Assessment of the Feasibility of the CRM System Project for City

Sports and F1
Contents
1. Problem Identification and System Vision Document.............................................................................3
Introduction.............................................................................................................................................3
Addressing Challenges and Strategic Advancement through an Information System..............................3
Proposed System Capabilities:.............................................................................................................3
Alignment with Strategic Goals:..........................................................................................................4
2. Quantifying Project Approval Factors.....................................................................................................4
Estimated Time for Project Completion..................................................................................................4
Development Costs..................................................................................................................................5
Cost/Benefit Analysis:.............................................................................................................................6
Estimated annual benefits....................................................................................................................7
3. Risk and Feasibility Analysis..................................................................................................................8
Organizational Risks and Feasibility:......................................................................................................8
Technological Risks and Feasibility........................................................................................................9
Resource and Schedule Risks/Feasibility...............................................................................................10
Strategies to maintain a feasible project timeline...................................................................................11
4. Project Environment..............................................................................................................................11
Information Capture, Tools, and Software:............................................................................................11
Work Environment:...............................................................................................................................12
Processes and Proceduress.....................................................................................................................13
Communication Reporting Issue resolution...........................................................................................14
5. Scheduling the Work.............................................................................................................................15
Conclusion.................................................................................................................................................19
References.................................................................................................................................................21
1. Problem Identification and System Vision Document
Introduction
A prominent retailer of sporting goods, City Sports and F1 offers a wide selection of apparel, equipment,
and accessories through both their physical store in Melbourne, Australia, and their online store. The
main goal of the suggested information system is to improve City Sports and F1's operational
effectiveness and customer experience. A customer relationship management (CRM) system, an
inventory management system, an integrated online store, and a dynamic marketing automation system
are just a few of the essential elements that this comprehensive system is expected to include.

I've kept a strong link to the sporting goods business since I've had a long-standing interest for it. City
Sports and F1 have consistently made a good impact on me as a devoted customer because of their great
products and customer service. This familiarity gives me more faith that I will be able to conceptualize
and implement an information system that perfectly complements City Sports' and F1's goals. My
expertise includes creating information systems for several industries, including retail, healthcare, and
education, and I have a thorough understanding of project management techniques. With my combination
of talents, I can confidently deliver the project on time and within the allotted budget.

I'm excited about the possibility of working with City Sports and F1 to create an information system that
not only promotes business growth but also improves client experiences. The envisioned system is ready
to transform operations and improve the entire client experience, acting as a priceless asset. I
wholeheartedly advise starting a conversation with City Sports and F1 to go deeper into the specifics of
my idea. Clearly, a collaboration with them has the potential to result in the creation of an information
system that is precisely crafted to meet their wants and aspirations..

Addressing Challenges and Strategic Advancement through an Information System

City Sports and F1, a player with a physical store in Melbourne and a strong online presence, struggles
with growth-restricting challenges in the competitive sports goods retail market. Their success is
hampered by the lack of a centralised customer relationship management (CRM) system, ineffective
inventory management, and absence of an online store on their website.

Proposed System Capabilities:

In response, the suggested information system presents itself as a complete remedy, furnished with a
variety of possibilities. The cornerstone will be a strong CRM system that streamlines the recording of
customer interactions and transactions and allows for personalised suggestions and successful marketing
campaigns. A sophisticated inventory management system will also dynamically control stock levels and
reorder procedures, preventing stockouts and cutting expenses associated with surplus inventory. An
integrated online store will be featured into their website, offering smooth online buying experiences, to
open up a larger client base. A strategic marketing automation component that automates campaigns for
wider reach and customised interaction will be the system's climax.

Expected business advantages: There is a mix of concrete and intangible results in the anticipated
benefits. Increased revenue, reduced operating expenses, increased customer happiness, and informed
decision-making are examples of tangible benefits. Increased brand awareness, enhanced consumer
loyalty, and a more competitive advantage are examples of intangible rewards.

