Initialization of tracking business followers and customer’s data entry concept needs to be very to the point, more customer’s means higher profit, but at the same time, it becomes difficult to keep contact with each one individually. Every day sales managers interact with a huge number of existing and potential clients, usually, the information about them is stored in different files. Most of the time important things written in old notebooks and stickers whom to call back and when what to suggest, what to talk about. Staff easily get confused with old-fashioned client basis and losing a customer as a result. If a staff get sick, goes on vacation or retires his database become unavailable for the rest of the company. This project being undertaken for the above-mentioned statics.

Concept of increasing forward look of business
Long tail concept and doing more with less
Costumer intimacy or long term relation
Automatic method of sales management the system which will effectively conduct both individual orders and big complex ones.

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End result of the project will allow Business have Control and access to important customer and business information by securely storing data in the cloud. With advanced protection and automatic back-up, this data is protected from unexpected events. During initial stage business team will be working on CRM workflow in order to boost up the project essential part, while IT team will closely focus on the security flaws. Team supervisors will overlook on the system performance improvements, extensibility.
Following Phases will be taking scope
Conception And Initiation Definition And Planing Launch Or Execution Performance And Control Project Closure
Charter Scope and budget Status and tracking Objectives Post mortem
Project initiation Work breakdown schedule KPIs Quality deliverables Project punch list
Gantt chart Quality forecasts Effort and cost tracking Reporting
Matrix organizational structure.
The best suited managing organizational structure is the matrix organizational structure, the structure is a hybrid form and it includes a number of other projects management structures on the hierarchical structure of functioning. In accordance to the relative powers of project manager and the functional managers, there are different types of matric systems in practice respectively. The first one is the functional matrix, in this kind of matrix, the functional managers possess great powers than projects managers. The second open is the project matrix, in this kind of matrices the managers of the project have the more powers than the functional managers. And finally the balance matrix in which the project and functional managers have a 50 50 powers sharing (Srinivasan, K. and Saravanan, S., 2015).

Automated Costumer intimacy System Organization Structure
152400057785Manager of the project
00Manager of the project

-561975600710Project Engineering
00Project Engineering
4267835974725Check Quality
00Check Quality
4067175581660Project Analyst
00Project Analyst
1657350190500Project Administrator
00Project Administrator

-466725308609Engineer for Network
00Engineer for Network


-495300268605Software engineer
00Software engineer
4267200154304Conduct Requirement
00Conduct Requirement


-485775247650Verification engineer
00Verification engineer

Justification for the organization structure
It is the best organization since it is the same as functional, the resources can be used and shared in numerous projects which significant reduce the issue of redundancy in the staff. Second, it is the focus of work. Secondly, it is the focus of work, with formal designated managers for the projects will compel him to have more focus and responsible for the coordination and integration work in various units. Thirdly, when there are various projects concurrently, the company has to balance the resources to make sure that the various projects can go on to complete their respective costs and quality requirements. Fourth, the curiosity of the project numbers is cut down largely after the completion of the project while they are largely related with the project itself, on the other end they have the feeling of home belonging about the function. The limitation is that the organization structure, especial the matrix structure has exacerbated the unrest between functional managers and the project managers, secondly, the sharing of equipment and resources in the different projects will result to disagreements and the competition for the rare resources. Third, during the implantation of the projects, the managers have to talk and agree on the numerous issue, which is bad and can delay problem solving and decision making. Fourth, the matrix is not in accordance to the principles of unified management, project members have two bosses, the managers of the projects and the functional managers when they have divisions in command, it will result into losses at their members
1: Automated customer intimacy system for Publix. iStock
2: Automated customer intimacy system Whole Foods Market
3: Automated customer intimacy system Sprouts Farmers Market
Project cost: $ 18000
Cash flows
First year: $7000
Second year: $7000
Third year: $7500
Discount rate: 10%
NPV = -18000 + (7000/1.1) + (7000/1.21) + (7500/1.331)
= -18000 + 6363.636 + 5785.124 + 5634.861
= -18000 + 17783.621
= -216.379
NPV is -$216
Project cost: $16000
Cash flows
First year: $5000
Second year: $6000
Third year: $5000
Discount rate: 10%
NPV = -16000 + (5000/1.1) + (6000/1.21) + (5000/1.331)
= -16000 + 4545.455 + 4958.678 + 3756.574
= -16000 + 13260.707 = -2739.293
NPV is -$2739
Project cost: $20000
Cash flows
First year: $8500
Second year: $8500
Third year: $8500
Discount rate: 10%
NPV = -20000 + (8500/1.1) + (8500/1.21) + (8500/1.331)
= -20000 + 7727.273 + 7024.793 + 6386.176
= -20000 + 21138.242
= 1138.242
NPV is $1138
Project X is accepted because it has positive NPV of $1138
While Project X and Y are rejected because they have negative NPV
Project 3
Project Cost: $20000
Cash inflows: $8500
Payback = 20000/8500
= 2.35 years
Therefore, Payback period is 2.4 years
Rate Of Return = 8500/20000
= 0.425
Therefore, rate of return is 42.5%
The work breakdown structures for the Integrated Biometric Voting System can be view as a representation of the project deliverables into smaller and more manageable form.

