Documente Academic
Documente Profesional
Documente Cultură
Contents
1.Project Gap Analysis Strategy........................................................................................................................................
Information Needed...........................................................................................................................................................
Team Strategy...................................................................................................................................................................
Analysis Plan.....................................................................................................................................................................
Questions to Ask...............................................................................................................................................................
Roadblocks & Dependencies............................................................................................................................................
Strategies to Mitigate Risks...............................................................................................................................................
2.Performance Analysis Report....................................................................................................................................... 10
Introduction...................................................................................................................................................................... 10
Background..................................................................................................................................................................... 10
Purpose of the Report..................................................................................................................................................... 10
Analysis Methods............................................................................................................................................................ 10
Data Summary: Customer Satisfaction Ratings.............................................................................................................. 11
Data Summary: TO Employee Job Approval Ratings..................................................................................................... 11
Data Summary: PJ Enterprises Catalog Sales History.................................................................................................. 12
Analysis Findings............................................................................................................................................................. 12
Identification of Needs..................................................................................................................................................... 14
Recommended Solutions for PJ Enterprises to Consider................................................................................................14
Proposed Solutions for Consulting Firm to Carry Out...................................................................................................... 15
Evaluation plan................................................................................................................................................................ 16
Request for Proposal....................................................................................................................................................... 16
3.PJ Enterprises Customer Service Improvement Plan.................................................................................................17
Project Information.......................................................................................................................................................... 17
Description of Work......................................................................................................................................................... 19
Project Deliverables......................................................................................................................................................... 20
Project Completion Criteria.............................................................................................................................................. 22
Project Milestones........................................................................................................................................................... 22
Possible Problems / Constraints...................................................................................................................................... 23
Assumptions.................................................................................................................................................................... 25
Vendor Assistance Requirements / External Dependencies............................................................................................25
Budget............................................................................................................................................................................. 26
Terms and Conditions...................................................................................................................................................... 29
4.PJ Enterprises Customer Improvement Project Management Plan..........................................................................32
Project Information.......................................................................................................................................................... 32
Scope Statement............................................................................................................................................................. 33
Deliverables..................................................................................................................................................................... 33
Exclusions/Out-of-scope.................................................................................................................................................. 35
Project Completion Criteria.............................................................................................................................................. 36
External Dependencies................................................................................................................................................... 36
Assumptions.................................................................................................................................................................... 36
Constraints...................................................................................................................................................................... 37
Designing Women, LLC
Pg. 2
Appendix B:
4. Customer Service Staff Trainers - Catalog Director (Judie Thompson) and Merchandise
Manager (Sheena Perez)
challenges or issues the trainers faced delivering the training via inperson PPT presentation, and any other training options previously considered
validation of all training courses and resources provided other than the
in-person PPT training (e.g. new hire orientation, formal customer service training, etc.)
gap between average number of calls serviced per hour (3) and target
number of calls per hour (6)
Team Strategy
Designing Womens strategy will include using multiple vehicles to obtain research information from each of the
following divisions/employees of PJ Enterprises that will inform the gap between current and expected
performance:
1. CSSs and Operators -- Survey and/or questionnaire delivered via individual interviews
2. Operations Staff (IT/Phone/Warehouse and perhaps the Business Analyst) -- Interview of upper
management in these areas & Business Analyst. Surveys of remaining staff if necessary.
3. Sales and Human Resources Management -- In-person group interview
4. Training Staff -- In-person individual interviews
Analysis Plan
Acti
vity
/Me
tho
d
Purpose or Information
You Hope to Gain
P
e
r
s
o
n
R
e
s
p
o
n
s
i
b
l
e
Survey and/or
questionnaire
delivered via
individual interviews
with CSSs and
Operators
Cynthia Casillas
Lorraine Ibe
Group or Individual
Interviews with Sales
and HR Management
Team followed up
with a questionnaire if
necessary.
Leila Rao
Individual Interviews
with Catalog Director
(Judie Thompson) and
Merchandising
Manager (Sheena
Perez)
Erin Skorch
Questions to Ask
[CSSs and TOs]
How would you rate the customer service training currently provided?
A. Excellent
B. Very good
C. Good
D. Fair
E. Poor
Does your office provide information on most popular items being sold?
Are you familiar with the computer system used for sales?
Do you receive incentives from your supervisors when you achieve customer
satisfaction?
Will the current phone system be able to handle an increase in calls so that the phone
system supports and doesnt detract from the customer service interaction?
Has the current traditional phone system been cost compared to a VoIP system which
could provide PJ Enterprises more affordability, improved functionality, high call quality, and less
maintenance?
Has the idea of an online presence been explored in terms of long term profit gain?
This of course opens up a long list of infrastructure and personnel issues to convert to, or add
additionally, such a sales option. Outside specialty vendors would need to be consulted.
What are the demographics (age, gender, ethnicities for language purposes, level of
technical ability, etc.) of IT/Phone infrastructure and warehouse staff for potential training purposes that
could result from upgraded hardware and equipment for IT/phone systems and warehouse
improvements?
What is the average number of phone calls the current phone system processes per hour
/ day as well as the expected number of phone calls with the projected increase in sales (or average
number of phone calls per hour / day that the new phone system can process)?
What is the average length of a work shift per day, duration of lunch break (if
applicable), and total number of breaks per shift or per hour?
What is the average number of shipments shipped per catalog / season this year, as well
as projected number of shipments shipped per catalog / season for the next year?
Is there satisfaction with office and warehouse buildings? Is there adequate space for
current office and warehouse staff/storage capacity, as well as a potential increase in space needs for
future growth of office and warehouse staff/storage capacity?
Have you researched other target audiences/customers in addition to ages women ages
25 - 55?
If so, please define those audiences (or follow-up with information) by gender, age,
location/region, income range if applicable/known, and/or ethnicity if applicable/known.
Did your research on other target audiences/customers indicate any motivation trends
for purchasing (e.g. personal use versus gifts for special occasions)?
Did your research on other target audiences/customers indicate any trends in most
desired products and why?
What is the total number of individual products PJ Enterprises has offered each year for
the past six years?
What was the total number of individual products offered per each catalog/season this
past year?
What are the top ten highest selling and the top ten most popular items purchased per
catalog/season and annually?
Do you know or have customer feedback on why those products are the highest selling
and/or most popular?
What are the top ten most expensive catalog items and their average numbers sold per
catalog/season?
What are the top ten lowest selling and the top ten least popular items purchased
(including those that receive the most complaints) per catalog/season and annually?
What was the total annual cost of catalog customer lists purchased the previous and
current years?
What was the total print production cost per catalog the previous and current years?
What was the total mailing distribution cost per catalog the previous and current years?
What sales vehicles does PJ Enterprises use besides the telephone (e.g., in-person
solicitation, web site, etc.)?
What advertising media does PJ Enterprises use (e.g., ads in print, TV, online, social
media, etc.)?
What incentives are currently provided to customer service and operations (warehouse)
staff when they produce error-free work?
Do the incentives change at any time during the year? If so, what are the reasons they
change?
What is the total number of staff who have received incentive rewards the previous
year versus the current year for error-free work?
What do you think is the reason or the reasons for this years rise in customer
complaints?
Do you know or have information that you could provide that indicates the level of
interest / motivation customer service and warehouse staff have regarding the current incentives program?
What was the total number of PJ Enterprises staff per each year over the past six years?
What is the average number of staff that attend monthly meetings? Do you know which
departments have higher staff attendance rates?
Do you know or have information that you could provide that indicates the level of
interest / motivation PJ Enterprises staff have regarding incentivizing monthly company staff meetings?
What do you think are the top reasons for employee satisfaction and dissatisfaction? Do
you have additional information you can provide regarding employee satisfaction and dissatisfaction?
What does PJ Enterprises do that supports a good work environment for its employees?
What do you think PJ Enterprises can do to improve its current work environment?
Are there any other internal key stakeholder groups/individuals that you think we
should include regarding this project that have not already been identified? Please explain.
[Training Staff]
What issues did you have to deal with when it came to the PowerPoint training?
What other kind of training tool would you consider for this type of content other than the
PowerPoint slides?