Alignment with Strategic Goals:

Crucially, this proposed system seamlessly aligns with City Sports and F1's strategic objectives. Firstly,
personalized recommendations and efficient marketing amplify sales channels, while intelligent inventory
management effectively slashes costs and precludes stockouts. This transformative system, fostering
improved customer engagement through personalized interactions and a wider online presence, is
intricately intertwined with City Sports and F1's pursuit of enhancing customer satisfaction.

Ultimately, the envisioned information system symbolizes not just an operational enhancement, but a
profound strategic move that positions City Sports and F1 on an upward trajectory, solidifying their
foothold in the sporting goods industry.

2. Quantifying Project Approval Factors

To quantify project approval factors effectively, follow these steps: identify key factors, assign weights,
quantify factors, and calculate an overall approval score. By assigning numerical values to factors like
cost, time, and risk, stakeholders' priorities become clear, aiding better decision-making and project
approval likelihood. Involving stakeholders, seeking varied information sources, and remaining adaptable
are vital. Through this approach, a comprehensive understanding of stakeholder priorities emerges,
allowing informed decision-making and enhancing project approval prospects.

Estimated Time for Project Completion

Time
Phase
Activity Estimate Milestones Critical Dates

Requirements Gather customer requirements, define 2 weeks Approved requirements 2023-08-15

gathering system scope, and develop use cases document

Design the system architecture, database, Approved system

System design and user interface 4 weeks design document 2023-08-29

Development Develop the system code 8 weeks Alpha release 2023-09-12

Test the system functionality and

Testing performance 4 weeks Beta release 2023-09-26

Deployment Deploy the system to production 2 weeks Go-live 2023-10-10

The project is expected to be finished in 20 weeks, and the following chart painstakingly lists all the
important dates and milestones. The availability of crucial resources like developers, testers, and database
administrators; the complexity of the system itself; the degree of user acceptance; and the unanticipated
emergence of changes or delays are among the factors that should be taken into account when
determining this timeframe. For the project to stay on schedule and under budget, diligent progress
monitoring and wise schedule modifications are essential. Certain tactics are crucial for managing the
project timeline properly. Detail each work in a thorough project plan, dividing challenging projects into
more manageable chunks. Determine the time allotments needed for each activity, and use tools like
Gantt charts to carefully monitor the project's progress. Keep an eye on the project plan on a regular basis,
making adjustments as necessary to keep it in line with the progress. Transparency is facilitated through
extensive stakeholder distribution of the project schedule, and it is crucial to handle timetable changes
precisely. By putting these tactics into practise, the project's timetable may be strengthened with realism
and realizability, clearing the way for a successful and on-time conclusion.

Development Costs
Item Cost (AUD)

Development $170,000

Hardware $50,000
Software $20,000
Labor $100,000

Estimated Annual Operating Costs $35,000

Maintenance $20,000

Training $10,000
Licenses $5,000
A detailed cost breakdown for the planned information system for City Sports and F1 is included in the table.
The projected $170,000 development expenditures cover the cost of labour, hardware, and software used in the
system's development. The $50,000 in hardware expenses represents expenditures in vital hardware including
servers, storage units, and networking resources. The operating system, database software, and application
software licences total around $20,000 in software expenditures. The estimated cost of labour for developing,
testing, and employing database administrators for the system's development is $100,000. The estimated yearly
running expenditures, which total $35,000, include $20,000 for maintenance, $10,000 for training, and $5,000
for licence renewal. These expenses are only estimates; depending on how they are actually implemented, they
may differ.

Cost/Benefit Analysis:
The planned information system for City Sports and F1 is anticipated to bring about a variety of
advantages, including both material and intangible gains.

