharepointPortal

Active Directory

MicrosoftOffice

WEBEXBusinessObjects

Sharepoint

Financials Business Development

Human Resources

Communications

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CRM Components & Potential Interfaces

Microsoft CRM 3.0 (web-based)

OpportunityManagement

Management Reporting/Business Intelligence

Contact & ActivityManagement

Competitor Intelligence & Partner Teaming

Client Version

Delivered Functionality

SRS DB

Phase II & Beyond Functionality

Pending business case & Infrastructure Readiness

Process Automated

Lifecycle Management

Pwin Standardization

Bus DevWorkflow

CollaborationVOIP Integration

CRM “Snap”

CRM Mobile

Consolidated Business Intelligence

Contract Management

Deltek Financial Management & Reporting

Sharepoint Portal

Collaboration

Potential Interfaces

Phase Review Management System (PRMS)

(weekly batch)

Enhanced Reporting

Office 2007 Integration

Management Dashboard

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Implementation Approach – Requirements Gathering Business & System Requirements Approach

4 requirements meetings with BD execs from across Group Emphasis on customization to Group BD Processes & lingo Requirements defined with 644 line items Data Elements for Management Reports identified Required fields defined, tied to BD process phases & management reports

Top-Down Desired Management Information Pipeline Report (A, B, O opportunities) B&P (Requested vs. Authorized) B&P (Authorized vs. Spent – dependency on interface with financial system) Phase Review Status (Planned, Conducted Management Lifecycle Reviews) Win/Loss Status Pipeline Health (A/A+B by a variety of business segments) Key Opportunities (>$100M) Orders Plan (Fs & As – dependency on interface with Financial System)

Desired Management Reports drove required interface strategy & multi-phase Implementation Approach

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Pipeline Management – Data Accountability

Element of OG Pipeline

CRM Utilization Accountability

F Not in CRM – tracked by Ops using Deltek

Finance, Contracts & Ops

A Included in CRM Recompetes, ECPs, delivery orders, task orders – Contracts, Ops & BD

New A’s – BD

B Included in CRM BD

O Included in CRM BD

Components of BD Pipeline are Managed outside of BDComponents of BD Pipeline are Managed outside of BD

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Data Process Management & Automation

Opportunity Management, Customers, BD Process

Contract ModsEngineering Changes

Task Orders

PHASE IV: Sharepoint web form

PHASE IV: Sharepoint web form

Contract Management

(Awarded Value by contract year, NBAE/B&P Spent)

BD/Capture Enters Pipeline Opportunities HERE

throughout BD Lifecycle

Contracts Enters ‘non-BD pipeline’ components HERE

upon Proposal Submission

Contracts Enters Updates to WON contracts HERE

Post-Award

XML push to CRM

CRM push to Deltek upon award

Deltek pushes ‘updates’ of to be defined fields to CRM post-award

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Key Requirement Challenge - #1 Security

Problem: Create an application structure that limits access to “protected” opportunities in the classified customer space

Resolution: Created hierarchical parent/child orgs for user base – assigned

users based on BU/LOB; classified group in BU ‘protected’ bucket Created security workflow for “protected” opportunities supporting:

CIA, DIA, FBI, NSA, NGA, NROBAEOU

TSSProtected

Ship RepairProtected

BAE-ITProtected

BAE-ITNon Protected

TSSNon Protected

Ship RepairNon Protected

BAE-ITSecurity

BAECSOG

TSSSecurity

This is easily configured

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Workflow Steps:

1. Opportunity Authors are designated as protected/unprotected authors by the user group to which they are assigned.

2. Opportunities from User/Authors that are designated as “protected” authors  AND/OR represent one of the Agencies listed on the Security Policy as protected (NGA, NRO, CIA, DIA, NSA, FBI) , automatically are submitted to security review Using the following process:

a) System auto-assigns “Owner” to Security upon ‘save’ of opp meeting above criteria.

b) Security documents review comments in "Notes" section to create a security log.  [Need Security SLA to ensure timely completion]

c) Security reassigns to original user/author for assignment or correction.

3. If correction is called for, the user/authors will make desired changes and resubmit back to Security (repeat process Step 2).

