Académique Documents
Professionnel Documents
Culture Documents
Contents
1.Project Gap Analysis Strategy........................................................................................................................................
Information Needed...........................................................................................................................................................
Team Strategy...................................................................................................................................................................
Analysis Plan.....................................................................................................................................................................
Questions to Ask...............................................................................................................................................................
Roadblocks & Dependencies............................................................................................................................................
Strategies to Mitigate Risks...............................................................................................................................................
2.Performance Analysis Report....................................................................................................................................... 10
Introduction...................................................................................................................................................................... 10
Background..................................................................................................................................................................... 10
Purpose of the Report..................................................................................................................................................... 10
Analysis Methods............................................................................................................................................................ 10
Data Summary: Customer Satisfaction Ratings.............................................................................................................. 11
Data Summary: TO Employee Job Approval Ratings..................................................................................................... 11
Data Summary: PJ Enterprises Catalog Sales History.................................................................................................. 12
Analysis Findings............................................................................................................................................................. 12
Identification of Needs..................................................................................................................................................... 14
Recommended Solutions for PJ Enterprises to Consider................................................................................................14
Proposed Solutions for Consulting Firm to Carry Out...................................................................................................... 15
Evaluation plan................................................................................................................................................................ 16
Request for Proposal....................................................................................................................................................... 16
3.PJ Enterprises Customer Service Improvement Plan.................................................................................................17
Project Information.......................................................................................................................................................... 17
Description of Work......................................................................................................................................................... 19
Project Deliverables......................................................................................................................................................... 20
Project Completion Criteria.............................................................................................................................................. 22
Project Milestones........................................................................................................................................................... 22
Possible Problems / Constraints...................................................................................................................................... 23
Assumptions.................................................................................................................................................................... 25
Vendor Assistance Requirements / External Dependencies............................................................................................25
Budget............................................................................................................................................................................. 26
Terms and Conditions...................................................................................................................................................... 29
4.PJ Enterprises Customer Improvement Project Management Plan..........................................................................32
Project Information.......................................................................................................................................................... 32
Scope Statement............................................................................................................................................................. 33
Deliverables..................................................................................................................................................................... 33
Exclusions/Out-of-scope.................................................................................................................................................. 35
Project Completion Criteria.............................................................................................................................................. 36
External Dependencies................................................................................................................................................... 36
Assumptions.................................................................................................................................................................... 36
Constraints...................................................................................................................................................................... 37
Designing Women, LLC
Pg. 2
Appendix B:
1.
gap between average number of calls serviced per hour (3) and
target number of calls per hour (6)
Team Strategy
Designing Womens strategy will include using multiple vehicles to obtain research information from
each of the following divisions/employees of PJ Enterprises that will inform the gap between current
and expected performance:
1. CSSs and Operators -- Survey and/or questionnaire delivered via individual interviews
2. Operations Staff (IT/Phone/Warehouse and perhaps the Business Analyst) -- Interview
of upper management in these areas & Business Analyst. Surveys of remaining staff if
necessary.
3. Sales and Human Resources Management -- In-person group interview
4. Training Staff -- In-person individual interviews
Analysis Plan
Acti
vity
/Me
tho
d
Purpose or Information
You Hope to Gain
P
e
r
s
o
n
R
e
s
p
o
n
s
i
b
l
e
Survey and/or
questionnaire
delivered via
individual interviews
with CSSs and
Operators
Cynthia Casillas
Lorraine Ibe
Group or Individual
Interviews with Sales
and HR Management
Team followed up
with a questionnaire if
necessary.
Leila Rao
Individual Interviews
with Catalog Director
(Judie Thompson) and
Merchandising
Manager (Sheena
Perez)
Erin Skorch
Questions to Ask
[CSSs and TOs]
How would you rate the customer service training currently provided?
A. Excellent
B. Very good
C. Good
D. Fair
E. Poor
Does your office provide information on most popular items being sold?
Are you familiar with the computer system used for sales?
Do you receive incentives from your supervisors when you achieve customer
satisfaction?
Will the current phone system be able to handle an increase in calls so that the
phone system supports and doesnt detract from the customer service interaction?
