Team 1 Project Report

QSCP: Quality
Customer Service
Project
REPORT
Prepared for PJ Enterprises
TTEM
929-555-5474 1235 Sundberry Street www.TTEM.com
New York, New York Project.manager@ttem.com
Table of Contents
Contents
Project Overview _____________________________________________________________ 1
Gap Analysis Strategy _________________________________________________________ 3
Scope Management Plan _____________________________________________________ 10
Project Schedule ____________________________________________________________ 14
Communication Plan _________________________________________________________ 16
Instructional Design Document _________________________________________________ 17
Execution Phase Documentation _______________________________________________ 23
Appendix A: Project Charter for Team 1 __________________________________________ 37
Appendix B: Project Change Request Form _______________________________________ 47
Appendix C: Communication Matrix _____________________________________________ 49
Appendix D: e-Learning Storyboard for QCSP _____________________________________ 50
Contact Information __________________________________________________________ 97
Company Information ________________________________________________________ 98
Pg. 01 Instructional Design Document
Project Overview
Project Name
QCSP- Quality Customer Service Project
Project Sponsor
Dr. Paul Coverstone
Project Owner
Sheena Perez
Project Summary
PJ Enterprises has set their sales and customer service targets for the upcoming year. Telephone catalog sales
and customer service operators directly affect several of these objectives. The consulting firm TTEM
(Tim,Teague,Erik,Michelle), has been hired by PJ Enterprises to design, develop and deliver a comprehensive
product information database and customer service training focused on improving customer service scores and in
turn, exceed targeted profitability.
Stakeholders
Stakeholder Role
Dr. Paul Coverstone, Project Dr. Coverstone will oversee the QCSP.
Sponsor, Tie Breaker  Provide answers to project questions.
 Review and sign off on deliverables.
 Resolve conflict and decisions that may result in a tie.
Sheena Perez, Merchandising Sheena will be consulted on training for the QCSP.
Manager, Project Owner  Provide input on training documents as a SME.
Chris Critical, Assistant Product Chris will assist Sheena and insure QCSP training design documents are
Manager, Reviewer reviewed and relevant to PJ Enterprises products.
Judy Thompson, Catalog Judy will review products and decide what will be included in QCSP.
Director  Judy will also serve as a SME for catalog products and training.
Kathy Catalog, Assistant Catalog Kathy will assist Judy on approving catalog products to be included in the
Director, Subject Matter Expert QCSP product information database.
Sam Human, Human Resources
Director Sam advises on all employee issues related to QCSP.
Telephone Operators and Attend QCSP training, and practice sessions.

Customer Service Supervisors
Telly James, Head of Telephone Telly will be trained on QCSP deliverables.
Catalog and Customer Service  Train current and new employees on the QCSP deliverables.
Operators
TTEM: TTEM will collectively;

Erik Andracek, Project Manager;
Tim Lockman, Technology  Oversee the QCSP project maintaining rapport with all upper
Developer; Teague Orblych, management at PJ Enterprises from start to finish.
Business Analyst; Michelle  Perform performance and gap analysis to determine Pj Enterprises
Janney, Technical Writer/Project needs.
Coordinator  Design, develop and deliver product database and training modules.
 Oversee timelines, budget and review.
 Assist with initial training of Telly James. She will be conducting
ongoing training.
 Obtain sign off on all relevant project documents.
Chief Executive Name

Chief Executive Title
Date
Gap Analysis Strategy

Information Needed
Current Conditions Desired Condition
 respond to 3 calls an hour  10% increase in customer satisfaction
 answer 85% of all customer inquires in two scores
minutes  respond to 6 calls an hour
 50% of customers from last year indicate  answer 90% of all customer inquiries in
they are not inclined to do business with PJ two minutes
Enterprises next year  improve quality of work environment
 2 out of 3 customers have a complaint  increase catalogue sales by 30% (10 - 13
about the telephone operator around million)
telephone etiquette, product knowledge and  reduce customer complaints
prompt responses  double net profits ($1-2 M)
 high turnover of staff
 employee meetings held once a month,
poorly attended due to working hours, staff
not compensated
 more than half of telephone operators
indicated dissatisfaction with their job in
informal survey
When examining the discrepancy between the current conditions at PJ Enterprises and the desired condition it is
clear that additional information pertaining to customer service will need to be examined. The first area to dig
deeper would be call times; multiple indicators show that customer service reps are not completing calls fast
enough. The team should examine, with current staff, the reasons calls are lasting longer than desired. Perhaps
staff lack the training to answer customer questions quickly or perhaps the current phone system slows the rate of
calls The next area to investigate would be specific reasons for customer complaints. Customers indicate they are
dissatisfied with telephone operator knowledge of products. Further analysis is required to learn the particular
areas of telephone operator lack of knowledge that are affecting customer satisfaction. Other areas of customer
dissatisfaction need to be analyzed to ensure the team is addressing the customer service issues directly. Another
area to dig deeper is related to employee satisfaction. Telephone operators indicate a dissatisfaction with their job
but further analysis is required to determine where that dissatisfaction originates. The last area to explore is their
current IT infrastructure. The team will need to fully understand how the various systems of the company integrate
(or don’t) if they are to begin creating solutions to solve the current problems.
Team Strategy
Our group’s strategy for determining the roots of the performance issues at PJ Enterprises is wide ranging so that
we can then best determine an appropriate solution. We will gather information from the telephone operators,
customer service supervisors, Judie Thompson, Sheena Perez, human resources personnel, and former
employees. We will gather this information from anonymous surveys, product quizzes, customer phone call
monitoring, observations, and interviews. Utilizing this wide range of information gathering tools will allow us to get
a lot of specific information related to employee job satisfaction, training concerns, and product knowledge.
Team Responsibilities: (Everyone on the team participated in adding notes, thoughts, and questions to each area
of the Gap Analysis)
Erik- Roadblocks and Dependencies
Tim- Questions to Ask
Teague- Team Strategy and Analysis plan
Michelle- Proofread, edit, and submit document to dropbox.
Analysis Plan
Activity/Method Purpose or Information You Hope to Gain Person Responsible
Anonymous We want to ask questions on this survey about employee job We will want to have
Surveys satisfaction. We want to find out what issues concern them telephone operators as
and also ask for suggestions about what could be done better well as the customer
or differently during the training and workflow periods. The service supervisors fill out
anonymity of the survey will hopefully elicit candid and truthful these surveys.
responses.
Product What do the telephone operators and customer service Telephone operators and
Knowledge supervisors really know about the products they with which customer service
Quizzes they are dealing? These results will give us something to supervisors
actually train to. If we can create more knowledgeable
telephone operators as it relates to the products they will be

better prepared during customer interactions.
Phone Call From the tapes of customer interactions we will need to listen Telephone operators
Monitoring to at least three different customer interactions on three
separate days for each telephone operator. This will give us
more feedback on each operator's abilities and knowledge
base.
Interviews We need to know how conflict is resolved at PJ Customer service

Enterprises. The way things are currently being done may supervisors and human
have an impact on employee job satisfaction. resources personnel
Interviews Judie Thompson and Sheena Perez need to be interviewed as Judie Thompson and
they were the personnel that did the previous catalog Sheena Perez
training. It would be good to get comments from them about
what worked and didn’t work and what they think needs to be
done differently.
Interviews We would like to talk to former employees to see why they are Former employees
former employees. This might be tricky as past employees
may be difficult to locate and feedback might be biased against
PJ Enterprises. A solution could be to start taking exit
interviews.
Questions to Ask: [Telephone Operators]

1. Please describe what has caused you to be dissatisfied in your employment?
2. This question is about the half-day sessions you participated in to train you on the product catalog. After
one of these training sessions, how well-prepared were you to answer customer questions about the
products?
o Very well prepared
o Somewhat well prepared
o Not very well prepared
o Not well prepared at all
3. What suggestions do you have for improving customer training at this company?
4. If you had a work-related problem, how confident were you that your supervisor would help you resolve
that problem?
o Very confident
o Somewhat confident
o Not very confident
o Not confident at all
5. How could your supervisors have supported you more effectively?
Questions to Ask: [Customer Service Supervisors]

1. Please describe the process you follow to resolve customer complaints and other issues related to
telephone operators.
2. Please describe the training and/or experience you have in resolving human resources issues?
3. This question is about the half-day training sessions that telephone operators undergo in order to learn the
product catalog. After having experienced one of these training sessions, please rate the telephone
operators’ level of preparedness to answer customer questions about the products.
o Very well prepared
o Somewhat well prepared
o Not very well prepared
o Not well prepared at all
4. What suggestions (if any) do you have to help improve training experiences for telephone operators?
5. If you had a work-related problem, how confident were you that your supervisor would help you resolve
that problem?
o Very confident
o Somewhat confident
o Not very confident
o Not confident at all
6. How could your supervisors support you more effectively?

Questions to Ask: [Sheena Perez]

1. Please describe how the customer service supervisors are involved in the process of selecting
merchandise for the catalog.
2. Please describe how the telephone operators are involved in the process of selecting merchandise for the
catalog.
3. At what point do the customer-service supervisors first learn about a new product list?
4. At what point do the telephone operators first learn about a new product list?
Questions to Ask: [Judie Thompson]

1. Please describe how the customer service supervisors are involved in the process of selecting
merchandise for the catalog.
2. Please describe how the telephone operators are involved in the process of selecting merchandise for the
catalog.
3. At what point do the customer-service supervisors first learn about a new product list?
4. At what point do the telephone operators first learn about a new product list?
Questions to Ask: [Human Resources]

1. Please describe the process used to assess customer service supervisors on their product knowledge.
2. Please describe the process used to assess telephone operators on their product knowledge.
3. What is the process for working with an employee who has an unsatisfactory evaluation?
4. Can you explain why there is such a high turnover rate amongst telephone operators and customer service
supervisors?
Questions to Ask: [IT]

1. Please describe the computer-based learning experiences that you have in place for employee training.
Questions to Ask: [Former Employees]

1. Please describe why you ceased employment at the company.
2. In your opinion, what is the company’s greatest weakness in regards to employee satisfaction and
support?
Roadblocks & Dependencies
Roadblocks and Mitigation Strategies

dependencies
Employees not being From the beginning the team must stress our independence from PJ
truthful or less than Enterprises. Employees must have no confusion about our role as an outside
forthcoming in interviews agency that is collecting data for our own purposes.
for fear of management
reprisals Build relationships with the staff and stress our desire to help and see them
succeed.
When possible, interviews should be conducted off-site.
Surveys by employees not Implement a system to track completions if not anonymous.

being completed or
product quizzes not being Communicate with staff the importance of completing the surveys and
completed quizzes. Emphasize their usefulness for the team getting to the root causes of
issues in order to fix them.
Difficulty contacting former Request personnel files and copies of exit interviews conducted for former
employees employees.
Personal bias against the The team will need to use professional discretion when analyzing results and be
company by current or careful not to take a single interview or survey result as indicative of the entire
past employees organization.
Management minimizing Build relationships and stress our desire to help rather than point blame on people.
problems
Communicate the need for openness and truthfulness for the team to properly do
our job.
Management denying Build relationships with management and stress our desire to help the business
access to certain grow and not lay blame on particular individuals.
employees or limiting
access
Customer service Use previously taped conversation rather than direct observation.
representatives changing
their behavior when being Emphasize with staff that calls may be monitored for information gathering, not
monitored individual evaluation.
Personnel not available for Work with management directly to identify and schedule candidates for interviews.
interviews due to
scheduling
Pre-schedule interviews to minimize time conflicts.
If possible, interview candidates outside of normal work hours.
Customers choosing not to Work with management to create a financial incentive for participation (i.e. 10% off
participate in surveys next order)
Scope Management Plan

Scope Management Approach
The management of the scope of the project is the responsibility of the project manager. Changes can be initiated
by any member of the project team or stakeholders but must be initiated through thus of the Project Change
Request Form.
Roles and Responsibilities

In addition to the roles listed below, the following stakeholders will play key roles in managing the scope of
the project. The Project Manager will control the scope of the project by initially vetting all Project Change Request
Forms to ensure its compliance with the goals of the project. The Project Sponsor is then responsible for obtaining
approval from all relevant stakeholders.
Stakeholder Role
Dr. Paul Coverstone, Project Sponsor, Tie Breaker Dr. Coverstone will oversee the QCSP.
Provide answers to project questions.
Review and sign off on deliverables.
Resolve conflict and decisions that may result in
a tie.
Sheena Perez, Merchandising Manager, Project Owner Sheena will be consulted on training for the
QCSP.
Provide input on training documents as a SME.
Chris Critical, Assistant Product Manager, Reviewer Chris will assist Sheena and insure QCSP
training design documents are reviewed and
relevant to PJ Enterprises products.
Judy Thompson, Catalog Director Judy will review products and decide what will be
included in QCSP.
Kathy Catalog, Assistant Catalog Director, Subject Matter Judy will also serve as a SME for catalog
Expert products and training.
Sam Human, Human Resources Director
Kathy will assist Judy on approving catalog
products to be included in the QCSP product
information database.
Sam advises on all employee issues related to

QCSP.
Telephone Operators and Customer Service Supervisors Attend QCSP training, and practice sessions.
Telly James, Head of Telephone Catalog and Customer Telly will be trained on QCSP deliverables.
Service Operators Train current and new employees on the QCSP
deliverables.

