Project Plan - Pje End FNL

Project
Plan for PJ Enterprises

Team 3 / Module 5
November 27, 2016
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.
Project Plan for PJ Enterprises
Team 3/Module 5 11_27_16

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.
Design Document for course
Participant Guide, including content, exercises, and instructions.
Facilitator Guide, including content and instructions for trainers.
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.

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
Monitoring and ensuring that SMEs provide reviews in a timely manner
Providing an appropriate learning environment and adequate space for training sessions
Printing the training materials
Scheduling training sessions, notifying staff of training, or enforcing attendance policy
Providing a LCD projector with a full screen for learners to view and follow along with the
training materials
Providing Internet access for the training
Equipping CBT sessions with networked computers or laptops (one per attendee) for them to
participate in the CBT during paid work hours.
Correspondence with PJE employees
Scheduling, session sign-ups, and verifying completion of training
Providing refreshments and meals for participants
Tracking participant completion of training as needed for PJE employee records
Project Completion Criteria
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.
The project evaluation is performed and results shared with PJ Enterprises.
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
Schedule-management plan, including Gantt chart and WBS diagram
Change-management plan
Communications-management plan
Risk-management plan

Scheduled Meetings
The following is a list of regularly scheduled meetings with DFP. Additional meetings may be scheduled based on need.
Meeting
Frequency
Attendees
Project Sponsor
Meeting/DFP Team
Meeting
Once a week: every

Monday at 8:30 pm EST
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
Once a month: every last

Tuesday of the month at
8:30 pm EST
Project Sponsor: Jane Mackenzie

Vice President of Sales: Mike Merrill
DFP Team Members
During this meeting, DFP will provide:

A status report on milestones (completed as well as in progress)
and high-level tasks
Sheena Perez, Ray Johnson, and Product

Vendors
A status report on any high-level issues that arose and steps taken
Customer Service Supervisors: Sarah

Commons and Maria Gomez
Answers to any stakeholder questions
to resolve them
Telephone Operators: Paula Moore and

Rosalinda Sanchez
IT Support: Sam Fischer

Scheduled Status Reports
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:
Tasks completed during the week
Tasks to be completed the following week
Overall progress of milestones
DFP Team hours clocked and budget used that week
Any requests for resources or personnel
Change log of submitted, approved, and rejected changes
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.
Monitoring and adhering to the project budget and schedule.
Contacting Jane Mackenzie, Project Sponsor, should any changes occur that may affect the
progress of the project.
PJ Enterprises is responsible for:
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.
Working with DFP to establish development and training rollout schedule.
Availability of requested PJ Enterprises staff for interviews and surveys.
Allowing DFP access to meetings, internal documents (call records, customer complaint records,
sales figures, training materials, etc.), and advance copies of the seasons catalog.
Sending DFP the electronic files of the product reference guides.
Reserving private meeting and training space for DFP.
Providing technical specifications for all workstations.
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.
Determining and scheduling attendees for training.
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
New products and/or marketing initiatives from industry competitors
Changes in the local and national economy impacting customer buying power and overall sales
volume
Overall shifts in the catalog sales industry and customer preferences
System or power outages
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.


Analyze / Initiate (Complete)
Needs assessment
Performance analysis
Job/task analysis
Risk assessment
Budget estimates
Discussion of analyses and project scope with client
Recommend Solutions
Supporting documents:
Gap Analysis
Performance Analysis Report
Project Charter (based on agreed-upon project scope)
Design / Plan (In progress)
Project Plan Creation
Resource identification (development tools, graphics, product specifications)
Identification of learning objectives
Selection of instructional strategies
Identification of assessments
Learner analysis
Creation of course outline
WBS Diagram
Project Schedule
Change Management Plan
Design Document
Develop/ Execute-Monitor-Control
Develop training materials (electronic product guide, facilitator/participant guides)
Pilot testing and revisions
Sign-offs on prototypes
Adjustments to scope, treatment or budget as needed
Initial Review: feedback, revisions, and sign-off cycle
Final Verification Review: feedback, revisions, and sign-off cycle