Tell me more about how much time it took to train the CSSs and Operators in order to retain
product line knowledge that changed quarterly? How did they adjust to new products being added to the
catalog?
Does PJ Enterprise have any other reference training material on the catalog products they offer
to support their staff when they take customer calls?
What types of skills or experience do you look for when hiring a telephone
operator/supervisor? Any formal customer service training included in the hiring process?
Do you happen to know why operators are only taking 3 calls per hour instead of the targeted 6
calls? Could it be that they are routed to the CSSs because of lack of product knowledge?
Do you know of any common complaints that customers have when calling in? What issues do
you want to deal with most?
What is the potential increase in calls have to be in order to be profitable? How many telephone
operators do you need to achieve that?
Do you happen to know some of the reasons why telephone operators leave the company?
When would be the projected time that you would want this training delivered?
Do you have in mind any types of activities that would work well in this training and fit the
general audience of your employees? Also what type of training you would like to see, such as more
classroom training, online, or video, etc?
What level of education does the target audience most likely fall under?
What criteria CSSs have to meet versus telephone operators? How does their knowledge and
experience differ between CSSs and telephone operators?
Do you happen to know which products sell the most, and also which have the most
complaints?
client/stakeholder groups are unable to provide all information in a timely fashion or provides
incorrect answers/information
key stakeholder groups are unwilling to participate / information from one or more of the four
identified stakeholder groups is not received, which informs the overall gap analysis
project team (Designing Women) did not identify key stakeholder groups to gather information
from that could inform the gap analysis
Designing Women, LLC
Pg. 9
project team did not ask the right questions to receive information that could correctly or fully
inform the gap analysis
project team will work to build trust with the client/key stakeholders
project team will meet with sponsor first to request buy-in and support for conducting gap
analysis activities
project team will communicate/inform key stakeholder groups of the goal of conducting the gap
analysis activities first before initiating activities
project team will request additional time to gather needed information if necessary
project team will review gathered information and determine the need to follow-up with
specific key stakeholder groups or individuals
project team will validate gap analysis findings with sponsor and key stakeholder groups in
order to receive feedback/approval
2.
Background
The team of instructional designers, Designing Women, LLC, met with Jane Smith (Project Sponsor), Judie
Thompson (Catalog Director), and Sheena Perez (Merchandising Manager) of PJ Enterprises, to discuss
concerns about reports of poor telephone etiquette and lack of product knowledge by the telephone operators at
this mail-order catalog business. They also performed two surveys given to the telephone operators (TO) and
the Customer Service Supervisors (CSS), as well as interviewed staff of the IT and Human Resources
departments.
At the time, management expressed concerns that poor customer service might be directly related to the lack of
TOs product knowledge and their inability to access the correct product information and provide it to the
customer in a timely manner. They asked Designing Women, LLC to create a training program for the telephone
operators and supervising staff on customer service, product knowledge and accessibility.
When Designing Women, LLC reviewed some of the data from the Gap Analysis, our first recommendation was
to do a Performance Analysis to determine if training is the correct solution to the problem, just one of several
solutions, or not a solution at all. PJ Enterprises agreed to this study.
Analysis Methods
To determine causes and recommended solutions, Designing Women, LLC performed the following tasks:
Designing Women, LLC
Pg. 10
met with the project sponsor, catalog director, and merchandising manager to obtain
additional information, including relevant data, and individual observations
held interviews, work observations, and surveys with the telephone operators and
supervisors to determine service issues and work towards resolution of problems
training
each:
held a group interview with operators to obtain their perception of problems and prior
met with IT and Human Resources staff to obtain their perspective on the problem
listened to 15 recorded calls and y-jacked with five telephone operators for three calls
time each call took in order to meet the six call hour requirement
time it took for the telephone operator to look up the product information
number of times a customer asked to speak to a supervisor while waiting for
product information
Analysis Findings
PJ Enterprises is moving toward increasing their sales for growth in the company. PJ Enterprises mission is to
provide customer satisfaction through excellent and knowledgeable customer service. After meeting with the
managers, focusing on how to improve customer service with the telephone operators (TOs) will help in
Designing Women, LLC
Pg. 12
meeting the goals for increasing sales through improvements in the customer service department with the TOs.
At this time, the customer service complaints are up 30% from last year. If the customer service complaints
decline, PJ Enterprise will meet the desired results of customer service satisfaction in addition to the benefit of
increasing sales. After reviewing data, TOs currently take in 3 calls per hour. The goal is to increase calls by 3
more per hour by focusing on delivering customer satisfaction.
The current conditions that affect the TOs performance at PJ Enterprises are:
Quarterly new
product training is delivered via one format only - one-way communication
(instructor led class) that doesnt account for different employee learning styles or
different delivery tactics that could support product information retention over time
process of TOs forwarding unresolved
customer questions to CSS isnt time efficient and adds to customer aggravation
Identification of Needs
As a result of our analyses, Designing Women, LLC have identified PJ Enterprises to have the following needs
in order to meet or exceed their target business goals for the new fiscal year.
TO and CSS need adequate training and product information support aids in order to
perform their job at the highest volume level desired, namely 6 calls per hour, and to minimize the product
return rate.
TOs and CSSs need formal usage training of the product support aids.
Provide each TO with an organized reformatted product catalog guide for workstations
(with labeled pictures, item number and differentiating categories by tags, dividers or colors-until
the new entry system is available)
Seasonal items
Consider paid in-service time for TO and CSS staff to practice different customer
scenarios in initial training
Provide training for TOs for the new order entry system
Shortcuts tips
How new order system will increase calls taken within an hour
Revise existing customer service incentives program to include monetary rewards not
tied only to product purchases (i.e. discounts) and that are offered during holidays and/or yearround
Customer Service Staff Training and Resources Program Plan - we will develop a new
highly interactive training program plan that will strengthen customer service/job skills and product
knowledge retention, to include:
1. Training on the existing as well as the future new order entry system
2. Support for monthly meeting customer service training topics and activities
Designing Women, LLC
Pg. 15
3. Quarterly training that incorporates customer scenario role-playing, customer service best-practices,
job aids, guidelines, etc.
4. Assessment strategies and evaluation tactics to measure training program effectiveness
5. Program management execution timelines/schedules for all plan deliverables
New Product Guide and Reference Materials - we will update and reorganize the
existing product guide to be easy-to-use/understand and include new product information specific
to customer service staff needs (pictures, corresponding item/category numbers, bestselling/seasonal items identifiers or sections, estimated shipping costs, care instructions, etc.). We
will work with the Training and Customer Service Staff to receive feedback and input on its
redesign.
Integration and communication of new policies and standards - we will work with
PJ Enterprises management and HR to make sure our proposed Customer Service Staff Training
and Resources Program Plan aligns with and supports existing and/or new changes to job
descriptions, policies and company procedures. We will also work with PJ Enterprises management
to create effective change communications and training as required.
Evaluation plan
Designing Women, LLC recommends that the management of PJ Enterprises evaluates the success of the
proposed solutions (more detailed information will be provided in the Customer Service Staff Training and
Resources Program Plan if requested):
evaluate sales data at the same intervals as compared to previous years in order
to account for the seasonal nature of the business.
At your request, Designing Women, LLC will submit a proposal to provide the proposed solutions listed above
and to be carried out.
