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PJ Enterprise Customer Service Training

PJ Enterprise Customer Service Training

DanahQutob

Beth Berger

Jean Riedl

Clarissa Barnes

A new customer service training program designed to provide PJ Enterprise’s customer service supervisors, telephone operators, and new hires with the skills necessary to meet performance goals and increase sales.

(Project Management Portfolio) (BBQR Team)

ContentsGap Strategy Analysis3Performance Analysis: BBQR18Project Charter24Project Plan37WBS Diagram45Project Schedule46Change Management Plan53Design Document66PJ Enterprise New Product Training Program Facilitator Guide75New Catalog Product Guide101Online Assessment116Status Report118Kickoff Meeting121

Gap Strategy Analysis

Information Needed

In order to properly assess the challenges facing PJ Enterprises, BBQR will require some information from the organization. This information will be used to assist BBQR in making recommendations that meet the organization's needs. The information requested includes:

· Corporate information:

· Job descriptions.

· Customer service policies.

· Customer service process and workflow, including any scripts and product guides used by Telephone Operators.

· Customer service surveys.

· Current training materials.

· Customer service and telephone operator assessments.

· Current and past catalogs.

· Performance measures for jobs.

· Call center recordings and data.

· Job roles and processes for both the Telephone Operators and the Customer Service Supervisors:

· What tasks should the Telephone Operators be responsible for?

· What tasks do the Telephone Operators actually complete?

· How the Telephone Operators access the product information.

· Telephone operator and customer service supervisor current hours worked.

· Telephone operator and customer service supervisor staffing level on each shift.

· The workflow process for Customer Service Supervisors:

· What task should the Customer Service Supervisors be responsible for?

· What tasks do the Customer Service Supervisors actually complete?

· Current and future office and computer arrangements:

· The setup of current Telephone Operators workstation set up.

· Telephone system operation and capabilities.

· The setup of the new Telephone Operators workstation.

· The status and proposed roll-out date of the new workstations.

· The status of the roll-out of the new order entry system.

· The capabilities of the new order entry system.

Team Strategy

· Individual Interviews with Judie Thompson, Sheena Perez and Jane Smith.

· Work observations (Customer Service Supervisors and Telephone Operators)

· Survey and questionnaires for Customer Service Supervisors, Telephone Operators, and Warehouse Employees.

BBQR will request the following documentation from Human Resources, Directors, Managers, and Supervisors to better assist us in making recommendations :

· Job descriptions

· User documentation

· Policy and procedure manuals

· Existing training materials for related jobs

· Sales, profits, and fiscal yearly reports

· Customer surveys

· Company workflow

· Call data and recordings

· Workflow documents

Analysis Plan

Activity/Method

Purpose or Information You Hope to Gain

Person Responsible

· Survey/Questionnaire for Telephone Operators

· Work Observation

· Information on workflow process: the use of telephone system, the transfer of calls, and use of job aids.

· Knowledge of catalog products.

· Information on customer relations

· Understanding factors that may be contributing to the problem.

· Work station set-up/environment.

· Use of job aids.

· Interaction with customers.

· Interaction with Management.

· Knowledge of products and equipment

Jean Riedl

· Survey/Questionnaire for Customer Service/managers

· Work Observation

· Information on work flow process.

· Product knowledge.

· Interactions with the Telephone Operators.

· Understanding the reasons for high turnover.

· Understanding factors that may be contributing to the customer service problems.

· Interactions with the Telephone Operators.

· Understanding of coaching/management skills used/needed.

· Information on the work flow between the Telephone Operators and customer service.

Jean Riedl

Survey for Warehouse Employees

· Understanding of the workflow process and job tasks

ClarissaBarnes

· Interview with Human Resources Manager

· Data retrieval from Human Resources:

· Job descriptions


· Customer surveys

· Company workflow


· Better understanding of hiring process and retention efforts for employees.

· Reasons given for turnover.

· Hours worked and staffing of each shift.

· Policies and procedures

Clarissa Barnes

Interview with Judie Thompson, Catalog Director

· Information needed for new products.

· Workflow process to look up products

· How products descriptions are developed.

· How training was developed.

· How training was conducted.

Beth Berger

Interview with Sheena Perez, Merchandise Director

· Information needed for new products.

· Workflow process to look up products

· How products description are developed.

· How training was developed.

· How training was conducted.

Beth Berger

Interview with Jane MacKenzie-Smith, Director of Catalog Support and Project Sponsor

· Organization and department goals, business plan, problem, performance gaps solutions, and other contributing factors.

DanahQutob

Interview with the IT Department

· Information needed for implementation of the on-line training guide of the order entry system.

· Information needed concerning timeline for installing new equipment.

· Information concerning any barriers IT may anticipate.

Jean Riedl

Work Observations and Questions to Ask: [Telephone Operators]

WORK Observation:

· How are the work stations set up?

· Is there enough room?

· Is it conducive to hearing the customers on the phone?

· Are the job aids at each station?

· Are the job aids being used?

· What are the customers interactions like?

· Are they polite to the customer? i.e. telephone etiquette

· Do they appear to know what they are talking about to the customer?

· Do they appear flustered?

· Do they know where to look for answers?

· What is the interaction like with the other Telephone Operators?

· Do the Telephone Operators assist each other?

· Do they have the equipment they need i.e. computers working appropriately, headphones that work?

· What is the interaction like with the customer service managers/ management?

· Do they appear to know how to operate the system?

QUESTIONS

Work conditions

1. How many Telephone Operators are there?

2. Have many new Telephone Operators been hired lately?

3. Why do you think so many are leaving?

4. What do you think would keep them here?

5. How many Telephone Operators work per shift?

6. Is the same number of Telephone Operators on each shift?

Customer Service/ Work Aids

7. Are you able to keep up with the calls with the current staffing level for each shift?

8. What would you consider an “appropriate” wait time for a customer?

9. How often does a customer have questions concerning an order when they call?

10. What type of questions do they ask you?

11. Are you able to answer their questions?

12. Do you have any type of guides or job aids that you can utilize to answer the questions?

13. Are they easy to use?

14. What would you like to see, or how could finding the answers be made easier?

15. What do you do if you can’t find the answer to their questions?

16. Do you have certain criteria when to transfer the call to the customer service?

Training

17. How do you learn about the different products in the catalog?

18. Do you feel the training is adequate to learn about the products?

19. What would you like to learn about the products?

20. Is there a way, that you feel would be a better to train you about the products?

21. What is your opinion of the training four times a year?

22. Are you given time to go to the training?

23. Is this training time while you are working or is it on your own time?

24. How often are the product items changed?

25. How many items are changed at once?

26. What does the training include besides the new catalog products?

27. For example, does training include how to talk with the customer, company policies, and the company goals?

28. Would you like to have this type of information?

29. What else would you find helpful to know about?

Communication

30. How are changes or polices communicated to you now?

31. What would be the best way to get you this information?

32. Do you have monthly staff meetings?

33. What sort of things is discussed in the meetings?

34. How many meetings have you been able to attend in the past year?

35. What is keeping you from being able to go to meetings?

36. When you are unable to go to meetings are you able to get the information that was discussed?

37. What are some ways this information could be shared with you?

38. I see that occasionally there are managers walking around. How often do they come to your area?

39. Do they ever talk with you?

40. What sort of things do you talk about?

41. Do you feel comfortable approaching them with questions?

42. Can you please describe the workflow process as you see it for the Telephone Operators and yourself?

43. Where do you see a breakdown in this process?

44. What are some ways that it could be improved?

Incentives

45. Tell me a little bit about the incentives that you receive?

46. How do you receive them?

47. What type of incentives do you get?

48. Are you happy with them?

49. Would you like to receive something else? If so what?

50. Is there anything else you would like to share with me about your job or PJ Enterprises?

Communication with Management

51. Are you aware of the new Human Resources polices? If so, how did you hear about them? If not, what do you think could improve communication concerning changes at PJ Enterprises?

