Project Acronym: YSJU CRM SAFE
Version: 1
Contact: Laura Morrison, Project Manager, L.Morrison@yorksj.ac.uk
Date: 14 August 2009
JISC Project Plan
Overview of Project
1. Background
This project is developed at a moment of transformation at the University. The portfolio of the Pro Vice
Chancellor is being changed to create oversight of Community and Business Engagement. The
project role will better co-ordinate the outward facing activities of the Business School; enterprise;
fund raising and marketing. The Business School has just celebrated its first anniversary and is keen
to develop new ways of working. Therefore CRM is central to our current thinking in enabling us to
become more partner / customer centric.
This project will use the CRM Self-analysis Framework to fast track York St John University’s use of
its newly installed CRM system to the strategic level. In doing so it will convert intangible assets
(including business contacts and Alumni records), into contracts and donations. The project will focus
on how to adopt the ‘business philosophy’ of CRM, rather than on how to implement the software
system. The process improvement plan will be stretching and supported by senior management.
2. Aims and Objectives
This project has been developed in line with the University’s corporate strategies and policies which
promote sustainability through business success. The University has eight key strategic aims. The 5th
is to be “a learning organisation promoting lifelong learning through partnership and collaboration.” In
addition our 7th aim is to “build capacity and good practice in research and knowledge exchange”.
Both these aims and our aspiration to be a leading regional University will only be met if we improve
our ability to manage our interactions with a range of partners. YSJU has recognised that this can only
be done through following and shaping best practice in CRM. Therefore this project is strategically
important to the University and one which given the size of the Institution (5,500 fte students) would
have a transformative impact.
3. Overall Approach
Phase 1 – Instigation of project, systems and processes and raising awareness
Phase 2 – Collaboration & engagement through meeting and discussing needs of
faculties/departments and highlighting the benefits of CRM, via Marketing, Case Studies. The project
blog, meetings and marketing will provide useful portals for exchange of information, on needs and
demands.
Phase 3 – Evaluation & Dissemination
Please see Appendix C Gantt Chart
Whilst there is not at Senior Management level the resistance to change identified in the JISC 2007
CRM study, issues which are likely to be addressed would include:
•
Inter Departmental access – security and data protection – access to confidential information.
The project will seek to recommend protocols for use and best practice guidelines
•
Inter Departmental data cleansing and inputting – who would input, funds for resource,
training
Page 1 of 14
Document title: JISC Project Plan
Last updated: April 2007
Project Acronym: CRM SAFE
Version: 1
Contact: Laura Morrison, Project Manager, L.Morrison@yorksj.ac.uk
Date: 14 August 2009
•
The project will not provide resource for data input but, will assess potential for utilising
student volunteers which could address this whilst, investigating /evaluating potential
security/confidentiality issues
Critical success factors include:
•
development within an enhancement plan, of a roadmap for the use of analytics extending
beyond the life of this project to help ensure its sustainability
•
development within the enhancement plan an example of best practice to show how analytics
can be used to convert contacts to cash – the example is likely to be using the CRM in a fund
raising telephone campaign
•
educate and engage key stakeholders in the CRM strategic approach related to, for example
fund raising, income generation, targeted marketing and statistical knowledge with a view to
securing necessary cultural change at all levels in the University
4. Project Outputs
Development of an enhancement plan and CRM re-engineering agreement, to begin implementation.
Within the enhancement plan the project would seek to show an example illustrating best practice
(likely to be a telephone fundraising campaign) and how an instantiation development from the Self
Analysis Framework, can demonstrate strategic business change by:
•
•
•
•
•
•
•
initial and final “where are we now analysis”
improved connectedness between all those involved in BCE at the University
increased understanding of how to enhance efficiency and generate business value through a
CRM approach
case study with a view to providing evidence of the benefits of CRM at the University and
communicate problem solving
lessons learned shared in part, through the CASE network
transferred learning from the BCE project to future work at YSJ to track the key stages of the
student lifecycle
recommendations to future policy and procedure in relation to use of CRM to enhance
strategic value
Furthermore the project will develop, edit and maintain a project website, to provide a reference point
in relation to the project.