1.1 Feasibility Report
1.1.1 Meeting to start off the project
1.2 Analysis and Design
1.2.1 Evaluation and Recommendations for existing system
1.2.1 Design Data flow diagrams (DFD)
1.2.2 Design Entity Relationship diagram (ERD)
1.2.3 Design graphics
NOTE: A more detailed Work Breakdown Structures (WBS) is found in Appendix 1 A – E
Roles and Responsibilities
Name Role Rank Duties
Isaac Dennis Project Manager Manager Planing of the entire project
Monitoring and controlling the project
Delegation of responsibilities to members in the team
Scheduling the project
Decision making and coordination of the project
Smith Network Engineer Member of the team Handling network issues
Hassan System
Administrator Member of the team Handling system failure issues
System installation.
Hassan Database Administrator Member of the team Creating the database for the project
Link the existing personal data to the electorate
Allan Requirement analyst Member of the team Gather the requirement of the project
Edward Quality analyst Member of the team Check the analyst of the work weekly
Badamasi Yusuf Software engineer Member of the team Design the website
Design the Costumer intimacy software
Hart Verification Engineer Member of the team Testing the software to make sure its efficient.
Ben Training Member of the team Training of clients on the usage of the system
Willis Secretary Member of the team
Writing and submition of the whole project report
Project Milestones
Item Major Events / Milestones Dates
Project Charter Approval 5th OCT, 2017
Project Plan Approval 21st OCT, 2017
Completion Project Requirement 31st OCT, 2017
Design Prototype 6th NOV, 2017
Prototype Approval 19th NOV, 2017
Software Testing 20th DEC, 2017
Deadline for submitting 3rd JAN, 2018
Leveling of Resources
The process of leveling the resource aids to organize and use the available resources to the maximum. The reason in the resource leveling is to cut down on resource wasting and stop over allocation of resources. The manager of the project will pick out unused time by resources and measure to prevent it or making an advantage out of it. By resource conflict, there are various shortcomings suffered by organizations, like:
To get rid of some tasks
To add more tasks
Delay in completion of certain tasks.

Resource leveling Techniques
Basic way is a typical sort of procedure utilized by venture chiefs with regards to asset leveling. The basic way speaks to for both the longest and most brief time span ways in the system graph to finish the venture.
Be that as it may, aside from the generally utilized basic way idea, venture supervisors utilize optimizing and slamming if things escape hand
Fast tracking – It takes part in performing path tasks that are critical. The dominant feature in the technique is that despite the work being completed for the time, the possibility of rework is big.

Crashing – This alludes to doling out assets notwithstanding existing assets to complete work quicker, related with extra cost, for example, work, gear, and so forth.