Erik Andracek, Project Manager; Tim Lockman, Technology
Developer; Teague Orblych, Business Analyst; Michelle Oversee the QCSP project maintaining rapport
Janney, Technical Writer/Project Coordinator with all upper management at PJ Enterprises
from start to finish.
Perform performance and gap analysis to
determine Pj Enterprises needs.
Design, develop and deliver product database
and training modules.
Oversee timelines, budget and review.
Assist with initial training of Telly James. She will
be conducting ongoing training.
Obtain sign off on all relevant project documents.
Project Scope Statement

This project will produce training and support materials for telephone operators at PJ Enterprises in order to
enhance their customer service skills, with a view toward improving customer satisfaction. The deliverables for this
project are an online training module on customer service etiquette; an online training module on efficiently
resolving customer issues; and a product information database. This project will be accepted once the Project
Owner receives all three deliverables, verifies that they meet the conditions agreed upon in the Project Charter,
and verifies that they conform to all mock-ups and other design documents that were formally approved by both
the Project Owner and TTEM. This project does not include ongoing technical support after implementation; further
development of deliverables after the project is complete; or product database training for any personnel other than
management. The project also excludes any research on or verification of product information; PJ Enterprises will
provide and verify the accuracy of all information to be added to the product database. This project is not to exceed
150 days in duration or $165,000 in spending. Assumptions on this project are that PJ Enterprises leadership fully
supports this project, and that they will encourage managers and other stakeholders to participate. It is also
assumed that stakeholders will speak candidly and provide accurate information during the information gathering
process.
See Appendix A: Project Charter for a complete breakdown of in-scope and out-of-scope activities
Work Breakdown Structure

The work breakdown structure (WBS) represents a breakdown of the tasks required to develop the four
deliverables. Any changes to the WBS require the submission and approval of Project Change Request Form.
Scope Verification
The Project manager will monitor the work of the team against the WBS to ensure compliance. Upon completion
of a deliverable, the Project Manager and Project Sponsor will meet for formal acceptance of the deliverable.
Formal acceptance will be complete with the signed approval of the Project Sponsor.
Scope Change Management Plan

The Project Manager and the project team will work together to control of the scope of the project. The project
team will use the WBS as a statement of work for each WBS element. The project team will ensure that they
perform only the work described in the WBS and generate the defined deliverables for each WBS element. The
Project Manager will oversee the project team and the progression of the project to ensure that this scope control
process if followed.
If a change to the project scope is needed the process for recommending changes to the scope of the project must
be carried out. Any project team member or sponsor can request changes to the project scope. All change
requests must be submitted to the Project Manager in the form of a Project Change Request Form. The Project
Manager will then review the suggested change to the scope of the project. The Project Manager will then either
deny the change request if it does not apply to the intent of the project or convene a change control meeting
between the project team and Sponsor to review the change request further and perform an impact assessment of
the change. If the change request receives initial approval by the Project Manager and Sponsor, the Project
Manager will then formally submit the change request to the appropriate stakeholders, as identified by the Project
Sponsor. If the stakeholders approves the scope change, the Project Sponsor will then formally accept the change
by signing the Project Change Request Form. Upon acceptance of the scope change, the Project Manager will
update all project documents and communicate the scope change to all project team members and stakeholders.
See Appendix B for Project Change Request Form.

Project Schedule
The Project Schedule represents the approved timeline to complete the deliverables. Any changed to the schedule
requires the submission and approval of Project Change Request Form.
Quality Customer Service Project- QCSP- WBS Start Date: End Date: Duration/ Days Hours
1. Telephone Operator Customer Service Training

1.1 Create Telephone Operator Etiquette Training Total: 34 Days
1.1.1 Analyze Gaps/Needs 10/23/2017 10/26/2017 4 Days 32
1.1.1.1 Summarize TO Job Tasks 10/27/2017 10/27/2017 1 Days 8
1.1.1.2 Review TO Job Tasks with SME 10/30/2017 10/30/2017 1 Day 8
1.1.2 Design Course Documents 10/31/2017 11/06/2017 5 Days 40
1.1.2.1 Create Course Outline and Objectives 11/07/2017 11/10/2017 4 Days 32
1.1.2.2 Review CDD with SME 11/13/2017 11/13/2017 1 Day 8
1.1.3 Develop TO Etiquette Training 11/14/2017 11/22/2017 7 Days 56
1.1.3.1 Critique RLO with SME 11/27/2017 11/28/2017 2 Days 16
1.1.4 Implement TO Etiquette Training 11/29/2017 12/05/2017 5 Days 40
1.1.4.1 Compare Pre/Post Training Data 12/06/2017 12/06/2017 1 Day 8
1.1.5 Evaluation/Closure 12/07/2017 12/10/2017 3 Days 24
1.2 Construct Telephone Operator Resolve Customer Issues Training Total: 34 Days
1.2.1 Analyze Gaps/Needs 11/14/2017 11/20/2017 4 Days 32
1.2.1.1 Summarize TO Job Skills 11/21/2017 11/21/2017 1 Days 8
1.2.1.2 Review TO Job Skills with SME 11/22/2017 11/22/2017 1 Day 8
1.2.2 Design Course Documents 11/27/2017 12/01/2017 5 Days 40
1.2.2.1 Create Course Outline and Objectives 12/04/2017 12/07/2017 4 Days 32
1.2.2.2 Review CDD with SME 12/08/22017 12/8/2017 1 Day 8
1.2.3 Develop TO Resolve Customer Issues Training 12/11/2017 1/2/2018 7 Days 56

1.2.3.1 Critique RLO with SME 1/3/2018 1/4/2018 2 Days 16
1.2.4 Implement TO Resolve Customer Issues Training 01/05/2018 01/11/2018 5 Days 40
1.2.4.1.Compare Pre/Post Training Data 01/12/2018 01/12/2018 1 Day 8
1.2.5 Evaluation/ Closure 01/15/2018 01/17/2018 3 Days 24
1.3 Develop Database Product Guide Total: 16 Days
1.3.1 Acquire Product List 12/11/2017 12/11/2017 1 Day 8
1.3.2 Prepare Database User Guide 12/12/2017 12/18/2017 5 Days 40
1.3.3 Compose Database Training Guide 12/15/2017 12/21/2017 5 Days 40
1.3.4 Appraise Database Guides with SME 12/22/2017 12/27/2017 3 Day 24
1.3.5 Implement Database Guides 12/28/2017 12/29/2017 2 Day 16
1.4 Project Management Total: 59 Days
1.4.1 Monitor Scope Management 10/23/2017 ------------
1.4.2 Support Change Management ------------ ------------
1.4.3 Procure Reviews/Approvals ------------ ------------
1.4.4 Preserve Management Rapport ------------ ------------
1.4.5 Control Budget ------------ ------------
1.4.6 Apply QCSP Best Practices ------------ 1/17/2018
Communication Plan
This Communications Management Plan sets the communications framework for this project. It will serve as a
guide for communications throughout the life of the project and will be updated, as communication needs change.
The Project Manager will have a proactive role in using this plan to make sure communications are effective during
the life of the project. This plan includes a Communications Matrix, which maps the communication requirements
of this project. The Communications Matrix will be used as a guide for what information needs to be
communicated, who is responsible for the communication, when the communication needs to be made, and to
those it needs to be communicated to.
Objectives
 Establish communication process and protocols
 Efficient and timely dissemination of information
 Accurate dissemination of information
See Appendix C for the Communication Matrix.

Instructional Design Document

Project Name: Customer Service Training for PJ Enterprises
Prepared by: TTEM
Date: 12/1/2017
Purpose
Provide reusable, computer-based training for PJ Enterprises that covers the topics of customer service telephone
etiquette and resolving customer issues quickly
Target Audience:
Current and future telephone operators and customer service supervisors of PJ enterprises
General learner characteristics:

Demographics:
 adults
 four customer service supervisors, twenty-five telephone operators
Attitude/Motivation:
 over half are dissatisfied with current job

 they work different shifts so all are not physically presents at PJ ENterprises offices any given
time
Experience:
 current skills have been inadequate to meet target sales goals and customer satisfaction goals
 most have received customer complaints about the telephone etiquette, promptness and product
knowledge
 some have been in the position for years while others are just starting
 experience with the telephone operator system
Application of learning theory:

As all the learners will be adult learners, special attention to those needs will be considered. It is important that the
training remain results-orientated and that staff can see a direct connection between their duties at PJ Enterprises
and the training. As such, the training will use real-world examples, case studies and interactive scenarios as
much possible and rely as little as possible on theoretical learning. The training will also be self-paced to allow
learners freedom in how they experience the course and learn the information. Attention will be payed to learner
motivation by following the ARCS motivational theory as described below:
Attention: This training will be highly interactive. Questions prompts, activities and mock interactions will be spread
throughout the training to maintain learner’s attention through interaction.
Relevance: The training will maintain a constant focus on issues directly relevant to customer service employees of
PJ Enterprises. Theoretical learning will be minimized to focus on more relevant application of knowledge.
Confidence: By focusing on real-world examples and easy to follow steps, employees will gain the confidence to
handle customer service issues that will arise in their job.
Satisfaction: The staff are generally dissatisfied with their job. This dissatisfaction stems from a variety of factors
that include high-staff turnover and inadequate training. This training is aimed directly at improving staff
satisfaction by giving them the tools they need to properly carry out their duties.
Training format:
The training will be provided through digital distribution. The training will comprise of two separate courses
approximately 60 minutes in length. The training will be designed to experience independently and
asynchronously. The training will allow learners to stop and restart at a later time to accommodate their schedules.
Learning Environment
Organizational: Training has historically been conducted in face-to-face setting. Three to four times a year,
telephone operators and customer-service supervisors are trained on the items in the catalogue. Each training
lasts about half of a day with thirty minutes reserved for questions. Training materials include summary product
information.
Employee meetings are now scheduled monthly but are poorly attended due to variations in employee shifts.
Physical: The training will require a computer, or other similar device, connected to a SCORM 1.2 compliant LMS
1. Terminal Objective: After completing the QCSP telephone operator etiquette digital training learners will
be able to apply improved telephone customer service skills by implementing the 8 steps of proper
telephone etiquette to 100% of calls with no more than 2 errors.
Enabling Objectives Absorb Activity Do Activity Connect Activity
Telephone Operators will be Digital training module Matching proper Digital training scenario
able to identify the 8 with interactive slides telephone etiquette steps examples of correct and
steps of proper telephone explaining the 8 steps with incorrect etiquette use.
etiquette. of proper telephone definitions.
etiquette.
Assessment: Assessment: Assessment:

Formative check up Formative Drag and Drop Summative Multiple choice
questions within the matching proper quiz.
online presentation. telephone etiquette steps
to definitions.
Telephone Operators will be Digital training Digital training video Digital training video
able to accurately identify introducing and demonstrating the 8 learner is presented a
when the 8 steps of proper defining the 8 steps of steps of proper telephone customer service scenario
telephone etiquette are being proper telephone etiquette. with feedback. “How do
followed. etiquette. you
respond to this customer?”