52. Have you had your evaluation yet?

53. Why do you think they are doing the evaluations?

54. Did you see any benefit in it?

55. Do you have a chance to go to any of the staff meetings?

56. What is keeping you from going?

57. Are you aware of what will be discussed at the staff meetings?

58. What would you like discussed at the meetings?

59. Would you like to know ahead of time what the topics are?

60. What would be the best way to inform you?

61. How could management make your job easier?

Work Observations and Questions to Ask: [Customer Service Supervisors]

Work Observations

1. Interactions with the Telephone Operators:

2. Do they engage in conversation?

3. How often are they in the area?

4. How long do they stay in the area?

5. Do they answer the telephone operator’s questions if asked?

6. Do they know where to find the answers to the questions?

7. Are they knowledgeable?

8. Do they do coaching when questions are asked, concerning the process?

9. Do they know the work flow?

10. Do they know the products?

Turnover

11. What is the average time a Customer Service Supervisor has been employed?

12. Why do customer service managers leave?

13. What do you think can be done to keep them here?

Role

14. How many managers are scheduled per shift at any given time?

15. Do customer service managers have the opportunity to round on the Telephone Operators during their shift?

16. How often do they get to interact with the Telephone Operators?

17. Does this seem often enough?

18. How often would you like to do this?

19. What type of things have you observed when rounding?

20. How do you respond to these observations?

Training

21. Have you ever received any training in handling difficult situations with staff?

22. Would you benefit from any type of managerial skill training?

23. What are your primary duties?

24. Do you think this type of training would assist you in theses duties?

Customer Survey

25. Are you aware that there is a customer satisfaction survey?

26. Have you ever seen these results of the customer satisfaction survey?

27. What do you think customers are unsatisfied?

28. Do you have any solutions to improve the survey results?

Customer Service

29. Do you know if the Telephone Operators receive any training beyond the new products, for example, like telephone etiquette?

30. Are there any guidelines supplied to the Telephone Operators on when to transfer a call?

31. What sort of things do you see would be helpful to know when they get questions from a customer?

32. How would this information be disseminated to the Telephone Operators?

33. Do you have any type of routine communication process for changes or updates?

34. Are results of the customer surveys or staff surveys shared with staff?

Workflow

35. Can you please describe the workflow process as you see it for the Telephone Operators and yourself?

36. Where do you see a breakdown in this process?

37. What are some ways that it could be improved?

Incentives

38. Tell me a little bit about the incentives that you receive?

39. How do you receive them?

40. What type of incentives do you get?

41. Are you happy with the incentives?

42. Would you like to receive something else? If so what?

43. Is there anything else you would like to share with me concerning your job or PJ Enterprises?


44. Are you aware of the new Human Resources polices? If so, how didyou hear about them? If not, what do you think could improve communication concerning changes at PJ Enterprises?











55. Is there anything else you would like to share with me?

Questions to Ask: [Human Resources]

The team will request the following documents from the Human Resources Department, and conduct an interview with the Human Resources manager.

· Job descriptions


· Customer surveys

· Company workflow


Staffing:

1. What are current recruiting, hiring, and retention policies, and how are they being executed?

2. What is the trend in customer complaints, employee retention and call-to-sales ratios for the past five years?

3. What are the staffing hours for the Telephone Operators?

4. What is the staffing of the Customer Service Managers?

5. The turnover data you shared is pretty high. Can you think of any reasons for the turnovers? Do you complete exit interviews? Can you share those results?

6. With the turnovers, about how many staff are you hiring monthly?

7. Are there any roadblocks inthe hiring process?

Training

8. What type of training do the new employees receive?

9. How often is this training offered?

10. What type of feedback do you get about the training, as far as preparing them to be an employee at PJ Enterprises?

11. Do you feel the training prepares them?

12. What sort of things do you feel, from a Human Resources perspective should be included in the training?

13. Do the new employees receive any information concerning policies or job aids?

Communication

14. When you have new policies, like the new Human Resources Handbook, how is this communicated to staff?

15. Who communicates the information to them?

16. You recently started doing performance evaluations. What did you expect to achieve with them?

17. Have you collected any information? If so, would you please share that with me?

18. At the monthly staff meetings what sort of topics are discussed?

19. How are the topics decided on?

20. Is staff aware ahead of time of the agenda?

21. Do you know how well the staff meetings are attended?

22. What hours are the staff meetings being held?

23. Have you asked the staff what they would like discussed or the best hours to hold the meetings?

Surveys

24. Results of the (reasons) surveys with Telephone Operators. The recent survey indicated the Telephone Operators morale was low. Do you have any idea why this is?

25. Has anyone discussed ideas on how to improve it?

Incentives

26. Tell me about your incentive program.

27. Why was it started?

28. How many incentives have been given out in the last six months?

29. Do you track how of the incentives have been used by the employees? Is so, will you please share that information along with the number handed out?

30. What type of incentives do you offer?

31. Have you ever asked employees what they would like as an incentive?

Questions to Ask: [Warehouse Employees]

Work Environment

1. What suggestions to do you have to improve the work environment?

2. What would you do differently if you were the supervisor?

3. Do the employees know what to do and are expectations clear?

4. Are the employees clear on the performance standards?

5. Have you observed any kind of communication gap within the organization?

6. Do you understand how to do your task or complete set of tasks?

7. Do you understand how your job fits into the bigger picture goals at the program and Region level?

8. Are you receiving timely, complete, and accurate feedback?

9. How are mistakes handled?

10. Are the tools, equipment, training or resources provided up-to-date, timely and easily accessible?

11. Can you explain the company’s work flow process?

12. Are you working under ineffective or redundant or complex policies or procedures?

13. Is there an equal distribution of work? What are the current work conditions?

14. Are you receiving inaccurate, inferior, or outdated information? Do you think the training and job aids are sufficient?

Workflow

15. How long does it take from the time the order is placed to when you receive it?

16. Do you have any guides on how to pack the products?

17. I see that you offer regular shipping, optional overnight shipping and quick ship. Is this easily distinguished on the receipt?

18. Are there job aids so you can quickly look up shipping rates? If so, can I see one?

19. Do you ever get questions concerning shipping rates?

20. How do you handle them?

21. Do you see any problems with this process?

Communication

22. If you have a question about an order is there a process that you follow?

23. Do you know who to ask?

24. What do you think would help you in your job?


25. Are you aware of the new Human Resources polices? If so, how did you hear about them? If not, what do you think could improve communication concerning changes at PJ Enterprises?











Questions to Ask: [Catalog Director (Judie Thompson)]

Goals

1. Can you tell me in your perspective, what the goals of PJ Enterprises are?

2. What was behind the decision to begin offering more catalogs? Was there a customer demand for it?

Product information

3. How many new items are in each catalog?

4. How many items are repeat items each year?

5. Can customers buy from the old catalogs?

6. If customers can buy from old catalogs, how do operators know the product description? How do they know much stock is left?

7. What is the process for developing the catalog product descriptions? Is it provided by the company the products are bought from? Developed in-house?

Training

8. What is your role in developing training?

9. How is training developed?

10. Do you have any leave behinds or job aids? If so, will you please share them?

11. Are these leave behinds or job aids introduced during training?

12. How are new hires oriented to the role and the products? What is the training plan for new hires? What is the orientation/probation period?

13. After the training is there any training materials staff can access for review?

14. If staff has questions on the products, who do they ask?

15. Are the products available for the staff to inspect?

16. If staff can access online product descriptions, are they exactly as it appears in the catalog?

17. Are there additional product descriptions?

18. Can staff search for products by keywords?

19. What type of feedback did you get from the previous education?

20. What are the hours you currently offer training?

21. Do these hours accommodate the employees?

22. Have you ever asked them their preference?

23. Besides the training is there any other way staff can get new information concerning the products?

24. Are you planning on continuing to do the education by yourself?

25. Have you thought about on-line learning or possibly a combination of instructor led and on-line?

26. Do you think it would be of any concern to try this type of training?

Questions to Ask: [Merchandising Manager (Sheena Perez)]

Goals

1. What are the organizational goals?

2. What are the goals of the merchandising department?

3. What was behind the decision to begin offering more catalogs? Was there a customer demand for it?

Product information

4. How many new items are in each catalog?

5. How many items are repeat items each year?

6. Can customers buy from the old catalogs?

7. What is the process for developing the catalog product descriptions? Is it provided by the company the products are bought from? Developed in-house? Who does that job? Is it part of the outsourcing?