Has the current traditional phone system been cost compared to a VoIP system
which could provide PJ Enterprises more affordability, improved functionality, high call
quality, and less maintenance?
Has the idea of an online presence been explored in terms of long term profit
gain? This of course opens up a long list of infrastructure and personnel issues to convert
to, or add additionally, such a sales option. Outside specialty vendors would need to be
consulted.
What are the demographics (age, gender, ethnicities for
language purposes, level of technical ability, etc.) of IT/Phone infrastructure and
warehouse staff for potential training purposes that could result from upgraded
hardware and equipment for IT/phone systems and warehouse improvements?
What was the total number of individual products offered per each
catalog/season this past year?
What are the top ten highest selling and the top ten most popular items
purchased per catalog/season and annually?
What are the top ten most expensive catalog items and their average
numbers sold per catalog/season?
What are the top ten lowest selling and the top ten least popular items
purchased (including those that receive the most complaints) per catalog/season and
annually?
What was the total annual cost of catalog customer lists purchased the
previous and current years?
What was the total print production cost per catalog the previous and
current years?
What was the total mailing distribution cost per catalog the previous
and current years?
What sales vehicles does PJ Enterprises use besides the telephone (e.g.,
in-person solicitation, web site, etc.)?
What advertising media does PJ Enterprises use (e.g., ads in print, TV,
online, social media, etc.)?
What incentives are currently provided to customer service and
operations (warehouse) staff when they produce error-free work?
Do the incentives change at any time during the year? If so, what are
the reasons they change?
What is the total number of staff who have received incentive rewards
the previous year versus the current year for error-free work?
What do you think is the reason or the reasons for this years rise in
customer complaints?
Do you know or have information that you could provide that indicates
the level of interest / motivation customer service and warehouse staff have regarding the
current incentives program?
What was the total number of PJ Enterprises staff per each year over
the past six years?
Do you know or have information that you could provide that indicates
the level of interest / motivation PJ Enterprises staff have regarding incentivizing monthly
company staff meetings?
What do you think are the top reasons for employee satisfaction and
dissatisfaction? Do you have additional information you can provide regarding employee
satisfaction and dissatisfaction?
[Training Staff]
What issues did you have to deal with when it came to the PowerPoint
training?
What other kind of training tool would you consider for this type of content
other than the PowerPoint slides?
Tell me more about how much time it took to train the CSSs and Operators in
order to retain product line knowledge that changed quarterly? How did they adjust to new
products being added to the catalog?
Does PJ Enterprise have any other reference training material on the catalog
products they offer to support their staff when they take customer calls?
What types of skills or experience do you look for when hiring a telephone
operator/supervisor? Any formal customer service training included in the hiring process?
Do you happen to know why operators are only taking 3 calls per hour instead
of the targeted 6 calls? Could it be that they are routed to the CSSs because of lack of
product knowledge?
Do you know of any common complaints that customers have when calling in?
What issues do you want to deal with most?
Do you happen to know some of the reasons why telephone operators leave the
company?
When would be the projected time that you would want this training delivered?
Designing Women, LLC
Pg. 9
Do you have in mind any types of activities that would work well in this
training and fit the general audience of your employees? Also what type of training you
would like to see, such as more classroom training, online, or video, etc?
What level of education does the target audience most likely fall under?
What criteria CSSs have to meet versus telephone operators? How does their
knowledge and experience differ between CSSs and telephone operators?
Do you happen to know which products sell the most, and also which have the
most complaints?
project team (Designing Women) did not identify key stakeholder groups to
gather information from that could inform the gap analysis
project team did not ask the right questions to receive information that could
correctly or fully inform the gap analysis
project team will work to build trust with the client/key stakeholders
project team will meet with sponsor first to request buy-in and support for
conducting gap analysis activities
project team will review gathered information and determine the need to
follow-up with specific key stakeholder groups or individuals
project team will validate gap analysis findings with sponsor and key
stakeholder groups in order to receive feedback/approval
2.