Tangible Advantages:

1. Increased Sales: The system has the ability to greatly increase sales by using the power of
tailored suggestions, focused marketing initiatives, and a larger online client base. It
makes it possible to give customized product recommendations to clients, improving the
chance of cross-selling and upselling. Additionally, by including an online store, they
may tap into the growing online buying trend and increase their market reach.
2. Reduced Costs: A key factor in containing costs is the system's automated inventory
management system. City Sports and F1 can maximize their inventory investments and
save related costs by eliminating excess inventory and promptly ordering more when
there is a need.
3. Greater Customer happiness: The system's personalized recommendations and successful
marketing initiatives help to raise customer happiness. This is further enhanced by a
smooth online purchasing experience, as clients can readily access the store's items,
encouraging loyalty and repeat business.
4. Improved Decision-Making: City Sports and F1 are able to make better business
decisions now that they have full insights into client preferences, product performance,
and market trends. They are able to optimize their product offers, marketing plans, and
operational choices thanks to this data-driven strategy.

Intangible Advantages:
 1. Enhanced Brand recognition: By giving City Sports and F1 a larger platform to advertise
their goods and services to a wider audience, the system enhances brand recognition for
both organisations. Their exposure is increased by the online shop and enhanced
marketing techniques, which raises brand awareness.
2. Increased consumer Loyalty: Stronger consumer loyalty is fostered by a smooth
purchasing experience supported by tailored suggestions and effective online buying
alternatives. Customers that are happy with the experience are more inclined to shop
there again and refer others, building a loyal customer base.
3. Enhanced Competitive Advantage: The system's numerous benefits give City Sports and
F1 a competitive edge over their rivals. The firm is able to stand out in the congested
athletic goods industry because to efficient operations, personalized involvement, and a
larger market reach.

Estimated annual benefits

Benefit Estimated Annual Value
Increased sales $100,000
Reduced costs $50,000
Improved customer satisfaction $25,000
Enhanced decision-making $10,000
Increased brand awareness $10,000
Improved customer loyalty $10,000
Enhanced competitive advantage $10,000
Total $225,000
The planned information system for City Sports and F1 offers a significant scope for expansion and
improvement given the anticipated yearly advantages. The predicted $100,000 boost in sales each year is
made possible by personalised advice, focused marketing initiatives, and increased internet reach. The
automation of inventory control and the avoidance of stockouts are expected to reduce costs by $50,000
annually each. Additionally, it is predicted that improved customer happiness would result in a $25,000
yearly improvement, driven by targeted engagement and simple online buying. An annual benefit of
$55,000 is anticipated from the system's contribution to enhanced decision-making, elevated competitive
advantage, higher brand exposure, and improved customer loyalty. The total expected yearly benefit is
$225,000, a sizeable sum that might be used for shareholder returns, business growth, or the purchase of
new products..
3. Risk and Feasibility Analysis
The City Sports and F1 CRM system project is doable yet dangerous. Due to the project's complexity and
cost, there is a chance that it may be delayed, run over budget, or fail to satisfy the demands of the
company or consumers. The idea might, however, also increase City Sports' and F1's operational efficacy
and efficiency. The project team can raise the likelihood of success by properly controlling the risks and
implementing the aforementioned suggestions.

Organizational Risks and Feasibility:

Risk Description Feasibility of Overcoming

For the purpose of educating staff members about the

The company culture may not be advantages of the new system and gaining their support for
Company culture
supportive of change. the transition, the organisation can hold training and
communication workshops.

The management team can be actively involved in the

The management may not be project from the start thanks to the project manager's ability
Management supportive of the project or may to build strong bonds with them. A business case that details
support not provide the necessary the advantages of the system and how it will assist the
resources. organisation in achieving its objectives can also be produced
by the project manager.

Users may not be willing to use The project manager can offer users with support materials
User adoption the new system or may not be able and lead training sessions. The system may also be made to
to use it effectively. be simple to use and user-friendly.

The business must guarantee that the system is appropriately

Security The system may not be secure.
protected and that users are instructed on how to do so.

The business would have to guarantee that the system is

Scalability The system may not be scalable.
expandable and capable of handling future development.