Formative Quiz Formative Given Summative View three
including multiple examples learner can online scenarios and
choice and short identify when correct choose appropriate
answer questions. steps of proper telephone responses.
etiquette are being
implemented.
Telephone Operators will Digital training module Digital training module Digital training customer
follow a customer service call presenting the video demonstrating call scenario of correct and
script while interacting with telephone operator exemplary telephone incorrect implementation of
customers and taking orders. customer call script. operator skills with a the telephone operator call
script. script.

Formative Checkup Summative Quiz Summative Cloze quiz to
questions throughout including drag and drop fill in the blank with correct
the training module. and multiple choice. telephone operator
responses.
2. Terminal Objective: After completing the QCSP resolving customer issues quickly digital training,
telephone customer service operators will be able to resolve customer complaints in a timely manner. The
task must be performed during mock scenarios, referring to the 7 steps of resolving customer service
issues. The following standards must be met: follow the 7 steps for resolving customer service issues with
no more than 1 error, resolve customer issues to the customers satisfaction within 7 minutes.
Enabling Objectives Absorb Activity Do Activity Connect Activity
TO will IDENTIFY example Read descriptions of Match each of the 7 steps to appropriate example
behaviors for each of the 7 the 7 steps, with behaviors
steps for resolving customer example customer
service complaints. service behaviors for
each
Assessment: Assessment: Matching game

Formative assessment
within the presentation
TO will DIFFERENTIATE Watch scenarios Apply appropriate Activity: TO will list

between appropriate and demonstrating both responses to each of the examples of both
inappropriate applications of appropriate and 7 steps appropriate and
the 7 steps for resolving inappropriate inappropriate responses
customer service complaints. applications that he or she has
experienced as a
customer.
Assessment: Assessment: Brief Assessment: Reflection

Formative assessment interactive scenarios piece
Using the 7 steps for resolving Watch scenarios Resolve customer service complaints in timed mock
customer service complaints, demonstrating how to scenarios
TO will RESOLVE issues move through the 7
within 7 minutes or less with steps in a timely
no more than 1 error. manner.
Assessment: Assessment: Interactive, timed learning scenarios

Formative assessment
Assessment Summary
The use of formative assessments throughout the Telephone Operator Etiquette and Resolving Customer Issues
Quickly online training modules allows the learner to display an understanding of the content at various points in
the training modules before they can complete the training. The formative assessments for Terminal Objectives 1
and 2 will be in the form of check up questions, drag and drop matching exercises, and multiple choice
quizzes. These assessments will provide feedback and loops that allow learners to review the material and retake
the assessments if they get the answers incorrect before they can proceed in the module.
The usage of the summative assessments in the training modules will allow the learners to display they are able to
apply improved telephone customer service skills and display they will be able to resolve customer complaints in a
timely manner. The summative assessments for Terminal Objective 1 will take the form of multiple choice, fill in
the blank, and drag and drop quizzes. These forms of assessments will provide stakeholders with concrete data
showing an increase in understanding of proper telephone customer service. The summative assessments for
Terminal Objective 2 will take the form of reflective pieces and interactive and timed learning scenarios. Again,
concrete data will be created for stakeholders to work with.
Evaluation Plan
Formative: For both training modules, Telephone Operator Etiquette and Resolving Customer Issues Quickly,
formative evaluation of the modules will be in the form of usability testing. Throughout the production of the
training modules, TTEM will invite several telephone operators and customer service supervisors to participate in
usability testing of the training modules. Feedback will be used to bolster and refine the training modules to ensure
they are appropriate and highly useful tools.
Summative: TTEM will want to get feedback in several different areas. First, we will want feedback that will allow
us to evaluate our entire project. We will also want feedback that will help us evaluate the training products we
provided. To get feedback for summative evaluation of the training modules we will conduct surveys after the
training modules are completed by the learners. This will allow us to evaluate our products going forward.
Confirmative: For telephone operators, confirmative evaluation will be conducted 4 months after training. The data
gathered for this evaluation will determine the long-term impact of the training. Both quantitative and qualitative
data will need to be collected.
Quantitative data:
· Has the number of complaints about the telephone operator’s etiquette declined?
· Has the number of customers surveyed complaining of promptness of issue resolution declined?
· Has the number of customers surveyed complaining they will no longer do business with PJ Enterprises
declined?
The telephone operators will need to be surveyed again to provide us qualitative data. Some questions in a survey
may include:
· Do you now feel you are better prepared to communicate with customers?
· Do you feel you are better prepared to deal with customer complaints?
· Are you communicating better with customers?
· Are you better resolving customer issues?

Pg. 23 Execution Phase Documentation
Execution Phase Documentation
Included Execution Phase Documentation:
1. Meeting Agenda for discussion of a Change Request Form and the Meeting Minutes
2. Change Request Form
3. Purchase Order
4. Progress Report
TTEM Meeting Agenda January 3, 2018

6:00 pm
Google Hangouts
Meeting called by: Paul Coverstone Type of meeting: Change Request

Facilitator: Erik Andracek Note taker: Michelle Janney
Timekeeper: Michelle Janney

Attendees: Erik Andracek, Teaque Orblych, Tim Lockman, Michelle Janney
Please read:
Please bring: All QCSP documents
AGENDA ITEMS
Topic Presenter Time allotted
✓ Change request to add setting up software for the RLO Erik Andracek 20 minutes
✓ Budget Change Teague Orblych 15 minutes

✓ Design and Install LMS Software Tim Lockman 15 minutes
✓
✓
✓
✓
✓
✓
OTHER INFORMATION
Observers:
Resources: QCSP documents, Dave Hanson (PJ Enterprises IT specialist)
Special notes:
TTEM Meeting Minutes- January 3, 2018

January 3, 2018 6:00 pm Google Hangouts
Meeting called by Erik Andracek
Type of meeting Discuss Change Request by PJ Enterprises
Facilitators TEMM members
Note taker Michelle Janney
Timekeeper Tim Lockman
Attendees Erik Andracek, Michelle Janney, Tim Lockman, Teague Orblych
Change Request
20 minutes Erik Androacek
Discussion
Change request to add setting up SCORM compliant software for QCSP- Quality Customer Service Project RLO.
Dave Hanson is the IT specialist for PJ Enterprises. TEMM will include Dave as a stakeholder and obtain approval
signatures for the new software before installing.
Conclusions
TEMM will identify and install SCORM compliant LMS software capable of running the RLO deliverables created by TEMM
(QCSP) on existing PJ Enterprises workstations.
Dave Hanson (PJ Enterprises IT specialist) should be included on all communication concerning the new LMS software.
Action Items Person Responsible Deadline
All project forms to be updated to include the change request. Michelle Janney January 7
Budget Change
15 minutes Teague Orblych
Discussion
Review budget and expand to include SCORM compliant LMS software to run QCSP RLO’s. Budget will be expanded by
$16,000. Management approval signatures need to be obtained.
Conclusions
Teague is in agreement that the increase in budget will sufficiently cover the change request.
Management signatures will be obtained approving the expanded budget. Teague Orblych January 10
Design and Install LMS Software

15 minutes Teague Orblych
Discussion
Time frame for designing and installing SCORM compliant LMS software.
Conclusions
Tim agrees that 30 days will an acceptable increase in the deadline to include the change request.
Design and install SCORM compliant LMS software to run QCSP RLO’s on
Teague Orblych February 3
existing PJ Enterprises workstations
Progress Report will be submitted to Dave Hanson for approval and signature
Tim Lockman January 18
in 15 days.
PROJECT CHANGE REQUEST FORM

This Project Change Request Form must be completed to request approval for a significant business, technical or
financial change to the approved requirements in the original Project Plan. Please attach any supporting
documentation that will be helpful for the approval process. Please submit the form to the Project Manager.
1. PROJECT DETAILS
Name of Project File references
QCSP- Quality Customer Service Marval P/Tracker Central

Project
2. REQUEST DETAILS
Date of Request Request No. Name of Requestor Project Position
1/1/18 1 Sheena Perez Merchandising

Manager/Project Owner
3. CHANGE DETAILS
Project Category Proposed Change Reason for Variance
Scope ● Add “Identify and install ● In consultation with IT

SCORM compliant LMS personnel, PJ Enterprises
software capable of running has come to the conclusion
the supplied RLO’s by that they are unable to
TTEM” adequately identify and
● Delete out-of-scope install the software required
references to installing an to run a SCORM compliant
LMS RLO without additional,
significant costs. PJ
Enterprise management
feels it would be better to
directly work with TTEM to
expand the scope and
budget of the project to

accomplish this step
Time ● Day 180: a SCORM ● An extra 30 days are being

compliant LMS will be allowed by PJ Enterprises to
installed on PJ Enterprises accomplish the increase in
servers and the provided scope.
RLO will be accessible
through PJ Enterprises
workstations
Cost ● Additional $16,000 ● Based on an additional 160

hours of work time billed at
$100 an hour
Quality
Risk Management
Communications ● Dave Hanson: PJ Dave is the current head IT

Enterprises IT Chief will be personnel for PJ Enterprises and is
added as a stakeholder for
familiar with their system. He should
this scope increase
be included on any communications
or approvals related to this increase
in scope.
Other (add cat. name)
4. CHANGE JUSTIFICATION
Priority Immediate Essential Urgent High Medium Low
Intended outcome(s) ● TTEM provided RLO are installed in a SCORM compliant LMS
that is accessible by each identified workstation at PJ
Enterprises
Expected benefit(s) ● PJ Enterprises will be able to utilize RLOs created by TTEM

immediately upon project completion.
● PJ Enterprises will save time and cost comparable to identifying
and installing SCORM compliant LMS and software on their own
5. IMPACT OF CHANGE
This change will not impact any current deliverables. This increase in scope will impact the time
and budget for completion of the project. PJ Enterprises approves a 30 day increase to the
approved timetable as well as a $16,000 increase to the approved budget.
6. FORM DISTRIBUTION LIST
Name Position/Department Distribution method Date distributed
Dave Hanson IT Chief/PJ Enterprises Email 1/2/2018
Tim Lockman Business Analyst/ TTEM Email 1/2/2018
Erik Andracek Project Manager/TTEM Email 1/2/2018
Dr. Paul Coverstone Project Sponsor/ TTEM Email 1/2/2018
Sheena Perez Merchandising Email 1/2/2018

Manager/Project Owner/PJ
Enterprises
7. SUPPORTING DOCUMENTATION
CHANGE APPROVAL RESPONSE DETAILS

(To be completed by Steering Committee Chairperson (or Management/Project Manager according
to project governance)
Approved (Yes/No) Decision date Decision made Decision reason Resulting Action
by
PJ Enterprises Purchase Order

Vendors Name & Address:
Litmos (https://www.litmos.com/)
4140 Dublin Boulevard
Dublin, CA 94568
Delivery Date:
01/22/2018
Terms of Payment:
Credit Card Pre-Payment for Annual Subscription
Delivery Point:
There will be password access on every work station at PJ Enterprises. Each workstation will be updated and configured to
ensure complete and full access to the product.
Order Date:
01/19/2018
This document constitutes an agreement between the vendor and the buyer. See terms and conditions of this purchase
listed on the reverse side
Unit
Item No. Specification Unit Quantity Price Total Value
PJ Enterprises will subscribe to Litmos’s Pro +
Courses (https://www.litmos.com/litmos-pricing/)
Learning Management System (LMS) and have
access for 50 users on their workstations. Pro +
Courses is SCORM compliant with SCORM and AICC $9.00 Per
Players, has course building features to allow for month/$
corporate created RLO modules to be uploaded in Subscription 50 108.00
NA the LMS, and is usable on all device types. Based Subscriptions Annually $5,400.00
$324.00
Tax (MI 6%)
Total
Value $5,724.00
Amount in Words:
Five Thousand Seven Hundred and 00/100
Currency:
US Dollars
Sign: Litmos Date: 01/19/2018

Supplier Acceptance/Stamp Prepared by: SP Date: 01/19/2018
Approval A/C Code: _B-777-34-567_
Sign: ___Bam Wickersham____________________Date: 01/19/2018

Procurement Manager
Approval
Sign: ___David Hanson___________________ Date: 01/19/2018
IT Manager
White – Supplier
Green – First to Stores/then to accounts with attached to a Goods Received Note
Pink – Purchasing
Yellow – Book Copy
TTEM Progress Report
LMS Development for QCSP
Mr. David Hanson