Stakeholder
Role
Responsibility
Estimated
Time
Investment
Jan
e
Ma
cKe
nzi
eSmi
th
Pr
oj
ect
Sp
on
sor
,
PJ
En
ter
pri
se
s
oversee all
aspects of project for PJ
Enterprises
She
ena
Per
ez,
Me
rch
and
isin
g
Ma
nag
er
Pr
oj
ect
M
an
ag
er,
PJ
En
ter
pri
se
s
consults
with and manages the Designing
Women, LLC project team
reviews and
provides subject matter expertise
input and final approval of
project deliverables and expenses
2%
Ray
Joh
nso
n
As
sis
ta
nt
M
er
ch
an
dis
in
g
M
an
ag
er,
PJ
En
ter
pri
se
Provide
subject matter expertise and
project insight/feedback
20%
25%
review and
provide strategic input and final
approval of project deliverables
and expenses (including tiebreaking decisions)
identify and
designate appropriate team
resources
s
Sar
ah
Co
mm
ons
De
sig
na
te
d
Cu
sto
m
er
Se
rvi
ce
Su
pe
rvi
so
r
(C
SS
),
PJ
En
ter
pri
se
s
Provide
subject matter expertise and
project insight/feedback
Provide
assistance with conducting
training
10%
Ma
ria
Go
me
z
De
sig
na
te
d
Cu
sto
m
er
Se
rvi
ce
Su
pe
rvi
so
r
(C
SS
),
PJ
En
ter
pri
Provide
subject matter expertise and
project insight/feedback
Provide
assistance with conducting
training
10%
se
s
Pau
la
Mo
ore
De
sig
na
te
d
Te
le
ph
on
e
O
pe
rat
or(
s)
(T
Os
),
PJ
En
ter
pri
se
s
Provide
subject matter expertise and
project insight/feedback on
training deliverables
5%
Ros
alin
da
San
che
z
De
sig
na
te
d
Te
le
ph
on
e
O
pe
rat
or(
s)
(T
Os
),
PJ
En
ter
pri
se
s
Provide
subject matter expertise and
project insight/feedback on
training deliverables
5%
TB
D
De
sig
na
te
d
Di
re
ct
or,
H
u
m
an
Re
so
ur
ce
s,
PJ
En
ter
pri
se
s
Provide
subject matter expertise and
approval of changes to job
descriptions and policies if
applicable
2%
Mi
ke
Me
rrill
Vi
ce
Pr
esi
de
nt,
Sa
les
,
PJ
En
ter
pri
se
s
Provide
additional specific sales
information for assessment
purposes
2%
Di
re
ct
or,
IT
O
pe
rat
io
ns,
PJ
En
Provide
additional specific subject matter
expertise if necessary
2%
TBD
ter
pri
se
s
Leil
a
Rao
Pr
oj
ect
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an
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er,
De
sig
ni
ng
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o
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t/
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Co
or
di
na
tor
,
De
sig
ni
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W
o
m
en,
L
L
consults
with Project Sponsor and
manages the project, resources
and expenses to plan
accountable
for attaining project goals
accountable
for receiving project
acceptance/approvals from
Project Sponsor/Owner
Research,
liaise with client, provide
expertise, coordinate project
activities review/finalize client
deliverables
100%
100%
C
Lor
rain
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Ibe
Bu
sin
es
s
A
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lys
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Te
ch
ni
cal
W
rit
er,
De
sig
ni
ng
W
o
m
en,
L
L
C
Research,
liaise with client, provide
expertise, coordinate project
activities, review/finalize client
deliverables
100%
Eri
n
Sko
rch
In
str
uc
tio
na
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De
sig
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r/T
rai
ne
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De
sig
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W
o
m
en,
L
L
Research,
liaise with client, provide
expertise, coordinate project
activities, review/finalize client
deliverables
100%
Description of Work
Project Background
PJ Enterprises and Designing Women, LLC met on 23 Jul 2014 to review the Performance Analysis Report
developed by Designing Women, LLC. It was decided and approved that Designing Women will develop a
comprehensive Customer Service / Product Training and Resources Program, Customer Service Staff
Incentives Plan, and Internal Communications Plan for New Policies and Procedures for PJ Enterprises, a
mail-order catalog company.
Business Objectives
1. To provide training, incentives and associated communications that will increase Telephone Operators (TO)
overall job performance within eighteen (18) months
Project Scope
Designing Women, LLC will develop a series of training, incentives and communications plans and execute
them to support PJ Enterprises performance improvement objectives for its Telephone Operators (TOs) in
delivering improved quality customer service.
The individual plans within this proposal will each include detailed timelines/schedules, assessment tactics for
evaluation purposes and a proposed budget for all deliverables from initiation, to development, to execution, to
transition (or on-going maintenance support) for two contract years, starting July 29, 2014 and effective through
June 30, 2015.
Out of Scope
Designing Women, LLC will not include nor is responsible for:
changes to any training courses, resources and reference
materials due to changes in phone or IT software or equipment
Project Deliverables
Designing Women, LLC will deliver the following:
A: Customer Service / Product Training and Resources Program Plan
A1: Train-the-Trainer Training to Improve Monthly Customer Service Staff Meetings
Up to forty (40) hours per month / for the first four (4) months of DW train-the-trainer support consisting
of training PJ Enterprises staff on best practices for meeting preparation (agenda and training activities
items), effective on-site meeting coordination (administration, facilitation/moderation and training
instruction), and post meeting support (analysis and assessment delivery and reporting).
A2: Quarterly In-classroom Training on Catalog Products and Customer Service Improvement
Two (2) 60-minute courses on seasonal products, one (1) 60-minute course on existing products (both held
Sept. 14 and Mar. 15) and one (1) 90-minute customer service improvement course (Sept. 14):
One (1) 60-minute session (held 1x/Sept. 14) and 1x/Mar. 15) on existing
changes to catalog products from the previous quarter to include how to utilize the new catalog
product guide and reference materials
Supporting Print and Online Training Reference Materials for each of the
five (5) courses (e.g. job aids, guidelines, FAQs, etc.)
Revised PJ Enterprises Product Catalog Guide with new, easy-touse/understand catalog product guide to include new product information specific to customer
service staff needs (pictures, corresponding item/category numbers, best-selling/seasonal items
identifiers or sections, estimated shipping costs, care instructions, etc.)
Entering and Removing Customer Orders
Post Training Assessment -- each course will have a posttraining assessment activity (i.e. observances via in-person and on customer calls, reviews of
customer satisfaction surveys, etc.) aligned to all proposed course objectives that will gauge the
quality and efficacy of the training;
Develop an Internal Communications and Execution
Project Plan supporting the change to any new HR/company policies, standards, performance
evaluation and training procedures
Project Milestones
PHASE /
TIMELINE
DELIVERABLE(S)
D
E
S
I
G
N
&
D
E
V
E
L
O
P
P
H
A
S
E
I
/
F
Y
1
4
Q
3
(J
ul
y
A
u
g
u
st
Desig
ning
Wome
n,
LLC
Projec
t
Propos
al for
PJ
Enterp
rises
MILESTONE(S)
Submitte
d
Approve
d
DUE DATE(S)
7/2
7/2
014
7/2
9/2
014
2
0
1
4
)
Projec
t Kickoff
Meeti
ng
Held/Del
ivered
7/3
1/2
014
A:
Submitte
d
8/7
/20
14
Custo
mer
Servic
e/
Produ
ct
Traini
ng
and
Resou
rces
Progr
am
Plan
B:
Custo
mer
Servic
e
Staff
Incent
ives
Plan
C:
Intern
al
Comm
unicati
ons
Plan
for
New
Policie
s and
Standa
Designing Women, LLC
Pg. 28
Approve
d
Submitte
d
Approve
d
Submitte
d
Approve
d
8/1
4/2
014
8/7
/20
14
8/1
4/2
014
8/7
/20
14
8/1
4/2
014
rds
E
X
E
C
U
T
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&
A
S
S
E
S
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P
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A
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II
/
F
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1
4
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3
F
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1
5
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(
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g
u
st
2
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1
4
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ar
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Designing Women, LLC
Pg. 29
A:
Custo
mer
Servic
e/
Produ
ct
Traini
ng
and
Resou
rces
Progr
am
Plan
Deliv
erable
s
Produ
ction
Submitte
d
Approve
d
8/2
0/2
014
8/2
7/2
014
1
5
)
B:
Custo
mer
Servic
e
Staff
Incent
ives
Plan
Deliv
erable
s
Produ
ction
Approve
d
C:
Intern
al
Comm
unicati
ons
Plan
Delive
rables
for
New
Policie
s and
Standa
rds
Produ
ction
Submitte
d
A, B,
C
Plans
Execut
ed
Launch/I
mpleme
ntation
A, B,
C Plan
Assess
ments
Submitte
d
A, B,
C Plan
Assess
Designing Women, LLC
Pg. 30
Submitte
d
Approve
d
Execute
8/2
0/2
014
8/2
7/2
014
8/2
0/2
014
8/2
7/2
014
Sep
tem
ber
201
4
Jan
uar
y
201
5
Ma
rch
ment
Report
s for
PJ
Enterp
rises
Revie
w
I
M
P
R
O
V
E
&
T
R
A
N
S
I
T
I
O
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I
V
/
F
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1
5
Q
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p
ri
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n
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2
0
Designing Women, LLC
Pg. 31
A, B,
C
Projec
t Plans
(Year
2)
Transit
ion
Plans
from
DW to
PJ
Enterp
rises
201
5
Submitte
d
Ap
ril
201
5
Approve
d
Execute
Ma
y
201
5
Jun
e
201
5
Transit
ion
from
DW to
PJ
1
5
)
Likelihood
1 5 scale
Change in
project
scope,
schedule
and/or
budget
Problem
Owner
Project Impact
and Mitigation Plan
Spon
sor /
DW
Impact: could
cause the
project to
delay, become
unfocused or
costly
Mitigation
Plan: regular
planned
communicatio
n with project
sponsor and
owner that
identify risks
and changes
so project
leadership can
address them
immediately
through an
identified/agre
ed upon
course of
action.