Training

8. How do you develop the training?

9. Can you share the training materials for the past two years?

10. Can you provide the leave behind or job aids that the staff is provided with after training?

11. How are new hires oriented to the role and the products? What is the training plan for new hires? What is the orientation/probation period?

12. If staff has questions on the products, who do they ask?

13. Are the products available for the staff to inspect?

14. If staff can access online product descriptions are they exactly as it appears in the catalog?

15. Are there additional product descriptions?

16. Can staff search for products by keywords?

17. What type of feedback did you get from the previous education?

Questions to Ask: [Director of Catalog Support and Project Sponsor (Jane Mackenzie-Smith)]

PJ Enterprises Plan

1. What are the Catalog Department’s goals and how are these measured?

2. Do you think the company has an aggressive growth plan?

3. Based on the current sales reports, do you think this goal is reachable?

4. What jobs, tasks, and processes are associated with the goals?

5. What measures do you have for the jobs, task, and processes?

6. What is your role in the company?

7. What do you think is the performance gap?

8. What are the gaps between the organization/ department goals and the current situation?

9. We noticed that the telephone system was only being used 85% of its’ capacity. Can you shed any light on this?

Employee Information

10. Do the employees know what to do?

11. Are the employees clear on the performance standards?

12. Have you observed any kind of communication gap within the organization? If so, what have you noticed?

13. Can you explain the company’s work flow processes and are all the employees aware of it?

14. In your opinion, do employees understand the organization's complex policies and procedures?

15. What are the current work conditions?

16. How do the employees receive information? Have you ever looked at the training and job aids? What is your opinion of them?

17. How and when do employees receive information?

18. Do you think there may be other factors contributing to the problem at hand?

19. We noticed that the employees are not paid for their training time or staff meeting time. Could you please explain the reason for this?

20. Do you think if you paid them to attend the meetings attendance would improve?

21. There is an incentive program. Could you please explain the program?

22. Are the employees happy with the incentives they are offered?

23. Have you ever asked the employees what type of incentive program or recognition they would like to receive?

24. PJ Enterprise is planning on installing new equipment for the Telephone Operators, supervisors and warehouse workers. When is this to be implemented?

25. Do you know if it is on track?

26. What made you decide to change the equipment?

27. How much will this differ from the equipment they are currently using?

28. Will there be a need to train them on this new equipment?

Training

29. Are you familiar with the current training they receive?

30. Where do you see the problems exist in the current training?

31. What would you like to see them trained in to be able to do their job?

32. If we would like to do on-line training surveys, who would we talk to see if your system could support them?

33. What are you expectations of the training we will be providing for you?

34. What are the plans to continue the training?

35. Are there plans to update your current training facilities? If so, what are they?

36. Is there any other information that you could provide us to assist?

Questions to Ask:

IT Department

1. We understand that PJ Enterprises is installing new telephone operator work stations. When are they scheduled to be installed?

2. Do you think they are on schedule?

3. What is your estimation of installment?

4. How many stations will be set up at a time?

5. How long will it before they are all set up?

6. Do you anticipate and problems with having two different systems running at once?

7. Should we anticipate any problems with installation?

8. We are planning on integrating some on-line training; could you please send us any information that could possibly hinder this?

9. Do you know if there is a way that we will be able to track who has attended the training through the computer system?

10. Will the new program offer the catalog products on-line?

11. If not, how long will it be before it will be implemented?

12. If so, has management discussed with you how they plan to handle having to different ways to look up the products?

13. Do you have any downtimes scheduled in the next six months?

14. If so, how long do the downtimes last?

15. Is there a backup plan for when the downtime times occur?

16. Are there any concerns that you have?

Roadblocks & Dependencies

· Time allotted for interviews and surveys.

· Lack of availability and funds.

· Lack of resources.

· No access to company reports, documents, and files.

· Resistance from Telephone Operators to discuss – confidentiality.

· Resistance from Judie Thompson to give up training.

· No desire for change (everything works fine now).

· Willingness to be honest.

Strategies to Mitigate Risks

· Not to proceed with project until funding options are further investigated.

· Contact project sponsor for further details and support on available resources.

· Communicate concerns with management:

· Ensure confidentiality.

· Include in training process confirmation.

· Communication plan on the importance of doing this to help them meet organizational goals.

· Incentives (come and have some snacks and talk to us).

Customer Service Training Design Document

1

Performance Analysis: BBQR

Introduction

This performance analysis will be submitted to the management team of PJ Enterprises to report the findings and recommendations on a performance issue analyzed by BBQR. The report will include an analysis of the issues facing the organization and recommendations to assist in resolving these issues.

Background

PJ Enterprises has very aggressive business goals. Their goals are to increase catalog sales from $10 million to $13 million and increase net profit by $1 million. PJ Enterprises requested the assistance of BBQR to discuss their concerns about customer service. The organization saw a 30 percent increase in customer complaints as compared to the previous year. BBQR was asked to design, develop, and deliver a training program for the telephone operators and customer service supervisors that will improve customer service scores by 10 percent. There is a secondary concern that there is higher than anticipated telephone staff turnover. BBQR recommends conducting a performance analysis to determine if training is needed or if there are other factors impacting the success of the organization.

Purpose

BBQR will determine the problems and present possible solutions topoor customer service and high staff turnover at PJ Enterprises.

Analysis Methods

In order to investigate and provide possible recommendations, BBQR completed the following tasks:

· Met with and interviewed Jane, Project Sponsor.

· Gathered data from human resources and sales department.

· Met with and interviewed Judie, Catalog Director and Sheena, Merchandise Director.

· Gathered training documents.

· Interviewed the telephone operators.

· Interviewed the customer service supervisors.

· Completed an electronic survey of staff, including managers, telephone operators, customer service supervisors, and the previous trainers.

· Observed telephone operator staff.

Data Summary: Annual Sales

Annual sales comparison between last year and this year's goal.

Data Summary: Summary of call data

Summary of call data. This graph indicates time of call and breakdown ofreasons if the call was more than 20 minutes.

Data Summary: Staffing per shift

Data summary: Electronic survey

Electronic survey of telephone operators' training concerns.

Indications of Analysis (current conditions)

BBQR has identified the following conditions.

Training

· Training is not adequate for staff to comprehend the products and their features.

· The training is not evaluated and the learners are not assessed after training.

· Telephone operators are not given a job description that identifies duties or procedures.

· Supervisors do not receive training.

· There are no job aids on how to work the phones and enter orders.

· There is no phone shadowing, mentoring, or training program on phone etiquette.

· Management feels telephone operators do not pay attention in training.

· There is no training program or job aid for conflict resolution.

· Telephone operators report that it is difficult to retain that much training information in a short period of time.

· Possible training options, such as online training are viewed as too expensive, and the feeling is that staff will pay less attention to the online course.

Product information is lacking and inconsistent

· Product descriptions, photos, and keyword searches are not available in the current ordering system.

· There is no consistency on how product descriptions are written.

· There is no consistency on how products are listed.

· Staff is not allowed to visually inspect the products.

Policy and procedures are lacking

· There is no policy and procedure on how to answer calls, and there is no standard script. (etiquette)

· There is no defined workflow on how to handle difficult customers.

· There are no defined performance expectations.

· There is no motivation or enforcement of performance standards with consistent feedback.

· New HR policies have been introduced that include performance policy, handbook, and an upgrade to pension plan, yet staff are not aware of these.