5. Project Outcomes
As a result of developing and engaging in, an organisational understanding of the benefits and use, of
CRM would:
•
•
•
•
•
help create a “business philosophy” generated towards professional and efficient
communications, to communities internal and external to the University
new business and income generation from this approach
dissemination of best practice shared through case study
strategic benefits to implementation of CRM and development of policies and procedures of
use
transformative impact on BCE community achieved – transfer of learning to Learning and
Development community
Page 2 of 14
Document title: JISC Project Plan
Last updated: April 2007
Project Acronym: CRM SAFE
Version: 1
Contact: Laura Morrison, Project Manager, L.Morrison@yorksj.ac.uk
Date: 14 August 2009
6. Stakeholder Analysis
Stakeholder
VC & Pro VC (External) Offices
Interest / stake
Support of the transitional change to
business philosophy approach.
Implementation and approval of policies
and procedures
Importance
High
Development Office
Close working relationships with all
departments and faculties within the
University to enable transitional change
High
YSJ Alumni
Conversion of intangible assets (business
contacts and Alumni records) into
contracts and donations
High
Learning Development
Interest in potential transfer of learning
from BCE project to, future work at YSJ to
track key stages of the student lifecycle
High
Business School
The Business School is keen to develop
new ways of working. Useful in terms of
external stakeholder information and
management of external contacts
High
Marketing Department
Benefits of a targeted, strategic approach
to marketing. Events and statistical
information
High
Applied Web Analytics
Assisting with enhancement plan AWA
will benefit through gaining experience of
working in the HE sector
High
Deans of Faculty
Understanding the benefits of both use of
contacts and student information, through
CRM
High
JISC
Funding and programme management of
the project. Interest and promote learning
from project outcomes
High
Higher Education Sector
Learning transferred to enhance the
effectiveness of the use of CRM’s in the
Higher Education Sector
Medium
BCE Community
Better connectedness between BCE and
YSJ University thereby enabling an
enterprise-wide approach to developing
and maintaining strategic relationships
Medium
Page 3 of 14
Document title: JISC Project Plan
Last updated: April 2007
Project Acronym: CRM SAFE
Version: 1
Contact: Laura Morrison, Project Manager, L.Morrison@yorksj.ac.uk
Date: 14 August 2009
7. Risk Analysis
Risk
Staffing – Potential that we
have underestimated the
scale of the task. Such a
miscalculation could limit
the project from being one
that enabled an Institution to
fast track forward to one
that develops the University
from the peripheral to the
tactic level of CRM maturity.
Probability
(1-5)
2
Severity
(1-5)
5
Score
(P x S)
10
Action to Prevent/Manage Risk
We consider that this is a risk
worth taking because in our
judgement the University has a
technological solution in place that
can work and a culture of change
that means it is primed for ‘lift off’.
Either way as a pilot study this
project will demonstrate if it is
possible to fast-track.
JISC project deadlines not
met
1
5
6
PM will instigate and use systems
for delivery. Will report to/meet
with the Steering Committee and
Delivery Team, on a regular basis.
In addition, PM will have regular
contact and meetings with line
manager.
We would envisage that through
consultation, sharing case studies,
dissemination and development of
robust policies and procedures the
vast majority of issues and
concerns will be addressed and
resolved.
Organisational - Resistance
to change from middle
management and
administrators who feel
ownership over specific
databases and contacts
comply with the intention of
their line managers to share
and open up these contacts.
Technical – Potential
departmental issues around
resource for implementation
and data input
External suppliers – Unable
to fulfil time commitment
2
4
8
2
3
6
Investigate the feasibility of using
student volunteers for data
input/cleansing
1
4
4
Legal – Data protection and
financial information issues.
Level of access to specific
records if unresolved, could
delay fast track
2
4
8
As the key external supplier
Applied Web Analytics, is to be
involved as part of the Steering
Committee and Delivery Team we
consider this unlikely
Policies & Procedure agreement
and implementation
8. Standards
N/A
9. Technical Development
No software development is planned as part of this project.
10. Intellectual Property Rights
This project will not develop any code or programmes. All reports will be issued under an appropriate
creative commons license and will be placed in the York St John institutional repository and in any
repository JISC may nominate.
