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Project Information
Project Name
DesignFormation Performance (DFP) will refer to this project as PJ Enterprises Customer Service
Telephone Operator Training.
Project Description/Overview
PJ Enterprises is a six-year old mail-order catalog business that employs 50 people. The company
distributes catalogs which markets gifts, apparel, and home accessories primarily marketed to middleincome women ranging in age from 25 to 55 years. The company has seen double digit increases in sales
and a net profit of one million dollars according to last years targets. PJ Enterprises has set aggressive
revenue and growth goals for the upcoming fiscal year, which include increasing overall sales, growing
customer lists for catalog distribution, and improving scores regarding the quality of customer service. In
consideration of these goals, DFP has been contracted to develop a training program for the telephone
operators to increase their expertise of product knowledge and customer service skills. The end goals of
this training include the following: 1) increasing catalog sales; 2) improving the efficiency of the ordering
process; 3) improving employee engagement and satisfaction; and 4) reducing the number of customer
complaints.
DFP performed a comprehensive needs analysis to determine the roots causes of the gaps between the
current state of operations at PJ Enterprises and its desired end state. During a meeting with Project
Sponsor, Jane McKenzie, DFP proposed a number of solutions to the issues that are preventing PJ
Enterprises from meeting its goals. In conjunction with PJ Enterprises and supported by DFPs analysis, it
was determined the most appropriate approach will be to roll out solutions in two stages. Stage one of this
project will include:
1. DFP will create an electronic product guide that can be easily searched for product information
2. DFP will develop CBT on the use of the electronic product guide with hands-on practice using
the new tool.
3. DFP will develop an interactive, role-playing activity classroom session that will focus on best
practices in phone etiquette, sales techniques, and addressing common customer concerns.
Stage Two of this project (timeline to be confirmed after Stage One is launched) will include a training
program that will emphasize leadership and managerial skills for new supervisors, and also review and
strengthen understanding of the basics of employee development, including performance feedback,
evaluation, and review principles.
Team 3/Module 5
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DFP will work with appropriate stakeholders to develop, design, and implement a new training program.
Following implementation, DFP will conduct an evaluation, obtain feedback from the client, reassess
needs, and revise the new training as necessary based on comments received.
Project Purpose
The main goal of Stage One of this project is to improve the quality of service delivered by the telephone
operators and thereby increasing customer satisfaction regarding the telephone retail experience with PJ
Enterprises. Telephone operator performance will be improved with the creation of a searchable
electronic product guide, training on how to use the electronic tool, as well as standardized training in
telephone etiquette, sales, and customer service.
Business Objectives
Providing telephone operators with a searchable electronic product guide will result in quicker access to
product information. This in turn will lead to a decrease in call length and afford the telephone operators
the opportunity to reach and potentially exceed the performance goal of handling six calls per hour. In
addition, improving and standardizing the telephone operator etiquette skills will lead to higher employee
satisfaction levels due to a decrease in negative customer interactions. Implementing improvements to the
overall customer experience will decrease customer complaints, lead to higher catalog sales, and aid PJ
Enterprises in improving customer satisfaction ratings to 90%.
Scope Statement
Deliverables Included
To develop the PJ Enterprises Customer Service Training, DFP will develop computer based training
(CBT) to train telephone operators on the use of the new electronic product guide as well as instructor led
training on customer service skills and product knowledge, delivering the following:
CBT of the electronic product guide (two sessions of one hour each)
Led classroom training (two sessions of four hours each to accommodate both shifts) on
telephone etiquette, product knowledge, and customer service skills.
Exclusions
DFP is not responsible for establishing policy or standard changes for PJ Enterprises under this document.
If PJ Enterprises would require DFPs services in this regard, a separate proposal would need to be drafted
and submitted.
Team 3/Module 5
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DFP is also not held responsible for the following related to Stage One deliverables:
Updating the order entry system to include the most current product information
Providing an appropriate learning environment and adequate space for training sessions
Providing a LCD projector with a full screen for learners to view and follow along with the
training materials
Equipping CBT sessions with networked computers or laptops (one per attendee) for them to
participate in the CBT during paid work hours.
The following benchmarks will indicate to all stakeholders when Stage One has reached completion:
The development of and signoff for the CBT training for the electronic product guide.
The electronic product guide has been created with the most current product information
available to PJ Enterprises at the time of development and may be used for CBT and customer
service training purposes.
The development of ILT lessons and materials and signoff for the ILT.
The customer service training is conducted during the month of January with a makeup session,
as needed, at the beginning of February.
Project Plans
Primary Plans
This Project Plan includes the following subsidiary plans required to carry out a smooth implementation
of the PJ Enterprises Customer Service Telephone Training:
Scope-management statement
Change-management plan
Communications-management plan
Risk-management plan
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Scheduled Meetings
The following is a list of regularly scheduled meetings with DFP. Additional meetings may be scheduled based on need.