Equipment and environment

· Computers and headsets are outdated. (There are plans to update these, but those plans are behind schedule, and only portions of the equipment is getting replaced).

· The training room is not conducive to learning.

· There is no ability to search products online with the existing equipment. With the new equipment, that feature will not be installed immediately.

Miscellaneous challenges

· Telephone operators and supervisors do not have a good working relationship and do not work well in a team dynamic.

· Incentives aren't seen as valuable to the employees due to their time limit and expense. (discounts on products)

· The staff isn’t required to attend the meetings.

· The staff isn’t compensated for attending meetings.

· The staff is bored and berated during meetings.

· Telephone operators conduct their own survey, adding to low morale.

· The results of the customer surveys are not shared with staff.

· Management and some staff do not recognize that there are issues and challenges.

· Managers/Supervisors are not aware of the goals of the company.

Identification of Needs

BBQR has identified the following needs:

· Telephone operator training that focuses on the key elements of the job, including:

· How to answer the phones with proper etiquette using a standard approved script.

· Conflict resolution skills.

· How to operate the telephone equipment.

· How to find product information and a solid understanding of the product itself.

· The sales process.

· Workflow documents that include how to handle calls and when to route calls.

· Policy related to job performance, how performance is measured, how goals are set, and expectations for feedback.

· A template for product description with a guide that includes photos, bulleted information, and keyword searches.

· Products are displayed in common areas and available for inspection by telephone operators and customer service supervisors.

· Customer service supervisor training will include:

· How to manage staff.

· How to motivate staff.

· How to deal with conflict.

· How to provide consistent feedback.

· How to write performance reviews.

· Policy, process, and workflow for the department.

· An understanding of organizational goals.

How to manage staff, new policies, processes workflows and organizational goals are needed in will be included in customer service supervisor training.

Recommended Solutions for PJ Enterprises to Consider

BBQR recommends the PJ Enterprises consider the following:

· Establish policies, procedures, and workflows with staff input. Workflows to include information on job expectations, call handling, and a script to maintain consistency.

· Establish performance expectations with input from the staff.

· Provide each supervisor will review the expectations and staff will receive quarterly feedback.

· Establish customer service supervisor training that will help the supervisor review the expectations and provide staff with quarterly feedback.

· Revamp and enhance training to provide telephone operators with the knowledge of the system and the products.

· Conduct meetingson a regular basis to review product features and include additional training opportunities such as conflict resolution, phone etiquette, and performance expectations.

· Share customer survey results are shared with staff.

· Provide compensation for employees to attend meetings.

· Design and develop training for all customer service supervisors to enhance staff customer service calls.

· BBQR will redesign product guides and make available in both hard copy and online with an integrated keyword search function.

· Prioritize the installation of new equipment.

· Train on the new equipment.

Proposed Solutions for Consulting Firm to Carry Out

BBQR is pleased to be able to assist PJ Enterprises by developing three, unique training programs. These programs will include an instructor led training (ILT) component. Staff will also complete an online education that will include a formative assessment.

1. A comprehensive new hire training program for telephone operators that will include both instructor led and online education. Training manuals will be created that enhance the education. This training course will include:

· Information about the organization.

· Phone etiquette.

· Knowledge of the phone and computer systems.

· Product knowledge.

· Where and how to find product information.

· Policy, process, and workflow knowledge.

· An evaluation and assessment of staff training. This assessment can be administered on day 1 and day 30, 60 or 90 of employment, depending on organizational requirements.

2. A redesigned new product training program that provides more comprehensive instructions on new product features.

3. A comprehensive customer services supervisor training program to assist supervisors that will include:








Evaluation plan

BBQR would like to recommend management at PJ Enterprises evaluate the success of the solutions as follows:

· Conduct customer surveys by tracking responses and compare to previous or prior results

· Track time of each call.

· Track the number of calls forwarded to customer service.

· Track number of calls redirected to supervisors

Request for Proposal

BBQR is comprised of four very talented staff with more than 60 years of project management, training, and assessment expertise. We would be pleased to provide you with a proposal based on our recommendations.

Project Charter

Project Name

PJ Enterprises customer service training program

Project Manager

DanahQutob

Project Sponsor

Jane Mackenzie-Smith

Project Owner

Mike Merrill

Stakeholders and Impacts

Stakeholder

Impact

Jane Mackenzie-Smith

· Maintain alignment of PJ enterprises’ goals.

· Provide final approval for project.

· Negotiate funding and acts as a spokesperson to management.

Mike Merrill

· Evaluate the organizational implications of the project and financial worth.

· Authorize the project to begin.

DanahQutob

· Manage the project.

· Maintain the communication, budget, timeline, goals, and objectives to ensure the successful completion and delivery of the project.

Jean Riedl, Beth Berger, and Clarissa Barnes (Instructional Design Team)

· Analyze, design, develop, implement, and evaluate the course within agreed upon scope.

Sheena Perez & Acting Subject Matter Expert

· Act as subject matter expert and provide current information on product features and catalog layout.

· Provide information on current training program.

· Manage the selection of products.

IT Manager

· Provide information concerning IT capabilities and feedback as necessary on impact of proposed changes project.

Human Relations Director, JP Enterprises

· Provide policies, procedures, benefits, workflow data, and other information and materials for project.

Project Purpose

The current telephone operators training program is not directly aligned with the growth of the organization. The training program fails to meet the needs of the telephone operators, which impacts thesuccess of the organization. This project will improve customer satisfaction by improving the telephone operators’ understanding of company workflow, policies and procedures, product description, proper phone etiquette, and conflict resolution. It will also improve the customer service supervisor’s managerial skills. A secondary goal is to reduce telephone operator turnover.

Business Objectives

1. Improve customer satisfaction by 10%.

2. Reduce turnover rate of telephone operators by 75%.

3. Reduce turnover rate of customer service supervisors by 75%.

4. Reduce telephone operator call time to less than 10minutes per call.

5. Increase the number of calls handled by the telephone operators by 90%.

6. Improve the customer surveys results by 70%.

7. Decrease number of calls redirected to supervisors by 50%.

8. Aggressive growth to maintain or exceed targets.

9. Maintain profitability.

Project Deliverables

· A comprehensive new hire training program for telephone operators that includes company workflow, policies and procedures, and proper phone etiquette. (4 hour seat time). An online new hire course overview and a formative assessment will be conducted at the end of the program (30-60 min seat time). The new hires will be supplied with training materials and job aids.

· A redesigned product guide.

· A redesigned comprehensive training program for current telephone and customer service supervisors that will include new product features and description. The classroom training will be spread out over 5 days. The course will be held for two hours and thirty minutes on Monday, and then one hour and thirty minutes for the next four consecutive days for a total of 8.5 hours of seat time.Each training session will cover ten new products. An online course overview and formative assessment (30-60 min seat time) will be conducted at end of the training week. Telephone operators and customer service supervisors will be supplied with training materials and job aids.

· A comprehensive customer services supervisor training program to assist supervisors in developing their managerial skills(4 hour seat time). An online management course overview and a formative assessment to be conducted at end of program (30-60 min seat time). Trained staff will be supplied with training materials and job aids.

· Status reports.

In Scope

BBQR will utilize ADDIE (Analyze, Design, Develop, Implement, and Evaluate) for the training courses

BBQR will deliver the following:

1. A comprehensive new hire training program for telephone operators that will include both instructor-led and online education (At the end of the course the employees will be instructed to take an online new hire course overview and a formative assessment to conclude the program.) Training manuals will be created that enhance the education. This training course will include:

a. Information about the organization.

b. Phone etiquette.

c. Knowledge of the phone and computer systems.

d. Product knowledge.

e. Where and how to find product information.

f. Policy, process, and workflow knowledge.

2. A redesigned new product training program that provides more comprehensive instructions on new product features.

3. A comprehensive customer services supervisor training program will be created to assist supervisors and will include:

a. How to manage staff.

b. How to motivate staff.

c. How to deal with conflict.

d. How to provide consistent feedback.

e. How to write performance reviews.

f. Policy, process, and workflow for the department.

g. An understanding of organizational goals.