LABOUR Feasibility Report $2,000 $2,000 $2,000 $2,000 $0.00
Analysis and design $800 $800 $800 $800 $0.00
Project plan $3,300 $3,300 $3,300 $3,300 $0.00
Design Prototype $2,200 $2,200 $2,200 $2,200 $0.00
Development $3,000 $3,000 $3,000 $3,000 $0.00
Testing $2,336 $2,336 $2,336 $2,336 $0.00
Deployment $1,840 $1,840 $1,840 $1,840 $0.00
Closeout $1,000 $1,000 $1,000 $1,000 $0.00
Hardware $0.00
2 Laptop and cordless mouse $ 1,000
$ 1,000
$ 1,000
$ 1,000
Hard disk $ 30 $ 30 $ 30 $ 30 $0.00
Printer $ 60 $ 60 $ 60 $ 60 $0.00
Fingerprint Scanner $ 70
$ 70
$ 70
$ 70
Software $0.00
PHP $30 $30 $30 $30 $0.00
CSS $15 $15 $15 $15 $0.00
HTML $15 $15 $15 $15 $0.00
MYSQL $30 $30 $30 $30 $0.00
Http Server $41 $41 $41 $41 $0.00
Dream Weaver $30 $30 $30 $30 $0.00
Microsoft Project $32 $32 $32 $32 $0.00
Window Server $61 $61 $61 $61 $0.00
Network $ 150 $ 150 $ 150 $ 150 $0.00
Other $ 770 $ 770 $ 770 $ 770 $0.00
Contingency $2,900 $2,900 $2,900 $2,900 $0.00
Total $ 21,710 $ 21,710 $21,710 $ 21,710 $ 0.00
Table of Cost
Total Expenditure = Original Budget – Variance
= $ 21,710- $0.00
= $ 21,710
During the course of our project, we use observation method to gather requirement which aid us during the development of the system. The detailed fact finding evidence is shown by a similar project that has worked as detailed below
Dell Computer, Home Depot, and Nike re-imagined an incentive for clients in their separate markets. Second, they assembled effective, durable business frameworks that could convey a greater amount of that incentive than contenders. Third, by doing as such they raised clients’ desires past the opposition’s compass. Put another way, these industry pioneers changed what clients esteemed and how it was conveyed, at that point supported the level of significant worth that clients anticipated.
The possibility that organizations prevail by offering esteem isn’t new. What is new is the manner by which clients characterize an incentive in many markets. Previously, clients judged the estimation of an item or administration on the premise of some mix of value and cost. The present clients, by differentiate, have an extended idea of significant worth that incorporates comfort of procurement, after-deal administration, constancy, et cetera. One may accept, at that point, that to contend today, organizations would need to meet all these diverse client desires
Constraints, Assumptions, Risks and Dependencies
Constraints, Assumptions, Risks and Dependencies Impact
All team members are register on GitHub Access control
Active internet and network connectivity Test the system
Ubuntu server 16.04.1 LTS installed To link the system connected
PostgreSQL 10 installed Database connectivity
Constraints Strong project closure will major impact on conformation of delivery project including testing and release will agree up on till signed off.
Assumptions Team management and fine budget will be more efficient to relay on project accomplishment.

Risks and Dependencies If the project criteria is not defined as costumer requirements it will cause delay on project phases, to avoid this business team may closely focus on CRM workflows and over all collection of the requirements.

Approval Signatures

Name, Project Client Name, Project Sponsor Name, Project Manager
Precedence diagramming method also called activity on node (AON) is a graphical illustration method, which shows the inter-dependencies among different project activities. It uses boxes/nodes to represent activities and joins them with arrows that show their dependencies.
Types of dependencies
Finish-start: In this situation, an activity cannot start before a previous activity has to end. This is the most generally used dependency.

Start-start: In this state, there is an outlined relationship between the start of activities.