The chart also includes a list of each risk's viability. The most challenging risks to manage are those
related to business culture and management support, but they may be reduced with proper planning and
communication. By offering users support and training, as well as by putting security measures in place,
the risks of user adoption and security may be reduced. A system that is intended to be scalable can help
reduce the risk of scalability. The project manager may raise the likelihood that the planned information
system for City Sports and F1 will be effective by recognising and minimising these risks .
Technological Risks and Feasibility
Risk Description Feasibility of Overcoming Mitigation Measures
Technology The wrong technology may After carefully evaluating the Use a reliable provider, conduct
selection be selected for the project. company's demands, the thorough research, gain agreement
This could lead to project manager may choose a from all parties involved, develop a
incompatibility issues, technology that will work thorough plan, and be adaptable.
performance problems, and well for them. In order to
security risks. make sure that the technology
is correctly deployed and
supported, the project
manager might also
collaborate with a respected
vendor.
Integration The new system may not be To guarantee that the systems Work with the new system's vendors
able to integrate with the can be linked seamlessly, the and the business's current systems to
company's existing systems. project manager can create a create a thorough integration strategy.
This could lead to data loss, comprehensive integration
errors, and inefficiencies. strategy and collaborate with
the suppliers of the new
system and the business's
current systems.
Data The system may not be To guard against Use security precautions including
security secure and may be vulnerable cyberattacks, the system has two-factor authentication, strong
to cyberattacks. This could to be effectively protected. passwords, and frequent security
lead to data breaches, This entails making use of updates.
financial losses, and secure passwords, setting up
reputational damage. two-factor authentication, and
updating the system with the
most recent security updates.
Vendor The company may become The business should select a Select a system that is independent of
lock-in locked into a particular system that is independent of the seller.
vendor and may not be able any one provider. If a need to
to switch to another vendor if swap vendors emerges in the
the need arises. This could future, this will provide the
 lead to higher costs and less business more options.
flexibility.
Technical The system may be Good coding practises should Use excellent coding practises when
debt developed with poor coding be used while creating the creating the system, and be sure to
practices and may not be system, and it should be plan for maintenance.
maintainable. This could lead planned to be maintained. By
to high costs and delays in doing this, technical debt-
the future. related expenses and delays
will be lessened in the future.
.

Resource and Schedule Risks/Feasibility

Risk Mitigation Measures
Conduct a skills assessment, provide training, and manage
Lack of qualified resources
expectations.
Conduct a skills assessment, provide training, and manage
Skill gaps
expectations.
Team availability Manage expectations and create contingency plans.
Unrealistic timeline Create a realistic timeline and identify and mitigate risks.
Unforeseen circumstances Create contingency plans and communicate with stakeholders.
Create a realistic timeline, identify and mitigate risks, and
Resource constraints
communicate with stakeholders.
City Sports and F1 must use a comprehensive strategy to successfully reduce the variety of human
resource-related risks connected with the planned information system project. To determine the necessary
knowledge, a complete skills assessment must be conducted. Then, specific training efforts must be
developed to fill up any skill shortages in the workforce. A common knowledge of resource availability is
ensured by transparently managing expectations with stakeholders. In addition, preventative measures
like contingency planning and having backup resources defend against potential interruptions caused by
team absence or unanticipated events. The project's flexibility and resilience are further increased by
developing a realistic project timetable that has been approved by experts and by regularly
communicating with stakeholders. City Sports and F1 can successfully traverse these human resource
risks by using these multiple tactics, which increases the probability of a project's success..