IT Specialist, PJ Enterprises
1/18/2018
Dear Mr. Hanson:
The following is a summary of TTEM’s progress in purchasing a SCORM-compliant Learning

Management System (LMS), as part of the Quality Customer Service Project (QCSP) for PJ
Enterprises. This report describes our progress since the LMS was requested on 1/1/2018 via
the Change Request Form. It also shows our planned activities until 2/3/2018, when the LMS
installation will be completed and delivered.
If you have any questions about this report, please contact me directly and I’ll gladly provide
clarification.
Thank you,
Tim Lockman
Technology Coordinator
(888) 555-1212 ext. 4
tlockman@ttem.com
Summary
What Happened Since 1/1/2018
● 1/1/2018 - Change Request for LMS submitted by Sheena Perez, Project Owner.
● 1/3/2018 - TTEM met to review the Change Request and determine next steps. Actions included:
o Determined a time frame for purchasing and delivering the LMS
o Created a budget estimate for the LMS project
o Assigned tasks to TTEM team members (purchase order; progress report and other
communications; design and development work; etc.)
● 1/4/2018 - Project Manager Erik Andracek contacted Sheena Perez to arrange a meeting to
discuss options for a software platform on which to build the LMS. Sheena and Dave Hanson, IT
Specialist, decided to meet with TTEM members on 1/12/2018.
● 1/5/2018 - Tim Lockman, Technology Developer, and Teague Orblych, Business Analyst, met to
explore options for LMS platforms, and to match LMS feature sets to the needs of PJ
Enterprises. They decided to explore LMS platforms individually for a few days, and then meet
again on 1/10/2018 to agree upon their top five choices.
● 1/10/2018 - Tim and Teague met again and chose their top five options for LMS platforms, to be
discussed with the Project Owner and IT Specialist at their meeting on 1/12/2018.
● 1/12/2018 - Tim and Teague met with Sheena and Dave to discuss LMS software platform
options. Tim and Teague presented the five LMS platforms that they felt best matched PJ
Enterprises’ requirements. Sheena and Dave saw a side-by-side comparison of LMS features
and company needs. Tim and Teague also gave their analysis of advantages and disadvantages
of going with each of the five platforms. Sheena and Dave were given copies of these analyses
to view at the meeting and to review later. They agreed to give their final choice of an LMS
platform to TTEM by 1/19/2018 so TTEM can begin the development process. Tim and Teague
will answer any of Sheena and Dave’s questions in the meantime.
● 1/18/2018 - 15-day Progress Report delivered.
What’s Happening Next
● 1/19/2018 - By this date, Sheena and Dave will give TTEM their choice for an LMS software
platform. TTEM will begin development immediately upon receiving their decision.
● 1/22/2018 - Tim and Teague will meet to plan development activities for the upcoming week. Tim
will take the lead on configuring the LMS.
● 1/26/2018 - Initial LMS setup will be complete by this date.
● 1/29/2018 - Tim the rest of TTEM will meet to review and systematically test the LMS setup, run
through scenarios, do troubleshooting, etc. Any problems will be identified, and Tim will resolve
these by the delivery date on 2/3/2018.
● 2/3/2018 - Tim and Teague will deliver the finished LMS product to PJ Enterprises.
Overall Project Timeline Completion Status – 50% complete
Milestones:
● Determine scope of project (timeline, cost, etc.): 100% complete
● Choose LMS platform: 80% complete
● Purchase and configure the LMS: 0% complete
● Test and finalize the LMS: 0% complete
Overall Budget Spent
55% spent; 45% remaining
Upcoming Tasks and Milestones
Task/Milestone Target Date Owner
Choose LMS platform 1/19/2018 Sheena Perez, Dave

Hanson
Purchase and configure LMS 1/26/2018 Tim Lockman
Test and finalize LMS 2/3/2018 Tim Lockman, Teague

Orblych
Project Risks, Issues, and Mitigation Plans

Project Milestone Risk Mitigation Notes
Purchase and Bugs and other possible flaws in the Tim will utilize the All five possible
configure LMS LMS platform’s online user LMS platforms
community for have extensive
solutions and active
online user
support
communities
Test and finalize The developers will not have a “real- TTEM members will Scenarios will
the LMS world” set of learners with which to serve as a test include
test the LMS’s functionality classroom, and will completing
systematically test all learning
LMS functionality using modules,
realistic scenarios submitting
work, viewing
activity reports,
etc. TTEM will
follow industry
best practices
in testing
activities
Pg. 37 Appendix A: Project Charter
Appendix A: Project Charter for Team 1

November 12, 2017
Project Information
PJ Enterprises has set their targets for the upcoming year. Several of these objectives are directly affected by
telephone catalog sales and customer service operators. The consulting firm TTEM (Tim,Teague,Erik,Michelle),
has been hired by PJ Enterprises to design, develop and deliver a comprehensive product information database
and customer service training focused on improving customer service scores and in turn, exceed targeted
profitability.
Project Name: QCSP- Quality Customer Service Project

Project Sponsor: Dr. Paul Coverstone
Project Owner: Sheena Perez, Project Owner
Stakeholders & Roles

Stakeholder Role
Dr. Paul Coverstone, Project Sponsor, Tie Breaker Dr. Coverstone will oversee the QCSP.
 Provide answers to project questions.
 Review and sign off on deliverables.
 Resolve conflict and decisions that may
result in a tie.
Sheena Perez, Merchandising Manager, Project Owner Sheena will be consulted on training for the QCSP.
 Provide input on training documents as a
SME.
Chris Critical, Assistant Product Manager, Reviewer Chris will assist Sheena and insure QCSP training
design documents are reviewed and relevant to PJ
Enterprises products.
Judy Thompson, Catalog Director Judy will review products and decide what will be
included in QCSP.
Kathy Catalog, Assistant Catalog Director, Subject Matter  Judy will also serve as a SME for catalog
Expert products and training.
Sam Human, Human Resources Director
Kathy will assist Judy on approving catalog products
to be included in the QCSP product information

database.
Sam advises on all employee issues related to

QCSP.
Telephone Operators and Customer Service Supervisors Attend QCSP training, and practice sessions.
Telly James, Head of Telephone Catalog and Customer Telly will be trained on QCSP deliverables.
Service Operators  Train current and new employees on the
QCSP deliverables.

Erik Andracek, Project Manager; Tim Lockman, Technology
Developer; Teague Orblych, Business Analyst; Michelle  Oversee the QCSP project maintaining
Janney, Technical Writer/Project Coordinator rapport with all upper management at PJ
Enterprises from start to finish.
 Perform performance and gap analysis to
determine Pj Enterprises needs.
 Design, develop and deliver product
database and training modules.
 Oversee timelines, budget and review.
 Assist with initial training of Telly James.
She will be conducting ongoing training.
 Obtain sign off on all relevant project
documents.
Description of Work
QCSP, Quality Customer Service Project, will design, develop and deliver a product information database and
telephone operator customer service training modules.
Project Purpose
The purpose of QCSP is to support PJ Enterprise's business objective to attain a 10 percent improvement on
customer-service scores over the upcoming year and focus on the company mission to provide quality customer
service delivery. Improved customer satisfaction will increase sales and help meet the projected $3 million
increase over last year.
QCSP will develop, design and deliver a quality staff training product database to telephone and customer service
operators in order to increase product knowledge helping improve customer survey scores; maintaining or
increasing profitability and projected growth.
QCSP telephone operator and customer service etiquette training will be delivered via online modules to
accommodate the need for training availability around telephone operator schedules. During development of the
training program TTEM will apply best practices and principles of andragogy; the how and why adult learners learn
best.
Business Objectives
The proposed QCSP training plan of improving catalog sales will directly support the following business objectives.
 Aggressive growth to maintain or exceed projected targets
 Maintain profitability
 Focus on quality and customer service with 10% improvement on customer-service scores
 Focus on quality of work environment and staff development and recognition
 Target increase of $3 million in catalog sales over last year
Project Deliverables
 Product information database: A digital product catalogue that contains important information on each
product to support customer service representatives. The database will include all available information
on the product including pricing and special use instructions. Information will be easily searchable. The
product database will be modifiable to allow PJ Enterprise personnel the ability to update the product
database in the future.
o Product database training guide for management: The training guide will be a PDF that
outlines a training protocol to facilitate management in the training of PJ Enterprises employees
responsible for utilizing the database. The training guide will also detail the procedure for updating
the product database in the future to accommodate product changes.
o Product database hands-on training for management: TTEM personnel will lead a full-day
training with management personnel on the use, updating and implementation of the product
database. This is a train-the-trainer session and will focus on how management can support end-
users in the use of the product database.
o Product database user guide: The user guide will be a PDF designed to guide the database
end-user in the use of the product database to support customer service interactions. The user
guide will be indexed and organized by performance tasks.
 Customer service training modules: These will be reusable learning objects (RLO) provided in a
SCORM compliant .zip file. Separate RLOs will be provided for the following topics: telephone etiquette,
and resolving customer issues quickly. Each RLO will be approximately an hour in length.
In Scope
1. Create a digital product database of current products.
2. Create reusable, digital training related to telephone etiquette and resolving issues quickly.
Out of Scope
1. New hire training.
2. Creating, managing or integrating the customer service training modules into an LMS.
3. Researching information about products for the database or securing pictures. All information for the
product database will be provided by PJ Enterprises.
4. Product information verification or fact checking before entering into the product database
5. Updating the information guide when new products are added.
6. Any and all logistics related to conducting the product database management training session. This
includes but is not limited to: reserving space, identifying personnel, providing meals, transportation or
providing necessary technology.
7. Conducting training to customer service representatives on the use of the product database.
8. Technology support: Including but not limited to software upgrades, hardware upgrades and integrating the
product database into current systems.
Project Completion Criteria

The project will be completed when the following conditions have been met:
 Product information database delivered and conforms to client approved mock-up. All information
provided by client on day 15 is included in the database.
 Product database training guide for management delivered in PDF format and conforms to visual design
and layout approved by the client.
 Product database user guide delivered in PDF format and conforms to visual design and layout approved
by the client.
 RLO on telephone etiquette delivered in SCORM compliant .zip file and conforms to design documents
and storyboard approved by the client.
 RLO on resolving customer issues quickly delivered in SCORM compliant .zip file and conforms to design
documents and storyboard approved by the client.
 Hands-on training for management conducted by TTEM by day 150 on date and time approved by day 30.
Project Milestones
Milestone Date
Project initiation and charter approval by all stakeholders Day 0
Product catalogue information provided by client to TTEM Day 15
Client has identified and TTEM has approved location and time of product database hands-on training Day 30
for management
RLOs design documents client approval Day 30
Training document visual design and layout client approved
RLOs storyboard client approval Day 60
Product database mock-up client approval Day 60
Product database delivered Day 90
RLOs delivered Day 90
Product database training guide for management delivered Day

100
Product database user guide delivered Day

100
Product database hands-on training for management completed Day

150
Risks
Risk Area Low, Medium, Risk Project Impact- Mitigation Plan
or High Owner
Likelihood
Catalog information medium PJ PJ Enterprises assigns a team to begin examining

inaccurate or delayed Enterprises the catalogue information on day 1 for accuracy
and to ensure delivery date of information
Falling sales requires budget low PJ Fund the project in stages.

adjustment or project Enterprises
cancellation
PJ Enterprises stakeholder low PJ PJ Enterprise stakeholders work with

quits Enterprises subordinates to ensure continuity in work in case
of a stakeholder absence
Lack of engagement/support low PJ PJ Enterprises senior level management

by PJ Enterprises Enterprises communicate importance of the project to
stakeholders stakeholders. PJ Enterprises identifies a liaison to
work with TTEM to resolve staff issues that may
arise.
Assumptions
 PJ Enterprises’ administration supports the project.
 PJ Enterprises’ administration is supporting the project adequately enough financially.
 The project team will have complete access to the product catalog, including pricing and potentially
proprietary information.
 PJ Enterprises’ stakeholders will allow all personnel that needs training to receive training.
 PJ Enterprises’ stakeholders will allow identified personnel to participate in the project.
 Telephone operators and customer service supervisors will be willing to take part in training.
 Stakeholders will speak candidly and provide complete and accurate information on surveys and in
interviews.
Constraints
 Scheduling meetings with stakeholders. This might be resolved by planning and scheduling meetings in
advance of the project.
 Getting questions answered or issued resolved that need to be answered or resolved by the
stakeholders. This might be resolved by also scheduling meetings with the stakeholders prior to the
project beginning so that issues may be resolved at these meetings.
 Project team conflicts. These may be resolved by turning to PJ Enterprises’ administration.