Meeting
Frequency
Project Sponsor
Meeting/DFP Team
Meeting
Attendees
Project Sponsor: Jane Mackenzie
DFP Team Members
Description
During the first part of this meeting, Jane Mackenzie will meet with
the DFP team to discuss the following:
Feedback on the previous weeks project status report
Any resources or personnel DFP may require from PJ Enterprises
Any questions or issues that may arise
During the second part of the meeting, the DFP team will meet to
discuss the following:
The feedback received from Project Sponsor
Tasks for the following week, including assignment of tasks and
deadlines.
Any questions or issues that may arise
Stakeholders
Meeting
to resolve them
Answers to any stakeholder questions
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DFP Project Manager, Rob Ellington, will provide status reports in writing to PJ Enterprises Project
Sponsor, Jane Mackenzie, every Friday by EOB. These status reports will include the following:
Issue log of ongoing and closed issues, including steps taken to resolve them
Any foreseeable risks that may arise as well as suggestions on preventing them
Assumptions
For timely completion of this project, DFP and PJ Enterprises must adhere to the following
responsibilities.
DFP is responsible for:
Design and development of all stated project deliverables (listed below in Project Deliverables
section)
Timely completion of all project milestones (listed below in Project Milestones section)
Project management from the design and development standpoint, including regular status update
reports to Jane Mackenzie, Project Sponsor.
Contacting Jane Mackenzie, Project Sponsor, should any changes occur that may affect the
progress of the project.
Assigning DFP with adequate SMEs to contribute input, provide real-life customer scenarios, and
review content for all materials. The SMEs will respond to all communication in a timely manner.
Providing two extra days in case new SMEs are added to the project in order to bring them up to
speed.
Allowing DFP access to meetings, internal documents (call records, customer complaint records,
sales figures, training materials, etc.), and advance copies of the seasons catalog.
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Submitted 11_27_16
Furnishing and preparing training space with all necessary technical requirements.
Permitting DFP with access to PJ Enterprises IT support to facilitate electronic product guide
implementation.
Sign-offs at agreed upon milestones from key PJ Enterprise stakeholder, Jane Mackenzie. (Listed
above in Project Milestones section.)
Constraints
DFP will be confined to the agreed upon scope, budget, and timeline as detailed in this document. The
following may impact DFPs ability to complete the project per the agreed upon scope.
Turnover of employees, whether it be by leaving the company or promotions, and the nature of
the work and shifts in the call center may limit SME availability for project activities.
Employees holiday schedules that may impact the availability of SMEs and PJ Enterprises
employees for product development.
New Product catalog content availability and whether or not the new product guide will be
available to format and post online in time for the training sessions.
External Dependencies
The following are external factors outside of PJ and DFPs control that have the potential to impact project
success:
Availability and accuracy of specifications provided by factory suppliers on updated product prior
to the first quarter launch of the electronic product guide
Changes in the local and national economy impacting customer buying power and overall sales
volume
Project Approach
In order to deliver a high-quality training program for Quarter 1 of 2017, DFP will take a rapid
development (Agile) approach to project management. This approach will combine tiered project
management elements and ADDIE instructional design phases (Analyze, Design, Develop, Implement,
and Evaluate). In order to allow agile incorporation of changes and feedback within a short timeframe,
each stage will comprise iterative reviews and streamlined signoffs with stakeholders and subject matter
experts.
Team 3/Module 5
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Needs assessment
Performance analysis
Job/task analysis
Risk assessment
Budget estimates
Recommend Solutions
Supporting documents:
Gap Analysis
Identification of assessments
Learner analysis
Supporting documents:
WBS Diagram
Project Schedule
Design Document
Develop/ Execute-Monitor-Control
Sign-offs on prototypes
Team 3/Module 5
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Supporting documents:
Prototypes
Implement / Execute-Monitor-Control
Evaluate/Close
Supporting documents:
Team 3/Module 5
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Milestones
Milestone or Activity
Deliverable
Target Date
Project Charter
11/20/16
Project Plan
11/27/16
Design Document
12/4/16
Design Document
12/4/16
Develop/Execute-Monitor-Control
12/15 1/12/17
Implement/Execute-Monitor-Control
1/13/17
Implement/Execute-Monitor-Control
1/20/17
2/3/17
Team 3/Module 5
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WBS Diagram
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Schedule
Work Package
Responsible Party
Start
End
Analyze/Initiate
Business Goals
Jane M
10/31/16
11/6/2016
PM, IDs
10/31/2016
11/6/2016
Job/Task/Gap Analysis
PM, IDs
11/21/2016
11/27/2016
PM, IDs
11/7/2016
11/13/2016
Solution Proposal
PM, IDs
11/7/2016
11/13/2016
Jane M
11/7/2016
11/13/2016
PM, IDs
11/14/2016
11/20/2016
Jane M
11/20/2016
11/22/2016
PM, IDs
11/21/2016
11/27/2016
Jane M
11/27/2016
11/29/2016
IDs
11/21/2016
11/27/2016
IDs
11/21/2016
11/27/2016
IDs
11/21/2016
11/27/2016
IDs
11/21/2016
11/27/2016
IDs
11/21/2016
11/27/2016
Learner Analysis
IDs, SMEs
10/31/2016
11/6/2016
Design/Plan
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Work Package