4. A redesigned product guide with photos, consistent descriptions, and keyword searches.

5. An evaluation and assessment of staff training. This assessment can be administered on day 1 and day 30, 60 or 90 of employment, depending on organizational requirements.

Out of Scope

· Ongoing training with new hires, customer service or telephone operator staff after project completion. Training will be the responsibility of PJ Enterprises’ staff.

· Ongoing follow-up on Customer Service surveys.

· Updates to training templates and product guides.

Project Completion Criteria

The project will be completed when the development, implementation, and assessment of the new hire training; new product telephone operators and customer service supervisors training; and the management training is completed and delivered.

Project Milestones

Milestone

Date

Project Kickoff meeting

March 29, 2014

Complete project scope and timeline with project manager

April 1, 2014

New Product Training Week: Develop learning objectives and assessments

April 14, 2014

New Product Training Week: Project Design Document

April 30 , 2014

New Product Training Week: PJ Enterprises sign off on Project Design Document

May 4 -7, 2014

New Product Training Week: Development of training

May 7, 2014

May 28, 2014

New Product Training Week: Deployment of pilot training

May 28, 2014

New Product Training Week: PJ Enterprises reviews course

May 28 - June 4, 2001

New Product Training Week: BBQR edits pilot and recommended changes

June 4-18, 2014

New Product Training Week: PJ Enterprises provides final sign off

June 20- 23, 2014

Complete and launch new product training project

June 24- July 8, 2014

New Product Training Week: Gather evaluation results

July 21- Auguts15th, 2014

New Product Training Week: Implement final changes based on evaluation feedback and obtain final sign off

August 15, 2014

New Hire Training & Management Training: Develop learning objectives and assessments

August 15-29, 2014

New Hire Training & Management Training: Project Design Document

September 1, 2014

New Hire Training & Management Training: PJ Enterprises sign off on Project Design Document

September 10, 2014

New Hire Training & Management Training: Development of training

September 12- October 1, 2014

New Hire Training & Management Training: Deployment of pilot training

October 1, 2014

New Hire Training & Management Training: PJ Enterprises reviews course

October 3, 2014

New Hire Training & Management Training: BBQR edits pilot and implements changes

October 3-17, 2014-

New Hire Training & Management Training: PJ Enterprises provides final sign off

October 18-20, 2014

Complete and launch New hire training & Management Training project

November 15, 2014

New Hire Training & Management Training: Gather evaluation results

November 17 – December 1, 2014

New Hire Training & Management Training: Implement final changes based on evaluation feedback

December 2, 2014

Final status report for all deliverables

December 29, 2014

PJ Enterprise final sign off & project completion

December 30, 2014

*Note: A detailed schedule will be completed once the Project is created.

Risks

Risk Area

LikelihoodL M H

Risk Owner

Project Impact – Mitigation Plan

Possible delay in project

Medium

Sponsor

Project delay due to inability to make decision. This could result in loss of customers, thus jeopardizing the likelihood of meeting this year's goals.

Project sponsor and BBQR will have weekly check-in meetings to discuss progress and status of the project.

New phone system will not work with new training course

Low

IT

Delay in training development or possible restart of training development.

PJ Enterprises IT Manager and BBQR will meet monthly to discuss progress and milestones.

Acceptance of new training

High

Jodie Thompson

Judie has been promoted and can't finish the project.

Decrease in motivation to learn by participants

Adequate staffing level during new training

Medium

Sponsor

Customer Satisfaction will continue to drop due to lack of training on proper phone etiquette and product information causing loss of sales.

Training must be mandated by sponsor. Sponsor will work with management to ensure proper telephone coverage while other staff is being trained.

SME is not available for the entire project - Sheena Perez is taking on Judie's role

High

Sponsor

The project will stall due to lack of expert input.

Additional resources must be allocated to help with the project.

Assumptions

Jane Mackenzie-Smith, the project sponsor will:

· Act as spokesperson for senior management.

· Be responsible for communicating with stakeholders on a weekly basis via e-mail.

· Be responsible for financing the project.

· Be responsible for ensuring SMEs will be available for the duration of the project.

· Encourage support and communicate project requirements and progress to staff, including telephone operators and customer service supervisors.

BBQR will:

· Provide weekly updates on the status of project to PJ Enterprises.

· Establish a strong project team and assign staff appropriately to meet project requirements.

· Work within established project budget.

· Meet assigned deadlines and keep project on track.

· Deliver the agreed upon deliverables on time.

· Work with the assigned PJ Enterprises staff.

· Consult on current and future technology needs.

· Analyze, develop, design, implement, and evaluate training course.

· Test the project deliverables and discuss solutions if problems occur.

PJ Enterprises IT will:

· Assist in setting up technologically equipped training classrooms.

· Offer technical advice and recommend strategies.

· Offer technological support.

· Establish guidelines for future technological needs.

· Suggest and perform technical solutions to support the project.

Constraints

.

· Introduction of other quality improvement initiatives by mid-Q2 2014.

· New order entry system not scheduled until 4th quarter 2014.

· Scheduling training during work hours while not compromising telephone staffing levels.

External Dependencies

There are no external dependencies identified for this project.

Budget

Project Team Members & Roles

Name

Role

Responsibilities

Est. Time Investment

DanahQutob

Project Manager

· Manage the project.

· Maintain the communication, budget, timeline, goals, and objectives to ensure the successful completion and delivery of the project.

120 hours

Sheena Perez

Merchandise Director

· Consult with project team when needed.

· Provide subject matter expertise in merchandise inventory, product features, and descriptions.

· Review and provide feedback on analysis, objectives, course outline, design document, storyboard, and completed training.

80 hours

Acting SME

TBD

· Consult with project team when needed.

· Provide subject matter expertise in merchandise inventory, product features, and descriptions.

· Review and provide feedback on analysis, objectives, course outline, design document, storyboard, and completed training.

80 hours

IT Manager

Provide information concerning IT capabilities

· Set up of equipment and ensure project courses are technologically compatible with PJ enterprises resources

80 hours

Jean Riedl

Instructional Designer

· Analyze, design, develop implement, and evaluate training.

845 hours

Beth Berger

Instructional Designer/Usability Tester

· Analyze, design, develop implement, and evaluate training. Test the courses developed and ensure the courses align with the department workflow, technology, company processes, policies and procedures.

800 hours

Clarissa Barnes

Technical Writer

· Provide proofreading, formatting, and design expertise.

· Ensure technical language is easy to understand

· Oversee the preparation of illustrations, photographs, diagrams, and charts.

175 hours

Project Plan

Project Name

PJ Enterprise

Prepared By

BBQR

Date

April 5, 2014

Version Control

Version

Date

Comments

Gap Analysis Strategy

March 11, 2014

Stored Google Drive

Project Charter for PJ Enterprises

March 28, 2014

Stored Google Drive

Project Description

BBQR will design, develop, implement, and evaluate three new extensive training programs to improve PJ enterprises customer service operations.

· New Hire Training: A comprehensive new hire four hour training program for telephone operators that will include company workflow, policies and procedures, and proper phone etiquette. In addition, two four hour training sessions on new products will be included. New hires will be supplied with training materials and job aids. At the end of the course the employees will be instructed to take an online new hire course overview and a formative assessment to conclude the program.

· New Product Training Week: A comprehensive training program for current telephone operators and customer service supervisors that will include new product features and descriptions. The classroom training will be spread out over 5 days. The course will be held for two hours and thirty minutes on Monday, and then one hour and thirty minutes for the next four consecutive days. Each training session will cover 10 new products. An online course overview and formative assessment will be conducted at the end of the training week. Additional training sessions will be offered at the mandatory monthly staff meetings to include company workflow, policies and procedures, and proper phone etiquette.

· Managerial Training: A comprehensive four hour customer services supervisor training program will be created to assist supervisors in development of managerial skills.