Background
The team of instructional designers, Designing Women, LLC, met with Jane Smith (Project Sponsor),
Judie Thompson (Catalog Director), and Sheena Perez (Merchandising Manager) of PJ Enterprises, to
discuss concerns about reports of poor telephone etiquette and lack of product knowledge by the
telephone operators at this mail-order catalog business. They also performed two surveys given to the
telephone operators (TO) and the Customer Service Supervisors (CSS), as well as interviewed staff of
the IT and Human Resources departments.
At the time, management expressed concerns that poor customer service might be directly related to the
lack of TOs product knowledge and their inability to access the correct product information and
provide it to the customer in a timely manner. They asked Designing Women, LLC to create a training
program for the telephone operators and supervising staff on customer service, product knowledge and
accessibility.
When Designing Women, LLC reviewed some of the data from the Gap Analysis, our first
recommendation was to do a Performance Analysis to determine if training is the correct solution to the
problem, just one of several solutions, or not a solution at all. PJ Enterprises agreed to this study.
Analysis Methods
To determine causes and recommended solutions, Designing Women, LLC performed the following
tasks:
met with the project sponsor, catalog director, and merchandising manager to
obtain additional information, including relevant data, and individual observations
held interviews, work observations, and surveys with the telephone operators
and supervisors to determine service issues and work towards resolution of problems
problem
met with IT and Human Resources staff to obtain their perspective on the
listened to 15 recorded calls and y-jacked with five telephone operators for
three calls each:
time each call took in order to meet the six call hour requirement
time it took for the telephone operator to look up the product
information
Designing Women, LLC
Pg. 11
Analysis Findings
PJ Enterprises is moving toward increasing their sales for growth in the company. PJ Enterprises
mission is to provide customer satisfaction through excellent and knowledgeable customer service.
After meeting with the managers, focusing on how to improve customer service with the telephone
Designing Women, LLC
Pg. 13
operators (TOs) will help in meeting the goals for increasing sales through improvements in the
customer service department with the TOs. At this time, the customer service complaints are up 30%
from last year. If the customer service complaints decline, PJ Enterprise will meet the desired results of
customer service satisfaction in addition to the benefit of increasing sales. After reviewing data, TOs
currently take in 3 calls per hour. The goal is to increase calls by 3 more per hour by focusing on
delivering customer satisfaction.
The current conditions that affect the TOs performance at PJ Enterprises are:
Order entry
system training is only provided during new hire orientation for a few
hours and does not allow for hands-on demonstrations to enable employees
to retain procedural information that results in employees taking extra
time at the start of their jobs to relearn the system on the job during
customer calls
Quarterly
new product training is delivered via one format only - one-way
communication (instructor led class) that doesnt account for different
employee learning styles or different delivery tactics that could support
product information retention over time
new product
guide is not available at the time of the quarterly new product training so
TOs cannot take notes during training to help with product information
retention
quarterly new
product training doesnt provide time for TOs to ask specific questions on
products that will help them retain product information or answer specific
customer questions
TOs
do not have any supportive guides for approaches to resolving customer
complaints
Live
over-the-phone customer training support is not provided when TOs experience
customer complaints so TOs are forced to learn through trial and error at the
expense of the customers experience
Designing Women, LLC
Pg. 14
organization levels
Identification of Needs
As a result of our analyses, Designing Women, LLC have identified PJ Enterprises to have the
following needs in order to meet or exceed their target business goals for the new fiscal year.
TO and CSS need adequate training and product information support aids in order to perform their job at the highest
volume level desired, namely 6 calls per hour, and to minimize the product return rate.
Designing Women, LLC
Pg. 15
Product information support aids need to be consistently organized and provide ease of use thereby providing TOs and
CSSs with necessary product information for customer ordering inquiries.
TOs and CSSs need formal usage training of the product support aids.
TOs and CSSs product knowledge, while using product support materials, needs to be assessed prior to going live with
customers.
Proper phone etiquette needs to be ensured through proper training.
PJ Enterprises incentive program for error-free service needs to be re-evaluated including pay scale increase incentives
and compensation for training time.
Updating of TO equipment and physical features of work space need to be addressed.
