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Project Plan forTeam #4 (IDeas, Inc.)

November 27, 2015

Project Information (HM)

Project Name

Telephone Operator Training and Development Program

Project Description/Overview

PJ Enterprises is a mail order catalog company that is looking to increase sales by $2 million and increase customer service scores by 10 percent over last year. PJ Enterprises hired IDeas, Inc. to assess needs and design, develop, and deliver a new training course for the telephone operator (TO) team.

Phase 1 of this program will include the development of a new product guide, product training, and sales and customer service training.

Phase 2 will include the development of a new employee handbook of policies and procedures for the TO team.

Project Purpose

This project’s main goal is to increase sales and customer service scores through development of the TO team. The TO team has a direct line to the PJ Enterprises customer and, therefore, has a unique opportunity to directly impact both sales and service. The TO team also has a historically high turnover rate and low employee engagement.

Investing in the telephone operator team’s tools, sales skills, customer service skills, and development of clear procedures for their team will be the first steps in creating a strong, functioning sales team.

Business Objectives

The intended objectives of this project are to• increase sales by ???

• increase customer service satisfaction scores by ???

• empower TO teams

• decrease average call times due to customer product-related questions from xx to xx

• decrease supervisor time spent on calls

IDeas, Inc. Project Plan 1

• create clear policies and exceptions for PJ Enterprises’ TO staff

Scope Statement (JB)

Deliverables Included

To develop the training sessions, IDeas, Inc. will deliver several documents:

• The Project Plan—outlines the plans for the project, including the schedule and Gantt chart, risk management, change management, and communication

• The Design Document—specifies course parameters, including objectives, outline, strategies, assessments, and logistics

• All materials used in training• Instructor guides• A revised electronic and printed product guide that is compatible with the

new ordering system• Employee handbook— defines employee expectations, creates policies for

paid training, and revises the incentive program for telephone operators

Exclusions

IDeas, Inc. will not provide:

• Printing/binding services for the training materials, instructor guides, product guide, or handbooks

• The training facility or facility set-up, including the set-up of hardware and software and uploading the electronic product guide

• Scheduling/registration, training announcements, or pay for attending employees

• "Make up" training sessions for absent or new employees• Communication and roll-out of new employee handbook• Determination of key products to focus training on

Project Completion Criteria

This project will be considered complete when IDeas, Inc. has

• Delivered the training sessions to the telephone operator team

• Delivered associated materials (listed above as Deliverables)

• Completed the evaluation process


Project Plans (HM)

Primary Plans

IDeas, Inc. will develop the following plans to support the development of the project, set expectations and proactively mitigate risks to the project success:

• Change Management Plan• Communication Plan• Development Schedule Plan • Risk Management Plan• Budget

Scheduled Meetings

Meeting Frequency Description

Sponsor status update meeting

Once/week 1 hour Purpose: update sponsor on risks, progress and approvals

Attendees: PM from IDeas, Inc. and Project Sponsor

Content development meeting

Twice/week 1 hour Purpose: develop content for training

Attendees: TO Supervisors, Assistant Merchandise Manager

Steering committee meeting

Every two weeks Purpose: align direction of content development; first meeting will be project kick-off

Attendees: all stakeholders (see charter)

Other SME meetings As needed Purpose: connect with SMEs on periphery needs

Attendees: IT, HR


Scheduled Status Reports

Status reports will be provided to the sponsor every Friday until project completion.

Assumptions (EP)

IDeas, Inc. assumes the following about the project:

IDeas, Inc. is responsible for

• Delivery of telephone operator training• Development of telephone operator training instructor guides• Development of employee handbook• Creation of revised product guide – print and electronic versions• Providing all deliverables in a timely manner to allow client to print and

prepare materials in advance of training• Monitoring and adhering to project budget and schedule• Informing client of changes to project schedule or budget


PJ Enterprises is responsible for

• Providing SMEs and necessary content in adherence with the proposed timeline

• Providing training facilities• Setting up training facilities, including preparing computers and software• Providing pay for employees during training• Scheduling training sessions to accommodate all employees who shall

receive training• Publishing training information (to include times, dates, etc.) to employees• Scheduling/registering employees in each training session before training

dates and allowing only as many employees as can be accommodated per session to enroll per session

• Informing IDeas, Inc. of changes to schedule or other issues that could affect training timeline

• Providing IT staff person to work with IDeas, Inc. to upload the electronic product guide

• Printing and binding of all text materials, including instructor guides, print version of product guides, and materials used by trainees in training

Constraints (EP)

The timeline is dependent on availability to SMEs for gathering and reviewing training content.

Development of electronic product guide materials is dependent on information regarding compatibility requirements of PJ Enterprise’s database or other software or hardware and availability of information about the products.

While no competing projects are currently forecast, additional projects on both the IDeas, Inc. and PJ Enterprises teams could impact the project timeline.

External Dependencies (EP)

None anticipated at this time.

Project Approach

IDeas, Inc. will start the project by completing a needs assessment. IDeas, Inc. will provide objectives and a design document to the client for approval. Then, IDeas, Inc. will begin to develop content in collaboration with the SMEs. The project sponsor will have two rounds of reviews.