 Existing legal agreements. Any concerns here can be resolved by being aware of such agreements and
working with stakeholders to make sure the project works within the boundaries of the agreements.
 Labor laws. Any concerns here can be resolved by paying attention to the standard practices of the
company in this area.
External Dependencies
 Installation of any hardware or software requirements for the product information database, training guide,
user guide, and RLOs.
 Installation of any new equipment
 Printing
Budget
Category Cost/Hours Estimate
(All estimates are based on a $100.00 an hour rate and a 40 hour work week)
Product information database If the product will be delivered at 90 days that is approximately 13 weeks of
production time. If the designer works 30 hrs a week that is 390 hours total but the
designer is also producing the RLOs so he will work 20 hours per week on the
database and 10 per week on the RLOs
The cost here would be 20 hours per week x 13 weeks = 260 total hours x
$100.00 an hour = $26,000.00.
Product database training If the product will be delivered at 100 days that is approximately 14 weeks of
guide for management production time. If the designer works 30 hrs a week that is 420 hours total but the
designer is also producing a user guide so this work will be split evenly.
The cost here would be 15 hours per week x 14 weeks = 210 total hours x
$100.00 an hour = $21,000.00.
Product database hands-on If the product will be delivered at 150 days that is approximately 21 weeks of
training for management production time. If the designers work 20 hrs a week that is 420 hours total X 2
designers = 840 hours total x $100.00 per hour would equal $84,000.00. This
estimate will include the designers teaching the full day training session.
Product database user guide The cost here would be 15 hours per week x 14 weeks = 210 total hours x
$100.00 an hour = $21,000.00.
Customer service training The cost here would be 10 hours per week x 13 weeks = 130 total hours x
modules $100.00 an hour = $13,000.00.
 Telephone etiquette
 Resolving customer
issues
Vendor Assistance Required

 Hardware and software installation
 Equipment installation
Project Team Members & Roles

Name Role Responsibilities Est. Time Investment
(Time estimates are
based on 40 hour work
weeks and project
completion at 150
days)
Erik Andracek Project Will direct the project from initial planning to eventual 40 hours per week x
Manager implementation. Will need to organize periodic meetings 21 weeks = 840 hours
to discuss how the deliverables will be met. total
Michelle Technical Will prepare all the documents used in the project, which 40 hours per week x
Janney Writer include the database language, training guide, hands-on 21 weeks = 840 hours
training script, database user guide, and RLO total
scripts. These various contents will be finalized in
consultation with the team. Will also prepare, edit, and
submit documents by established deadlines. The entire
team can participate here.
Tim Lockman Technology Will be responsible for graphics, animations, and other 40 hours per week x
Developer visuals for the RLOs. Will also be responsible for the 21 weeks = 840 hours
production of the product database. total
Teague Business Will help research, look at the bigger picture and ask the 40 hours per week x
Orblych Analyst “what if?” questions. Will also be heavily involved in the 21 weeks = 840 hours
data gathering from the surveys, interviews, monitorings, total
and observations. Will be responsible for organizing the
data and providing the meaning. Will also lead full day of
training. The entire team can participate here.
Sheena Subject Will be consulted on training for the project and will 5 hours per week x 21
Perez Matter provide input on training documents as an SME. weeks = 105 hours
Expert total
Judie Subject Will review products and decide what will be included in 5 hours per week x 21
Thompson Matter project. weeks = 105 hours
Expert total
Customer Company We will need to draw upon their knowledge of the 5 hours per week x 4
Service Contacts employees. What works and what doesn’t work. supervisors = 20 hours
Supervisors per week x 21 weeks =
420 total hours
Approvals
Role Signature Date
Pg. 47 Appendix B: Project Change Request Form
Appendix B: Project Change Request Form

PROJECT CHANGE REQUEST FORM
This Project Change Request Form must be completed to request approval for a significant business, technical or financial change to the
approved requirements in the original Project Plan. Please attach any supporting documentation that will be helpful for the approval process.
Please submit the form to the Project Manager
1. PROJECT DETAILS
Name of Project File references

Marval P/Tracker Central
2. REQUEST DETAILS
Date of Request Request No. Name of Requestor Project Position
3. CHANGE DETAILS
Project Category Proposed Change Reason for Variance
Scope
Time
Cost
Quality
Risk Management
Communications
Other (add cat.
name)
4. CHANGE JUSTIFICATION
Immediate Essential Urgent High Medium Low
Priority
Intended outcome(s)
Expected benefit(s)
Pg. 48 Appendix B: Project Change Request Form
5. IMPACT OF CHANGE
List any important impact of the change(s) on the Project deliverables
6. FORM DISTRIBUTION LIST
Name Position/Department Distribution method Date distributed
7. SUPPORTING DOCUMENTATION
CHANGE APPROVAL RESPONSE DETAILS

(To be completed by Steering Committee Chairperson (or Management/Project Manager
according to project governance)
Approved Decision made Decision Resulting
Decision date
(Yes/No) by reason Action
Pg. 49 Appendix C: Communication Matrix
Appendix C: Communication Matrix

Communication Objective of Medium Frequency Audience Owner Deliverable Format
Type Communication
Kickoff Meeting Introduce the project team  Face to Face Once  Project Sponsor Project Manager  Agenda  Soft copy
and the project. Review  Project Team  Meeting Minutes archived in
project objectives and  Stakeholders project folder in
management approach. shared space on
Google Drive
Project Team Review status of the project  Face to Face Weekly  Project Team Project Manager  Agenda  Soft copy
Meetings with the team.  Conference Call  Meeting Minutes archived in
 Project schedule project folder in
shared space on
Google Drive
Technical Design Discuss and develop  Face to Face As Needed  Project Team Technical  Agenda  Soft copy
Meetings technical design solutions for Developer  Meeting Minutes archived in
the project. project folder in
shared space on
Google Drive
Monthly Project Report on the status of the  Face to Face Monthly  Project Sponsor Project Manager  Slide updates  Soft copy
Status Meetings project to management.  Conference Call  Project Team  Project schedule archived in
 Stakeholders project folder in
shared space on
Google Drive
Project Status Report the status of the  Email Monthly  Project Sponsor Project Manager  Project Status  Soft copy
Reports project including activities,  Project Team Report archived in
progress, costs and issues.  Stakeholders  Project schedule project folder in
shared space on
Google Drive
Pg. 50 Appendix D: RLO Storyboard
Appendix D: e-Learning Storyboard for QCSP
Screen Info Text Audio Graphics Programming Notes

Screen
Number
Introduction Quality Customer Service [See Slide Mockups]

Project
SN:1
TO-EO1 Lesson 1: Identifying the 8 Steps The audio

of Proper Telephone Etiquette voiceover will be
SN: 2
the same as what
C: QCSP This lesson will introduce you to is on the screen.
L: Identifying the 8 steps of proper telephone
the 8 Steps of
Proper etiquette.
Telephone
Etiquette After this lesson you will be able to
ST: Basic identify the 8 steps associated
Introduction with proper telephone etiquette.
TO-EO1 The Steps of Proper Telephone What is on the The steps come in one by
Etiquette screen will be one.
SN: 3
Step 1: Think through exactly repeated.
C: QCSP
what you plan to say and discuss Non-repeated
L: Identifying BEFORE you say it portion of audio
the 8 Steps of voiceover:
Step 2: Eliminate ambient noise
Proper
prior to receiving calls These steps
Telephone
Step3: Always identify yourself at should be
Etiquette
the beginning of calls considered in
ST: The 8 chronological
Steps, Part 1 Step 4: Be sensitive to the tone of order. Proper
your voice etiquette is a
process.
Step 5: Always speak directly into What is on the

TO-EO1 the telephone receiver with an screen will be
even and low tone of voice repeated.
SN: 4
Step 6: Do not allow interruptions Non-repeated
C: QCSP to occur during conversations portion of audio
L: Identifying Step 7: Maintain your full attention voiceover:
the 8 Steps of on the customer And here we
Proper have Steps 5 - 8
Step 8: If a callback is needed
Telephone of this process.
Etiquette and you have to leave a message
speak clearly and slowly
ST: The 8
Steps, Part 2
TO-EO1 What is on the

SN: 5 Step 1: Think through exactly screen will be
repeated.
what you plan to say and discuss
C: QCSP
BEFORE you say it Non-repeated
L: Identifying portion of audio
Proper
This first step
Telephone
should more
Etiquette
clearly be thought
ST: Step 1 of as a plan of
action. For
instance, if you
have a solid
understanding of
the products in
the product
database you will
then know how to
better respond to
any and all
questions.

SN: 6 Step 2: Eliminate ambient noise screen will be
prior to receiving calls repeated.
C: QCSP
Non-repeated
Proper
This is simply to
Telephone
reduce any
Etiquette
distractions that
ST: Step 2 may occur. This
is not only
distracting to the
customer but to
you as well. It
will interrupt your
conversational
flow if a buzzer is
going off in the
background. So,
make sure when
you start your
sales shift to
eliminate any
potential noise
issues in your
work area.

Step 3: Always identify yourself at screen will be
SN: 7
repeated.
C: QCSP the beginning of calls
Non-repeated
Proper
Telephone When receiving a
sales call be sure
Etiquette
to identify the
ST: Step 3 company’s name,
your name, thank
the customer for
calling today, and
then ask how you
can assist. This
should be done in
a firm consistent
tone.

SN: 8 Step 4: Be sensitive to the tone of screen will be
repeated.
your voice
C: QCSP
Non-repeated
Proper
Do not be a soft
Telephone
talker or a loud
Etiquette
talker. Strike a
ST: Step 4 tone somewhere
in the middle and
again be
consistent.
Please proceed
to the first
Knowledge
Check.
Correct Answers
TO-EO1 Knowledge Check - You must What is on the This is a drag and drop
get these all correct before screen will be exercise with the
SN: 9
proceeding repeated. rearranging being done in Colu Column B
C: QCSP Column B so the proper mn A
Arrange the examples of proper
L: Identifying telephone etiquette in Column B type of etiquette aligns
the 8 Steps of with its step in Column A. with its proper step in Step 1 A customer is asking about
Proper Column A. refunds and you look up the
Telephone refund policy and then
Etiquette explain it to the customer
Colu Column B
ST: Knowledge mn A Step 2 Turning off all devices that go
Check off automatically
Step 1 Making sure you are
not being too loud Step 3 Hello, my name is Laura
Step 2 Hello, my name is Step 4 Making sure you are not

Laura being too loud
Step 3 Turning off all devices

If the table is not rearranged to look like
that go off
automatically this they are looped back to Step 1 to
review and then will need to redo the
Step 4 A customer is asking activity.
about refunds and
you look up the refund
policy and then
explain it to the
customer

SN: 10 Step 5: Always speak directly into screen will be
repeated.
the telephone receiver with an
C: QCSP
even and low tone of voice Non-repeated
Proper
You will have an
Telephone
operator head
Etiquette
piece that will
ST: Step 5 have a
microphone so
talking directly
into the receiver
will be less
problematic but
make sure your
equipment is
position correctly
to ensure an
appropriate
delivery into the

microphone.

Step 6: Do not allow interruptions screen will be
SN: 11
repeated.
C: QCSP to occur during conversations
Non-repeated
Proper
Telephone When you are
receiving a sales
Etiquette
call be sure that
ST: Step 6 you do not allow
others to disturb
you. This will
allow you to...

Step 7: Maintain your full attention screen will be
SN: 12
repeated.
C: QCSP on the customer
Non repeated
Proper
Which is
Telephone
consistent with
Etiquette
high quality
ST: Step 7 customer service.
The customer is
then seen as
priority #1.