Project Purpose and Justification

BBQR is designing a course that will address a few challenges faced by PJ Enterprises. These challenges may have significant effects on the organizational goals. The current telephone operators and customer service supervisor training program is not directly aligned with the growth of the organization. The training program fails to meet the needs of the telephone operators, and this impacts both the short and long-term success of the organization. This project will improve customer satisfaction by improving the telephone operators’:

· Knowledge of product offerings and characteristics.

· Ability to efficiently and effectively find products.

· Ability to suggest products that meet customer needs.

· Phone etiquette, and conflict resolution skills.

· Understanding of company workflow, policies, and procedures.

Business Objectives

1. Improve customer satisfaction by 10%.

2. Reduce turnover rate of telephone operators by 75%.

3. Reduce turnover rate of customer service supervisors by 75%.

4. Reduce telephone operator call time to less than 10 minutes per call.

5. Increase the number of calls handled by the telephone operators by 90%.

6. Improve the telephone operator/customer service surveys results by 70%.

7. Decrease number of calls redirected to supervisors by 50%.

8. Aggressive growth to maintain or exceed financial targets.

9. Maintain profitability.

Overview

After conducting an extensive needs analysis, BBQR has determined that PJ enterprises’ current telephone operators training program is not directly aligning with the growth and success of the organization. BBQR will design, develop, implement, and evaluate three new extensive training programs to improve PJ enterprises’ customer service operations.

This project will increase customer satisfaction by improving the telephone operators’ and customer service supervisors understandingand knowledge of company workflow, policies, and procedures, product description, proper phone etiquette, and conflict resolution. It will additionally improve the customer service supervisor’s managerial skills.

Scope Statement

Deliverables Included

1. A comprehensive new hire training program for telephone operators and customer service supervisors that will include company workflow, policies and procedures, and proper phone etiquette (4 hour seat time). An online new hire course overview and a formative assessment will be conducted at the end of the program (30-60 min seat time). The new hires will be supplied with training materials and job aids.

2. A redesigned product guide.

3. A redesigned comprehensive training program for current telephone operators and customer service supervisors that will include new product features and descriptions. The classroom training will be spread out over 5 days. The course will be held for two hours and thirty minutes on Monday, and then one hour and thirty minutes for the next four consecutive days. Each training session will cover ten new products. An online course overview and formative assessment (30-60 min seat time) will be conducted at end of the training week. Telephone operators and customer service supervisors will be supplied with training materials and job aids.

4. A comprehensive customer services supervisor training program to assist supervisors in developing their managerial skills (4 hour seat time). An online management course overview and a formative assessment to be conducted at end of program (30-60 min seat time). Trained staff will be supplied with training materials and job aids.

5. Status reports.

Exclusions

1. Ongoing training with new hires, customer service supervisors, or telephone operators after project completion. Training will be the responsibility of PJ Enterprises’ staff.

2. Ongoing follow-up on customer service surveys.

3. Ongoing updates to training templates and product guides.

Project Completion Criteria

The project will be completed when the development, implementation, and assessment of the new hire training; new product telephone operators and customer service supervisors training; and the management training is completed and delivered.

External Dependencies

There are no external dependencies identified for this project.

Assumptions

Jane MacKenzie-Smith, the project sponsor will:

· Act as spokesperson for senior management.

· Be responsible for communicating with stakeholders on a weekly basis in person or via e-mail.

· Be responsible for financing the project.

· Be responsible for ensuring SMEs will be available for the duration of the project.

· Encourage support and communicate project requirements and progress to staff, including telephone operators and customer service supervisors.

BBQR will:

· Provide weekly updates on the status of project to PJ Enterprises.

· Establish a strong project team and assign staff appropriately to meet project requirements.

· Work within established project budget.

· Meet assigned deadlines and keep project on track.

· Deliver the agreed upon deliverables on time.

· Work with the assigned PJ Enterprises staff.

· Recommend a plan for current and future technology needs.

· Analyze, develop, design, implement, and evaluate training course.

· Test the project deliverables and discuss solutions if problems occur.

PJ Enterprises IT will:

· Assist in setting up technologically equipped training classrooms.

· Offer technical advice and recommend strategies.

· Offer technological support.

· Establish guidelines for future technological needs.

· Communicate the status of the updated workstation and telephone order system.

· Suggest and perform technical solutions to support the project.

Constraints

· Introduction of other quality improvement initiatives by mid-Q2 2014.

· New order entry system not scheduled until 4th quarter 2014.

· Training room location, resources, and availability.

· Scheduling training during work hours while not compromising telephone staffing levels.

Availability of SME’s and other stakeholders for training development, review, validation, and evaluation.

Milestones

Milestone

Target Date

Project Kickoff meeting

March 29, 2014

Complete project scope and timeline with project manager

April 1, 2014

New Product Training Week: Develop learning objectives and assessments

April 14, 2014

New Product Training Week: Project Design Document

April 30 , 2014

New Product Training Week: PJ Enterprises sign off on Project Design Document

May 4 -7, 2014

New Product Training Week: Development of training

May 7, 2014

May 28, 2014

New Product Training Week: Deployment of pilot training

May 28, 2014

New Product Training Week: PJ Enterprises reviews course

May 28 - June 4, 2001

New Product Training Week: BBQR edits pilot and recommended changes

June 4-18, 2014

New Product Training Week: PJ Enterprises provides final sign off

June 20- 23, 2014

Complete and launch new product training project

June 24- July 8, 2014

New Product Training Week: Gather evaluation results

July 21- Auguts15th, 2014

New Product Training Week: Implement final changes based on evaluation feedback and obtain final sign off

August 15, 2014

New Hire Training & Management Training: Develop learning objectives and assessments

August 15-29, 2014

New Hire Training & Management Training: Project Design Document

September 1, 2014

New Hire Training & Management Training: PJ Enterprises sign off on Project Design Document

September 10, 2014

New Hire Training & Management Training: Development of training

September 12- October 1, 2014

New Hire Training & Management Training: Deployment of pilot training

October 1, 2014

New Hire Training & Management Training: PJ Enterprises reviews course

October 3, 2014

New Hire Training & Management Training: BBQR edits pilot and implements changes

October 3-17, 2014-

New Hire Training & Management Training: PJ Enterprises provides final sign off

October 18-20, 2014

Complete and launch New hire training & Management Training project

December 22, 2014

November 15, 2014

New Hire Training & Management Training: Gather evaluation results

November 17 – December 1, 2014

New Hire Training & Management Training: Implement final changes based on evaluation feedback

December 2, 2014


December 29, 2014

PJ Enterprise final sign off & project completion

December 30, 2014

Project Approach

BBQR will use a phased ADDIE (Analyze, Design, Develop, Implement, and Evaluate) approach for the project.

Phase I: Initiate / Analyze

· Needs Analysis

· Project Charter

· Stakeholders

Phase II: Design / Plan (New Product Training)

· Project Plan

· Project Scope

· WBS Breakdown

· Design Document

Phase III: Development and Implementation (New Product Training)

· Deliver, preview, validate, and implement training

Phase IV: Evaluate

· Assess all training

· Ensure all objectives are met and customer is content with all project deliverables

· Final Status report

Phase V: Design / Plan (New Hire Training & Management Training)

· Design Document

Phase VI: Development and Implementation (New Hire Training & Management Training)

· Deliver, preview, validate, and implement training

Phase VII: Evaluate (New Hire Training & Management Training)

· Assess all training (NHT & MT)

· Ensure all objectives are met and customer is content with all project deliverables (NHT & MT)

· Final Status report (All training)

· Complete project(All training)

Primary Plans

BBQR will present the project management plan, detailed scope statement, Work Breakdown Structure (WBS), project schedule, communications management plan, and change management plan for review. Upon approval BBQR will proceed in developing the learning objectives, assessment, and design document for the New Product Training.