Change in
assigned
project
resources /
level of
effort
(LOE)
Spon
sor /
DW
Impact: could
cause the
project to
delay, become
unfocused or
costly
Mitigation
Plan: work
with project
sponsor and
owner to
identify
potential client
or consultant
resources
available to
fill any gaps
and invest
time to orient
them on
project
history/objecti
ves and the
newly
assigned team
members
role/responsibi
lities.
Customer
Service
Staff time
capacity /
level of
effort
(LOE)
Spon
Impact: could
result in
customer
service staff
not taking
advantage of
the program
resources
available to
them, and no
improvement
to their job
performance
or staff
retention rates.
Mitigation
Plan:
determine
prior to
program
launch with
project
sponsor if
program
training and
specific
performance
evaluation
processes can
be required
and
strategically
align
incentives to
motivate
participation
at its highest
levels.
Technical
operations
Spon
sor /
Oper
ations
/ IT /
DW
Impact: delay
in installing
new customer
order entry
system, phone
system is
incapable of
handling
increased call
volumes, as
well as server
issues can
delay DWs
delivery.
Mitigation
Plan: set up
regular
meetings with
Operations
and IT
stakeholders
to discuss both
DW and
infrastructure
projects
timelines and
upcoming
activities, in
order to
anticipate and
mitigate
potential risks
on both sides.
Change in
leadership/
strategic
direction
Spon
sor /
DW
Impact:
project time
and resources
could be
wasted
Mitigation
Plan: work
with sponsor
to determine if
project should
continue as is
or if there is a
need to
redefine any
project
objectives/pla
ns to support
the companys
shifting
strategic goals.
Current
client
corporate
culture
doesnt
intrinsicall
y value its
employees
Spon
sor /
HR /
DW
Impact:
results in low
staff morale,
job
dissatisfaction
and no desire
to improve
performance
because there
are no real
rewards.
Mitigation
Plan:
leadership will
need to
embrace and
support the
belief and core
company
value that its
employees are
the most
important
single attribute
that directly
impacts the
bottom line
and
everyones
success.
Performance
evaluation and
incentives will
need to
support this
core value
through means
that empower
employees by
providing
skills, growth
opportunities,
and monetary
rewards/benefi
ts.
Assumptions
Designing Women is responsible for:
Budget
A: Customer Service / Product Training and Resources Program Plan
A1: Training Support for Monthly Customer Service Staff Meetings
Up to forty (40) hours total per month / twelve (12) months total of
meeting preparation, real-time on-site coordination, and post meeting support.
Ho
urs
/
Co
st
120
/
$18
,00
0
120
/
$18
,00
0
120
/
$15
,00
0
120
/
$15
,00
0
~48
0/
$66
,00
0
D
e
Cos
s
i
g
n
/
A
d
m
i
n
H
o
u
r
s
O
v
e
r
6
M
o
n
t
h
s
Project Manager / $150
1
0
0
$15,
000
1
5
0
$22,
500
1
0
0
$12,
500
1
0
0
$12,
500
T
o
t
a
l
$62,
500
A3: Computer-Based Training for TOs on the Existing and New Customer Order
Entry System
Five (5) 30-minute sessions on using the current and new customer order entry systems
Labor Category / Hourly Rate
D
e
s
i
g
n
Cos
/
A
d
m
i
n
H
o
u
r
s
O
v
e
r
4
M
Designing Women, LLC
Pg. 39
o
n
t
h
s
Project Manager / $150
8
0
$12,
000
3
0
0
$45,
000
1
0
0
$12,
500
1
0
0
$12,
500
T
o
t
a
l
$82,
000
D
e
s
i
g
n
Cos
/
A
d
m
i
n
H
o
u
r
s
O
v
e
r
1
2
M
o
n
t
h
s
Project Manager / $150
4
0
$6,0
00
100
$15,
000
75
$9,3
75
75
$9,3
75
T
o
t
a
l
$39,
750
To support PJ Enterprises goal of increasing TO staff job satisfaction, the following activities will be performed:
update Customer Service Staff job descriptions, update annual Performance Review / Evaluation Process,
develop and execute employee performance contests and rewards recommendations, develop employee
compensation recommendations.
D
e
s
i
g
n
/
A
d
m
i
n
H
o
u
r
s
Cos
O
v
e
r
1
2
M
o
n
t
h
s
Project Manager / $150
7
5
$11,
250
5
0
$7,5
00
$25,
Coordinator / $125
0
0
000
2
0
0
$25,
000
T
o
t
a
l
$68,
750
C: Develop and Execute an Internal Communications Plan for New Policies and
Standards
To assist PJ Enterprises goal of developing integrated training and employee incentives that
support
employee performance and job satisfaction.
Labor Category / Hourly Rate
D
e
s
i
g
n
Cos
/
A
d
m
i
n
H
o
u
r
s
O
v
e
r
1
Designing Women, LLC
Pg. 43
2
M
o
n
t
h
s
Project Manager / $150
5
0
$7,5
00
2
5
$3,7
50
1
0
0
$12,
500
1
0
0
$12,
500
T
o
t
a
l
$36,
250
Cos
$66,
000
$62,
500
$82,
000
$39,
750
$68,
750
$36,
250
$35
5,25
agreement and this contract null and void with no further penalties to either party. Either DW or the client may
end this contract by giving two weeks notice in writing via certified mail at the following addresses:
Designing Women, LLC
123 Contact Rd.
New York, NY 10001
PJ Enterprises
Jane MacKenzie-Smith
65 Mingus Mountain Rd.
Sedona, AZ 86336
Completion Dates
Except where deadlines are expressly stated to be firm, completion dates are estimates based on the
information available to DW. Final schedule with firm dates will be delivered on August 15, 2014.
Staffing
DW will restrict its commitments to other clients to the extent necessary to complete the project in a timely
manner. All services will be done as an independent consultant contractor. Neither DW nor any of DWs staff
shall be deemed to be an employee of the client on account of the work done on the project.
Access to the Clients Staff
The client will provide DW with reasonable access to the clients staff and resources as needed to perform the
services needed to timely complete the project.
Proprietary materials
DW warrants that its work product will not violate any existing copyright or trademark. The client warrants that
material provided by the client for the project will not violate any existing copyright or trademark. Prior to
payment in full, JP Enterprises will own the copyright on all materials developed by DW in the course of the
project. DW will have a perpetual, irrevocable, royalty-free license to use such materials not specific to the
clients product in its business.
The client will provide DW with two copies of the final [deliverable], if applicable
Confidential Information
DW will take reasonable steps to maintain the confidentiality of any confidential information relating to the
client received by DW in the course of the project.
Arbitration
Any dispute arising out of the project Agreement shall be submitted to binding arbitration before a single
arbitrator selected by the client and DW. If an arbitrator is not selected within 10 days of written demand for
arbitration, the dispute shall be decided by a single arbitrator under the then current Commercial Arbitration
rules of the American
Arbitration Association. All arbitration proceedings shall be conducted within 25 miles of New York, NY. DW
and the client understand that any award the Arbitrator issues may be converted into a judgment pursuant to
New York law.
