project: efpfi ralph michael gba 573 summer 2003

Project: EFPFIProject: EFPFI

Ralph MichaelRalph MichaelGBA 573 Summer 2003GBA 573 Summer 2003

• Intuit SR. V.P. of Tax Division asks me Intuit SR. V.P. of Tax Division asks me to accept Project Management to accept Project Management

assignmentassignment

May 2000May 2000

• Initial Problem DefinitionInitial Problem Definition: Intuit’s Tech Support : Intuit’s Tech Support Centers are overwhelmed with EF related callsCenters are overwhelmed with EF related calls

• Project GoalProject Goal: : Reduce EF related Tech Support calls by Reduce EF related Tech Support calls by

50%50%


• Project DeadlineProject Deadline: Mid-: Mid-December, 2000December, 2000• Project PriorityProject Priority: Ultra-: Ultra-highhigh

• Resources Available for ProjectResources Available for Project: : UnlimitedUnlimited


• Project Start DateProject Start Date: Today: Today

• Compensation for Project SuccessCompensation for Project Success: : SubstantialSubstantial

Refinement of Problem DefinitionRefinement of Problem Definition::

• What is the Main Root-cause Driving EF What is the Main Root-cause Driving EF Related TechRelated Tech Support Calls? Support Calls?


• Steps to SolutionSteps to Solution::• Mine Tech Support Call Database:Mine Tech Support Call Database:

• Classify, quantify & prioritize by volume & Classify, quantify & prioritize by volume & nature of EFnature of EF callcall

• Visit Tucson and Fredericksburg Call Centers:Visit Tucson and Fredericksburg Call Centers:• Conduct interviews with EF Tech Support RepsConduct interviews with EF Tech Support Reps

• Use Diamond Interview TechniqueUse Diamond Interview Technique

• Document & Report FindingsDocument & Report Findings

• Propose Best SolutionsPropose Best Solutions


• What is the Main Root-cause? What is the Main Root-cause?


• Results of AnalysisResults of Analysis::• Mine Tech Support Call Database:Mine Tech Support Call Database: By far, largest EF call driver:By far, largest EF call driver: “ “I’ve e-filed my tax return. What do I do next?”I’ve e-filed my tax return. What do I do next?”

• Visit Tucson and Fredericksburg Call Centers:Visit Tucson and Fredericksburg Call Centers:• Interviews reveal Reps are having to walk Interviews reveal Reps are having to walk customerscustomers through post e-filing Processthrough post e-filing Process

• Documented & Reported FindingsDocumented & Reported Findings

• Proposed Best Solution:Proposed Best Solution:• Electronic Filing Printed Filing Instructions - Electronic Filing Printed Filing Instructions - EFPFIEFPFI

e-filing Processe-filing Process: : Project: EFPFIProject: EFPFI

Customer Prepares and Transmits Tax Return

To Intuit’s ETX

ETX Strips Wrapper-Data

& Validates Return Return Passes Validation?

Yes ETX Transmits to IRS

NoETX Transmits Messaging Back To CustomerDescribing Validation Failure and Solution

IRS Validates Return

Return Passes Validation?

IRS TransmitsAcceptance Acknowledgement

To ETX

Yes

No IRS Transmits Rejection Acknowledgement To ETX

ETX Transmits Acceptance Ack

To Customer

TurboTax Prints-outPost-Ack EFPaperwork

Customer takesAppropriate EF

Paperwork Action

Legally CompleteTax Return e-filed

Process Defect

e-filing Post-ACK EF Paperwork e-filing Post-ACK EF Paperwork RequirementsRequirements: :

EFPFI Design PhaseEFPFI Design Phase: :

Requirements:Requirements: • Must effectively communicate Post-ACK EF Paperwork ProcessMust effectively communicate Post-ACK EF Paperwork Process

• Must dynamically include or omit relevant/non-relevant information by StateMust dynamically include or omit relevant/non-relevant information by State

• Must not require any tax knowledge or action by customerMust not require any tax knowledge or action by customer

• Architecture and Development must be efficientArchitecture and Development must be efficient

• Must be easily QA’dMust be easily QA’d

• Must be delivered to QA by Mid-September and to PVT by Mid-December Must be delivered to QA by Mid-September and to PVT by Mid-December


EFPFI Project TeamEFPFI Project Team: :

Requirements:Requirements: • 1 Project Manager1 Project Manager

• 10 EF Tax Development A/Ps10 EF Tax Development A/Ps

• 10 EF Tax Development Q/As10 EF Tax Development Q/As

• 2 Tax Engineering Programmers2 Tax Engineering Programmers

• 1 Tax Engineering Q/A1 Tax Engineering Q/A

• 1 Product Manager1 Product Manager



• Risk AnalysisRisk Analysis


• Results of AnalysisResults of Analysis::