ScheduledMeetings

· Biweekly BBQR staff status meetings

· Weekly updates on project status to PJ Enterprises stakeholders.

· Depending on availability, weekly or bimonthly meetings with SME’s

· Bi-monthly (Thursday) change request meeting with Change Control Board

Scheduled Status Reports

· Weekly project status reports to PJ Enterprises stakeholders.

· Bi-monthly change request and management report.

· Weekly status reports to BBQR team.

· Final status report upon project completion.

Issues Management:

BBQR Project Manager (PM) will utilize the Issue Management process to track, prioritize, assign, and communicate project issues.

Issue Identification: PM will identify issues communicated from BBQR team and PJ enterprises staff and record issues in log.

Identify Owner: PM will assign an owner (BBQR team and PJ enterprises staff). Issue owner will be responsible for resolving and reporting back on the Issue.

Issue Analysis: PM will categorize the issue by Urgency and Impact on the project.

Issue Evaluation: PM will compare the various urgency and impact values for all issues to prioritize the order in which they should be resolved.

Action Steps PM will document the action to resolve the issue and communicate that to the Issue Owner BBQR team and PJ enterprises staff).

Monitor and Review: PM will review and update all issues in Log on a weekly basis and communicate log to BBQR team and PJ enterprises stakeholders.

WBS Diagram

Note: ****Please see WBS Diagram listed below on page 45.

WBS Diagram

(PJ Enterprise Customer Service Training)

(Performance AnalysisKick off meetingDevelop Project PlanScope PlanBudgetProject ScheduleDevelop Communication PlanDevelop individual training plans (see below))

(Management Training ) (New Product Training ) (New Hire Training )

(Create Design DocumentWrite OutlineWrite Project ScopeWrite ObjectivesCreate assessmentsWrite lesson plansSubmit to PJ Enterprise for ReviewMake final revisionsCreate PrototypeSubmit prototype for reviewCreate Facilitator GuideSelect Design VisualsCreate Presentation SlidesWrite Facilitator Guide ContentSubmit Facilitator Guide for reviewComplete and launch the trainingPrep classroomDeliver MT TrainingGather Evaluation ResultsImplement final changesBBQR Delivers PJ Enterprise Final Report) (Create Design DocumentWrite OutlineWrite Project ScopeWrite ObjectivesCreate assessmentsWrite lesson plansSubmit to PJ Enterprise for ReviewMake final revisionsCreate PrototypeSubmit prototype for reviewCreate Facilitator GuideSelect Design VisualsCreate Presentation SlidesWrite Facilitator Guide ContentSubmit Facilitator Guide for reviewComplete and launch the trainingPrep classroomDeliver NHT TrainingNH Provides Feedback to PJ Enterprise after 30 daysGather Evaluation ResultsImplement final changesBBQR Delivers PJ Enterprise Final Report)

(Create Design DocumentWrite OutlineWrite Project ScopeWrite ObjectivesCreate assessmentsWrite lesson plansSubmit to PJ Enterprise for ReviewMake final revisionsCreate PrototypeSubmit prototype for reviewCreate Facilitator GuideSelect Design VisualsCreate Presentation SlidesWrite Facilitator Guide ContentSubmit Facilitator Guide for reviewComplete and launch the trainingPrep classroomDeliver NPT TrainingGather Evaluation ResultsImplement final changesBBQR Delivers PJ Enterprise Final Report)

Project Schedule

Responsible

Tasks

Duration/Day

Start Time

End Time

Approval Date & Comments

Danah, Beth, Jean and Clarissa

Project Meeting Kick off

1 day

3/29/14

3/29/14


Review Instructional Need Analysis

1 day

3/29/14

3/29/14


Write Project Scope

1 day

3/30/14

3/30/14

Danah

Project Scope Completion

1 week

4/1/14

4/11/14


Develop New Product Training (NPT) Learning Objectives & Assessment (online)

1 day

4/12/14

4/12/14

Danah

Submit Objectives & Assessment to team for approval

1 day

4/14/14

4/14/14


Create New Product Training (NPT) Design Document

1 day

4/30/14

4/30/14


Write Lessons Plans

2 days

4/30/14

5/01/14

Danah

Submit NPT Design Document for review and edits

2 days

5/01/14

5/02/14


NPT verification of changes

2 days

5/02/14

5/03/14

Danah

PJ Enterprise signs off on NPT Design Document

3 days

5/04/14

5/07/17


Create NPT Prototype

1 day

5/07/14

5/07/14

Danah

Submit NPT Prototype for review

3 days

5/08/14

5/10/14


Create NPT Facilitator Guide

1 day

5/13/14

5/13/14


Create Design Visuals

1 day

5/13/14

5/13/14


Create Presentation Slides

1 day

5/14/14

5/14/14


Write Facilitator Guide Content

2 days

5/14/14

5/15/14

Danah

Submit Facilitator Guide for review

3 days

5/15/14

5/17/14

Danah – revised based on instructor feedback

Submit NPT prototype/facilitator guide

PJ Enterprise for Review

Submit NPT course to PJ Enterprise for review

3 days

3 days

5/28/14

5/18/14

6/04/14

5/20/14


Deployment of NPT pilot training

1 day

5/28/14

5/28/14


Project Team edits NPT pilot and recommended changes

2 weeks

6/4/14

6/18/14

PJ Enterprise

Submit Complete NPT Course to client for verification

2 days

6/18/14

6/19/14

Danah

PJ Enterprise provides final review and sign off for pilot

3 days

6/20/14

6/23/14

Danah, Beth, Jean and Clarissa-revised based on instructor feedback

Gather Evaluation Results

2 weeks

7/21/14

8/1/14


Complete and launch NPT

1 week

6/24/14

7/08/14



2 weeks

7/21/14

8/15/14


Implement final changes based on evaluation feedback and obtain final sign-off

1 day

8/15/14

8/15/14


New Hire Training (NHT)& Management Training (MT) Develop Learning Objectives & Assessment (online)

1 day

8/15/14

8/26/14


Submit Objectives & Assessment to team for approval

1 day

8/29/14

8/29/14


Create New Product Training (NHT & MT) Design Document

1 day

9/1/14

9/1/14


Write Lesson Plans

1 day

91/14

9/1/14


Submit NHT & MT Design Document for review and edits

2 days

9/1/14

9/2/14


NHT & MT verification of changes

2 days

9/2/14

9/3/14

Danah

PJ Enterprise signs off on NHT & MT Design Document

3 days

9/8/14

9/10/14


Create NHT & MT Prototype

1 day

9/10/14

9/10/14


Submit NHT & MT Prototype for review

3 days

9/12/14

9/14/14


Create NHT & MT Facilitator Guide

1 day

9/15/14

9/15/14


Create Design Visuals

1 day

9/15/14

9/15/14


Create Presentation Slides

1 day

9/16/14

9/16/14


Write Facilitator Guide Content

2 days

9/17/14

9/18/14


Submit Facilitator Guide for review

3 days

9/22/14

9/24/14

Danah

Submit NHT & MT course to PJ Enterprise for review

3 days

9/24/14

9/26/14


Deployment of NHT & MT pilot training

1 day

10/1/14

10/1/14


Project Team edits NPT & MT pilot and recommended changes

2 weeks

10/3/14

10/17/14


Submit Complete NHT & MT courses to client for verification

2 days

10/17/14

10/18/14


PJ Enterprise provides final review for pilot

3 days

10/18/14

10/20/14


Complete and launch NHT & MT

1 week

11/7/14

11/15/14



2 weeks

11/17/14

12/1/14


Implement final changes based on evaluation feedback and obtain final sign off

1 day

12/2/14

12/2/14

Danah


1 day

12/29/14

12/29/14

Danah/PJ Enterprise

PJ Enterprise final sign off on Project Completion

1 day

12/30/14

12/30/14

Project Schedule GanttChart

Provided by Google docs Gantt Chart Templates

Change Management Plan

Purpose

The Change Management Plan sets the expectations on how to approach changes in scopes and how those changes will be managed. The Change Management plan will define a change, clarify the purpose and role of the project manager, and the role of the Change Control Board, which consists of the project sponsor, Jane Mackenzie and the project owner, Mike Merrill as it relates to change, as well as the overall change management process.