Damage Exclusion and Limits
The client is responsible (and DW is not responsible) for the accuracy of the content of a completed project.
Designing Women, LLC shall not be liable, under any circumstances, for consequential, special, or incidental
damages, even if it has been advised that such damages may occur. DWs liability arising out of this Agreement,
whether in contract, tort, or otherwise, shall not exceed the total of the amounts which the client has paid to DW
under this Agreement.
Attorney Fees
In the unlikely event that a dispute between the client and DW leads to arbitration or a lawsuit, the prevailing
party may recover from the other party all legal expenses, including reasonable attorney and expert client fees.
Designing Women, LLC
Pg. 46
Warranty of Authority
Each individual signing in a representative capacity warrants that he or she has the power and authority to sign
on behalf of the party in whose behalf he or she is signing, that such signature alone is binding on such party,
and that the execution of this document has been duly authorized by such party.
Entire Agreement
This Agreement contains the entire understanding of the parties with respect to the subject matter hereof, and all
agreements entered into prior hereto with respect to the subject matter hereof are revoked and superseded by
this Agreement, and no representations, warranties, inducements or oral agreements have been made by any of
the parties
except as expressly set forth herein.
Binding Effect
This agreement shall be binding upon and inure to the benefit of the parties, their heirs, successors, assigns and
personal representatives.
Time of the Essence
Time is of the essence as to each and every provision of this Agreement.
Amendment to Agreement
This agreement may be amended, modified, or supplemented only by written agreement of DW and the client.
Written agreement from JP Enterprises can only come from Jane MacKenzie-Smith.
Signed
Signed
______________________________
____________________________
for PJ Enterprises
Prepared by
Designing Women, LLC
Date
August 3, 2014
Designing Women, LLC
Pg. 47
Version Control
Version
Author
Purpose/
Change
Date
Comments
1.0
Designing Women,
LLC
Consultation
Draft to JP
Enterprises
08/03/14
Initial draft
2.0
Project
Sponsor
Review
8/04/14
Edits /
Feedback
3.0
Designing Women,
LLC
Feedback
incorporated
8/24/14
FINAL
Project Information
Project Description/Overview
Designing Women, LLC (DW) met with Jane Smith (Project Sponsor), Judie Thompson (Catalog Director), and
Sheena Perez (Merchandising Manager) of PJ Enterprises, to discuss concerns about reports of poor telephone
etiquette and lack of product knowledge by the telephone operators at this mail-order catalog business.
Designing Women also performed two surveys given to the telephone operators (TO) and the Customer Service
Supervisors (CSS), as well as interviewed staff of the IT and Human Resources departments.
At the time, management expressed concerns that poor customer service might be directly related to the lack of
TOs product knowledge and provide it to customers in a timely manner. PJ Enterprises asked DW to create a
training program for the telephone operators and supervising staff on customer service, product knowledge and
accessibility.
In response, DW performed a Gap Analysis and a Performance Analysis to determine if training is the correct
solution to the problem, one of several solutions, or not a solution at all. Based on the Performance Analysis
Report findings and recommendations, PJ Enterprises approved DW to develop a comprehensive Customer
Service / Product Training and Resources Program, Customer Service Staff Incentives Plan, and Internal
Communications Plan for New Policies and Procedures.
Business Objectives
DWs comprehensive project plan addresses the following PJ Enterprises business objectives:
1. To provide training, incentives and associated communications that will increase Telephone Operators (TO)
overall job performance within twelve (12) months, including:
increase TOs overall product knowledge by 70% within twelve (12) months
train 100% of Customer Service Staff (CSS/TO) to accurately use the new
Customer Order Entry System
2. To improve Telephone Operators (TO) job satisfaction and employee retention rates by 50% within twelve
(12).
Scope Statement
DW has developed a series of training, incentives and communications plans and will execute them to support
PJ Enterprises performance improvement objectives for its Telephone Operators (TOs) in delivering improved
quality customer service.
The individual plans within this proposal will each include detailed timelines/schedules, assessment tactics for
evaluation purposes and a proposed budget for all deliverables from initiation, to development, to execution, to
transition (or on-going maintenance support) for two contract years, starting July 31, 2014 and effective through
June 30, 2015.
Deliverables
DW will deliver the following:
A: Customer Service / Product Training and Resources Program Plan
A1: Training Support for Monthly Customer Service Staff Meetings
Up to forty (40) hours per month for the first four (4) months of DW train-the-trainer support consisting of
training PJ Enterprises staff on best practices for meeting preparation (agenda and training activities items),
effective on-site meeting coordination (administration, facilitation/moderation and training instruction), and
post meeting support (analysis and assessment delivery and reporting).
A2: Quarterly In-classroom Training on Catalog Products and Customer Service
Improvement
Two (2) 60-minute courses on seasonal products, one (1) 60-minute course on existing products (both
held Sept. 14 and Mar. 15) and one (1) 90-minute customer service improvement course (Sept. 14):
Two (2) 60-minute sessions on new seasonal products (held 2x/Sept. 14
and 2x/Mar. 15) added to the existing catalog to include how to utilize the new catalog
product guide and reference materials.
One (1) 60-minute session (held 1x/Sept. 14) and 1x/Mar. 15) on existing
changes to catalog products from the previous quarter to include how to utilize the new
catalog product guide and reference materials
One (1) 90-minute Customer Service Improvement Course (held Sept.
14):
One (1) 30-minute lesson Phone Technology How
to properly answer, hold, and transfer calls to include a role- playing scenario and
quiz to assess TOs ability to perform the tasks successfully
One (1) 30-minute lesson Professional Customer
Service Etiquette - Learning and performing formal greetings, responses, etc.
One (1) 30-minute lesson Managing Customer
Conflicts - How to handle customer conflict and response to problems successfully,
including role-play scenarios.
Supporting Print and Online Training Reference Materials for each of the
five (5) courses (e.g. job aids, guidelines, FAQs, etc.)
Designing Women, LLC
Pg. 49
Revised PJ Enterprises Product Catalog Guide with new, easy-touse/understand catalog product guide to include new product information specific to customer
service staff needs (pictures, corresponding item/category numbers, best-selling/seasonal items
identifiers or sections, estimated shipping costs, care instructions, etc.)
Training on Catalog Products Course Facilitation Guide -- electronic copy of
the facilitators guide to conduct, the quarterly in-person trainings on catalog products and their
associated reference materials
A3: Computer-Based Training (CBT) for TOs on the Existing and New Customer
Order Entry System
Five (5) 30-minute sessions on using the current and new customer order entry systems to
include:
Update Customer Service Staff Job
Descriptions to reflect CSS and TO objectives, roles, responsibilities and performance skills
required
Exclusions/Out-of-scope
DW will not include nor is responsible for:
External Dependencies
DW may require timely, and if applicable, affordable assistance from product vendors in order to obtain precise
and accurate product information and/or product photos for the design, development and production of PJ
Enterprises Product Catalog Guide and associated training resources.
Additionally, DW may require timely assistance from the Customer Order Entry software vendor/provider
subject matter experts (SMEs) prior to PJ Enterprises company-wide launch of the system, in order for DW to
work with and develop associated training materials.
Assumptions
DW is responsible for:
providing to DW all data already gathered from stakeholders (i.e. surveys, interview responses,
sales performance reports, employee job descriptions, employee performance criteria/evaluations,
etc.) or a compilation report if available
providing subject matter experts (SMEs) / points of contact (POCs) for all designated
positions/divisions
notifying DW of any significant changes (i.e., personnel changes) that may impact the project as
agreed upon in this proposal
reviewing all materials in a timely manner to ensure agreed upon timeline
working with DW to develop a suitable rotational in-person classroom training schedule so as to
accommodate the 24/7 TO work schedules
printing and binding of all specified designed training or project materials
providing adequate and comfortable meeting facility and necessary AV supplies for employee
classroom training sessions and light refreshments for training sessions
recording all classroom training sessions
compensating employees for training time as stated in agreed upon incentive and pay scale program
providing incentives for error-free customer service as stated in agreed upon incentive and pay
scale program
Constraints
The following are known project constraints:
PJ Enterprises has indicated a project budget of $400,000 for the fiscal year.