Seasonal items
Consider paid in-service time for TO and CSS staff to practice different
customer scenarios in initial training
Provide training for TOs for the new order entry system
Shortcuts tips
How new order system will increase calls taken within an hour
Evaluation plan
Designing Women, LLC recommends that the management of PJ Enterprises evaluates the success of
the proposed solutions (more detailed information will be provided in the Customer Service Staff
Training and Resources Program Plan if requested):
administer assessments every six month to evaluate TO customer
service skills, order entry system skills, product knowledge retention, as well as TOs
response to effectiveness/impact of training, communications and incentives on their job
performance. These assessments can serve as a retraining of skills, as well as opportunities
to address changes to policies, standards and procedures at these times.
Stakeholder
Role
Responsibility
Estimated
Time
Investment
Jan
e
Ma
cKe
nzi
eSmi
th
Pr
oj
ect
Sp
on
sor
,
PJ
En
ter
pri
se
s
oversee all
aspects of project for PJ
Enterprises
She
ena
Per
ez,
Me
rch
and
isin
g
Ma
nag
er
Pr
oj
ect
M
an
ag
er,
PJ
En
ter
pri
se
s
consults
with and manages the Designing
Women, LLC project team
reviews and
provides subject matter expertise
input and final approval of
project deliverables and expenses
2%
Ray
Joh
nso
n
As
sis
ta
nt
M
er
ch
an
dis
in
g
M
an
ag
er,
PJ
En
ter
pri
se
Provide
subject matter expertise and
project insight/feedback
20%
25%
review and
provide strategic input and final
approval of project deliverables
and expenses (including tiebreaking decisions)
identify and
designate appropriate team
resources
s
Sar
ah
Co
mm
ons
De
sig
na
te
d
Cu
sto
m
er
Se
rvi
ce
Su
pe
rvi
so
r
(C
SS
),
PJ
En
ter
pri
se
s
Provide
subject matter expertise and
project insight/feedback
Provide
assistance with conducting
training
10%
Ma
ria
Go
me
z
De
sig
na
te
d
Cu
sto
m
er
Se
rvi
ce
Su
pe
rvi
so
r
(C
SS
),
PJ
En
ter
pri
Provide
subject matter expertise and
project insight/feedback
Provide
assistance with conducting
training
10%
se
s
Pau
la
Mo
ore
De
sig
na
te
d
Te
le
ph
on
e
O
pe
rat
or(
s)
(T
Os
),
PJ
En
ter
pri
se
s
Provide
subject matter expertise and
project insight/feedback on
training deliverables
5%
Ros
alin
da
San
che
z
De
sig
na
te
d
Te
le
ph
on
e
O
pe
rat
or(
s)
(T
Os
),
PJ
En
ter
pri
se
s
Provide
subject matter expertise and
project insight/feedback on
training deliverables
5%
TB
D
De
sig
na
te
d
Di
re
ct
or,
H
u
m
an
Re
so
ur
ce
s,
PJ
En
ter
pri
se
s
Provide
subject matter expertise and
approval of changes to job
descriptions and policies if
applicable
2%
Mi
ke
Me
rrill
Vi
ce
Pr
esi
de
nt,
Sa
les
,
PJ
En
ter
pri
se
s
Provide
additional specific sales
information for assessment
purposes
2%
Di
re
ct
or,
IT
O
pe
rat
io
ns,
PJ
En
Provide
additional specific subject matter
expertise if necessary
2%
TBD
ter
pri
se
s
Leil
a
Rao
Pr
oj
ect
M
an
ag
er,
De
sig
ni
ng
W
o
m
en,
L
L
C
Cy
nthi
a
Cas
illa
s
Bu
sin
es
s
A
na
lys
t/
Pr
oj
ect
Co
or
di
na
tor
,
De
sig
ni
ng
W
o
m
en,
L
L
consults
with Project Sponsor and
manages the project, resources
and expenses to plan
accountable
for attaining project goals
accountable
for receiving project
acceptance/approvals from
Project Sponsor/Owner
Research,
liaise with client, provide
expertise, coordinate project
activities review/finalize client
deliverables
100%
100%
C
Lor
rain
e
Ibe
Bu
sin
es
s
A
na
lys
t/
Te
ch
ni
cal
W
rit
er,
De
sig
ni
ng
W
o
m
en,
L
L
C
Research,
liaise with client, provide
expertise, coordinate project
activities, review/finalize client
deliverables
100%
Eri
n
Sko
rch
In
str
uc
tio
na
l
De
sig
ne
r/T
rai
ne
r,
De
sig
ni
ng
W
o
m
en,
L
L
Research,
liaise with client, provide
expertise, coordinate project
activities, review/finalize client
deliverables
100%
Description of Work
Project Background
PJ Enterprises and Designing Women, LLC met on 23 Jul 2014 to review the Performance
Analysis Report developed by Designing Women, LLC. It was decided and approved that
Designing Women will develop a comprehensive Customer Service / Product Training and
Resources Program, Customer Service Staff Incentives Plan, and Internal Communications
Plan for New Policies and Procedures for PJ Enterprises, a mail-order catalog company.