Step 8: If a callback is needed screen will be
SN: 13
repeated.
C: QCSP and you have to leave a message
speak clearly and slowly Non repeated
Proper
Telephone Once you have
Etiquette successfully
completed a
ST: Step 8 sales call it may
be necessary to
call a customer
back. Be sure
that Steps 1-7 are
also considered
in this call back
but then
additionally
consider if you
need to leave a
message that you
leave a message
that clearly
identifies you, the
company name,
and the reason
for your
message. And
now, please
proceed to the
second
Knowledge
Check.
TO-EO1 Knowledge Check - You must What is on the This is a drag and drop
get these all correct before screen will be exercise with the
SN: 14 Correct Answers
proceeding repeated. rearranging being done in
C: QCSP Column B so the proper
Arrange the examples of proper
L: Identifying type of etiquette aligns
telephone etiquette in Column B Colu Column B
the 8 Steps of with its proper step in
with its step in Column A. mn A
Proper Column A.
Telephone Step 5 Throughout the customer
Etiquette phone call you spoke
Colu Column B
ST: Knowledge mn A directly into the receiver
Check so the customer was able
Step 5 You have to call a to hear you
customer but they do
not answer so you Step 6 You had no interruptions
leave a message that during a 12-minute
is clear and concise customer phone call
Step 6 Throughout the Step 7 You were completely

customer phone call focused on your customer
you spoke directly into during the call
the receiver so the
Step 8 You have to call a
customer was able to
customer but they do not
hear you
answer so you leave a
Step 7 You had no message that is clear and
interruptions during a concise
12-minute customer
phone call If the table is not rearranged to look like
this they are looped back to Step 1 to
Step 8 You were completely review and then will need to redo the
focused on your activity.
customer during the
call
TO-EO1 So again, the 8 Steps in the What is on the

Process of Proper Telephone screen will be
SN: 15
Etiquette Include: repeated.
C: QCSP
Non-repeated
Step 1: Think through exactly
what you plan to say and discuss
Proper
BEFORE you say it And if these steps
Telephone
Step 2: Eliminate ambient noise are adhered to
Etiquette
prior to receiving calls you will most
ST: Summary likely have a
Step3: Always identify yourself at much more
the beginning of calls successful sales
Step 4: Be sensitive to the tone of call.
your voice Please proceed
Step 5: Always speak directly into to the test your
the telephone receiver with an knowledge
even and low tone of voice portion of the
lesson.
Step 6: Do not allow interruptions
to occur during conversations
Step 7: Maintain your full attention
on the customer
Step 8: If a callback is needed
and you have to leave a message
TO-EO1 Please test your knowledge of Correct Answers are in bold

What is on the
the 8 steps of proper telephone screen will be
SN: 16 1. If you are talking in a voice that is at a
etiquette before proceeding. repeated.
C: QCSP higher level at the end of your sales call
L: Identifying than at the beginning of your sales call
Please answer the following Non-repeated you have likely forgotten about which step
the 8 Steps of
questions: portion of audio
Proper in the 8 Steps of Proper Telephone
voiceover after
Telephone 1. If you are talking in a voice that Etiquette?
the quiz is
Etiquette is at a higher level at the end of completed
ST: Do you your sales call than at the correctly: A. Step 1 where you think through
know what the 8 beginning of your sales call you exactly what you plan to say and discuss
Now that you
steps of proper have likely forgotten about which BEFORE you say it
know the 8 Steps
telephone step in the 8 Steps of Proper of Proper B. Step 4 where you are sensitive to
etiquette are?
Telephone Etiquette? Telephone the tone of your voice
Etiquette you can C. Step 8 where if needing to conduct a
A. Step 1 where you think through
proceed to callback and you have to leave a
exactly what you plan to say and learning how
discuss BEFORE you say it message you need to speak clearly and
these steps are
used in action. slowly
B. Step 4 where you are sensitive
D. Step 2 where you eliminate ambient
to the tone of your voice
noise prior to receiving calls
C. Step 8 where if needing to
conduct a callback and you have
2. Not allowing interruptions to occur
to leave a message you need to
during your sales conversations will help
you maintain your full attention on your
D. Step 2 where you eliminate customer throughout a typical sales call.
ambient noise prior to receiving True
calls False
2. Not allowing interruptions to 3. When you answer a call what do you

occur during your sales need to indicate?
conversations will help you A. The company’s name, your name, a
maintain your full attention on your thank you to the customer for calling
customer throughout a typical today, and then a request to assist
sales call. B. The company’s name, the date, a
True thank you to the customer for calling
today, and then a request to assist
False C. The company’s name, the local
weather, a thank you to the customer for
calling today, and then a request to assist
3. When you answer a call what
D. Your name, a thank you to the
do you need to indicate?
customer for calling today, and then a
A. The company’s name, your request to assist
name, a thank you to the customer
for calling today, and then a 4. If you do not know the product
request to assist database then you will be less likely of
B. The company’s name, the being able to think through what you need
date, a thank you to the customer to say about a product a customer asks a
for calling today, and then a question about.
request to assist True
False
C. The company’s name, the local
weather, a thank you to the 5. If you turn off a radio at your
customer for calling today, and workstation you are concerned about
then a request to assist which step in the 8 Steps of Proper
D. Your name, a thank you to the Telephone Etiquette?
customer for calling today, and A. Step 5 where you always speak
then a request to assist directly into the telephone receiver with
an even and low tone of voice
B. Step 3 where you always identify
4. If you do not know the product yourself at the beginning of a sales call
database then you will be less C. Step 8 where if needing to conduct a
likely of being able to think through callback and you have to leave a
what you need to say about a message you need to speak clearly and
product a customer asks a slowly

question about. D. Step 2 where you eliminate ambient
True noise prior to receiving calls
False
6. Speaking directly into the telephone
receiver will help do what?
5. If you turn off a radio at your
A. Ensure an appropriate verbal
workstation you are concerned
about which step in the 8 Steps of delivery
Proper Telephone Etiquette? B. Allow yourself to misunderstand the
A. Step 5 where you always customer
speak directly into the telephone C. Ensure that you and the customer see
receiver with an even and low tone eye to eye
of voice
D. Guarantees that 100% of the time you
B. Step 3 where you always will have a successful interaction
identify yourself at the beginning
of a sales call
7. If you have to callback a customer and
C. Step 8 where if needing to
leave a message speaking in a clear
conduct a callback and you have
to leave a message you need to voice is essential.
speak clearly and slowly True
D. Step 2 where you eliminate False
ambient noise prior to receiving
calls
The learner must get all of the answers
correct. If they don’t get them correct
6. Speaking directly into the they have to repeat to the quiz until they
telephone receiver will help do achieve 100%. At that point they can
what? proceed to the next lesson.
A. Ensure an appropriate verbal
delivery
B. Allow yourself to
misunderstand the customer
C. Ensure that you and the
customer see eye to eye
D. Guarantees that 100% of the
time you will have a successful
interaction
7. If you have to callback a

customer and leave a message
speaking in a clear voice is
essential.
True
False
TO-EO2 Lesson 2: Using the 8 Steps of

Proper Telephone Etiquette
SN: 17
C: QCSP This lesson will present you with
L: Examining scenarios demonstrating how the
the 8 Steps of
Proper 8 steps of proper telephone
Telephone etiquette apply to your position.
Etiquette
ST: Introduction At the end you will be given a
chance to demonstrate your
knowledge through participating in
an adaptive scenario.
TO-EO2 Let’s see these 8 steps of [see slide mockups]

proper telephone etiquette in
SN: 18
action.
C: QCSP
The following slides will present
L: Examining you with examples of proper
the 8 Steps of and improper use of the 8 steps
Proper of telephone etiquette.
Telephone
Etiquette
ST: Introduction
TO-EO2 Step 1: Think through exactly What is on the [image of telephone Clicking next will trigger the animation
what you plan to say and screen will be operator jotting notes on and voice-over text.
SN: 19
discuss BEFORE you say it repeated. paper]
C: QCSP
In some cases, you will be asked Non-repeated [animation: When
L: Examining to make a call to a customer. It is portion of audio triggered, a thought bubble
the 8 Steps of a good idea to jot down some voiceover: should fade in above the
Proper notes ahead of time, for example
When animation telephone operator’s head
Telephone the customer’s name, their order and contain the
Etiquette triggers the
number and answers to common animation text is predetermined text.]
ST: Step 1 questions. read by a voice
Also prepare what you will say if actor with a
you need to leave a voice thoughtful tone
message.
It makes the company look very
unprofessional when you call a
customer before you have all the
information you need.
[animation text: I better jot down
the colors this comes in, so I don’t
need to look them up if the
customer asks.]
TO-EO2 Step 2: Eliminate ambient noise What is on the [image of telephone Clicking next will trigger the animation
prior to receiving calls screen will be operator talking to another and voice-over text.
SN: 20
repeated. telephone operator and
Not every call connection will be
C: QCSP indicating to a radio; or
crystal clear. Some customers Non-repeated
L: Examining other image that conveys
might be calling you and it will be portion of audio
the 8 Steps of the idea of asking
hard to hear them. It is important voiceover:
Proper your workstation is as quiet as someone to turn down
When animation their music]
Telephone possible before making or
triggers the
Etiquette receiving any calls.
animation text is [animation: When
ST: Step 2 [animation text: Excuse me, I can read by a voice triggered, a thought
hear your music from my actor with a kind speech bubbler should
workstation. Could you please tone fade in above the
turn it down?] telephone operator’s head
and contain the
predetermined text.]
TO-EO2 Step 3: Always Identify yourself What is on the [image of telephone Clicking next will trigger the animation
at the beginning of calls. screen will be operator talking on a and voice-over text.
SN: 21
repeated. headset or handheld
Whether you initiated the call,
C: QCSP telephone]
answered the call or were Non-repeated
L: Examining internally transferred a call, always portion of audio [animation: When
the 8 Steps of begin by identifying yourself by voiceover: triggered, a speech bubble
Proper
should fade in above the
Telephone name and title. When animation telephone operator’s head

Etiquette [animation text: Good afternoon, triggers the and contain the
ST: Step 3 this is Laura, your customer animation text is predetermined text.]
service representative, how may I read by a voice
help you?] actor with a
cheerful tone
TO-EO2 Step 4: Be sensitive to the tone What is on the [image of a clearly angry Clicking next will trigger the animation
of your voice screen will be customer yelling or talking and voice-over text.
SN: 22
repeated. aggressively into a phone]
Do not sound overly anxious,
C: QCSP
aggressive or pushy. Do not let Non-repeated [animation: When
L: Examining any frustration change the way portion of audio triggered, a bubble should
the 8 Steps of you speak to the customer. voiceover: fade in above the
Proper
Your tone should convey When animation telephone, the bubble
Telephone
confidence, gratitude and patience triggers the should be designed to
Etiquette
to the customer. animation text is clearly convey that the
ST: Step 4 read by a voice in words belong to the
[animation text: I am sorry I am
a calm, even but customer service operator
unable to assist you, please hold
confident tone on the other end of the
while I connect you with my
line, the bubble will contain
manager]
the predetermined text.]
TO-EO2 Step 5: Always speak directly What is on the [image of a telephone Clicking next will trigger the animation
into the telephone receiver with screen will be operator looking at the and voice-over text.
SN: 23
an even and low tone of voice repeated. viewer in mid-sentence, as
C: QCSP if they are talking to the
Occasionally check your speaking Non-repeated
L: Examining learner]
volume by moving the receiver portion of audio
the 8 Steps of away from your ear piece and voiceover: [animation: When
Proper listening to the tone and volume of
When animation triggered, a speech bubble
Telephone your own voice.
triggers the will appear from the
Etiquette
[animation text: This is an example animation text is telephone operator’s
ST: Step 5 of a normal, even tone speaking read by a voice in mouth and contain the
voice.] a face-to-face predetermined text.]
conversational
volume and tone
TO-EO2 Step 6: Do not allow What is on the [image of a telephone Clicking next will trigger the animation
interruptions to occur during screen will be operator looking at or and voice-over text.
SN: 24
conversations repeated. manipulating their
C: QCSP personal cell-phone or
Every customer deserves your full Non-repeated
L: Examining and undivided attention. Do not portion of audio other image that conveys
the 8 Steps of the act of turning a cell-
rustle papers, speak to someone voiceover:
Proper phone on silent or off]
else, work on your computer on
Telephone When animation
unrelated tasks or do anything that triggers the
Etiquette is not directly related to your call. animation text is
ST: Step 6 Silence your cell-phone as you read by a voice in
enter your work station. a an excited tone.
[animation text: oops, almost
forgot to silence my phone before I
made this call]
[animation: When
triggered, a speech bubble
will appear from the
telephone operator’s or
other appropriate location
to convey the idea that the