Milestones (JB)

Milestone Date

Sponsor review and sign-off of design document December 4. 2015

IDeas, Inc. develop first draft prototype product guide

December 4, 2015


Milestone Date

Sponsor review and sign-off of first draft product guide

December 18, 2015 (1st review

IDeas, Inc. develop first draft training materials December 11, 2015 (1st review sign-off due)

Sponsor review and sign-off of first draft training materials

December 18, 2015 (1st review sign-off due)

Pilot test training materials and revise January 8, 2016 (final sign-off)

Review product guide January 8, 2016 (final sign-off)

In-person product and sales training sessionsNote: staff will be scheduled by PJ Enterprises

January 19-20, 2016

Complete focus groups with leaders; Develop outline for Employee Handbook

February 12, 2015

Revise and finalize Employee Handbook March 31, 2015 (final review)

Quarterly Evaluation Report Delivered to PJ Enterprises

April 29, 2016July 29, 2016October 31, 2016January 31, 2017March 31, 2017


WBS Diagram (JB)

Please see Appendix B for larger view.

xxx


Schedule (EP)Please see attached document.

Start End

Responsible Parties

Analyze

Learners

analyze work environment

Nov 23 2015

Nov 24 2015 KW

analyze training environment

Nov 23 2015

Nov 24 2015 EP

TO Jobs & Tasks

identify steps or guidelines

Nov 23 2015

Nov 24 2015 KW

identify knowledge needed

Nov 23 2015

Nov 24 2015 KW

identify related processes

Nov 23 2015

Nov 24 2015 KW

determine objectives

Nov 23 2015

Nov 25 2015

KW & EP

Design

document training specifics

document objectives

Nov 25 2015

Nov 27 2015 EP

write outline Nov 25 2015

Nov 27 2015 EP

write, submit & modify design document (DD)

Nov 25 2015

Nov 27 2015 EP

review, verify,& sign off on DD (SMEs) Dec 4 2015 Dec 4 2015 JS

create assessments Dec 2 2015 Dec 3 2015 EP

determine Nov 30 Dec 3 2015 EP


instructional methods 2015

Develop

write & modify instructor guides & submit for review Dec 7 2015

Dec 14 2015

EP & JB

review, verify, & sign off on instructor guides (SMEs)

Dec 18 2015

Dec 18 2015 RJ & JS

pilot Jan 8 2016 Jan 8 2016 EP

create & modify training materials & submit for review Dec 7 2015

Dec 11 2015 JB

review, verify & sign off on training materials (SMEs)

Dec 18 2015

Dec 18 2015 RJ & JS


develop & modify product guide & submit for review

Nov 27 2015 Dec 4 2015 EP

review, verify, and sign off on product guide (SMEs) RJ & JS


write & modify Employee Handbook & submit for review Feb 12 2016 Mar 4 2016 JB

review, verify, and sign off on Mar 4 2016

Mar 31 2016 JS


Employee Handbook (SMEs)

Implement

determine trainees (PJE)

Nov 27 2015 Jan 15 2016 PJE

determine training location/dates/times; schedule employees and send announcements (PJE)

Nov 27 2015 Jan 15 2016 PJE

set up training facility, including preparing computers and software; upload product guide to server (PJE) Jan 15 2016 Jan 18 2016 PJE

print and bind all text materials including instructor guides, print version of product guides, and materials used by trainees in training (PJE) Jan 11 2016 Jan 15 2016 PJE

train new staff and future trainers Jan 19 2015 Jan 20 2015 EP

Evaluate

Create EP


evaluation plan

Gather data April 18 2016

April 22 2016 PJE

Analyze data

April 25 2016

April 27 2016

EP & JB

Report results

April 29 2016

April 29 2016

HM & EP

Gather data July 18 2016

July 22 2016 PJE

Analyze data

July 25 2016

July 27 2016

EP & JB

Report results

July 29 2016

July 29 2016

HM & EP

Gather data Oct 20 2016Oct 25 2016 PJE

Analyze data Oct 27 2016

Oct 28 2016

EP & JB

Report results Oct 31 2016

Oct 31 2016

HM & EP

Gather data Jan 20 2017 Jan 24 2017 PJE

Analyze data Jan 26 2017 Jan 27 2016

EP & JB

Report results Jan 31 2017 Jan 31 2017

HM & EP

Gantt Chart (EP, KW)

Please see attached document.


Change Management Plan (KW)

To manage changes in the project scope, IDeas, Inc. proposes that the project team use the process outlined below.

Purpose

During the project, changes may be require to ensure that the project is successful. The purpose of the change management plan is to ensure that any changes to the plan are properly vetted, and that the entire team is able to make any necessary adjustments to the change.

Goals

The goal of the change management plan is to streamline the change process and allow the team to adjust quickly and efficiently as the project progresses.

Change Control Process

A shared change log will be available in a project folder, so it can be accessed and edited by all members of the project team.

• Any stakeholder can recommend and submit a change for review. • The project manager will review the change and route it to the appropriate

department(s) or individual(s) for review and impact analysis, and the feedback will be documented in the change management log.