Business Objectives
1. To provide training, incentives and associated communications that will increase Telephone
Operators (TO) overall job performance within eighteen (18) months
Project Scope
Designing Women, LLC will develop a series of training, incentives and communications plans
and execute them to support PJ Enterprises performance improvement objectives for its
Telephone Operators (TOs) in delivering improved quality customer service.
The individual plans within this proposal will each include detailed timelines/schedules,
assessment tactics for evaluation purposes and a proposed budget for all deliverables from
initiation, to development, to execution, to transition (or on-going maintenance support) for two
contract years, starting July 29, 2014 and effective through June 30, 2015.
Out of Scope
Designing Women, LLC will not include nor is responsible for:
changes to any training course content postclient final approval unless additional expenses for changes to design and
production are approved by the client
Designing Women, LLC
Pg. 25
changes to any training resources and
reference materials, including the Product Catalog Guide, post-client final approval
and production, unless additional expenses for changes to design and production
are approved by the client
Project Deliverables
Designing Women, LLC will deliver the following:
A: Customer Service / Product Training and Resources Program Plan
A1: Train-the-Trainer Training to Improve Monthly Customer Service Staff Meetings
Up to forty (40) hours per month / for the first four (4) months of DW train-the-trainer support
consisting of training PJ Enterprises staff on best practices for meeting preparation (agenda and
training activities items), effective on-site meeting coordination (administration,
facilitation/moderation and training instruction), and post meeting support (analysis and assessment
delivery and reporting).
A2: Quarterly In-classroom Training on Catalog Products and Customer Service
Improvement
Two (2) 60-minute courses on seasonal products, one (1) 60-minute course on existing products
(both held Sept. 14 and Mar. 15) and one (1) 90-minute customer service improvement course
(Sept. 14):
One (1) 60-minute session (held 1x/Sept. 14) and 1x/Mar. 15) on
existing changes to catalog products from the previous quarter to include how to utilize
the new catalog product guide and reference materials
Revised PJ Enterprises Product Catalog Guide with new, easy-touse/understand catalog product guide to include new product information specific to
Designing Women, LLC
Pg. 26
customer service staff needs (pictures, corresponding item/category numbers, bestselling/seasonal items identifiers or sections, estimated shipping costs, care instructions,
etc.)