Page 4 of 14
Document title: JISC Project Plan
Last updated: April 2007
Project Acronym: CRM SAFE
Version: 1
Contact: Laura Morrison, Project Manager, L.Morrison@yorksj.ac.uk
Date: 14 August 2009
Project Resources
11. Project Partners
Steering Committee
Professor Stuart Billingham will Chair the Committee as PVC: Stuart has worked in tertiary
education for nearly 30 years. His teaching, writing and policy development practice has centred on
issues of inequality and widening participation especially in higher education. In addition to numerous
presentations at major national and international conferences, he has been a member of various
national developments including as an inaugural member of the national ‘Aimhigher’ Evidence
Steering Group, and the Ministerial task group which advised the HEFCE on national good practice
guidance for targeting widening participation activities and resources, published in May 2007. Stuart is
the UK academic representative on the Council of
Europe Steering Committee for Higher Education and Research (CDESR) and is Editor of the
European Access Network (EAN) e-newsletter (www.ean-edu.org). He is one of the editors of
Challenging isolation: the role of lifelong learning published
March 2009 by the Forum for Access and Continuing Education (ISBN: 978-1- 905858-15-6).
Dan Croxen-John (CEO Applied Web Analytics): has considerable experience in implementing,
managing and realising the benefit from customer databases. As a consultant at information
management consultancy, Microgen-Kaisha, he was involved in the specification and business case
development for a data warehouse for Diageo’s Global Customer Team, as well as performing
detailed business analysis in the design and scoping of an enterprise-wide Asset Information System
for Thames Water to assist in the production of accurate data for their submission to OFWAT. He has
project managed the installation of a new customer relations management and course administration
system for a large training provider, as well a number of e-commerce sites. Dan has held Director and
Managing Director positions within multi-channel retailers and his particular interest is in website
analytics and optimisation. Dan is the CEO and founder of Applied Web Analytics, the North’s leading
Web analytics consultancy serving the multi-channel retail sector. Dan holds an MSc in Information
Systems and a MBA. Applied Web Analytics will allocate 1.5 days to the Steering Committee; 5 to the
Delivery Team and 13.3 to work with the Development Office to develop an example of best practice
to show how analytics can be used to convert contacts to cash.
Jill Armstrong is the Director of Learning Development: Jill Armstrong is currently Director for
Learning Development at York St John University, having recently been Director of the biggest
collaborative CETL, LearnHigher, involving 16 English Universities. Prior to that she worked at
national level for five years, firstly with the Learning and Teaching Support Network Generic Centre,
and later as part of the Higher Education Academy. Jill led the sector wide JISC/LTSN development of
the learning and teaching portal and has also been responsible for other technical JISC funded
projects. Jill has long term experience of managing change at both institutional and national levels.
She has led whole institutional change programmes and understands business processing and
effective change strategies. Her current remit at YSJ includes responsibility for ICT and for brokering
and co-ordinating the development of academic practice. She is also a member of Senior
Management Team and is therefore well placed with her position, knowledge and experience to help
steer and support change necessary to make this an effective project.
Professor Andy Smith FBASES is Director of Development and will lead the Delivery Team and line
mange the CRM Development Officer: He joined the Higher Education sector in 1995 after a
successful career in management and sales in the private sector. Whilst working in Health Clubs in
the 1980s and early 1990s he was involved in the development of software and operational systems
to attract and retain new members. Whilst at York St John University he has developed an interest in
Futurology and published work on the implications of technological developments for both sport and
public health interventions. Andy is familiar with handling and manipulating data bases using a variety
of statistical procedures. He has managed a School of Sports Science and Psychology and under his
leadership new physiology, psychology and biomechanical laboratories were established. In his
current role he is responsible for fund raising at the University. In this role he has lead the creation of
a fund raising ‘machine’ for the Institution a central element of which will be the enhanced CRM
system that is the focus of this bid. To establish the fund raising office the University received grant
Page 5 of 14
Document title: JISC Project Plan
Last updated: April 2007
Project Acronym: CRM SAFE
Version: 1
Contact: Laura Morrison, Project Manager, L.Morrison@yorksj.ac.uk
Date: 14 August 2009
aid from the UUK a project lead by Andy. He currently sits on the Hefce matched funding advisory
committee for philanthropic giving as the GuildHe representative and recently received a Hefce/CASE
Scholarship.