• All changes will be reviewed and distributed within 48 hours• Changes will be reviewed with the project sponsor weekly.

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Responsibilities

Person Responsible Responsibilities

Project Manager Review change request

Route request to impacted person/department

Establish deadline for a decision

Communicate change (if applicable) to project team

Any Stakeholder Review assigned changes by the deadline

Recommend adjustments that must be made to the project as a result of the change

Analyze and communicate impact of recommended change

Any Stakeholder Submit recommended changes in a timely manner

Project Sponsor Review and approve changes

Project Team Review changes and impacts

Communication Plan (KW)

Purpose and Goals

The success of any project is partially dependent on the attitudes and adoption level of the frontline staff most impacted by the changes. Although all of the changes PJ Enterprises is making will positively benefit telephone operators and supervisors, it’s important to manage the message around the changes so that all employees can see the benefits and create positive momentum for the project. Poorly managed messaging can result in uncertainty for employees, which can create drops in performance and slow adoption of new processes.

In the absence of a clear message from leadership, speculation can derail project progress.


Recommendations to PJ on Messages to Address Impact of Project

All messages should be delivered in person via small group meeting, and followed up with an email summary of talking points.

o Meet with all supervisors in a group setting to deliver an overview of the project plan and how it impacts their roles

o Meet with telephone operators along with their supervisors to deliver an overview of the project plan and how it impacts their roles

Key Messages for Telephone Operators:

o In response to your feedback, we’re implementing some changes to the product guide so that products are easier to find, and to make your job easier.

o Your success is important to us, so we are investing in you by putting you through 8 hours of training instead of the usual 4 to help you get to know the new product guide format and give you additional sales skills to help you be even more successful

Key Messages for Supervisors:

o We’ve noticed that much of your job is duplicating the role of the telephone operators, and we’d like to give you more of an opportunity to really be supervisors rather than an escalation team.

o We’re also improving the product guide so that the telephone operators can do their jobs more easily.

o We’re investing in the development of the telephone operators by putting them through sales and product training, and we’re excited to offer you development as well as the second phase of the project.

o We’re relying on you to help see the telephone operators through the project and help them to apply the skills they’ll learn immediately. After that is complete, you’ll go through leadership training to continue your development.


Challenges and Opportunities

Audience Challenge Message to address challenge

Channel Responsible

Date

Telephone Operators

Change in process, general

uncertainty

Changes are a result of your feedback, to make

your job easier

Changes are being made to continue the success of

previous years

Group meeting, follow up

email

Telephone Operator Super-visors

1/5/2016

Supervisors Change in process, job

security

Your job scope may change, but in a good way – to take fewer escalations and focus more on leading and developing the team

Changes are being made to continue the success of

previous years

Group meeting, follow up

email

Project Sponsor

12/1/2016

Risk Management Method (JB)Although we have identified some risks in the Project Charter, additional risks may arise. To monitor these risks, we will track them in a spreadsheet that includes:

• Date risk was recognized

• Reference number and description of the risk

• Individual responsible for investigating and monitoring the risk

• Rating of the impact of the risk (critical, high, medium, or low)

• The probability of the risk

• Likely impact(s) on cost, schedule, and resources

• Mitigation activity and the probability of occurrence after the mitigation

• Cost of the mitigation

• Review date and priority


Project Plan Approvals

Approvals

Approved by:

Name Role Signature Date

Appendix A: Job Task Analysis (KW, EP, HM)Handle phone calls

• answer the phone• transfer calls to supervisors• place calls on hold• end calls according to the standard call wrap up script/survey

Provide Customer Service• demonstrate empathy• actively lisen• ask questions to gain understanding• provide information

Take Orders• navigate through the system• add items• remove items• confirm item quantity• solicit item option details from customer (ask which color, size, etc.)• confirm item options• take payments• process orders• confirm completed order details to customer• inform customer on what to expect (shipping time, confirmation email, etc.)


Answer Product Questions• clarify what customer is asking• navigate through product guide• confirm the question has been answered satisfactorily

Upsell and cross-sell• identify buying patterns and recommend additional products• ask needs-based questions to determine what products customers might

enjoy• use new product guide to locate cross-sell and upsell options• present a recommendation to the customer• ask for the sale

Process Returns• express understanding and maintain positive tone to keep customer

comfortable• ask for information regarding the return (reason for return, condition of

item, etc.)• apologize if customer believes PJ Enterprises was responsible for a mistake

in the original order or if the product was not as expected• Ask if customer would like to exchange or return• explain return policy (any restocking fees, etc., that will be incurred)• Explain refund policy (how and when funds will be refunded)• explain return shipping procedures• Confirm whether customer would like to exchange or return• collect customer and item details regarding return• issue RMA (return merchandise authorization)• inform customer of what to expect and what their obligations are in

returning the merchandise• finalize the return• Redirect customer to shopping mode (What else can I help you with today?

Have you seen our new...?)

Administer Survey• Ask if customer will participate in survey• Explain survey (purpose, how results will be used, etc.)• Pose question and solicit response, repeat until all questions complete• Thank customer for participating in survey• Close call


Appendix B: Work Breakdown Structure


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