Strategies to maintain a feasible project timeline

 Establish a realistic timeline: Setting up a realistic timeline is the first step in keeping a workable
project schedule. This entails carefully taking into account the project's complexity, the resources
 at hand, and any inherent dangers. In order to make sure that the schedule is reasonable, it also
entails obtaining feedback from experts and stakeholders.
 Break the project down into smaller pieces. This is essential after you have a realistic schedule for
the project. It will be simpler to monitor progress and spot any issues as a result. Additionally, it
will be simpler to modify the timetable as necessary.
 Establish milestones: Setting milestones can help you track your work and make sure your project
is on track. They should be explicit, quantifiable, attainable, relevant, and time-bound. They
should also be set at regular intervals during the project.
 Routinely interact with stakeholders: Throughout the project, it's critical to routinely
communicate with stakeholders. This will keep everyone informed and assist to prevent surprises.
It will also be beneficial to see any possible issues right away and deal with them.
 Be adaptable: When it comes to the project timetable, it's crucial to be adaptable because things
don't always go as expected. This entails having the flexibility to change the timeframe as
necessary and using creativity to problem-solving.
 Use project management tools: You can track progress, spot possible issues, and modify the
schedule as necessary by using a variety of project management tools. These resources might be a
great help in keeping a realistic project deadline.

4. Project Environment
Information Capture, Tools, and Software:
Information Capture Software/Tool User Roles
Method
Customer data Customer relationship Sales representatives, customer service
management (CRM) software representatives, marketing team
Product data Product information management Product managers, marketing team, sales
(PIM) software representatives
Order data Order management software Sales representatives, customer service
representatives, accounting team
Inventory data Inventory management software Warehouse staff, shipping team
Financial data Accounting software Accounting team
Performance data Business intelligence (BI) Management team, marketing team, sales
software representatives
The particular software or tools that will be employed will rely on the particular requirements of the
business. The table, however, gives a broad overview of the information categories that must be recorded,
the tools and/or software that can be used to record it, and the user roles who will be in charge of updating
and viewing the data. It is crucial to remember that any software or tools used to collect information
should be specifically customized to the demands of the organization. For instance, a small business
might not require the usage of CRM software, whereas a large business with a sizable customer base
might. Similar to this, a business that sells goods online would require the usage of a different order
management system than one that sells goods in brick-and-mortar stores. Additionally, the user roles that
will be in charge of seeing and modifying the data should be customized to the particular requirements of
the business. For instance, the marketing team might be in charge of updating product data while the sales
people might be in charge of updating customer data. To make wise decisions, the management team will
probably need access to all the data. The organization can make sure that the information system is
successful and efficient by carefully examining the information capturing techniques, software/tools, and
user roles.

Work Environment:
In order to promote the best development team performance, the proposed information system for City
Sports and F1 requires a well-structured work environment, including both physical and virtual domains.

The focus is on creating an environment that fosters cooperation and creativity in the actual workstation.
This calls for welcoming environments that are well-lit to promote collaboration. To accommodate
various work dynamics, there must be adequate space for individual activities as well as specific areas for
team meetings and brainstorming sessions.

This collaborative mindset is complemented by the virtual world, which necessitates a variety of
collaboration tools and platforms:

1. Task tracking and progress monitoring are made easy using project management software.

2. Tools for communication: Real-time team communication is facilitated by platforms like Slack or
Microsoft Teams.

3. Tools for Cooperative Document Editing: Google Docs or Microsoft Office 365 allow for Cooperative
Document Editing.

4. Video conferencing tools provide face-to-face virtual meetings through services like Zoom or Google
Meet.
Regardless of geographical locations, effective communication is ensured by tailoring the tool choices to
the team's specific needs.

Several tactics that improve the surroundings also improve the workplace culture:

1. Promoting a Culture of Collaboration: Promoting a culture of collaboration facilitates idea sharing and
group problem-solving.

2. Consistent Feedback Mechanisms: Feedback that is both positive and constructive helps people
improve their skills and performances.

3. Celebrating Successes: Maintaining motivation and engagement levels requires acknowledging

accomplishments, both major and little.

4. Creating Opportunities for Learning: Team excitement is increased by supporting skill development
and career progression through learning and development programs.

The development team's success is fostered by integrating these physical and virtual aspects, encouraging
a culture of cooperation, putting in place feedback systems, rewarding accomplishments, and placing a
high priority on continual learning.