Style Guide/Standards Document
Prototypes
Implement / Execute-Monitor-Control
Quality Assurance (QA) testing
Formatting of electronic product guide for CD/intranet distribution
Presentation of Train-the-Trainer (T3) sessions
Presentation of Pilot Training (operator training sessions)
Feedback based on Pilot Training
Pilot Training revisions and sign-off cycle
Evaluate/Close
Evaluation of participant performance (Levels 3 and 4)
Evaluation of impact on business goals, per evaluation plan
Finalization of all training documents
Participant Performance Assessment Summary
Training Impact Summary

Milestones
Milestone or Activity
Deliverable
Target Date
Design/Plan- Create Project Charter
Project Charter
11/20/16
Initiate/Analyze-Design/Plan: Create Project Plan
Project Plan
11/27/16
Design/Plan: Electronic Product Guide Job analysis, course objectives, guide

mockup, and instructional strategies and activities
Design Document
12/4/16
Design/Plan: Customer Service Training: Task analysis, course objectives

instructional strategies and activities, and course design document
Design Document
12/4/16
Develop/Execute-Monitor-Control
Customer Service Training
12/15 1/12/17
ILT training materials

Facilitator guide participant guide
Prototype Electronic product guide
Implement/Execute-Monitor-Control
Final electronic product guide
1/13/17
Final electronic product guide CBT

Train-the-trainer sessions
Pilot for operator training sessions.
Customer Service Training
1/20/17
Evaluate/Close: Evaluate Training Performance
Report of Customer Service Training results
2/3/17
Report of electronic product guide CBT results
Evaluate/Close: Evaluate training in context of business goals
Quarterly performance report
April 2017, July 2017, Oct

2017, and January 2018

WBS Diagram
10

Schedule
Work Package
Responsible Party
Start
End
Analyze/Initiate
Business Goals
Jane M
10/31/16
11/6/2016
Needs Assessment Report
PM, IDs
10/31/2016
11/6/2016
Job/Task/Gap Analysis
PM, IDs
11/21/2016
11/27/2016
Performance Analysis Report
PM, IDs
11/7/2016
11/13/2016
Solution Proposal
PM, IDs
11/7/2016
11/13/2016
Solution Proposal Agreement
Jane M
11/7/2016
11/13/2016
Create Project Charter
PM, IDs
11/14/2016
11/20/2016
Approve Project Charter
Jane M
11/20/2016
11/22/2016
Create Project Plan
PM, IDs
11/21/2016
11/27/2016
Approve Project Plan
Jane M
11/27/2016
11/29/2016
Define Learning Objectives per Job Task Analysis
IDs
11/21/2016
11/27/2016
Define instructional strategies
IDs
11/21/2016
11/27/2016
Define assessment style
IDs
11/21/2016
11/27/2016
Create Course Outline
IDs
11/21/2016
11/27/2016
Determine course sequence order
IDs
11/21/2016
11/27/2016
Learner Analysis
IDs, SMEs
10/31/2016
11/6/2016
Design/Plan
11

Work Package
Responsible Party
Start
End
Create online product guide search tool mockup
PM, IDs
11/28/2016
12/4/2016
Create course design document (CDD)
PM, IDs, Tech Writer
11/28/2016
12/4/2016
Review course design document (CDD)
SMEs
12/5/2016
12/6/2016
Modify CDD based on review
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
Create electronic product guide tool prototype (online)
PM
12/7/2016
12/13/2016
Create Facilitator and Participant guides (Customer Service