Designing Women, LLC
Pg. 52
Classroom training must coincide with PJ Enterprises quarterly catalog business approach.
Therefore the first quarterly training must be completed by September 15, 2014.
In-classroom training must be scheduled to accommodate TOs 24/7 work schedule.
PJ Enterprises has the following personnel constraints:
Sheena Perezs schedule and work load allows little time availability to DW
Maria Gomez (CSS and SME) is on evening shift
New SMEs will need time to learn the project and get up to speed
In-class training room capacity may not accommodate all TOs for one training session and
additional sessions may need to be scheduled.
Initial training will be done on current out-dated equipment which PJ Enterprises plans to update
but the time frame is unknown.
Forthcoming training may be done on new workstations, which though their speed may be
improved, the ease of use due to unfamiliarity may prove to be a deterrent for some.
DESIGN &
DEVELOP
PHASE I /
FY14Q3 (July August 2014)
DELIVERABLE(S)
DUE
DATE(S)
Desig
ning
Wome
n,
LLC
Projec
t
Propos
al for
PJ
Enterp
rises
Submitte
d
Projec
t Kickoff
Meeti
ng
Held/Del
ivered
7/31/2014
A:
Submitte
d
8/4/2014
Custo
mer
Servic
e/
Produ
ct
Traini
ng
and
Resou
rces
Designing Women, LLC
Pg. 53
MILESTONE(S)
7/27/2014
7/29/2014
Approve
d
Approve
d
8/12/2014
Progr
am
Plan
B:
Custo
mer
Servic
e
Staff
Incent
ives
Plan
EXECUTE &
ASSESS
PHASE II /
FY14Q3 FY15Q1
(August 2014 March 2015)
Submitte
d
8/4/2014
8/12/2014
Approve
d
C:
Intern
al
Comm
unicati
ons
Plan
for
New
Policie
s and
Standa
rds
Submitte
d
A:
Started
8/13/2014
Submitte
d
8/27/2014
Custo
mer
Servic
e/
Produ
ct
Traini
ng
and
Resou
rces
Progr
am
Plan
Deliv
erable
s
Produ
ction
8/4/2014
8/12/2014
Approve
d
Approve
d
Delivere
d
9/1/2014
9/15/2014
B:
Custo
mer
Servic
e
Staff
Incent
ives
Plan
Deliv
erable
s
Produ
ction
Started
8/13/2014
Submitte
d
8/27/2014
Approve
d
9/1/2014
9/15/2014
Delivere
d
C:
Intern
al
Comm
unicati
ons
Plan
Delive
rables
for
New
Policie
s and
Standa
rds
Produ
ction
Started
8/13/2014
Submitte
d
8/27/2014
A, B,
C Plan
Assess
ments
Execute
d
January
2015
A, B,
C Plan
Assess
ment
Report
s for
PJ
Enterp
rises
Revie
w
Submitte
d
March
2015
Approve
d
9/1/2014
9/15/2014
Delivere
d
IMPROVE &
TRANSITION
PHASE III /
FY15Q2 (April
- June 2015)
A, B,
C
Projec
t Plans
(Year
2)
Transit
ion
Plans
from
DW to
PJ
Enterp
rises
Submitte
d
April
2015
Approve
d
May 2015
June 2015
Execute
Transit
ion
from
DW to
PJ
Phase II:
Phase III:
Each project plans implementation is scheduled to accommodate PJ Enterprises most critical stakeholders
(TO/CSS) and their schedules, learning abilities, and the need to mitigate cognitive overload during the busiest
sales season.
DWs project plans will include: project schedules based on milestones, individual project budgets, and
associated risks and mitigation plans.
Purpose
7/31/2014, 10:00 AM
Project Kick-Off
Meeting
8/7/2014, 10:00 AM
8/14/2014, 10:00 AM
8/21/2014, 10:00 AM
8/28/2014, 10:00 AM
9/4/2014, 10:00 AM
9/11/2014, 10:00 AM
9/18/2014, 10:00 AM
9/25/2014, 10:00 AM
10/2/2014, 10:00 AM
10/9/2014, 10:00 AM
10/16/2014, 10:00 AM
10/23/2014, 10:00 AM
10/30/2014, 10:00 AM
11/13/2014, 10:00 AM
11/25/2014, 10:00 AM
12/4/2014, 10:00 AM
12/18/2014, 10:00 AM
Every other Thursday,
January - March 2015
Issues Management
1.0 Issue Identification
1.1 Email notification will be sent by project manager, project sponsor and project coordinator stating the
details of the issue and priorities assigned. The project coordinator will keep track of all issues and email
notifications.
2.0 Issue Analysis
2.1 The appropriate team member will work on the issue and email notification will be sent to coordinator, and
manager with any concerns.
3.0 Issue Evaluation
3.1 A resolution on the issue will be submitted to project coordinator, who will evaluate the solution and contact
all other team members involved.
4.0 Action Implementation
4.1 The assignee accepts the assignment, email notification will automatically be sent upon accepting and the
issue will be worked on.
5.0 Monitoring & Review
Designing Women, LLC
Pg. 57
5.1 The project coordinator will oversee all issues and record them in the Master Change Log, also contact via
email appropriate team members. She will track the progress in the log and close all issues that have been
opened by the team.
Ris
k
Le
vel
Lo
w/
Me
diu
m/
Hig
h
Likeli
hood
of
Event
(1-5
scale)
Mitigat
ion
Plan
Ch
ang
e in
pro
ject
sco
pe,
sch
edu
le
and
/or
bud
get
Hig
h
Regular
planned
commu
nication
with
project
sponsor
and
owner
that
identify
risks
and
changes
so
project
leaders
hip can
address
them
immedi
ately
through
an
identifi
ed/agre
ed upon
course
of
action.
Ch
ang
e in
assi
gne
d
pro
Me
diu
m
Work
with
project
sponsor
and
owner
to
Ris
k
Ris
k
Le
vel
Lo
w/
Me
diu
m/
Hig
h
Likeli
hood
of
Event
(1-5
scale)
ject
res
our
ces
/
lev
el
of
eff
ort
(L
OE
)
Cus
tom
er
Ser
vic
e
Sta
ff
tim
e
cap
acit
Designing Women, LLC
Pg. 59
Mitigat
ion
Plan
identify
potentia
l client
or
consult
ant
resourc
es
availabl
e to fill
any
gaps
and
invest
time to
orient
them
on
project
history/
objectiv
es and
the
newly
assigne
d team
membe
rs
role/res
ponsibil
ities.
Hig
h
Determ
ine
prior to
progra
m
launch
with
project
sponsor
if
progra
m
Ris
k
Ris
k
Le
vel
Lo
w/
Me
diu
m/
Hig
h
Likeli
hood
of
Event
(1-5
scale)
y/
lev
el
of
eff
ort
(L
OE
)
Tec
hni
cal
ope
rati
ons
(ph
one
/co
mp
uter
syst
em
s
for
trai
nin
g
des
Designing Women, LLC
Pg. 60
Mitigat
ion
Plan
training
and
specific
perform
ance
evaluati
on
process
es can
be
require
d and
strategi
cally
align
incentiv
es to
motivat
e
particip
ation at
its
highest
levels.
Me
diu
m
Schedul
e
regular
meeting
s with
Operati
ons and
IT
stakeho
lders to
discuss
both
DW
and
infrastr
ucture
projects
timelin
Ris
k
Ris
k
Le
vel
Lo
w/
Me
diu
m/
Hig
h
Likeli
hood
of
Event
(1-5
scale)
ign
and
dev
elo
pm
ent
pur
pos
es)
Mitigat
ion
Plan
es and
upcomi
ng
activitie
s, in
order to
anticipa
te and
mitigat
e
potentia
l risks
on both
sides.
Ch
ang
e in
lea
der
shi
p/
stra
tegi
c
dire
ctio
n
Lo
w
Work
with
sponsor
to
determi
ne if
project
should
continu
e as is
or if
there is
a need
to
redefin
e any
project
objectiv
es/plans
to
support
the
compan
ys
shifting
strategi
c goals.