operator is speaking to
himself/herself]
TO-EO2 Step 7: Maintain your full What is on the [image of telephone Clicking next will trigger the animation
attention on the customer screen will be operator talking on a and voice-over text.
SN: 25
repeated. headset or handheld
C: QCSP You represent the company with
telephone]
every interaction you have with a Non-repeated
L: Examining customer. The customer should portion of audio [animation: When
the 8 Steps of always feel they are your number voiceover: triggered, a speech bubble
Proper one priority.
When animation should fade in above the
Telephone
Only an absolute emergency triggers the telephone operator’s head
Etiquette
should take your attention away animation text is and contain the
ST: Step 7 from the customer. If that read in a sincere predetermined text.]
happens, clearly communicate to tone.
the customer that you need to put
them on hold.
[animation text: My sincere
apologies, my computer just
crashed and I won’t be able to
help you right now. If you would
like I could transfer you to a
different agent or call you back
shortly. ]
TO-EO2 Step 8: If a callback is needed What is on the [image of telephone Clicking next will trigger the animation
and you have to leave a screen will be operator talking on a and voice-over text.
SN: 26
message speak clearly and repeated. headset or handheld
C: QCSP slowly telephone]
Non-repeated
L: Examining Do not use broken phrases, portion of audio
the 8 Steps of idioms or slang words. Always voiceover:
Proper leave your call-back number S-L- When animation
Telephone O-W-L-Y at the end of message,
triggers the
Etiquette repeat your number a second time animation text is

before hanging up. read in a calm
ST: Step 8
[animation text: You can reach me tone with
at 212-555-3864, that number deliberate, short
again is 212-555-3864] pauses between
numbers
[animation: When
triggered, a speech bubble
should fade in above the
telephone operator’s head
and contain the
predetermined text.]
TO-EO2 Knowledge Check [See Slide Mockups]

SN: 27 On the following slides you will
be presented with two
C: QCSP
examples. Click on the example
L: Examining that is following the 8 steps of
the 8 Steps of telephone etiquette.
Proper
Telephone
Etiquette
ST: Knowledge
Check
TO-EO2 Click on the person that is What is on the [Two images of telephone This slide will need a unique icon that
properly following the 8 steps of screen will be operator talking on a indicates additional captioning information
SN: 28
telephone etiquette. repeated. headset or handheld for non-auditory learners. When clicked,
C: QCSP telephone, not the same
Option 1: “If you need to call me Option 1 will be it will display the information in brackets
L: Examining image, could be the same
the 8 Steps of back I can be reached at my read by an actor person but should be in that indicates additional auditory
Proper office number. Thank you and in a calm, even different poses. The information not included in the text.
Telephone have a good night” tone. Option 1 should be
Etiquette [spoken in a calm, even tone] centered beneath the left
image and option 2 Also include an icon that allows the
ST: Knowledge
Option 2 will be beneath the right] viewer to repeat the audio portion of each
Check
read by an actor
option.
in a calm, even
Option 2: “I have that tone.
information right here; the Feedback:
warranty is 6 months” Option 1. Uh oh, this person forgot to
[spoken in a calm, even tone] leave a callback number. That sale is as
good as gone.
Option 2. Excellent, this person clearly
prepared and was ready for that question
Navigation:
Option 1:
Option 1.: Next screen.
Option 2.: Stay on this screen.
Option 2:
SN: 29
Option 1: “I can assure you that Option 1 will be it will display the information in brackets
L: Examining getting this right is my number image, could be the same
read by an actor
the 8 Steps of one priority” in a calm, even person but should be in that indicates additional auditory
Proper tone. different poses. The information not included in the text.
[spoken in a calm, even tone]
Telephone Option 1 should be
Etiquette centered beneath the left
Option 2 will be image and option 2
ST: Knowledge
read by an actor beneath the right]
Check Option 2: “Yes sir, I can Also include an icon that allows the
in a calm, even
definitely help you with that” tone. A loud viewer to repeat the audio portion of each
[a loud conversation can be heard conversation is
heard in the option.
in the background]
background
Feedback:
Option 1. Excellent! The person is
speaking in a calm, even tone.
Option 2. This person forgot to eliminate
background noise. The caller will not
have a positive image of our company.
Option 1:
Navigation:
Option 2:
SN: 30
Option 1: “Hello, how can I help Option 1 will be it will display the information in brackets
L: Examining image, could be the same
read by an actor
the 8 Steps of you?” in a rushed person but should be in that indicates additional auditory
Proper manner. different poses. The information not included in the text.
[spoken in a rushed manner]
Telephone Option 1 should be
Etiquette centered beneath the left
Option 2 will be image and option 2
ST: Knowledge
read by an actor beneath the right]
Check Option 2: “I am sorry you are Also include an icon that allows the
in a calm, even
having that problem. Give me a tone. viewer to repeat the audio portion of each
moment to connect you to my
supervisor” option.
[spoken in a calm, even tone]
Feedback:
Option 1. Not only did this person forget
to identify themselves, their tone conveys
an attitude that this call is a distraction.
Option 2. Excellent! Even though the
customer is clearly angry, the operator is
Option 1:
remaining calm and doing their job.
Navigation:
Option 2:
TO-EO2 Great job. You seem to have a What is on the

pretty good understanding of screen will be
SN: 31
the 8 steps of proper telephone repeated.
C: QCSP etiquette.
L: Examining
the 8 Steps of
In the next part of the course
Proper
you will put everything you
Telephone
know into practice. You will
Etiquette
complete three scenarios that
ST: Scenario will adapt to your answers. At
Introduction the end, you will receive
feedback about how you did.
TO-EO2 You arrive to your workstation a What is on the [the graphic designer can Navigation:
few minutes late, your phone is screen will be use their discretion for the
SN: 32 a) go to slide 33
ringing. repeated. scenario. A simple static
C: QCSP image of a telephone
a) I better take a few minutes and b) go to slide 34
operator would certainly
L: Examining organize my desk, I can’t find
the 8 Steps of anything. Another operator will be sufficient for each
Proper pick up that call. slide.]
Telephone
Etiquette b) I’m already behind on my quota,
I need to answer this phone
ST: Scenario 1
TO-EO2 That was a good choice. It's What is on the This slide will need a unique icon that
important to prepare for calls screen will be indicates additional captioning information
SN: 33
and make sure the information repeated. for non-auditory learners. When clicked,
C: QCSP you need is out and readily
An actor will read it will display the information in brackets
L: Examining accessible. You don’t want to
the options in a
the 8 Steps of have to shuffle papers around that indicates additional auditory
manner identified
Proper while interacting with the
by the auditory information not included in the text.
Telephone customer. When you do answer
notes in the
Etiquette the call, the customer is upset
brackets under Navigation:
and demanding to speak to your
ST: Scenario 1 each option
supervisor. a) go to slide 37
a) Sir, I understand you are upset
but if you would give me a chance, b) go to slide 34
I am sure I can help you
[spoken in a hurried tone, that gets
louder near the end]
b) I can definitely do that sir, but
first let see what I can do to help,
what is your problem?
[spoken in an even, calm tone].
TO-EO2 While your work ethic should be What is on the This slide will need a unique icon that
commended it's important to screen will be indicates additional captioning information
SN: 34
prepare for calls. Unfortunately, repeated. for non-auditory learners. When clicked,
C: QCSP you were unable to answer a
L: Examining simple question from the
the options in a
the 8 Steps of customer about the color of an that indicates additional auditory
manner identified
Proper item because you couldn’t find
Telephone the data sheet on your table.
notes in the
Etiquette The customer is now upset and
brackets under Navigation:
demands to speak to your
supervisor. a) go to slide 36
a) Sir, I understand you are upset
but if you would give me a chance,
I am sure I can help you b) go to slide 35

[spoken in a hurried tone, that gets
louder near the end]
b) I can definitely do that sir,
please hold while I connect you?
[spoken in an even, calm tone].
TO-EO2 Unfortunately, that is the best What is on the

you can do in this situation. screen will be
SN: 35
You were not prepared for the repeated.
C: QCSP customer, but you remained
L: Examining sensitive to the tone of your
the 8 Steps of voice and gave the customer
Proper your full attention
Telephone
Etiquette
Click next to proceed to
ST: Scenario 1 Scenario #2
TO-EO2 Unfortunately, you just made What is on the

the situation much worse. You screen will be
SN: 36
let your emotions get to you repeated.
C: QCSP and did not maintain an even
L: Examining tone of voice. The customer has
the 8 Steps of hung up and all future sales
Proper with that customer has been
Telephone lost.
Etiquette
ST: Scenario 1
TO-EO2 Great job, you navigated that What is on the

problem very well. You stayed screen will be
SN: 37
calm and conveyed confidence repeated.
C: QCSP to the customer. Thankfully you
L: Examining were prepared and were able to
the 8 Steps of answer their question
Proper immediately.
Telephone
Etiquette
Click next to proceed to
ST: Scenario 1 Scenario #2
TO-E2 It is the end of the day and you What is on the [the graphic designer can This slide will need a unique icon that
are getting tired but the phone screen will be use their discretion for the indicates additional captioning information
SN: 38
rings for one final call and you repeated. scenario. A simple static for non-auditory learners. When clicked,
C: QCSP answer it. image of a telephone
L: Examining a) Hello, how can I help you? operator would certainly
the options in a
the 8 Steps of be sufficient for each slide. that indicates additional auditory
manner identified
Proper [read in a calm, even tone]
Telephone b) This is Laura with PJ notes in the
Etiquette Enterprises, what can I do for brackets under Navigation:
ST: Scenario 2 you? each option
a) go to slide 39
[read in a calm, even tone]
b) go to slide 42
TO-EO2 Oops, you forgot to tell the What is on the This slide will need a unique icon that
customer who you are and what screen will be indicates additional captioning information
SN: 39
you do. The customer was repeated. for non-auditory learners. When clicked,
C: QCSP transferred to you and seems a
L: Examining little frustrated as they ask you
the options in a
the 8 Steps of “Who is this?” that indicates additional auditory
manner identified
Proper a) Sorry, this is Laura with by the auditory information not included in the text.
Telephone customer service, what can I help notes in the
Etiquette you with? brackets under Navigation:
[spoken in a calm, even tone] a) go to slide 41
b) Laura, with customer service,
what can I help you with? b) go to slide 40
[spoken in a volume louder than
typical conversation volume, has a
slight tone of annoyance]
TO-EO2 You definitely blew that call. What is on the