Security Workflow

2A requires code – all other workflow easily configured

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Implementation Approach – Con’t Development/Configuration

ePartners configured customized system prototypes following requirements sessions 4 prototypes enabled & encouraged active user feedback to the end product Configuration changes took hours, not days to weeks of a s/w dev cycle A few requirements needed custom code

identified early on & planned in prototype delivery cycle Included Pwin Generator, Required field mandate for LCM programs, Automatic phase change,

pipeline report transformation logic (from contract year to calendar year) Tested by client project team as first step in User Acceptance Test

Data Conversion Project Team mapped 2 different systems to MS CRM ePartners identified data transformation requirements ePartners conducted multiple data conversion loads Client manually entered spreadsheet data in

System Test – Conducted by Client (ensure you have resources & define scenarios for test execution)

Training/Deployment – ePartners & Client Developed Help Desk Strategy & conducted training pre-deployment Trained 100 BD/Capture users over 1 week & activated user accounts evening before training Implement Policy & Governance Approach to drive utilization

Configuring the Tool is Easy – Getting Business Buy-in is the Challenge

Plan Most Time HERE

Key to Success

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Need to formalize BD policies to support CRM best practices

Data standards Program names, company names, etc. – acronyms or not? These standards will affect search parameters Document & publish a formal data dictionary

Extend FABO planning guidance to entire BD workforce IDIQ reporting standards Requirements for documentation of customer information Company practices and use of CRM to support business

Carrot/Stick Incentive examples: B&P approval requires opportunity in CRM; phase/opportunity/bid

approval review artifacts to be generated ONLY by CRM Bonuses contingent on individual pipelines represented in CRM

Need Carrot & Stick Incentives, Tightly Enforced

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Recommended CRM Policy & Governance *ALL Contract opportunities within the CSOG shall be entered once & tracked in CRM. *IDIQ/GWAC Vehicles & their associated Task Orders shall be entered & tracked in CRM. Opportunities shall be managed in accordance with ‘Client’ Systems Lifecycle Management.

The BD Process Document serves as a reference guide. *ALL opportunities shall have a CRM record prior to a B&P Request or the conduct of a Phase

Review. ALL opportunities shall be entered in an “Unclassified” form in CRM and may be subject to a

Security Review. *ALL opportunities in the “1-Exploratory” and “2-Qualified” BD Process stage shall be owned

and updated by Business Development. The associated BD Executive is responsible and accountable for their accuracy.

*All opportunities in BD Process Stages “3-Target” through “Won/Lost/Cancelled/No-Bid” are owned by the Capture Organization. The associated Capture Executive shall be responsible and accountable for their accuracy.

*At least one contact shall be entered for each opportunity. *ALL Opportunities shall be updated weekly by Friday Close of Business.

*Reflect Business Process Changes – Who enforces & how?

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CRM Evolutionary Implementation

Delivery in Phases with evolving capabilities:

MS 3.0 (GC) Core + Client

Customizations

Ease of use enhancemts

GC UpgradeReporting Upgrade

• Opportunity Pipeline

• BD Process/LCM Mngmt

• Contact Management

• Partner/Competitor Intel

• Pwin Generator

• Train core users Evolve business processes to support strategic goals over time

• DB & reporting rewrite

• Automated reporting calculations

• Misc Enhancements

• Revise required fields

• Revise 2007 LCM Threshold

• Expand Automation

• User Data Clean-up

Phase I

6/26/06

Phase II

12/22/06

Phase III

1Q07

COMPLETE

Integration &add’l reports

• Portal Integration

• Expanded, custom reports

• Deltek Integration

Phase IV

TBD-07/08

Reqmt TBD

COMPLETECOMPLETE

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Best Practices & Lessons Learned

Business: Have your BD/Capture leadership in place & stabilized before customization Define, document & train on any business transformation prior to system

implementation Have a Stakeholder Committee agree, set, and commit to uphold CRM policy Include Business Operations in Stakeholder Committee Identify a series of incentives/disincentives to ensure compliance

Technical: Have your enterprise strategy well-defined when implementing your CRM solution Have all users on the same network for ease of authentication

Otherwise, need to establish 2-hop Kerberos authentication Ensure your Roles & Permissions are clearly defined and testing includes role

validation Include the Help Desk in pre-deployment testing & training for application familiarity &

validation of issue escalation process

Management Buy-in & Enforcement = User Adoption

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Good judgment comes from Good judgment comes from experience, and a lot of that experience, and a lot of that comes from bad judgment. comes from bad judgment.

-Wil RogersWil Rogers

““Hopefully You’ve Learned from Hopefully You’ve Learned from Mine…”Mine…”

- Dena Tompros- Dena Tompros

Final Thoughts…….It’s a learning process