Training)
IDs, SMEs, Tech Writer
12/7/2016
12/13/2016
Create electronic product guide CBT material storyboard
IDs, SMEs
12/7/2016
12/13/2016
Review electronic product guide tool prototype (online)
SMEs
12/14/2016
12/18/2016
Review Customer Service Training materials
SMEs
12/14/2016
12/18/2016
Review electronic product guide CBT material
SMEs
12/14/2016
12/18/2016
Modify Customer Service Training materials
12/18/2016
12/22/2016
Modify electronic product guide CBT material
12/18/2016
12/22/2016
Verify training materials and electronic product guide tool

prototype
SMEs
12/22/2016
12/29/2016
Training materials and electronic product guide tool prototype

approved
Jane M
12/22/2016
1/6/2017
Develop/Execute-Monitor-Control
12

Work Package
Responsible Party
Start
End
Build full electronic product guide tool (online)
PM
12/30/2016
1/9/2017
Build electronic product guide ILT
PM, IDs
12/22/2016
1/17/2017
QA and demo electronic product guide tool
PM, SMEs, IT,
1/9/2017
1/10/2017
QA and demo product guide CBT
PM, SMEs, IT,
1/9/2017
1/10/2017
Train the trainer sessions for Customer Service Training
IDs, Sheena, Supervisors, Jane

M
1/12/2017
1/12/2017
Pilot Customer Service Training sessions
IDs, Sheena, Supervisors, Jane

M
1/12/2017
1/12/2017
Revise Customer Service Training based on pilot sessions
IDs, SMEs
1/13/2017
1/16/2017
Roll out electronic product guide tool
PM, IT
1/13/2017
1/13/2017
Roll out electronic product guide CBT
PM, IT
1/13/2017
1/13/2017
Roll out Customer Service Training sessions
PM, Jane M, Sheena
1/17/2017
1/17/2017
Report of scenario role playing training sessions
PM, Business Analyst
1/30/2017
2/3/2017
Report of electronic product guide CBT
1/30/2017
2/3/2017
Evaluate quarterly business goals in context of training
PM, Business Analyst, Jane M
4/1/2017; 7/1/2017;
10/1/2017; 1/1/2017
4/30/2017; 7/31/2017; 10/31/2017;

1/31/2017
Data Gathering
4/1/2017; 7/1/2017;
10/1/2017; 1/1/2017
4/30/2017; 7/31/2017; 10/31/2017;

1/31/2017
Evaluate/Close
13

Work Package
Data Analysis
Responsible Party
Start
End
4/1/2017; 7/1/2017;
10/1/2017; 1/1/2017
4/30/2017; 7/31/2017; 10/31/2017;

1/31/2017
Gantt Chart
14
Change Management Plan

Any changes to the project scope or other parameters affecting budget or schedule will be addressed by
DFP using the process below.
Purpose
The change management plan creates a formal process for submitting any project changes or alterations to
the project scope or budget.
Goals
The goals of the change management plan are as follows:
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.
Track and monitor any changes
Change Control Process
The change control process is illustrated in the following flowchart:

15

16

Responsibilities
Person Responsible
Responsibilities
Project Stakeholder
Fills out Change Request form
Team Member
If given green light by PM, create a detailed assessment of change
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
detailed change plan

Send change plan to project sponsor for review
If change approved, communicate changes to team members
Update documentation, including timeline and budget.
Project Sponsor
Approve or reject change plan
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.
17

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:
Impacts on day-to-day procedures and schedules
Purpose, instructions, and location of relevant documents
Training course objectives and schedule
Availability and contact details of on-the-job coaches
Expected organizational outcomes and performance targets
Performance results
Formal and informal employee performance feedback
Availability and description of employee incentives
18

Challenges and Opportunities
Audience
Challenge
Supervisors
Resistance to new training

focusing on customer
service standards and
telephone etiquette
Message
1. Electronic guide will simplify the product knowledge aspect of
the job and provide supervisors with a tool in onboarding and
training on new product and product changes.
Method
Meeting
2. Training format will be role-plays teaching call flow, use of

tone/pace/volume to manage calls, and issue de-escalation, as well
as phone service and sales strategies.
Frequency
Initial kickoff
meeting with
extended team.
Detail
Info
Regular staff
meetings during
design and
development stages
3. Training will simplify their jobs in the following ways:

Improved efficiency and effectiveness of onboarding process
Fewer escalated calls transferred to supervisors
Higher levels of operator achievement of call volume goals and
reduced customer complaints

Higher employee satisfaction and reduced operator turnover
Clarity of expectations and measures that supervisors use in
performance reviews with employees

Time previously spent on escalated calls can be dedicated
higher-level management functions of the customer service

department
More time for supervisors to lead and develop teams, furthering
their own professional development and value to the company

Telephone
Operators
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,
shorter classes across multiple sessions.