You forgot to introduce yourself screen will be
SN: 40
and then you let the customer repeated.
C: QCSP get to you and did not keep an
L: Examining even, low tone of volume
the 8 Steps of
Proper
Telephone
Etiquette
ST: Scenario 2
TO-EO2 Nice recovery, you forgot to What is on the

introduce yourself, but you screen will be
SN: 41
remembered the other repeated.
C: QCSP telephone etiquette steps and
L: Examining kept a calm, even tone and let
the 8 Steps of the customer know they are
Proper important.
Telephone
Etiquette
ST: Scenario 2
TO-EO2 Great job, even though you are What is on the

tired, and it is the end of your screen will be
SN: 42
shift, you remembered all of the repeated.
C: QCSP 8 steps of proper telephone
L: Examining etiquette. You introduced
the 8 Steps of yourself and kept a calm, even
Proper tone in your voice.
Telephone
Etiquette
ST: Scenario 2
TO-EO2 You have been asked to call Navigation:

back a customer that left a
message asking about a
C: QCSP missing shipment.
b) go to slide 45
L: Examining a) Before making the call you take
the 8 Steps of a few minutes to gather
Proper information about the customer’s
Telephone order, including their order number
Etiquette and basic information about the
ST: Scenario 3 product
b) Before making the call, you take
a moment to write down what you

will say just in case you get the
customer’s voicemail.
TO-EO2 You call and the customer picks

up. They are clearly irate and
SN: 44
are demanding answers about
C: QCSP where their package is.
L: Examining Checking your notes, you tell
the 8 Steps of them it is delayed in Chicago.
Proper That was a good choice to
Telephone prepare before the call. Since
Etiquette you were able to answer the
customer’s question right away
ST: Scenario 3 they leave the interaction
satisfied.
TO-EO2 You call and the customer picks Navigation:

up. They are clearly irate and
are demanding answers about
C: QCSP where their package is.
b) go to slide 47
L: Examining a) You know you have that
the 8 Steps of information on your desk
Proper somewhere, you begin shuffling
Telephone through your papers while
Etiquette speaking with the customer.
ST: Scenario 3
b) You don’t see the information in
front of you, so you place the
customer on hold for one minute
while you find it.
TO-EO2 It takes you a minute to find the

information, but your needless
SN:46
shuffling of papers and delaying
C: QCSP tactics makes the customer lose
L: Examining confidence. They are now
the 8 Steps of asking to cancel the sale. It’s
Proper important to make sure you
Telephone have all of the necessary
Etiquette information in front of you
before you initiate a call with
ST: Scenario 3 the customer.
TO-EO2 You were not prepared for the

customer’s question, but you
SN: 47
did the right thing by not
C: QCSP allowing yourself to be
L: Examining distracted looking for it. You let
the 8 Steps of the customer know they were
Proper important and then solved their
Telephone issue quickly
Etiquette
ST: Scenario 3
MJ-EO3 Lesson 3: Telephone Operator

Customer Service Call Script
SN: 48
C: QCSP
L: Telephone
Operator This course will walk you through
Customer how to follow a customer service
Service Call
Script call script.
ST: Basic
MJ-EO3 Introduction to a Telephone

Operator Customer Service Call
SN: 49
Script
C: QCSP
L: Telephone
You are going to learn some basic
Operator
rules to follow when interacting
Customer
Service Call with customers over the phone.
Script
ST: Basic
Introduction
MJ-EO3 Why would you want to follow a

script or guidelines while
SN: 50
interacting with customers over
C: QCSP the phone?
L: Telephone When talking with customers it is
Operator important to follow a guide to
Customer clarify customer needs. If
Service Call customers have a similar
Script experience every time they call it
ST: Content builds customer loyalty.
Knowledge Consistency amongst all customer
call representatives assures our
customers are receiving similar
experiences.
MJ-EO3 Knowledge Check Feedback:

SN: 51 Please answer True or False to [See Slide Mockups] TRUE- Correct! Customers like to deal
the following statement. with companies that communicate a
C: QCSP
consistent message.
If customers have a pleasant and
L: Telephone
consistent experience when they FALSE- Incorrect: Customers tend not to
Operator
call, they will most likely do do business with companies where they
Customer business with PJ Enterprises in are treated inconsistently.

Service Call the future. Navigation:
Script TRUE
Correct-True: Next screen.
ST: Knowledge FALSE
Check- Incorrect-False: Screen 50.
True/False
MJ-EO3 Telephone Operator Call Script:

SN: 52 Step 1-Telephone Operator:
C: QCSP “Good morning, thank you for
calling PJ Enterprises.”
L: Telephone
Operator A positive tone in your
Customer voice indicates professionalism to
Service Call our customers. Smile when you
Script are talking to a customer.
ST: Content Step 2-Telephone Operator:
Knowledge “We appreciate your business.”
This communicates to the
customer that we value their
business.
Step 3-Telephone Operator:
“This is Laura.”
You are letting the
customer know who they are
speaking with and it personalizes
the interaction.
“Who am I speaking with
today?”
It is important to get the
customer’s name so you can refer
to them appropriately through the
call.
“How may I help you today?”
Now the customer knows
you are listening and you care.
MJ-EO3 Knowledge Check [See Slide Mockups] Feedback:

SN: 53 Which of the following is NOT a C. Excellent! We would never ask a
step in the Telephone Operator customer if they are complaining.
C: QCSP
Call Script?
A. Incorrect: We always want to thank the
L: Telephone
A. Good morning, thank you customer for calling.
Operator
for calling PJ Enterprises.
Customer B. Incorrect: It is important to identify
B. This is (say your name).
Service Call yourself to the customer.
Script C. Do you want to place an
order or complain? Navigation:
ST: Knowledge
Check- Multiple Correct-C.: Next screen.
Choice
Incorrect-A. or B.: Screen 52.
MJ-EO3 What to do next?

SN: 54 At this point the customer wants
C: QCSP to place an order. Or, the
customer has a concern or
L: Telephone complaint. The following slides
Operator will provide you with a script for
Customer each situation.
Service Call
Script
ST: Basic

Customer wants to place an
SN: 55
order.
C: QCSP
Telephone Operator: “I am
L: Telephone happy to take your order,
Operator _Name of customer_.”
Customer
Service Call Be sure to address the
Script customer by name.
Telephone Operator: “What is
ST: Content
Knowledge your first item number?” “You
would like to order __item
number and description__,
correct?”
Continue taking the
customer’s order and always
clarify the item numbers with
descriptions. This will reduce
mistakes.
Telephone Operator: “Will that
be all for you today, __Name of
customer__?”
Pause to allow the
customer to think a few seconds in
case they are forgetting an item.
Telephone Operator: “Thank
you, __Name of customer__ for
calling PJ Enterprises.”
Always close the
conversation with a pleasant tone
to your voice and thanking the
customer for calling.

MJ-EO3 [See Slide Mockups]
Knowledge Check
SN: 56 Feedback:
C: QCSP Put the following steps in the Incorrect order:
L: Telephone correct order. Not quite, please review the steps and try
Operator ● “Thank you, customer again.
Customer name, for calling PJ Correct!
Service Call Enterprises.”
Script First, you thank the customer by name for
● “Will that be all for you calling.
ST: Knowledge today, customer name?”
Check- Drag & Second, let the customer know you are
● “What is your first item
Drop happy to take their order.
number?” “You would like
to order (item number and Third, ask the customer for their first item
number and repeat it back.
description) correct?”
● “I am happy to take your Finally, ask the customer if that is all you
order, customer name.” can do for them before ending the call.
Navigation:
Correct: Next screen.
Incorrect: Screen 55.

Customer has a concern or
SN: 57
complaint.
C: QCSP
Telephone Operator: “I
L: Telephone understand you are having an
Operator issue with _paraphrase the
Customer
Service Call customer’s concerns__.”
Script This lets the customer
know you were listening.
ST: Content
Knowledge
Telephone Operator: “Thank
you __Name of customer__, for
bringing this to our attention. I
am going to get someone on the
phone quickly that can resolve
your issue to your satisfaction.”
Usually by this point in the
conversation the customer feels
heard and has calmed a little. Be
efficient in getting a supervisor to
handle the situation.
MJ-EO3 When the customer has a
concern and is upset,
SN: 58
REMEMBER these important
C: QCSP points:
L: Telephone ● It is very important NOT
Operator to interrupt the
Customer customer while they are
Service Call
Script talking.
● Listen to the whole story
ST: Content
even if you know their
Knowledge issue will need to be

handled by a supervisor.
This will make the
customer feel heard and
taken care of.
● Do not take it
personally. Remember
they are not upset with
you.
● They want resolution
and you are their first
point of contact when
calling PJ Enterprises.
A person that is upset
cannot help feeling this
way.
● It helps to respond with
understanding
comments such as; “I
understand why you are
upset.” “I apologize you
are upset.”
MJ-EO3 Knowledge Check Feedback:

[See Slide Mockups]
SN: 59 Summative Quiz-True/False/Fill 1. True-Correct! From the
in the blank
C: QCSP customer’s point to view they are
1. When a customer calls
L: Telephone
with a concern you should upset and want you to listen.
Operator
never interrupt them until False-The customer feels justified
Customer
Service Call they are finished talking.
being upset. As a customer service
Script True representatives we need to listen.

ST: Knowledge False
Check- Multiple Navigation:
Choice/Fill in 2. Always speak with a
the blank/True ___________ tone in your voice. Correct-Truet: Next screen.
False 3. If a customer has a
complaint do not listen to their Incorrect-False: Screen 58.
concern and immediately get a
supervisor. 2. Correct answer is “positive”.
True
Incorrect answer- Any other word entered
False
on the blank line.
Navigation:
Correct-Positive: Next screen.
Incorrect-Any other answer: Screen 58.
3. True- Always listen to the

customer without interrupting. This lets
the customer feel heard and that you
care. If you cannot resolve their issue put
the customer on hold and get a
supervisor.
False- Correct! Telephone operators

should never interrupt a customer while
they are talking even when they are
upset.
Navigation:
Correct-False: Next Screen
Incorrect-True: Screen 58
Navigation - Mockup of E-Learning Player

Slide Mockups
SLIDE TYPE: Introduction Slide -- for introducing lessons (and perhaps intro-ing knowledge
checks)
SLIDE TYPE: Content Slide 1 -- for static text and images

SLIDE TYPE: Content Slide 2 -- for animated text interactions

SLIDE TYPE: Knowledge Check 1 -- text only

SLIDE TYPE: Knowledge Check 2 -- text with visual elements

Pg. 97 Appendix E: Contact Information
Contact Information
EDUC 768, TEAM 1
Erik Andracek: andraceke2004@my.uwstout.edu
Michelle Janney: janneym0293@my.uwstout.edu
Tim Lockman: lockmant5744@my.uwstout.edu
Teaque Orblych: orblychm0971@my.uwstout.edu

Pg. 98 Appendix E: Contact Information
Company Information
TTEM
1235 Sundberry Street

New York, New York
Tel 555-555-1234
Fax 555-555-2345
www.TTEM.com

Team 1 Project Report

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

Team 1 Project Report

Загружено:

Авторское право:

Доступные форматы

QSCP: Quality

Telephone Operators and Attend QCSP training, and practice sessions.

TTEM: TTEM will collectively;

Chief Executive Name

Gap Analysis Strategy

Erik- Roadblocks and Dependencies

Tim- Questions to Ask

Teague- Team Strategy and Analysis plan

Michelle- Proofread, edit, and submit document to dropbox.

telephone operators as it relates to the products they will be

Interviews We need to know how conflict is resolved at PJ Customer service

Questions to Ask: [Telephone Operators]

o Very well prepared

o Somewhat well prepared

o Not very well prepared

o Not well prepared at all

o Not very confident

o Not confident at all

5. How could your supervisors have supported you more effectively?

Questions to Ask: [Customer Service Supervisors]

o Very well prepared

o Somewhat well prepared

o Not very well prepared

o Not well prepared at all

o Not very confident

o Not confident at all

6. How could your supervisors support you more effectively?

Questions to Ask: [Sheena Perez]

Questions to Ask: [Judie Thompson]

Questions to Ask: [Human Resources]

Questions to Ask: [IT]

Questions to Ask: [Former Employees]

Roadblocks & Dependencies

Roadblocks and Mitigation Strategies

When possible, interviews should be conducted off-site.

Surveys by employees not Implement a system to track completions if not anonymous.

If possible, interview candidates outside of normal work hours.

Scope Management Plan

Roles and Responsibilities

Sam advises on all employee issues related to

TTEM: TTEM will collectively;

Project Scope Statement

Work Breakdown Structure

Scope Change Management Plan

See Appendix B for Project Change Request Form.

1. Telephone Operator Customer Service Training

1.2.3 Develop TO Resolve Customer Issues Training 12/11/2017 1/2/2018 7 Days 56

See Appendix C for the Communication Matrix.

Instructional Design Document

Prepared by: TTEM

General learner characteristics:

 over half are dissatisfied with current job

Application of learning theory:

Assessment: Assessment: Assessment:

Assessment: Assessment: Assessment:

Assessment: Assessment: Assessment:

Assessment: Assessment: Matching game

TO will DIFFERENTIATE Watch scenarios Apply appropriate Activity: TO will list

Assessment: Assessment: Brief Assessment: Reflection

Assessment: Assessment: Interactive, timed learning scenarios

· Are you communicating better with customers?

· Are you better resolving customer issues?

Execution Phase Documentation

Sign: _Bam Wickersham__________________Date: 01/19/2018