Project Delivery Team
Professor Andy Smith FBASES will lead the team (see above)
Dan Croxen-John (see above)
Siona Mackelworth is Director of Marketing, working in marketing, customer relationship
management and public relations across a range of sectors before entering higher education as a
marketing, branding and admissions specialist. Early work in the arts involved the promotion,
development and maintenance of a 35,000 strong British Film Institute ‘paid for’ membership club, as
well as key account management in publishing. Her experience of customer relationship within the HE
sector has included management of an alumni association start-up and of an alumni association
merger (following an HEI merger). She has also been a member of a business CRM project
development and delivery team and now holds overall responsibility for course enquiry and
application relationship management at York St John. Siona is currently the lead on a major web
content management system project for the University to deliver intranet, extranet and internet
strategic needs for the University. She holds an MBA. Siona will be a member of the delivery team.
Len Cruddas (YSJ Business School) is a results oriented leader with extensive senior management
experience of both the public and private sectors. His industry background was initially in the sport
and leisure management sector although more recently he has worked on economic development and
regeneration. During a distinguished career he has worked as a chief officer in a city council, an
executive director in 2 PLCs and as chief executive of an accredited Chamber of Commerce. In
addition to his general management skills, Len brings to this project experience of designing, using
and managing CRM systems and first hand experience of the challenges involved in leading large
scale organisations through the process of adopting new systems. Len currently works as a self
employed management consultant and holds a number of non executive directorships. He will
represent the YSJ Business School.
12. Project Management
Steering Committee ← Project Delivery Team ↔ Project Manager
Project Staff will report to Project Team Leader on a daily/weekly basis
Project Delivery Team will meet monthly
Project Steering Group will meet three over the lifetime of the project at strategically allocated times
Project Steering Committee will be chaired by Professor Stuart Billingham (PVC) and include the
Director of Learning Development; the CEO of Applied Web Analytics, the Director of Development
and a representative from the Support, Synthesis and Analysis project. The Steering Committee will
have strategic oversight of the project and receive updates and the evaluation from the Delivery
Team. The Committee will also be responsible for transferring insights gained from the project
internally to the Directorate of Learning Development and externally to other projects. The committee
will meet three times; at the start of the project in the middle and at the end.
Project Delivery Team will be chaired by Professor Andy Smith (Director of Development) and
include the Director of Marketing; the Head of Research and Enterprise; a representative from the
Business School and the CEO of Applied Web Analytics. The Delivery Team will have direct
responsibility for the actions listed in the table above. It will ensure that the project delivers. The team
will meet monthly.
Project Manager will be line managed by Professor Andy Smith (Director of Development). This
member of staff, the CRM Development Officer will be responsible for drafting and implementing the
enhancement plan. The input from Applied Web Analytics will be managed by Professor Andy Smith,
(Director of Development).
Page 6 of 14
Document title: JISC Project Plan
Last updated: April 2007
Project Acronym: CRM SAFE
Version: 1
Contact: Laura Morrison, Project Manager, L.Morrison@yorksj.ac.uk
Date: 14 August 2009
Project Team
Professor Andy Smith FBASES – Director of Development – Project Team Leader
Email: a.smith@yorksj.ac.uk
Tel: 01904 876738
Fax: 01904 876971
Address: The Development Office, York St John University, Lord Mayor’s Walk, York YO31 7EX
Dan Croxen-John - CEO Applied Web Analytics – CRM Consultancy
Email: dan@appliedwebanalytics.com
Tel: 07976730434
Fax: 0845 0743536
Address: Pheonix Centre, York St John University, Lord Mayor’s Walk, York YO31 7EX
Time allocated to project:
1.5 days to Steering Committee
5 days to Delivery Team
13.3 days to work with the Development Office to develop an example of best practice to show how
analytics can be used to convert contacts to cash
Laura Morrison – Project Manager CRM SAFE
Email: L.Morrison@yorksj.ac.uk
Tel: 01904 876233
Fax: 01904 876971
Address: The Development Office, York St John University, Lord Mayor’s Walk, York YO31 7EX
Time spend on project management: 2.5 days per week
No immediate training needs have been identified at this stage.