Processes and Proceduress

The specific project requirements will determine the development approach and project management
procedures for the proposed information system at City Sports and F1. Given the complexity of the
project and the dynamic nature of the organization, using an agile methodology seems like a wise
decision.

Agile is appropriate for this project based on a number of characteristics, including:

1. Complexity and Adaptability: The project must take into account the company's constant change.
Agile's capacity to adapt fits very well with the requirement to handle these changes smoothly.
2. Customer-Centric Approach: City Sports and F1 are customer-focused businesses that profit from
Agile's iterative structure, which encourages regular client input to raise satisfaction.
3. Innovation: Agile encourages experimentation and innovation, enabling the search for novel
solutions by the business.

Considerable agile approaches include:

• Scrum: Scrum uses sprints to concentrate on certain projects over brief time periods (usually 2
weeks), making it ideal for smaller teams.
• Kanban: Designed for bigger teams, Kanban provides clarity and efficient work management by
visualizing tasks that are currently being worked on.

The choice of project management techniques will also be based on the particulars of the project, however
some fundamental techniques could include iterative project planning, open task management,
stakeholder communication, proactive risk management, and controlled change management. This all-
encompassing strategy guarantees effective project management and on-time delivery.

It's important to understand that there are several approaches to project management and development
methods. The ideal approach relies on the complexity of the project and the requirements of the company.
The project team may develop a technique that fits the project and increases the chance of success by
taking into account the aforementioned elements.

Communication Reporting Issue resolution

Procedure Description
Communication The team has to interact with stakeholders and one another often. This can be done
via a number of avenues, including: Regular status meetings are held to discuss
progress and spot any issues. - Email: The team frequently uses email for
continuing contact. - Slack: Using Slack for in-team communication in real-time. -
Google Docs: Using Google Docs to collaborate on documents. - Video
conferencing: Using video conferencing to conduct in-person meetings. At the
very least once every week. Format: Appropriate for the audience (e.g., in-person
status meetings, emails for stakeholders who are not present). Content: Project plan
modifications, reports on progress, and potential issues. input: Regularly asking for
input from the team and stakeholders to improve coordination and communication.
Reporting stakeholders are routinely updated on project status. Use a variety of channels -
Project management tools: Create progress reports with project management tools.
- Email: Provide stakeholders with email updates on the status of the project. -
Presentations: Use presentations to give in-depth progress summaries. At the very
least once every month. Format: Customized for the target audience (e.g., succinct
letters to stakeholders, thorough presentations). Progress, prospective problems,
modifications to the project design, the budget, and the timeframe. input: To better
align the project with stakeholder demands, regularly solicit input from them.
Issue resolution Create a procedure for handling project problems: - Identify the problem:
Acknowledge and record the problem. - Determine impact: Determine how the
 problem will affect the project. - Create a resolution strategy: Come up with a
strategy to deal with the problem. - Put plan into action: Carry out the strategy to
fix the problem. - Review the plan: Determine if the implemented plan was
effective. Review the issue resolution procedure frequently to make sure it is
working. Format: Process documentation that is easy to read and comprehend.
Content: Procedures for identifying, evaluating, developing, implementing, and
reviewing resolution plans for issues. Make sure the procedure is simple and
useful.