Responsible Party
Start
End
PM, IDs
11/28/2016
12/4/2016
11/28/2016
12/4/2016
SMEs
12/5/2016
12/6/2016
PM. IDs
12/5/2016
12/6/2016
Verify CDD
SMEs
12/5/2016
12/6/2016
Approve CDD
Jane M
12/5/2016
12/8/2016
PM
12/7/2016
12/13/2016
12/7/2016
12/13/2016
IDs, SMEs
12/7/2016
12/13/2016
SMEs
12/14/2016
12/18/2016
SMEs
12/14/2016
12/18/2016
SMEs
12/14/2016
12/18/2016
12/18/2016
12/22/2016
12/18/2016
12/22/2016
SMEs
12/22/2016
12/29/2016
Jane M
12/22/2016
1/6/2017
Develop/Execute-Monitor-Control
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Work Package
Responsible Party
Start
End
Implement/Execute-Monitor-Control
Build full electronic product guide tool (online)
PM
12/30/2016
1/9/2017
PM, IDs
12/22/2016
1/17/2017
1/9/2017
1/10/2017
1/9/2017
1/10/2017
1/12/2017
1/12/2017
1/12/2017
1/12/2017
IDs, SMEs
1/13/2017
1/16/2017
PM, IT
1/13/2017
1/13/2017
PM, IT
1/13/2017
1/13/2017
1/17/2017
1/17/2017
1/30/2017
2/3/2017
1/30/2017
2/3/2017
4/1/2017; 7/1/2017;
10/1/2017; 1/1/2017
Data Gathering
4/1/2017; 7/1/2017;
10/1/2017; 1/1/2017
Evaluate/Close
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Work Package
Data Analysis
Responsible Party
PM, Business Analyst
Start
End
4/1/2017; 7/1/2017;
10/1/2017; 1/1/2017
Gantt Chart
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The change management plan creates a formal process for submitting any project changes or alterations to
the project scope or budget.
Goals
Provide project team members with an established process for submitting changes
Allow for any changes to go through proper reviewing channels prior to submission for approval to
project sponsor.
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Responsibilities
Person Responsible
Responsibilities
Project Stakeholder
Team Member
Project Manager
Update change log with change request as well as with implementation or rejection
Review change request and if approved, provide hours for team member to create a
Project Sponsor
Communication Plan
Purpose and Goals
Communication is a key to project success. Employee engagement surveys consistently show that poor
communication is a leading cause of employee disengagement. Similarly, in project management, project
surveys identify poor communication as one of the top factors that contributes to project failure. Proactive,
strategic communication will be instrumental to this training initiatives success.
Agreeing upon a solid communication plan will help PJ Enterprises employees view the project as a
benefit, rather than as an unpleasant surprise. DFP would like to advise on best practices that will give
employees opportunity to understand the projects purpose and intended impact in order to build and
maintain enthusiasm and commitment for the new customer service training.
Furthermore, it will be essential from a practical standpoint to keep core team members directly informed of
project status and upcoming stages. Regular updates will help employees manage their schedule and
provide timely feedback during the development and implementation processes.
Recommendations to PJE on Messages to Address Impact of Project
We recommend PJ Enterprises consider implementing as many of the simple strategies below as possible to
facilitate a positive transition to the new customer service training.
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Project Kickoff meeting: In the early design stages, meet with employees to explain the goals and scope of
the project. Explain how their feedback contributed to the initiative, emphasizing the searchable tool and the
intent to make it easier for them to locate information quickly so they are able to focus on delivering the
best customer experience they can and build the relationship. Highlight changes from their prior training
experiences, specifically the hands-on nature, shorter classes across multiple sessions, as well as changes to
the attendance policy and compensation changes. Provide an overview of the project timeline and
communicate the importance of rapid turnaround to be able to train before Valentines Day. Confirm SME
schedules and request copies and their preferred availability windows.
Project publicity: Options for publicizing the customer service training initiative could include
announcements in the company newsletter, the Project Kickoff meeting mentioned above, and updates and
celebrations as project and employee performance milestones are completed.
Project Status Updates: DFP recommends scheduling providing regular status updates to stakeholders,
Subject Matter Experts, and impacted employees. We advise a weekly email update to telephone operators,
supervisors, and facilitators, as well as a status meeting with key stakeholders and management once a
week. Updates may include:
Performance results
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Challenge
Message
Supervisors
Method
Meeting
Frequency
Initial kickoff
meeting with
extended team.
Detail
Info
Regular staff
meetings during
design and
development stages
Lack of motivation to
attend trainings, view
training as not worthwhile
1. Thank operators for their feedback, which was taken into account
for this initiative, including:
Improvements from prior training include hands-on activities,
Meeting
Initial kickoff
meeting. Regular
staff meetings
during design and
development stages
Info
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Problem area
Problem Owner
Mitigation plan, including dates, costs, and steps recommended to resolve risk
Risk Monitoring plan to establish systematic reviews of risks to evaluate effectiveness of risk
mitigation
Risk Control to assess impact on project of actions taken (time, cost, resources) and identify new
risks resulting from risk mitigation actions
Jane Mackenzie
Role
Signature
Date
Project Sponsor
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