MMIS 620 DEL A

STUDENT NAME: GAANIRU OYEKA
DATE: 05/04/08

1. Selection of title (including preliminary title)

The role of information systems in Customer Relationship Management (CRM). (EFFECT OF IT ON CRM)

2. STATEMENT OF THE PROBLEM:
Customer Relationship management (CRM) is known to be a strategic tool used by many organizations to gather information from different resources that gives a holistic view of each customer in real time. Many organizations have reported improved business revenue due to an increase in customer relationship that brings about satisfaction. However, some organizations still do not realize the benefits of having an effective CRM in place. One of the problems is some organizations do not fully understand that for a CRM tool to be effective, there needs to be an integration of persons, data, and processes.
O’Malley and Mitussis (2002) stated that “The success of any business depends on it ability to develop successful customer relationship which lies in the organizations ability to understand its customers and their individual preferences, expectations and changing needs” (p. 228).
Strategy is stating the direction you want to go and how you intend to go there. After an organization creates a vision, they need to have a strategic plan because even if you know where you want to be, and do not know how to get there, then the vision would die. This is true considering that customers are the center of any successful organization.
Rigby, Darrell, & Ledingham (2004) stated that “If the target is not truly strategic, the organization will be hard pressed to summon the vigor necessary to tackle entrenched business processes or retool its organizational structure and gather expected returns” (p. 119).

3. OUTLINE

Title Page
Table of Contents
Abstract
Definition of IS and CRM
Statement of the Problem
Effect of CRM in organizations
Conclusion
Reference

4. Reference List

References
O’Malley, L., & Mitussi, D. (2002). Relationship and technology: Strategic implications. Journal of Strategic Marketing, 10(3), p225-238.
Rigby, D., Darrell, K., & Ledingham, D. (2004). CRM done right. Harvard Business Review, 82(11), p118-129.

Deliverable Set A [aka assign-6] (50 points MAX)

STUDENT NAME: GAANIRU OYEKA

1. SELECTION OF TOPIC (including preliminary title).

How has outsourcing changed over the past five years and what has been its effect on the project manager. (EFFECT OF OUTSOURCING ON PROJECT MANAGEMENT)

2. PROBLEM STATEMENT

Outsourcing has changed the face of how organizations operate. There has been an increase in the outsourcing and this trend is said to keep on increasing due to many benefits being reported by organizations that outsource. Although some companies have reported perceptible improvements due to outsourcing, many companies and mangers still undermine the effect outsourcing can have on their organization and on project management. Manager now have to have the people skills needed to effectively manage their projects and not just the technical abilities.
Gottfredson, Puryear, and Phillips (2005) stated that “finding more-qualified partners to provide critical functions…allows companies to enhance the core capabilities that drive competitive advantage in their industries. Yet despite the enormous opportunities available through capability sourcing, our research indicates that many executives remain unprepared for this transformation” (p. 133).
King (2004) stated that “Firms that outsource…will require dual-role employees who possess a combination of business knowledge, technical understanding, and personal traits that enables them to work with vendor consultants to customize and integrate software (p. 83).

3.OUTLINE OF PAPER

Title Page
Table of Contents
Abstract
Statement of the Problem
Changes in outsourcing
Effects of Outsourcing on Project Managers
Conclusion
Reference


4. REFERENCE LIST:

Gottfredson, M; Puryear, R; & Phillips, S. (2005). Strategic Sourcing From Periphery to the Core. Harvard Business Review, 83(2), p132-139.
King, William R. (2004). OUTSOURCING AND THE FUTURE OF IT. Information Systems Management, 21(4), p83-84.