13. Programme Support
No specific support requirements at the moment however, ongoing telephone and e-mail support will
be appreciated especially at the early stages of the project.
14. Budget
See attached Appendix A
Page 7 of 14
Document title: JISC Project Plan
Last updated: April 2007
Project Acronym: CRM SAFE
Version: 1
Contact: Laura Morrison, Project Manager, L.Morrison@yorksj.ac.uk
Date: 14 August 2009
Detailed Project Planning
15. Workpackages
This is a relatively small but potentially transformative project, with a short timeline on delivery.
Enclosed, is a Gantt chart outlining the working breakdown covering an eight month period.
16. Evaluation Plan
Timing
Sept
2009
Dec
2009
Mar 2010
Mar 2010
Factor to
Evaluate
Preliminary “early
view” of
peripheral
business
processes
Case Study event
Questions to
Address
Organisational –
“Where are we now
analysis”
Method(s)
Organisational,
Cultural and
Technical
Response to event –
evaluation sheet at end
of event
Up to date impact
on case studies
using CRM
system
Dissemination
Event
Organisational Lessons learned
over the eight
months of project
Organisational,
Cultural and
Technical
Questionnaire
analysis/Mapping/Report
Questionnaire
analysis/Mapping/Report
Response to event –
evaluation sheet at end
of event
Measure of
Success
This will provide a
base line measure
of current
processes
Interest and
engagement in
implementation of
CRM system within
departments and
faculties
The measured
impact of using
CRM system
Interest and
engagement in
implementation of
CRM system within
departments and
faculties
17. Quality Plan
Output
Timing
Quality criteria
29 June
09
Start Date
1 Aug
09
Project Staff in place
14 Aug
09
Project Plan
submission
Page 8 of 14
Document title: JISC Project Plan
Last updated: April 2007
QA
method(s)
CRM
Steering
Committee
CRM
Steering
Committee
selection
interview
CRM
Steering
Committee &
Delivery
Team
approval
Evidence of
compliance
Quality
responsibilities
Meeting notes
CRM Steering
Committee
Recruitment
documentation
CRM Steering
Committee
JISC approval
Delivery Team
Quality
tools
(if
applicable)
JISC
template
Project Acronym: CRM SAFE
Version: 1
Contact: Laura Morrison, Project Manager, L.Morrison@yorksj.ac.uk
Date: 14 August 2009
‘Where are we now
analysis”. This will
provide a base line
measure of current
(peripheral) business
processes against
which the success of
strategic development
can be measured
Project webpage on
JISC website including
copy of accepted
project proposal
Launch a regularly
updated blog or wiki
Evaluation
document
N/A
Delivery Team
JISC
approval
Webpage
Project Staff
JISC
template
University
Blogging
application
Monitor of Blog
Project Staff
1st
week
Sept
Aug 09
Sept 09
Project website on YSJ
University website
JISC and IT
Department
approval
Website
approval
Project Staff
YSJ
University
acceptable
usage
policy
YSJ
University
standards
Mapping meetings and
questionnaire
Delivery
Team
Project Staff
1 Oct
09onward
Enhancement plan and
CRM Re-engineering
Agreed and
Implementation begins
Development within
the enhancement plan
of an example of best
practice to illustrate
how a case study
developed from the
Self Analysis
Framework can
demonstrate strategic
business change.
Progress Report
(including financial
statement)
Delivery
Team &
Project Staff
approval
Applied Web
Analytics,
Delivery
Team
approval
Mapping
meetings and
questionnaire
response
Meeting notes
in report
Enhancement
plan & case
study
development,
and case study
event to
internal
stakeholders
AWA and
Delivery Team
Report
CRM Steering
Committee and
Delivery Team
JISC
template
Draft Report
CRM Steering
Committee and
Project Staff
JISC
template
28 Aug
09
28 Aug
09
28 Aug
09
1 Oct
09–
onward
31 Dec
09
31
March
10
Draft Final Report
including ‘Where are
we now analysis’
March
10
Dissemination of the
findings from the
project to the
Stakeholders.