• Risk: Spend resources and not solve problemRisk: Spend resources and not solve problem Probability: .30Probability: .30

• Risk: Spend resources and partially solve Risk: Spend resources and partially solve problem, but not problem, but not reduce EF Tech Support calls by 50% reduce EF Tech Support calls by 50% Probability: .50Probability: .50

• Risk: Spend resources and make problem worseRisk: Spend resources and make problem worse Probability: .05Probability: .05

EFPFI Project Gantt ChartEFPFI Project Gantt Chart: : Project: EFPFIProject: EFPFI

EFPFI Development/Implementation PhaseEFPFI Development/Implementation Phase: : Architecture :Architecture :


Engineering to pass data from Engine to Formset and from Formset to EngineEngineering to pass data from Engine to Formset and from Formset to Engine



Form must allow dynamic expansion and contraction of text fieldsForm must allow dynamic expansion and contraction of text fields



Common code must be used to facilitate 1 A/P’s man-hours instead of 10 A/P’s man-hours Common code must be used to facilitate 1 A/P’s man-hours instead of 10 A/P’s man-hours



10 A/P’s shall use #defines to pass dynamic parameter definitions to common code 10 A/P’s shall use #defines to pass dynamic parameter definitions to common code



Print-out result PIN not used Print-out result PIN not used



Print-out result PIN used Print-out result PIN used



On-screen result PIN not usedOn-screen result PIN not used

EFPFI Final Project ResultsEFPFI Final Project Results: :

• Deliverables were on-time Deliverables were on-time

• Cost was reasonableCost was reasonable

• Risk was managed adequatelyRisk was managed adequately

• Tech Support EF call volume reduced by over 63%Tech Support EF call volume reduced by over 63%

• Customer experience significantly improvedCustomer experience significantly improved

• Ralph received 2 consecutive Chipman Award nominations, Ralph received 2 consecutive Chipman Award nominations, lots of stock options, a nice raise and great personal satisfactionlots of stock options, a nice raise and great personal satisfaction


Project Success !!!Project Success !!!

EFPFI Lessons LearnedEFPFI Lessons Learned: :

• Problem Definition/Root-causeProblem Definition/Root-cause – The key to a successful project. A – The key to a successful project. A solution developed for the wrong problem is no solution.solution developed for the wrong problem is no solution.

• Listen and UnderstandListen and Understand – Although mining the call database was – Although mining the call database was useful, it was the face-to-face interaction with the Tech Reps that useful, it was the face-to-face interaction with the Tech Reps that convinced me of the right solution.convinced me of the right solution.

• Understand the Process You’re Solving ForUnderstand the Process You’re Solving For – Although I was – Although I was already intimate with the EF process, the Post-ACK state-by-state already intimate with the EF process, the Post-ACK state-by-state Jurat matrix had to be understood completely. Jurat matrix had to be understood completely.

• Risk Analysis can be TrickyRisk Analysis can be Tricky – I believe my initial risk analysis was – I believe my initial risk analysis was appropriate given the unknowns. As the project progressed, I could appropriate given the unknowns. As the project progressed, I could have issued an updated probability of success but decided instead to have issued an updated probability of success but decided instead to “play it close to the vest.” “play it close to the vest.”


EFPFI Lessons LearnedEFPFI Lessons Learned: :

• Plan Work Breakdowns ConservativelyPlan Work Breakdowns Conservatively – The project benefited – The project benefited from extra time being budgeted for Initial Analysis and QA.from extra time being budgeted for Initial Analysis and QA.

• Common CodeCommon Code – Utilizing common code produces multiple – Utilizing common code produces multiple efficiencies and can have significant impact on the project’s critical efficiencies and can have significant impact on the project’s critical path.path.

• The “Team Player” Concept Applies to the Project Manager AlsoThe “Team Player” Concept Applies to the Project Manager Also – – I had such a clear vision of the proper solution with the common code I had such a clear vision of the proper solution with the common code being the critical piece that it didn’t make any sense to delegate this being the critical piece that it didn’t make any sense to delegate this time consuming task just because I was the Project Manager. In the time consuming task just because I was the Project Manager. In the final analysis, my willingness to sacrifice contributed significantly to final analysis, my willingness to sacrifice contributed significantly to the project’s success.the project’s success.


project: efpfi ralph michael gba 573 summer 2003

Documents

efpfi efpfi project

efpfi project deadline

project manager

project success

project priority

efpfi project gantt

risk analysis project

efpfi steps