5. Scheduling the Work

task id Task Name Duration Start Finish Predecessors

1 Gather requirements 15 days Thu 8/10/23 Wed 8/30/23  

1.1 Interview stakeholders 7 days Thu 8/10/23 Fri 8/18/23  

1.2 Document requirements 8 days Mon 8/21/23 Wed 8/30/23 2

2 Design CRM system 61 days Thu 8/31/23 Thu 11/23/23  

2.1 Develop data model 16 days Thu 8/31/23 Thu 9/21/23 3

2.2 Develop user interface 15 days Fri 9/22/23 Thu 10/12/23 5

Develop application
2.3 30 days Fri 10/13/23 Thu 11/23/23 6
logic

3 Implement CRM system 60 days Fri 11/24/23 Thu 2/15/24  

3.1 Develop software 30 days Fri 11/24/23 Thu 1/4/24 7

3.2 Test software 15 days Fri 1/5/24 Thu 1/25/24 9

3.3 Deploy software 15 days Fri 1/26/24 Thu 2/15/24 10

4 Train users 30 days Fri 2/16/24 Thu 3/28/24  

Develop training
4.1 15 days Fri 2/16/24 Thu 3/7/24 11
materials

4.2 Conduct training sessions 15 days Fri 3/8/24 Thu 3/28/24 13

 5 Maintain CRM system 90 days Fri 3/29/24 Thu 8/1/24  

5.1 Fix bugs 30 days Fri 3/29/24 Thu 5/9/24 14

5.2 Add new features 30 days Fri 5/10/24 Thu 6/20/24 16

5.3 Improve performance 30 days Fri 6/21/24 Thu 8/1/24 17

The detailed project requirements and prospective changes in the organization's future have been taken into
account while creating the timetable for the F1 CRM system. The timetable allots a significant amount of time
to each activity in an effort to achieve a favorable balance between the undertaking's complexity and the
requirement for adaptability. This strategy recognizes the project's fluidity and the need to adapt when
unanticipated developments occur. Given the project's dependency on resources, buffer intervals have also
been strategically added to adjust for resource availability. The timeline may need to be modified, but it
establishes a solid foundation for project planning and management by focusing on the key goals of achieving
deadlines, staying within budgetary limits, reducing risks, and supporting organizational objectives.

The timetable encompasses crucial stages like design, implementation, training, and ongoing support, starting
with the concurrent commencement of requirements gathering and project launch and ending with
maintenance. These phases reflect the strategic choices made to guarantee a comprehensive project
development process and smooth system integration. The meticulous planning of tasks, such as interviewing
stakeholders, creating data models, and holding training sessions, reflects F1's dedication to delivering a CRM
system that is not only technologically advanced but also responsive to their changing needs. F1 operates in a
dynamic environment. Following this planned timeline puts F1 in a good position to handle the project's
complexities, ensuring that the CRM system fits their goals perfectly, improves operational effectiveness, and
ultimately helps the company maintain its success in the competitive world of motorsport..
Conclusion
A crucial part of the project to create a new CRM system for City Sports and F1 is the CRM
system timetable. The project's complexity, the requirement for flexibility, and the resources'
availability are all taken into account by the timeline. Additionally, it establishes clear objectives
for the project, such as finishing it on schedule, reducing the possibility of delays or issues, and
guaranteeing that the system satisfies the demands of the company. The timetable is flexible and
could need to be changed as the project develops. To plan and manage the project, the timetable
is an excellent place to start. The team can guarantee the success of the CRM system by adhering
to the plan and keeping on course.

Following the following advice will help the team make sure the project is successful for City
Sports and F1:

1. Maintain open lines of communication with all parties. Throughout the project, the team
must maintain efficient communication with all stakeholders. This include informing
stakeholders of the project's development, soliciting their comments, and addressing any
potential problems. All parties involved should be informed of the timetable and made to
feel comfortable with it, according to City Sports and F1.
2. Be versatile and flexible. The team must be flexible and adaptive because the project may
evolve over time. This entails having the flexibility to adjust the timetable as necessary and
being able to handle unforeseen difficulties. To account for unforeseen developments, City
Sports and F1 should include some flexibility in the program.
3. Take risks seriously. There are several dangers associated with the project, which is
complicated. To prevent delays or issues, the team must carefully manage these risks. All
project-related hazards should be found and addressed by City Sports and F1.
4. Remain on course. To finish the project on time and within budget, the team must adhere to
the timetable. This entails establishing sensible objectives, keeping track of development,
and adjusting course as necessary. A thorough project plan should be created by City Sports
and F1, and progress should be monitored on a regular basis.
These suggestions can help the team boost the likelihood that the CRM system project for City
Sports and F1 will be successful.
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