Cur
Hig
Leaders
Ris
k
Ris
k
Le
vel
Lo
w/
Me
diu
m/
Hig
h
rent
clie
nt
cor
por
ate
cult
ure
doe
snt
intr
insi
call
y
val
ue
its
em
plo
yee
s
Likeli
hood
of
Event
(1-5
scale)
Mitigat
ion
Plan
hip will
need to
embrac
e and
support
the
belief
and
core
compan
y value
that its
employ
ees are
the
most
importa
nt
single
attribut
e that
directly
impacts
the
bottom
line and
everyon
es
success
.
Perfor
mance
evaluati
on and
incentiv
es will
need to
support
this
core
value
through
means
that
PJ Enterprises Customer Service Improvement Plan
Ris
k
Ris
k
Le
vel
Lo
w/
Me
diu
m/
Hig
h
Likeli
hood
of
Event
(1-5
scale)
Mitigat
ion
Plan
empow
er
employ
ees by
providi
ng
skills,
growth
opportu
nities,
and
moneta
ry
rewards
/benefit
s.
Ch
ang
es
in
role
s
and
res
pon
sibi
litie
s
wit
hin
the
cor
por
atio
n
Me
diu
m
Talk
with
project
leaders
hip and
ask if a
replace
ment
point of
contact/
SME
could
be
conside
red and
when
that
could
happen,
grant
direct
access
to PJ
Enterpr
ises.
2.0
Project Management
1.1
1.2
Research best practice steps for managing customer dissatisfaction resolution job aid
2.2
2.2.2
2.2.3
2.2.4
3.0
3.2
3.3
3.4
3.2.1
3.2.2
Develop presentation
3.2.3
3.3.2
3.3.3
3.3.4
Deliver completed final draft in appropriate format to publisher for printing / binding
3.5
3.6
Course Delivery
3.6.1
In-Classroom
Customer
Service
Training
Course
Schedule
Lesson 3:
Managing
Customer
Conflicts
The following is a
detailed schedule of
specific tasks for the
design and
development of the
30-minute Quarterly
In-Classroom
Customer Service
Course Lesson3:
Managing Customer
Conflicts session that
includes the design
and development of
the Steps to
Customer
Dissatisfaction
Resolution Guide Job Aid and its
accompanying
Facilitators Guide.
In-Classroom
Customer
Service
Training Course Gantt Chart
Lesson 3: Managing Customer Conflicts
The following is a detailed Gantt chart that includes specific milestones and tasks for the design and
development of the 30-minute -Classroom Customer Service Course Lesson3: Managing Customer Conflicts
Designing Women, LLC
Pg. 65
session that includes the design and development of the Steps to Customer Dissatisfaction Resolution Guide Job Aid and its accompanying Facilitators Guide.
3. Ensure that the project stays within approved budget and scope.
4. Evaluate all changes necessary for project implementation.
5. Deliver a standard process for change within the project.
Goals
The goals of the Change Management Plan are to:
1. Manage the process of any changes and gaps between PJ Enterprises and
Designing Women covering procedures and processes being implemented.
2. Limit modifications in implementing project plan.
3. Align resources to meet PJ Enterprises needs.
4. Stay within spending cost approved by PJ Enterprises and Designing
Women.
5. Encourage process and project changes before any modifications are
determined.
6. Encourage project communication between PJ Enterprises and Designing
Women of project changes as appropriate.
Form
2. Project Manager and Project Coordinator will review with the Designing Women Team and
identify: (a) needed information (b) next steps to complete changes (c) document into change log.
3. Project Manager will communicate and coordinate (as needed) with appropriate personal (SMEs,
Project Sponsor, and Project Coordinator) to gather needed information.
4. Project Coordinator will review and prepare changes needed and complete the Changes Request
Form to submit to the Change Management Team.
5. Designing Women Team will receive weekly updates through email notification of any pending
request for changes within the project with PJ Enterprises and will provide input as needed via
email.
6. Change is approved/denied by Project Manager and provides final recommendation on the Change
Request Form with notifying Project Coordinator which will then notify team members.
7. The Project Manager communicates the decision to (a) Designing Women Team making the request
of the Change review team decision (b) Any other active participants involved in the project
development (c) Documenting appropriate entries via email notifications to/by Project Coordinator.
8. Once all steps have been completed, modifications can be processed in implementation plan based
on approved changes from all parties delivered via email notification.
9. All email submissions will be tracked by the Project Coordinator and will then contact appropriate
team members and clients with notifying Project Manager of project updates.
Responsibilities
Person Responsible
Responsibilities
Erin (Instructional
Designer/Business Analyst)
Lorraine (Technical
Writer/Business Analyst)
Communication Plan
Communication Objectives
The Communication Objectives specify what will be achieved within the communication plan.
1. To communicate the changes that the Customer Service Improvement plan will have on all affected
audiences, including any new HR policies and procedures, such as new job descriptions and
performance reviews/incentives, etc.
2. Gain buy-in from all audiences in order to support the changes
Communication Principles
Communication will be:
1. Delivered via the appropriate medium [written/electronic, verbal
communication] per the appropriate channels [email, company or department newsletters, monthly staff
meetings/training, one-on-one supervisor/team member meetings]
2. Discussed and developed based on the specifics of the information
needed.
3. Reviewed and approved by the assigned stakeholders before
dissemination.
Target Audiences
Audiences that will be affected by the project are:
1.
2.
3.
4.
5.
Key Messages
1. As PJ Enterprises continues to grow and increase our sales, we also want to make sure we are
staying true to our core value of providing excellent customer satisfaction. Therefore in anticipation
of our upcoming busy sales season, we will be rolling out a new program called the Customer
Service Improvement Plan -- several projects aimed at supporting our customer service staff with
new and improved training, as well as revised employee incentives that will help them be as
successful in their jobs as possible, and enable them to deliver on our promise to our customers.
2. Training provided will include information on new seasonal and existing products, accompanying
reference resources and customer service best practices.
3. Benefits to the customers will include accurate quality customer service.
4. Benefits for PJ Enterprises after training include supporting our mission for customer satisfaction,
knowledgeable TOs and a potential increase in sales.
Designing Women, LLC
Pg. 69
5. PJ Enterprises will be supported in making these changes by frequently communicating and being
involved with the Designing Women team Project Manager to develop and design trainings for
TOs.
6. Projected start date: 7/31/2014 Projected end date 6/30/2015.
7. PJ Enterprises will know when training was successful after a collective amount of information has
been gathered and reviewed/compared with previous training data.
8. Customer Service and HR staff will be impacted the most by the plan and management is here to
support them every step of the way through the changes, because leadership greatly values their
contributions and every employees contribution to our success.
Change Implications
1. PJ Enterprises TOs currently do not have the resources or training to
provide quality customer satisfaction. With the new methods provided by Designing Women, TOs will
have the appropriate procedures, best practices and resources available, including reference guides that
will assist with product information for customer inquiries.
