CRM project lessons: how to build a high-quality outcome within a tight schedule
- Esa Övermark
- Nov 5
- 3 min read
A financial organization implemented a CRM system development project in 2025, with the aim of improving customer data management and unifying its use across functions. The project was completed within a limited schedule and budget, but its results exceeded expectations – thanks to strong collaboration and clear change management. I acted as project manager in the project , responsible for the overall progress, guidance, and collaboration between different teams.
The goal is uniform and high-quality customer information
The main goal of the project was to bring customer data management closer to the business and create a foundation for future system integrations. This required both process harmonization and controlled phasing of the technical implementation. At the same time, the aim was to ensure that the CRM system would become a practical tool for daily work – not just a data warehouse.
Implementation method and management
The project was implemented using agile principles, with a focus on concrete deliverables and continuous prioritization. My role focused on building a common understanding among stakeholders and seamless collaboration between different teams – business, IT, and development.
Project management was based on transparent reporting, frequent communication, and a clear decision-making structure. Although some agile ceremonies were cut due to schedule pressures, we managed to maintain a good rhythm and focus on results.
Key findings of the retrospective
After the project ended, a retrospective was conducted, assessing the whole through six themes: impact vs. workload, clarity vs. changes, collaboration vs. dependencies, communication vs. coordination, quality vs. speed, and learning vs. routine .
The results were clear:
Transparency: Task management and documentation should be broken down into smaller parts in the future to make progress easier to track
Communication: Internal communication worked well, but more active participation and information exchange with stakeholders is needed.
Collaboration: Operating methods between different organizations and suppliers should be standardized so that learned models are transferred to future projects
Holiday periods: Ensuring division of responsibilities and documentation before holidays is critical for continuity
Reflection: The importance of retrospectives was emphasized – even in fast-paced projects, it is important to stop and evaluate how working methods work
In terms of quality, the project team assessed the final result at the highest level. The result of the work was not only production-ready but also easily expandable for future development phases.
Results and impact
The project's impacts were immediately visible:
CRM system successfully implemented in the selected function
The quality and discoverability of customer information improved significantly
Processes became clearer and the use of information within the organization became more efficient.
The project remained on schedule and within budget
Project manager's perspective
The role of project manager emphasized the ability to connect business goals and technical implementation. The greatest successes were related to building trust between stakeholders, clarifying decision-making, and completing the system implementation without a separate “implementation project”.
At the same time, a model was created that allows further development and service management to function as a unified whole after the project.
Summary
This project showed that successful CRM development is not just a technical achievement, but above all a change management task . When shared goals are clear, communication is open, and responsibilities are clear, excellent results can be achieved even in a challenging environment.
If you need help with CRM projects or other change projects, feel free to contact us!
Esa Overmark
+358405051789
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