Changes to the attendance policy and hourly compensation.
Meeting
Initial kickoff
meeting. Regular
staff meetings
during design and
development stages
Info
2. Searchable tool will make it to locate information quickly and

help operators to:
Decrease call length
More easily meet and exceed their performance goal of handling
six calls per hour

Have time to focus on delivering the best customer experience

they can and build the relationship.
19
Risk Management Method

To increase impact/probability of positive events as well as decrease the impact/probability of negative
events, DFP will use a spreadsheet to record the following to track and manage risks:
Date risk is identified
Person who identified risk
Problem area
Risk type/Level of Risk
Likelihood of problem occurring (Scale of 1 5)
Problem Owner
Possible impact to the project, including budget, timeline, and resources
Signs these risks may be happening
Deadlines, if risk responses are time-sensitive
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
Define assumptions that have a significant impact to risk
Project Plan Approvals

Approvals
Approved by:
Name
Jane Mackenzie
Role
Signature
Date
Project Sponsor
20

Project Plan - Pje End FNL

Загружено:

Сведения о документе

Оригинальное название

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

Project Plan - Pje End FNL

Загружено:

Авторское право:

Доступные форматы

Project

Plan for PJ Enterprises

November 27, 2016

Project Plan for PJ Enterprises

Team 3/Module 5 11_27_16

Design Document for course

Participant Guide, including content, exercises, and instructions.

Facilitator Guide, including content and instructions for trainers.

Project Plan for PJ Enterprises

Team 3/Module 5 11_27_16

Monitoring and ensuring that SMEs provide reviews in a timely manner

Printing the training materials

Scheduling training sessions, notifying staff of training, or enforcing attendance policy

Providing Internet access for the training

Correspondence with PJE employees

Scheduling, session sign-ups, and verifying completion of training

Providing refreshments and meals for participants

Tracking participant completion of training as needed for PJE employee records

Project Completion Criteria

The project evaluation is performed and results shared with PJ Enterprises.

Schedule-management plan, including Gantt chart and WBS diagram

Project Plan for PJ Enterprises

Team 3/Module 5 11_27_16

Once a week: every

Project Sponsor: Jane Mackenzie

Once a month: every last

Project Sponsor: Jane Mackenzie

During this meeting, DFP will provide:

and high-level tasks

Sheena Perez, Ray Johnson, and Product

Customer Service Supervisors: Sarah

Answers to any stakeholder questions

Telephone Operators: Paula Moore and

Project Plan for PJ Enterprises

Team 3/Module 5 11_27_16

Tasks completed during the week

Tasks to be completed the following week

Overall progress of milestones

DFP Team hours clocked and budget used that week

Any requests for resources or personnel

Change log of submitted, approved, and rejected changes

Monitoring and adhering to the project budget and schedule.

PJ Enterprises is responsible for:

Working with DFP to establish development and training rollout schedule.

Availability of requested PJ Enterprises staff for interviews and surveys.

Sending DFP the electronic files of the product reference guides.

Reserving private meeting and training space for DFP.

Providing technical specifications for all workstations.

Project Plan for PJ Enterprises

Team 3/Module 5 11_27_16

Determining and scheduling attendees for training.

New products and/or marketing initiatives from industry competitors

Overall shifts in the catalog sales industry and customer preferences

System or power outages

Project Plan for PJ Enterprises

Team 3/Module 5 11_27_16

Discussion of analyses and project scope with client

Performance Analysis Report

Project Charter (based on agreed-upon project scope)

Design / Plan (In progress)

Project Plan Creation

Resource identification (development tools, graphics, product specifications)

Identification of learning objectives