Finish-finish: In this state, there is an outlined relationship between the end dates of activities.

Start-finish: In this state, there is an outlined relationship between the start of one activity and the end date of a descendant activity. This dependency is the most hardly used.

Below is the precedence diagram for customer relationship management software (CRM)

The critical path is a vital part of the project that schedules all activities and projects on the critical path. The critical path is the longest path to complete the project. It is significant for project managers to know in other to avoid any problem in the critical path that may bring delay to the overall project execution.

Quality technique
A good and best way to approach and establish a strategic metrics for this projects is to follow through the following
The team projects should flowchart the process touched by the project as in today. At the exercise, identify then procedure are bottlenecks, constraints or areas of problem. The whole flowchart exercise has to take less than three hours
The following step should be telling where the logical intervals and handoffs in departments, time stamps, milestones or any of the other logical process break. Collect information in the ranges and chart them.

Finally, we have to connect the measures to the ultimate customer in the business measure supposed to be improved by the project. The measure of process with the standout linkage or correlation, are the focus areas to improve results.

Flowchart and Related Metrics
Other inclusion in suggestion for the project managers to have consideration for in regard to linking their metrics to what is significant for the organization to possess is to do with cost of quality metrics. On the off chance that the point of a venture is to lessen disappointment costs, for example, modify, reinsertion, scrap, returns, guarantee claims, or discounts, those measurements ought to be followed and connected to a definitive suggestion and process changes of the undertaking(Walsh, 2014).

Risk Register
Risk Cost may exceed Estimation Financial
Risk Improper cost Estimates and change in market Cost overrun Cost control and Reserves Project
Manager High High
Risk lack of cooperation between team People
Risk Poor Organization Not moving fast Proper integration Project
Manager Medium Medium
Risk Lack of Consultation
With project
Sponsor and team members Process
Risk Lack of Communication Often change in requirements Improve Communication and team support Project
Manager Low Low
Risk Lack of Expertise and /or
Failure to deliver
Task assigned People
Risk Incompetence project manager Very slow work Having the most skillful Project manager Chief Executive Officer Medium Medium
Risk System crash/ lost of data and Hardware malfunction Technology
Risk Malware and Product not Genuine Often maintenance Licensed antivirus software and choosing reliable vendor.

Often backups. System
Low High
Risk Failure to meet deadline Process
Risk Improper Time Management Exceeding planned time SMART CRITERIA Project
Manager High Low
Risk Delay by the task that must finish before the next start Process
Risk Task Dependency Improper use of resources Proper use of resources and proper monitoring Team
Member High Low
Risk unclear Requirements Process
Risk Insufficient requirement Often change in requirement Use of proper techniques to collect requirement Team Member Low High
Sponsor Expectation
Risk High expectation or different perception by the sponsor Market
Risk Scope not clearly defined Work not accepted Well defined scope Project
Sponsor Medium Medium
Risk Network failure Technology
Risk Unreliable service provider Slow internet or frequent out of service Use of reliable network provider Network
Administrator Low Low

At the initial time, when writing our project scope and requirement, we make a provision of requirement changes which is one the problem of IT project, due to unclear requirement given to project manager. Below are the process we followed to control changes when request by the project stakeholders. All change requested will be record inside Change Request Register (CRR) whether approved or not approved by the project manager.

STEP1. Requested change submitted to the Change Management Board (CMB)
STEP2. The change management change board review the change requested to know which part of the project it fall, it may be deliverable, resource, cost, quality etc.

STEP3. Also the CCB will analysis the impact and benefit of the change to the project
STEP4. Approve or reject the change by the authority (Project Manager)
STEP5. Updating the change
STEP6. Implementing change.

STEP7: Recording the change into Change Register.


