The CRM Project Management Handbook: Building Realistic Expectations and Managing Risk Review

Average Reviews:

(More customer reviews)As a CRM consultant, the first 35 pages of the book alone made it worth the purchase price.
The author takes a very pragmatic approach to the realities of CRM and cuts through a lot of the BS that's out there right now.He makes an honest assessment of the reasons that CRM has often failed, and helps the reader avoid the traps that others have fallen into.
It's not a book about technical implementation, or a how-to book with lots of checklists.Rather, it is a book that will help you: build your business case for CRM (and/or decide that if CRM is even something your company should pursue); understand and avoid the most common risks; set realistic goals for projects; and take a tactical approach (i.e. short projects with measurable goals) to CRM.
A good read for anyone involved with implementing CRM.I'll be recommending it to clients as a must read and reference book for project managers, project sponsors, consultants and vendors who are working on CRM projects.
Now all we need is a very short book that explains CRM to the masses in simple terms - something I can give to the executives and "beginners" that I work with.

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Product Description:
Once you have bought into the concept of customer relationship management (CRM), how do you separate the practical and useful from the pie-in-the-sky to plan, scope and implement a project that delivers tangible results? With CRM project failure rates running as high as 80 per cent, anyone unable to answer this question stands every chance of becoming yet another accident statistic.
Gentle stresses a back-to-basics approach that favors tactical rather than strategic CRM. He identifies the common stumbling blocks that threaten all CRM projects, regardless of vendor, product or technology, and proposes practical solutions to get round them; highlights critical success factors and risk factors, and features a range of case studies (both successes and failures) and a 40-question risk analysis.
Subjects covered include: Whether you should even be launching a project; Building a realistic foundation for CRM; Establishing a realistic budget; Ensuring commitment from both management and users; Coping with organizational change and company politics; Managing international CRM projects while recognizing local realities.

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