Goals

BBQR's goal is:

· To ensure that all proposed changes are defined, reviewed, and agreed upon, so they can be properly implemented and communicated to all stakeholders.

· To ensure that only changes within the scope of this project are approved and implemented.

Change Control Process

Definition of change:

· Scheduling Changes: Changes that will impact the approved project schedule and milestones.

· Budget Changes: Changes that will impact the approved project budget.

· Scope Changes: Changes which are necessary and impact the project’s scope which may be the result of unforeseen requirements which were not initially planned for. These may impact the schedule and/or budget.

The process for a change:

1. Change requestors will submit a completed change request form to the project manager.

2. The project manager will keep a log of all submitted change requests through the project’s lifecycle.

3. The project manager will conduct a preliminary analysis on the impact of the change to risk, cost, schedule, and scope, as well as, seek further clarification from team members and the change requester.

4. The project manager will submit the change request, as well as, the preliminary analysis to the Change Control Board for review. The Change Control Board will convene every other Thursday to review all change requests.

5. The Change Control Board will discuss the change and decide whether or not it will be approved based on all submitted information.

6. For a change request to be approved all members must vote in favor. In the event that more information is needed for a particular change request, the request will be deferred and sent back to the requestor for more information or clarification.

7. Once a change is approved by the Change Control Board, the project manager will update the project documentation as necessary.

8. If a request is deemed critical, an emergency meeting of the Change Control Board can scheduled prior to the bi-monthly Thursday meeting.

9. In the event of a tie, the Project Sponsor will cast the deciding vote.

Responsibilities

Person Responsible

Responsibilities

Project Manager: DanahQutob

· Conduct a preliminary analysis of the impact of change, risk, and costs.

· Seek needed clarification.

· Submit the request to the control board.

· Communicate the status of the decision and the approved changes to the stakeholders.

· Capture changes in project documents where necessary.

· Communicate the changes to the project team and stakeholders.

Project Sponsor: Jane Mackenzie-Smith

Project Owner: Mike Merrill

· Approve all changes to budget/funding allocations.

· Approve all changes to schedule.

· Approve any changes to project scope.

Project Team/Stake Holders:

Sheena Perez, Merchandise Director.

Ray Johnson, Assistant Merchandising Manager,

Sarah Commons

Maria Gomez

Paula Moore

Rosalinda Sanchez

IT Manager at PJ Enterprises

Human relations Director

BBQR team:

Clarissa Barnes: Technical Writer

Beth Berger- Usability Tester

Jean Riedl – Instructional Designer

· Submit all change requests on standard organizational request form

· Provide all applicable information and detail on change request form

· Be prepared to address questions regarding any submitted change requests.

· Provide feedback as necessary on impact of proposed changes.

Communication Plan

Communication Objectives

1. Provide all stakeholders with information about the project, explain why the project is essential, and ensure all stakeholders understand the status of the project.

2. Ensure timely and appropriate generation, collection, distribution, storage, and final communication of project information.

3. Provide timely feedback on the status of the project, including key milestone dates.

4. Provide the critical links among people and information that are necessary for successful communication.

5. Facilitate team development.

6. Ensure critical issues are communicated as they occur.

7. Develop a good working relationship within the Project team & Stakeholders

8. Understand the communication expectations of the team.

Communication Principles:

Communication will:

· Adhere to PJ Enterprises communication values and standards.

· Be open to answer any questions or concerns that may arise.

· Be honest concerning problems or concerns that may arise.

· Be concise, direct, and produced in a manner that is easily understood by all audience members.

· Be open between project manager, stakeholders, and project team members.

· Be done in a respectful manner on a regular, established basis.

Target Audience:

The primary target audience consists of:

· Project sponsor, Jane Mackenzie-Smith

· Project owner, Mike Merrill

· PJ Enterprises subject matter experts

· PJ Enterprises stakeholders, including telephone operators and customer service supervisors

The secondary audience consists of:

· All other PJ Enterprises staff

· PJ Enterprises management

Key Messages

Why are we revising and redeveloping training?

PJ Enterprises has significant goals for growing their business. The organizational growth goals include:

· Meeting or exceeding target goal for this year of $7 million.

· Meeting or exceeding goal of $13 million in catalogue sales this year.

· Improvement in customer service.

· Improvement in customer service from telephone operators.

· Increase in number of customer calls.

PJ Enterprises wants to improve their relationship with their customers:

· Over the past year, there has been a 30% increase in customer complaints.

· Due to poor customer service, 50% of customers surveyed from last year are not inclined to do business with PJ Enterprise again.

· 2 out of 3 customers have complaints about telephone operators.

· There is excessive telephone wait time and call transfers to customer service supervisors.

PJ Enterprises is vested in its employees. The organization knows that that:

· One telephone operator or customer service staff member resigns or is terminated each month.

· More than half of the telephone operators indicated dissatisfaction with their jobs. Job satisfaction ratings range from “somewhat satisfied” to “very unsatisfied.”

· Telephone operators report not being satisfied with new product training.

· PJ Enterprises does not have a standard for proper telephone etiquette which makes it difficult for employees to react properly when dealing with customers.

· Customer service supervisors are struggling to establish positive working relationship with telephone operator staff.

What is involved in this training project?

This project will assist PJ Enterprises in reaching their business goals by developing the following training:

· New hire telephone operators and customer service supervisors training will focus on key elements of the job ( 4 hour seat time):

· How to answer the phones with proper etiquette using a standard approved script.

· Conflict resolution skills.

· How to find product information and a solid understanding of the product itself

· The sales process.

· Workflow documents that include how to handle calls and when to route calls.

· Customer service supervisor training that will focus on the key managerial skills (4 hour seat time):








· A redesigned new product training for telephone operators and customer service supervisors program that provides a more comprehensive training on new product features. This training will be delivered during five one hour sessions over a period of one week.

· A redesigned product guide with photos, consistent descriptions, and keyword searches.

How will the training be developed? How will BBQR know how jobs are done? What are the logistics as they relate to training?

Direct observation:

· Members of the BBQR project team have been onsite to observe how your work is done.

· Members of the BBQR project team have asked the staff questions while observing their work.

· Observing work and asking questions will assist the BBQR project team in understanding company workflows.

Subject matter experts:

· Some staff will be asked to serve as subject matter experts (SMEs).

· Subject matter experts are staff who understand the job and the workflows and can explain how work is done at PJ Enterprises.

· Sheena Perez and Ray Johnson are acting as SMEs and will help BBQR find the product information, answer questions, and review training materials.

· Sarah Commons and Maria Gomez will test the new training program once it has been developed.

· Sarah Commons and Maria Gomez will conduct the training and ensure that the training meets the needs of the organization.

· Sarah Commons, Maria Gomez, Paula Moore, and Rosalinda Sanchez will review the telephone operator and customer service supervisor training.

· Jane Smith will meet with the BBQR team to ensure that the project stays on track and meets the organizational goals.

Logistics

· Training for all staff will begin in August.

· All training will be complete by mid-September.

· Staff will attend training during their normal working hours.

· Staff will be paid to attend training.

· Management will ensure that all shifts are covered during training.

· Customer services supervisors will receive managerial training four times a year.

How will the organization be supported in making this change?

· Jane Smith, project sponsor, Mike Merrill, project owner are vested in ensuring this project is successful.

· Jane has provided resources, including key SMEs that will provide BBQR the information necessary to design, develop, implement, and assess the training for the telephone operators and customer service supervisors.

· Staff will be required to participate in the training.

· Staff will be encouraged to provide feedback regarding the training.

· Staff will be assessed after training.

Change Implications

How will this differ from what they are doing?

· Staff will now receive more in depth training on new products.

· New staff will receive new hire orientation training.

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