Orders
Entries
Approval
Update Customer Service Staff Job Descriptions to
reflect CSS and TO objectives, roles, responsibilities and performance skills required
Project Milestones
PHASE /
TIMELINE
DELIVERABLE(S)
D
E
S
I
G
N
&
D
E
V
E
L
O
P
P
H
A
S
E
I
/
F
Y
1
4
Q
3
(J
ul
y
A
u
g
u
st
2
0
1
4
)
MILESTONE(S)
Desig
ning
Wome
n,
LLC
Projec
t
Propos
al for
PJ
Enterp
rises
Submitte
d
Projec
t Kickoff
Meeti
ng
Held/Del
ivered
DUE DATE(S)
Approve
d
7/2
7/2
014
7/2
9/2
014
7/3
1/2
014
A:
Custo
mer
Servic
e/
Produ
ct
Traini
ng
and
Resou
rces
Progr
am
Plan
B:
Custo
mer
Servic
e
Staff
Incent
ives
Plan
E
X
E
C
U
T
E
&
A
Designing Women, LLC
Pg. 30
Submitte
d
Approve
d
Submitte
d
Approve
d
C:
Intern
al
Comm
unicati
ons
Plan
for
New
Policie
s and
Standa
rds
Submitte
d
A:
Submitte
d
Custo
mer
Servic
e/
Produ
ct
Traini
ng
Approve
d
Approve
d
8/7
/20
14
8/1
4/2
014
8/7
/20
14
8/1
4/2
014
8/7
/20
14
8/1
4/2
014
8/2
0/2
014
8/2
7/2
014
S
S
E
S
S
P
H
A
S
E
II
/
F
Y
1
4
Q
3
F
Y
1
5
Q
1
(
A
u
g
u
st
2
0
1
4
M
ar
c
h
2
0
1
5
)
and
Resou
rces
Progr
am
Plan
Deliv
erable
s
Produ
ction
B:
Custo
mer
Servic
e
Staff
Incent
Designing Women, LLC
Pg. 31
Submitte
d
Approve
d
8/2
0/2
014
8/2
7/2
014
ives
Plan
Deliv
erable
s
Produ
ction
C:
Intern
al
Comm
unicati
ons
Plan
Delive
rables
for
New
Policie
s and
Standa
rds
Produ
ction
Submitte
d
A, B,
C
Plans
Execut
ed
Launch/I
mpleme
ntation
A, B,
C Plan
Assess
ments
Submitte
d
Approve
d
Execute
A, B,
C Plan
Assess
ment
Report
s for
PJ
Enterp
rises
Revie
w
I
M
Designing Women, LLC
Pg. 32
A, B,
C
8/2
0/2
014
8/2
7/2
014
Sep
tem
ber
201
4
Jan
uar
y
201
5
Ma
rch
201
5
Submitte
Ap
ril
P
R
O
V
E
&
T
R
A
N
S
I
T
I
O
N
P
H
A
S
E
I
V
/
F
Y
1
5
Q
2
(
A
p
ri
l
J
u
n
e
2
0
1
5
)
Projec
t Plans
(Year
2)
Transit
ion
Plans
from
DW to
PJ
Enterp
rises
Approve
d
Execute
Transit
ion
from
DW to
PJ
201
5
Ma
y
201
5
Jun
e
201
5
Change in
project
scope,
schedule
and/or
budget
Likelihood
1 5 scale
Problem
Owner
Project Impact
and Mitigation Plan
Spon
sor /
DW
Impact: could
cause the
project to
delay, become
unfocused or
costly
Mitigation
Plan: regular
planned
communicatio
n with project
sponsor and
owner that
identify risks
and changes
so project
leadership can
address them
immediately
through an
identified/agre
ed upon
course of
action.
Change in
assigned
project
resources /
level of
effort
(LOE)
Spon
sor /
DW
Impact: could
cause the
project to
delay, become
unfocused or
costly
Mitigation
Plan: work
with project
sponsor and
owner to
identify
potential client
or consultant
resources
available to
fill any gaps
and invest
time to orient
them on
project
history/objecti
ves and the
newly
assigned team
members
role/responsibi
lities.
Customer
Service
Staff time
capacity /
level of
effort
(LOE)
Spon
Impact: could
result in
customer
service staff
not taking
advantage of
the program
resources
available to
them, and no
improvement
to their job
performance
or staff
retention rates.
Mitigation
Plan:
determine
prior to
program
launch with
project
sponsor if
program
training and
specific
performance
evaluation
processes can
be required
and
strategically
align
incentives to
motivate
participation
at its highest
levels.
Technical
operations
Spon
sor /
Oper
ations
Impact: delay
in installing
new customer
order entry
/ IT /
DW
system, phone
system is
incapable of
handling
increased call
volumes, as
well as server
issues can
delay DWs
delivery.
Mitigation
Plan: set up
regular
meetings with
Operations
and IT
stakeholders
to discuss both
DW and
infrastructure
projects
timelines and
upcoming
activities, in
order to
anticipate and
mitigate
potential risks
on both sides.
Change in
leadership/
strategic
direction
Spon
sor /
DW
Impact:
project time
and resources
could be
wasted
Mitigation
Plan: work
with sponsor
to determine if
project should
continue as is
or if there is a
need to
redefine any
project
objectives/pla
ns to support
the companys
shifting
strategic goals.