Includes working with
CASE to share what
has been learned
about how the Self
Analysis Framework
can be used for
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Document title: JISC Project Plan
Last updated: April 2007
CRM
Steering
Committee
and Delivery
Team
approval
CRM
Steering
Committee
approval
CRM
Steering
Committee
approval
Dissemination
event
Delivery Team
and Project Staff
Project Acronym: CRM SAFE
Version: 1
Contact: Laura Morrison, Project Manager, L.Morrison@yorksj.ac.uk
Date: 14 August 2009
30 April
2010
April
2010
onward
institutional cultural
change from
‘peripheral operational’
to ‘strategic’ use of
CRM and analytics and
can be used to
enhance fund raising.
A case study and
completion report
Ensuring the full
embedding and
sustainability of the
processes and
systems established
during the project
CRM
Steering
Committee
approval
CRM
Steering
Committee
approval
Case study
Report
Meeting
notes/Report
CRM Steering
Committee
working with the
Executive to
convert lessons
into policy
YSJ
University
standards
18. Dissemination Plan
Timing
Ongoing
Dissemination Activity
Blog
Ongoing
Website
Nov 09 &
Mar 10
YSJ Newsletter
Dec 09
Case Study Event
JISC, internal
stakeholders, key
representatives
from Faculties
Evidence of the
benefits of CRM
at the University
and communicate
problem solving
Mar 10
Dissemination Event
JISC, BCE, HE
and YSJ
University internal
stakeholders
Aug -0 –
ongoing
Internal Dissemination
CRM Steering
Committee
Illustrate
outcomes and
lessons learned
with potential
towards a way
forward.
Internally the
lessons from the
project will be
shared with
Learning
Development to
inform future
developments at
YSJ in tracking
the student
lifecycle.
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Document title: JISC Project Plan
Last updated: April 2007
Audience
JISC & internal
stakeholders,
community
JISC, internal and
external
stakeholders,
community
JISC, internal and
external
stakeholders
Purpose
To share progress
with community
Key Message
Mutual learning
To inform of
project activities
and progress
A point of contact
for interest in the
project
To promote the
project and
encourage
engagement
Would be used to
highlight explain
CRM and its
benefits to the
University
Real examples of
how using CRM
can generate
positive outcomes
to the University
and the wider
community
From peripheral
to strategic
understanding
Project Acronym: CRM SAFE
Version: 1
Contact: Laura Morrison, Project Manager, L.Morrison@yorksj.ac.uk
Date: 14 August 2009
19. Exit and Sustainability Plans
Project Outputs
Project Website
Case Study
Action for Take-up & Embedding
Retain as reference to project
Retain for reference
CRM Systems policies and
procedures
Skills and expertise
Retain for future user requirements
Project Outputs
Project Website
Case Study
CRM Systems
policies and
procedures
Skills and expertise
Exploit lessons learned with the
potential of transferring learning from
the BCE project to future work at YSJ
to track the key stages of the student
lifecycle
Why Sustainable
Action for Exit
Update as required
Add further studies as
developed
Transformative impact on BCE
community achieved – transfer
to Learning and Development
community
Scenarios for Taking
Forward
Issues to Address
Maintain internally
Incorporation at
Organisational level
Skills and experience
could enhance
transitional and
strategic use of CRM
in all areas of
engagement at YSJ
University
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Document title: JISC Project Plan
Last updated: April 2007
Use in transferred learning
Incorporate in the
University’s Organisational
