Project management

Upd 16/02/2015 – Что значит «сделать»

Не смейтесь. Реально мало кто знает, что означает это слово. Основная ошибка в том, что «сделать» и «делать» — совершенно разные веши.



3.   Курс по Управлению Проектами. Часть 3. Рабочие инструменты

Основные тезисы семинара:

1. Системы контроля версий.
1.1. SVN, Git, Mercurial.
1.2. Хранение данных, доступ к данных, управление данными, история изменений, организация нескольких разработчиков.

2. Системы управления проектами.
2.1. Redmine, Mantis.
2.2. Зачем? Формирование списка задач, распределение их по исполнителям, слежение за выполнением, записывание важных вещей.

3. Tools – Build Server, Continuous Integration

4.  10 Steps to CRM Success ( Rick Cook )

Here are ten of the most important things to do to insure your CRM effort succeeds.

Get executive buy-in

This heads every list on every project because it is absolutely vital to success. If the people at the top aren’t committed to the project 100% your chances of success go way down.

Related: Targets for Successful CRM

This usually takes a sales effort to convince the people at the top that you need CRM – or whatever the project happens to be. Nurture that relationship to the top and make sure the corporate leadership is kept informed and happy.

Make sure everyone is singing off the same page.

CRM includes a lot of things and it’s important that the departmental goals align with each other. They’re not going to be the same, of course, but they should not conflict. This means everyone has to understand your organization’s CRM strategy and agree on it.

Start with the strategy, then technology.

The technology of CRM is a helper, not the centerpiece of the effort. It is a common mistake to put the technology first because it is tangible. Strategy on the other hand is more nebulous.

Before you make any major decisions on the technology, you need to make the basic decisions about where you’re going and what you’re trying to do. This takes thought and effort and should never be tossed off casually.

Watch the financial risks.

CRM is going to cost you money, both up front and in the long run. In general long term services and maintenance on licensed application cost three times as much as the initial license. SaaS implementations of CRM have a different dynamic, but the long term expenses are still going to outweigh the start-up costs.

Go for low-hanging fruit

In implementing CRM look for the easy wins. You want things that are simple to execute and will pay off immediately. Don’t neglect your overall strategy, but the low-hanging fruit pays off in psychological success and project momentum.

Look to the future.

Realize that CRM is no more unchanging than your business is unchanging. You will need to add new areas as time goes on and you get a better feel for CRM’s potential for your business. Make sure you have an upgrade path for your CRM installation.

Clean your data!

Although CRM isn’t about technology, accurate data is at the heart of every CRM effort. If you are pulling data from various departments and members of the sales staff, that data has to normalized and coordinated before it can be used effectively. This includes everything from spelling of names and correct addresses to customer contact history. This is a big job so don’t skimp on it.

Plan for disruptions.

It is in the nature of things that the real world intrudes on the project. That means everything from the company being acquired to key executives leaving.

You don’t know what those disruptions will be, but you know they’re going to happen. It’s important to be prepared for them and the executives and management have to take such changes into account.

Train early and often.

Training is a key part of CRM. Not only do your employees need training on the technical side of the CRM system, they need training on the customer-centric vision that lies at the heart of CRM.

Plan on starting your CRM training early in the cycle and plan on continuing training after you go live with your CRM effort. Well-trained staff is another critical factor in CRM success.

Use experts.

If all this sounds complicated, it is because it is. It takes expertise and sound technical knowledge to have a successful CRM program.

That’s where the consultants and other outside experts come in. They’re not there to run the project for you, but to advise you on how to make it run smoothly. A good consultant is also a repository of best practices that you can apply to your business.

By following the success factors you will increase the chances that your CRM implementation will be a success.

5) TFS For CRM Development Management –

6) Anyone have a suggestion for a tool to use to manage projects in Dynamics CRM?

7) ERP projects

What Must the Organization Do?

The truth is consultants and software vendors have no direct authority to “make” client management or anyone else in the organization to do much of anything. Sure, consultants can provide expertise, perform the tough system set-up tasks, make suggestions and can “insist” on many things. But, at the end of the day only the organization can…


  1. Insure executives are educated, on board and understand their roles.
  2. Own the business case and drivers for the change.
  3. Clearly define, own and communicate project objectives.
  4. Implement and use new measurements systems to support the desired business changes.
  5. Approve and contain the project scope.
  6. Require the cooperation of employees at all levels of the organization.
  7. Assign the right internal employees to the project team.
  8. Free-up the time for those assigned to participate.
  9. Expect the internal team and IT support to eventually become software experts.
  10. Hire new employees with the right skills and knowledge when necessary.
  11. Select and utilize project management, application, and technical consultants correctly.
  12. Hold functional (middle) managers, the project manager, the project team and IT staff accountable for success.
  13. Change business policies, practices and procedures to take advantage of the software capabilities.
  14. Limit software modifications through business justification.
  15. Remove the people barriers and naysayers that stand in the way.
  16. Tackle project business issues and decisions in a timely fashion.
  17. Take end-user training seriously and require employees to attend.

These are things only the organization can do, and have the biggest impact on project success.

8)  11 сервисов и приложений, которые регулярно использует эффективный продакт-менеджер


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