Current
client
corporate
culture
doesnt
intrinsicall
y value its
employees
Spon
sor /
HR /
DW
Impact:
results in low
staff morale,
job
dissatisfaction
and no desire
to improve
performance
because there
are no real
rewards.
Mitigation
Plan:
leadership will
need to
embrace and
support the
belief and core
company
value that its
employees are
the most
important
single attribute
that directly
impacts the
bottom line
and
everyones
success.
Performance
evaluation and
incentives will
need to
support this
core value
through means
that empower
employees by
providing
skills, growth
opportunities,
and monetary
rewards/benefi
ts.
Assumptions
Designing Women is responsible for:
Designing Women, LLC
Pg. 37
Budget
A: Customer Service / Product Training and Resources Program Plan
A1: Training Support for Monthly Customer Service Staff Meetings
Up to forty (40) hours total per month / twelve (12) months total of
meeting preparation, real-time on-site coordination, and post meeting support.
Ho
urs
/
Co
st
120
/
$18
,00
0
120
/
$18
,00
0
120
/
$15
,00
0
120
/
$15
,00
0
~48
0/
$66
,00
0
D
e
s
i
g
n
Cos
/
A
d
m
i
n
H
o
u
r
s
O
v
e
r
6
M
o
n
t
h
s
Project Manager / $150
1
0
0
$15,
000
1
5
0
$22,
500
1
0
0
$12,
500
1
0
0
$12,
500
T
o
t
a
l
$62,
500
A3: Computer-Based Training for TOs on the Existing and New Customer Order Entry System
Five (5) 30-minute sessions on using the current and new customer order entry systems
D
e
s
i
g
n
/
A
d
m
i
n
H
o
u
r
s
O
v
e
r
4
M
o
n
t
h
s
Cos
8
0
$12,
000
3
0
0
$45,
000
1
0
0
$12,
500
1
0
0
$12,
500
T
o
t
a
l
$82,
000
D
e
s
i
g
n
/
A
d
m
i
n
H
o
u
r
s
O
Cos
v
e
r
1
2
M
o
n
t
h
s
Project Manager / $150
4
0
$6,0
00
100
$15,
000
75
$9,3
75
75
$9,3
75
T
o
t
a
l
$39,
750
Cos
e
s
i
g
n
/
A
d
m
i
n
H
o
u
r
s
O
v
e
r
1
2
M
o
n
t
h
s
Project Manager / $150
7
5
$11,
250
5
0
$7,5
00
2
0
0
$25,
000
2
0
0
$25,
000
T
o
t
a
l
$68,
750
C: Develop and Execute an Internal Communications Plan for New Policies and Standards
To assist PJ Enterprises goal of developing integrated training and employee incentives that support
employee performance and job satisfaction.
D
e
s
i
g
n
/
A
d
m
i
n
H
o
u
r
s
O
v
e
r
1
2
M
o
n
t
h
s
Cos
5
0
$7,5
00
2
5
$3,7
50
1
0
0
$12,
500
1
0
0
$12,
500
T
o
t
a
l
$36,
250
Cos
$66,
000
$62,
500
$82,
000
$39,
750
$68,
750
$36,
Plan
250
$35
5,25
Sedona, AZ 86336
Completion Dates
Except where deadlines are expressly stated to be firm, completion dates are estimates based on the
information available to DW. Final schedule with firm dates will be delivered on August 15, 2014.
Staffing
DW will restrict its commitments to other clients to the extent necessary to complete the project in a
timely manner. All services will be done as an independent consultant contractor. Neither DW nor any
of DWs staff shall be deemed to be an employee of the client on account of the work done on the
project.
Access to the Clients Staff
The client will provide DW with reasonable access to the clients staff and resources as needed to
perform the services needed to timely complete the project.
Proprietary materials
DW warrants that its work product will not violate any existing copyright or trademark. The client
warrants that material provided by the client for the project will not violate any existing copyright or
trademark. Prior to payment in full, JP Enterprises will own the copyright on all materials developed by
DW in the course of the project. DW will have a perpetual, irrevocable, royalty-free license to use such
materials not specific to the clients product in its business.
