Siebel projects |
|
Customer |
Phase |
Industry |
Role |
Task |
Time |
|
Danish Insurance Company |
Training |
Insurance |
Trainer |
· Training end-user and administration |
May – Jun 09 |
|
Details |
Training end user and administrators on how to use Siebel OnDemand as well as establishing best practice process in line with business processes. |
|
Transport |
Process redesign |
Transportation |
Lead Business Analyst, Project Manager |
· Counselling
· Managing |
Mar – Apr 09 |
|
Details |
Assistance in redesigning processes on how to use CRM system to streamline both business process and system functionality.
Migrating part of their OnDemand solution from one environment to another as the two business units where split on different environments. |
|
Shipping |
Discovery, Design, Configuration, Deployment |
Shipping |
Lead Business Analyst, Project Manager |
· Planning
· Analyzing
· Counselling
· Managing
· Testing |
Feb 06 – Feb 09 |
|
Details |
A Danish Shipping Company is developing and rolling out a global Siebel 7.8 platform for all their world wide offices (approx. 3.500 users). The Minerva CRM consultant’s role changed through the project and the different roles are described below. One of the objectives of the project was to minimize the configuration and keep the installation as close as possible to vanilla without compromising the business requirements. A Siebel review has shown that the level of customizations is in the lowest 10% of comparable Siebel projects. The main project team consists on five internal resources, seven consultants, ten onsite vendor resources, and twenty off site vendor resources. |
|
Business Analyst/Project Manager |
The Business analyst role was the main role and was kept through the project lifecycle. The objective was to analyze and map business requirements received from the business with Siebel Vanilla and with Siebel Best Practices as point of departure mind making sure that the Indian vendor minimized the configuration. This was typically done through workshops and pilot projects before rolling it out to all users. Further, once the Indian Vendor’s design specifications to Change Requests were made, they were reviewed within both Sales and Marketing. |
|
Develop training concept |
To ensure that the user adoption was high, a detailed training concept with the supporting material was developed. The main focus was here to ensure that the system supported the new business process also being implemented. Rather, than doing only systems training the course encompassed combined process and system training as well as a gaming concept where the objective was to tire the process and system together in realistic day-to-day scenarios in a global competition. The concept was build around train-the-trainer boot camp that also included presentation techniques and well as how to manage distractions in a training setting. |
|
Training |
The training was carried out by a training team travelling around the world. The training sessions were made for the management as well as the normal users. The Minerva CRM consultant carried out the Siebel part of the training |
|
Marketing implementation |
Once the Sales application was rolled out, the Marketing application was implemented. Objective was again to keep it as close to Vanilla as possible. The business processes was identified and mapped to Siebel. Training material was developed and training held in use of Marketing best practice including use of Segments. |
|
Analytics |
Basic Answers and Delivers training was conducted for the Marketing and Intelligence users. |
|
Transport |
Training |
Transportation – On Demand |
Trainer |
· Campaign training |
Oct 08, Feb 09 |
|
Management workshop |
An inspirational workshop was made to the Scandinavian and European sales management with the purpose of triggering as understanding of why CRM is needed and how to get the most out of their Siebel OnDemand installation. |
|
Campaign training |
Conducting training in Siebel OnDemand in the Campaign/Marketing module. building campaigns, offers and list (recipients) and executing the campaigns and then developing reports in order to track the result of the campaign |
|
Publishing |
Discovery, Design, Configuration |
Tele Communication |
Lead Business Analyst, Project Manager |
· Planning
· Analyzing
· Managing
· Configuration
· Testing |
Feb 05 – Jan 06 |
|
Details |
The Customer was to implement a publishing and CRM system. The consultant’s role was to 1) Prepare and conduct workshops with the business to identify the requirements, 2) Analyze and map business requirements with the targeted system, 3) Manage the test of the targeted system. The project team consisted of four internal resources and four consultants. |
|
Telco |
Discovery, Design, Configuration, Deployment |
Tele Communication, Wireless |
Lead Business Analyst |
· Planning
· Analyzing
· Counselling
· Managing
· Training |
Sep 04 – Jan 05 |
|
Details |
Besides using Siebel in their call center, The Customer wanted to use Siebel for their entire sales force. The consultant’s role was to manage a thorough analysis and mapping between business requirements and Siebel Best Practices. The project was carried out by making an initial analysis and then having 7 workshops each going through a group of connected Siebel areas using Siebel’s Business Process Solution Map. Before the workshops all participants had initial Siebel training. The presented Siebel Areas were: Accounts, Contacts, Opportunities, Activities, Quotes, Orders, Products, Price Lists, Proposals, Agreements, Revenues, Forecasts, Correspondence, Campaigns, Calendar, Employee, and Assets. After the workshops were done only 5% of the required functionality could not be fulfilled by using Siebel Best Practices. The main project team consisted of five internal resources and three consultants. |
|
Telco (Lithuania) |
Discovery, Design |
Tele Communication, Wireless |
Business Analyst, Project Manager |
· Managing
· Analyzing
· Counselling |
Sep 03 – Dec 03 |
|
Details |
The Customer was implementing Siebel as their CRM system. The consultant’s role was to assist the customer’s Project Manager on managing the project. Further, also to analyze and make the design specification based upon requirements from the business mapped with Siebel Best Practices. The main Siebel area was Account Management (Potential Customers, Customers, Billing Accounts, and Service Accounts). Secondary Siebel areas: Activities, Opportunities, Quotes, Orders, Assets, Contacts, Products, Price Lists, Literature, Employees, Activity Plans, and Audit Trail. The project team consisted of five internal resources and three consultants. |
|
Global Car dealer |
Discovery, Design, Configuration, Deployment, Upgrade |
Automotive |
Project Manager and Business Analyst |
· Analyzing
· Planning
· Managing
· Counselling |
Jul 01 – Jan 05 |
|
Details |
The customer was implementing Siebel as their CRM system. The consultant’s role was to manage specific tasks as organization set up, quote functionality and conducting training including subsidiaries in UK and USA. Once the initial implementation project was over, several enhance projects followed, here The consultant became project manager and managed these projects as well as being business analyst. The projects were a web project, implementing eSales, an upgrade project from Siebel 6 to Siebel 7 and enhancement projects taking additional Siebel functionality into use. The involved Siebel Areas were: Activities, Accounts, Contacts, Opportunities, Quotes, Orders, Products, Price Lists, and Correspondence. The main project team consisted of three internal resources and 5 consultants. Subsequent projects by 2-3 consultants |
|
Publisher |
Discovery, Design, Configuration, Deployment |
Media |
Business Analyst |
· Counselling
· Analyzing
· Training |
Jan 01 – Sep 01 |
|
Details |
The customer was implementing Siebel as their CRM system (primarily handling their customers and sale of advertisements). The consultant’s role was to 1) Map business requirements with Siebel Best Practices, 2) Make Design Documentation, 3) Conduct training of end-users and administrators. 4) Test the solution. The main project team consisted of three internal resources and three consultants |