and Corporate Strategies
and Policies
Transferred learning from
the BCE project to future
work at YSJ to track the
key stages of the student
lifecycle
Funding to maintain
involvement of key staff
Project Acronym: CRM SAFE
Version: 1
Contact: Laura Morrison, Project Manager, L.Morrison@yorksj.ac.uk
Date: 14 August 2009
Appendix A - Project Budget
Directly Incurred
Staff
CRM Development Officer 8 month
post 0.5 fte
Total Directly Incurred Staff (A)
June 09 – July 09
Aug 09 – Mar 10
TOTAL £
YSJ
Funded
£12,355
JISC
Funded
12355
£
£12,355
£
£12,355
£12,355
12355
0
Non-Staff
June 09 – July 09
TOTAL £
£100
Aug 09 – April
10
£400
Travel and expenses
£500
500
50
Hardware/software
£7,064
£
£7,064
7064
70
Dissemination working with CASE
£
£700
£700
700
70
Evaluation (conducted by
Development Officer)
Applied Web Analytics 20 days
input @ £700
Total Directly Incurred Non-Staff
(B)
£
£
£
0
0
£2,800
£11,200
£14,000
0
14000
14
£9,964
£12,300
22,264
8264
14000
22
Directly Incurred Total (A+B=C)
(C)
£9,964
£24,655
£34,619
20619
14000
34
Directly Allocated
June 09 – July 09
TOTAL £
Staff
£2,673
Aug 09 – April
10
£10,691
£13,364
0
13364
13
Estates
£285
£3,274
£3,559
0
3559
35
Other
£
£
£
Directly Allocated Total (D)
£2,958
£13,965
£16,923
0
16923
16
Indirect Costs (E)
£1,693
£19,438
£21,131
20681
450
21
Total Project Cost (C+D+E)
£14,615
£58,058
£72,763
41300
31373
72
Amount Requested from JISC
£11,300
£30,000
£41,300
Institutional Contributions
£3,315
£28,058
£31,373
Percentage Contributions over
the life of the project
JISC
57%
Partners
43 %
Total
100%
1
Page 12 of 14
Document title: JISC Project Plan
Last updated: April 2007
T
12
12
Project Acronym: YSJU CRM SAFE
Version: 1
Contact: Laura Morrison, Project Manager, L.Morrison@yorksj.ac.uk
Date: 14 August 2009
APPENDIX B - WORKPACKAGES - GANTT CHART
YSJ CRM SAFE Project - August 09 - March 10
Phase 1
Phase 2
Aug-09
Sep-09
Oct-09
Nov-09
Dec-09
Phase 3
Jan-10
Feb-10
Mar-10
Task
Project Manager/Delivery Team
1
2
3
4
5
6
7
8
Appoint Project Manager
Write up & submit Project Plan
14th
Contact/Meet Steer Group & Delivery Team
Familiarise with CRM system
Mapping of current use of Database/Spreadsheets
Identify Common needs / questionnaire
Identify case studies
Enhancement Plan develop & implement
End of Project
report /
Completion
report
Reporting January & July
9
Meetings / Events
10
11
12
13
14
15
Meeting with Key people in Faculties
Monthly Team Meetings
Dates TBA
Steering Group Meetings x 2
Dissemination event
Case Study event
Project meeting with support team - on site
Approx
Marketing / Administration
YSJ Newsletter editorial
Policies/Procedures Agreement
JISC Project Website Page
Set up by28th
Project Website
Set up by28th →
In public domain
Project Blog (Weekly)
Set up by28th →
In public domain
Bi Monthly Telephone support
Quarterly Questionnaire
Approx
Approx
Approx
Approx
Approx
Approx
16
17
18
19
20
21
22
Budget
Monitoring
Page 13 of 14
Document title: JISC Project Plan
Last updated: April 2007
23
Project Acronym: CRM SAFE
Version: 1
Contact: Laura Morrison, Project Manager, L.Morrison@yorksj.ac.uk
Date: 14 August 2009
APPENDIX B - WORKPACKAGES
Tasks - Milestones
Phase 2
Phase 1
Aug-09
1
2
3
4
10
11
18
19
20
23
Status
Sep-09
Status
10
11
21
23
Instigation/Engagement
Page 14 of 14
Document title: JISC Project Plan
Last updated: April 2007
Oct-09
7
10
11
12
22
23
Status
Nov-09
5&6
10
11
16
21
23
Status
Dec-09
9
10
11
14
23
Status
Phase 3
Jan-10
21
10
11
12
22
23
Collaboration/Engagement/Promotion
Status
Feb-10
8
10
11
23
Status
Mar-10
8
9
10
11
13
21
23
Evaluation/Dissemination
Status