Project Information
Project Title: CRM Project Number: 001
Project Manager: Shettima
Change Request
Requestor Name:
Requestor Phone: Date of Request: Change Request Number:
Supplied by (PM) CRM_01
Item to be Changed: Priority:
Description of Change:
Review and analysis Change
Evaluated by: Work Required:
What is Affect Impact to Cost, Schedule, Scope, Quality, and Risk:
Authority Accepted Rejected Approved by (Print):
Bhat, S.A. and Darzi, M.A., 2016. Customer relationship management. International Journal of Bank Marketing.

Khodakarami, F. and Chan, Y.E., 2014. Exploring the role of customer relationship management (CRM) systems in customer knowledge creation. Information ; Management, 51(1), pp.27-42.

Shapiro, I.M., Dupree, T.E. and Keys, K.D., Dialogtech Inc., 2017. Systems, method, and computer program product for cross-channel customer relationship management support with dynamically inserted voice call numbers. U.S. Patent 9,699,311.

Srinivasan, K. and Saravanan, S., 2015. Principles and Practices of Customer Relationship Management in Ethiopian Banks. EXCEL International Journal of Multidisciplinary Management Studies, 5(8), pp.8-20.

Sudhakaran, N. and Ramu, N., 2014. A Studyof The Impact of Customer Relationship Management in TNSC Bank, Chennai. Journal of Finance, 2(1), pp.77-88.

Choudhury, M.M. and Harrigan, P., 2014. CRM to social CRM: the integration of new technologies into customer relationship management. Journal of Strategic Marketing, 22(2), pp.149-176.

Trainor, K.J., Andzulis, J.M., Rapp, A. and Agnihotri, R., 2014. Social media technology usage and customer relationship performance: A capabilities-based examination of social CRM. Journal of Business Research, 67(6), pp.1201-1208.

Raju, P.S., Bai, D.V.R. and Chaitanya, G.K., 2014. Data mining: techniques for enhancing customer relationship management in banking and retail industries. International Journal of Innovative Research in Computer and Communication Engineering, 2(1), pp.2650-2657.

Walsh, G., Bartikowski, B. and Beatty, S.E., 2014. Impact of customer?based corporate reputation on non?monetary and monetary outcomes: The roles of commitment and service context risk. British Journal of Management, 25(2), pp.166-185.

Kulkarni, S.V. and Chavan, M.K., 2013. A study to assess the immunization coverage in an urban slum of Mumbai by lot quality technique. International Journal of Medicine and Public Health, 3(1).

Ozcirpici, B., Aydin, N., Coskun, F., Tuzun, H. and Ozgur, S., 2014. Vaccination coverage of children aged 12-23 months in Gaziantep, Turkey: comparative results of two studies carried out by lot quality technique: what changed after family medicine?. BMC public health, 14(1), p.217.

Leach, L.P., 2014. Critical chain project management. Artech House.

Golini, R., Kalchschmidt, M. and Landoni, P., 2015. Adoption of project management practices: the impact on international development projects of non-governmental organizations. International Journal of Project Management, 33(3), pp.650-663.

Jia, P., Gao, Q., Ji, X. and Xu, T., 2014. Task Decomposition Method of R;D Project Based on Product Structure Tree. JSW, 9(7), pp.1894-1902.

Globerson, S., Vardi, S. and Cohen, I., 2016. Identifying the Criteria Used for Establishing Work Package Size for Project WBS. The Journal of Modern Project Management, 4(1).

Siami-Irdemoosa, E., Dindarloo, S.R. and Sharifzadeh, M., 2015. Work breakdown structure (WBS) development for underground construction. Automation in Construction, 58, pp.85-94.

Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson.

Mecham, R.P. and Birk, D.E., 2013. Extracellular matrix assembly and structure. Academic Press.

Pinheiro, R. and Stensaker, B., 2014. Designing the entrepreneurial university: The interpretation of a global idea. Public Organization Review, 14(4), pp.497-516.

Schwalbe, K., 2015. Information technology project management. Cengage Learning.

Bilbao-Osorio, B., Dutta, S. and Lanvin, B., 2013, April. The global information technology report 2013. In World Economic Forum (pp. 1-383).


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