2. Changes in practices include:
procedures
and meetings
and incentives
appropriate
evaluation and improvement purposes
Audience
Challenge
Telephone Operators
Telephone
Operators feel
frustrated with
lack of resources,
training and
product
knowledge
information, and
lack of time for
meetings/trainings
Messaging
Channel(s)
Responsible
Ne
w
training/meetin
gs will provide
new skills to
help you on the
job
ne
w incentives
will be
provided to
support you
mail /
written
communicati
on
m
onthly staff
meetings
C
SS and TO
meetings
A
nnual HR
Performance
Evaluation
communicati
ons
PJ - DW
Team
Audience
Customer Service
Supervisors (CSS)
PJ Enterprises
Management
Challenge
Messaging
CSS limited
availability to
support TOs
because of
talking to
customers that
are frustrated
with TOs lack
of product
knowledge
or/and timely
manner to
complete order
effectively, and
lack of time for
meetings/trainin
gs
TO
s will complete
Computer
Based training
on phone
etiquette/custo
mer service
skills and inclassroom
products
training
Thi
s should help
improve TOs
performance,
alleviate CSS
from having to
deal with some
customer issues
directly, and
free up CSSs to
provide
improved
managerial
direction to
TOs
ne
w incentives
will be
provided for all
Customer
Service staff
including CSSs
Time and
budget
constraints for
replacing TOs
due to high
turnover, and
the need for
CSSs to be
accountable for
providing
training to new
TOs
Set
ting budgeting
aside for extra
hours for TOs
and CSS to
attend
compensated
trainings
should result in
improved TO
performance
and job
satisfaction/staf
f retention
cus
Channel(s)
Em
Responsible
PJ - DW
Team
ail / written
communication
mo
nthly meetings
CS
S and TO
meetings
An
nual HR
Performance
Evaluation
communication
s
Pro
ject status and
program
assessment
reports
delivered via
email and/or
regularly
scheduled
management
meetings
Project
Sponsor
tomer
satisfaction
should improve
and positively
impact sales
PJ Enterprises
Management
Qu
ality two-way
communication
improves
working
relationships,
department
operations and
company
morale by
modeling a
culture of
openness and
trust
Opportunity to
improve
company
culture to one
of trust/value
that will attract
and retain
qualified and
skilled
employees
Pro
ject status
talking points
for leadership
and
management
delivered via
email and/or
regularly
scheduled
management
meetings
all
staff Q&A
sessions during
monthly
meetings
Project
Sponsor /
PJ - DW
Team
Role
Signature
Jane Smith
Project Sponsor, PJ
Enterprises
Sheena Perez
Merchandising Manager,
PJ Enterprises
Leila Rao
Date
Audience Description
The primary audience for the Customer Service Training course consists of current and new Telephone
Operators (TO) and Customer Service Supervisors (CSS) at PJ Enterprises customer service/order taking
department. Some may have experience in customer service and order taking tasks; however, to improve PJ
Enterprises customer satisfaction mission/goals, all TOs and CSSs will benefit from the course.
greet 100% of
end 100% of
In-classroom post-role play Question and Answer sessions to discuss types of complaint scenarios,
difficulty/ease of certain steps taken and best practices / lessons learned
quarterly customer service phone call monitoring to assess the degree of implementation/use of the
training techniques, as outlined per the training course objectives
mid-quarter review of customer satisfaction surveys, monitoring of customer calls and in-person
TO observances with resulting evaluation/recommendation reports to PJ Enterprises by the end of
the quarter to anticipate implementing upcoming quarterly adjustments if applicable.
Media
This course will utilize the following media:
Instructor
Slide presentation
Student handouts
Job reference guide
guide
Development Tools
The following tools will be used in the design and development of the course:
Microsoft Word
Microsoft PowerPoint
Adobe Photoshop
Adobe InDesign
Course Outline
Introduction
a) Welcome
b) Purpose of Training
Designing Women, LLC
Pg. 75
Development Time
The course will be developed in 106 hours. This includes the design and development of learner handouts,
presentation slides, job reference guide, facilitator guide, and course delivery to pilot group with follow-up
revisions. Project management hours that drive the completion of the project are also included in the total
development time.
Support requirements
PJ Enterprises will provide the following support:
Ownership
Sarah Commons and Maria Gomez, Customer Service Supervisors (CSS), PJ Enterprises will own the PJ
Enterprises Customer Service Training course after completion and will make any future modifications to the
curriculum and delivery as needed.
Project Sign-off
Please sign below indicating agreement with the proposed course plan and approving start-up of the
development phases.
Name
Role
Signature
Jane Smith
Project Sponsor, PJ
Enterprises
Erin Skorch
Instructional Designer,
Designing Women, LLC
Date
Appendix A:
Analysis
Appendix B:
Detailed In-Classroom Customer Service Course Outline
Lessons 1, 2, 3
Task
/
Topic
/ Key
Conc
ept
1.
5
mins
Int
ro
du
cti
on
Objec
tive
All course
objectives
Met
hod
Absorb Activity
Presentation
slides
Ass
ess
me
nt
N/A
V
i
s
u
a
l
s
/
M
e
d
i
a
S
u
p
p
o
r
t
Job aid
Slide
presentation
a)
We
lco
me
b)
Pur
pos
e of
Designing Women, LLC
Pg. 80
Task
/
Topic
/ Key
Conc
ept
Objec
tive
Met
hod
Ass
ess
me
nt
V
i
s
u
a
l
s
/
M
e
d
i
a
S
u
p
p
o
r
t
Tra
inin
g
c)
Ov
ervi
ew
of
the
Co
urs
e
d)
Co
urs
e
Obj
Designing Women, LLC
Pg. 81
Task
/
Topic
/ Key
Conc
ept
Objec
tive
Met
hod
Ass
ess
me
nt
V
i
s
u
a
l
s
/
M
e
d
i
a
S
u
p
p
o
r
t
ecti
ves
e)
Bri
ef
Su
mm
ary
on
Job
Aid
Pg. 82
Task
/
Topic
/ Key
Conc
ept
2. 30
mins
Le
ss
on
1:
Pr
op
er
Gr
ee
tin
gs
an
d
Cl
os
ur
es
for
Designing Women, LLC
Objec
tive
Apply/demonstrate
learned techniques
for proper greetings
and closures of
customer calls
Met
hod
Absorb Activity
- refer to job aid
during
presentation
Connect Activity
Greeting and
Closing Customer
Calls Role Play
Ass
ess
me
nt
R
ol
e
Pl
a
y
S
c
e
n
ar
io
V
i
s
u
a
l
s
/
M
e
d
i
a
S
u
p
p
o
r
t
Job aid
Slide
presentation
Pg. 83
Task
/
Topic
/ Key
Conc
ept
Objec
tive
Met
hod
Ass
ess
me
nt
V
i
s
u
a
l
s
/
M
e
d
i
a
S
u
p
p
o
r
t
Cu
sto
m
er
Ca
lls
a)
Ste
ps
for
for
mal
gre
etin
gs
wh
en
ans
Designing Women, LLC
Pg. 84
Task
/
Topic
/ Key
Conc
ept
Objec
tive
Met
hod
Ass
ess
me
nt
V
i
s
u
a
l
s
/
M
e
d
i
a
S
u
p
p
o
r
t
wer
ing
call
s
b)
Ste
ps
for
for
mal
clo
sur
es
wh
en
end
ing
call
Designing Women, LLC
Pg. 85
Task
/
Topic
/ Key
Conc
ept
Objec
tive
Met
hod
Ass
ess
me
nt
V
i
s
u
a
l
s
/
M
e
d
i
a
S
u
p
p
o
r
t
Pg. 86
Task
/
Topic
/ Key
Conc
ept
3. 30
mins
Lesson 2:
Guidelines for
Successfully
Holding and
Transferring
Phone Calls
a) Guidelines for
placing a call on hold
Objec
tive
Apply/demonstrate
proper steps for
holding and
transferring calls
using professional
etiquette
Met
hod
Connect
Activity - TOs
pair off and take
turns role playing
TO/Customer
calls using learned
etiquette rules
Ass
ess
me
nt
R
ol
e
Pl
a
y
S
c
e
n
ar
io
V
i
s
u
a
l
s
/
M
e
d
i
a
S
u
p
p
o
r
t
Job aid
Slide
presentation
Pg. 87
Task
/
Topic
/ Key
Conc
ept
4.
30
mins
Lesson 3:
Handling
Customer
Conflicts
a) Six Steps to
Dissolve Customer
Dissatisfaction
b) Video
Demonstration on Six
Steps
Objec
tive
Apply/demonstrate
the six steps to
handling customer
complaints during a
role play scenario
Met
hod
Absorb Activity
- Presentation
Video
Demonstration on
customer conflict
Connect Activity
Role play
scenarios #1 and
#2
Ass
ess
me
nt
T
w
o
R
ol
e
Pl
a
y
S
c
e
n
ar
io
s
V
i
s
u
a
l
s
/
M
e
d
i
a
S
u
p
p
o
r
t
Job aid
Slide
presentation
Pg. 88
Task
/
Topic
/ Key
Conc
ept
5.
5
mins
Objec
tive
Refer to follow-up
training information
if applicable
Met
hod
Absorb Activity
Presentation
slides
Ass
ess
me
nt
N/A
V
i
s
u
a
l
s
/
M
e
d
i
a
S
u
p
p
o
r
t
Presentation
Slides
Pg. 89