The client will provide DW with two copies of the final [deliverable], if applicable
Confidential Information
DW will take reasonable steps to maintain the confidentiality of any confidential information relating to
the client received by DW in the course of the project.
Arbitration
Any dispute arising out of the project Agreement shall be submitted to binding arbitration before a
single arbitrator selected by the client and DW. If an arbitrator is not selected within 10 days of written
demand for arbitration, the dispute shall be decided by a single arbitrator under the then current
Commercial Arbitration rules of the American
Arbitration Association. All arbitration proceedings shall be conducted within 25 miles of New York,
NY. DW and the client understand that any award the Arbitrator issues may be converted into a
judgment pursuant to New York law.
Damage Exclusion and Limits
The client is responsible (and DW is not responsible) for the accuracy of the content of a completed
project. Designing Women, LLC shall not be liable, under any circumstances, for consequential,
special, or incidental damages, even if it has been advised that such damages may occur. DWs liability
arising out of this Agreement, whether in contract, tort, or otherwise, shall not exceed the total of the
amounts which the client has paid to DW under this Agreement.
Attorney Fees
In the unlikely event that a dispute between the client and DW leads to arbitration or a lawsuit, the
prevailing party may recover from the other party all legal expenses, including reasonable attorney and
expert client fees.
Warranty of Authority
Each individual signing in a representative capacity warrants that he or she has the power and authority
to sign on behalf of the party in whose behalf he or she is signing, that such signature alone is binding
on such party, and that the execution of this document has been duly authorized by such party.
Entire Agreement
Designing Women, LLC
Pg. 48
This Agreement contains the entire understanding of the parties with respect to the subject matter
hereof, and all agreements entered into prior hereto with respect to the subject matter hereof are
revoked and superseded by this Agreement, and no representations, warranties, inducements or oral
agreements have been made by any of the parties
except as expressly set forth herein.
Binding Effect
This agreement shall be binding upon and inure to the benefit of the parties, their heirs, successors,
assigns and personal representatives.
Time of the Essence
Time is of the essence as to each and every provision of this Agreement.
Amendment to Agreement
This agreement may be amended, modified, or supplemented only by written agreement of DW and the
client. Written agreement from JP Enterprises can only come from Jane MacKenzie-Smith.
Signed
Signed
______________________________
____________________________
for PJ Enterprises
Prepared by
Designing Women, LLC
Date
August 3, 2014
Version Control
Version
Purpose/
Author
Change
Date
Comments
1.0
Designing Women,
LLC
Consultation
Draft to JP
Enterprises
08/03/14
Initial draft
2.0
Project
Sponsor
Review
8/04/14
Edits /
Feedback
3.0
Designing Women,
LLC
Feedback
incorporated
8/24/14
FINAL
Project Information
Project Description/Overview
Designing Women, LLC (DW) met with Jane Smith (Project Sponsor), Judie Thompson
(Catalog Director), and Sheena Perez (Merchandising Manager) of PJ Enterprises, to discuss
concerns about reports of poor telephone etiquette and lack of product knowledge by the
telephone operators at this mail-order catalog business. Designing Women also performed two
surveys given to the telephone operators (TO) and the Customer Service Supervisors (CSS), as
well as interviewed staff of the IT and Human Resources departments.
At the time, management expressed concerns that poor customer service might be directly
related to the lack of TOs product knowledge and provide it to customers in a timely manner.
PJ Enterprises asked DW to create a training program for the telephone operators and
supervising staff on customer service, product knowledge and accessibility.
In response, DW performed a Gap Analysis and a Performance Analysis to determine if training
is the correct solution to the problem, one of several solutions, or not a solution at all. Based on
the Performance Analysis Report findings and recommendations, PJ Enterprises approved DW
to develop a comprehensive Customer Service / Product Training and Resources Program,
Customer Service Staff Incentives Plan, and Internal Communications Plan for New
Policies and Procedures.
Business Objectives
DWs comprehensive project plan addresses the following PJ Enterprises business objectives:
1. To provide training, incentives and associated communications that will increase Telephone
Operators (TO) overall job performance within twelve (12) months, including:
increase TOs overall product knowledge by 70% within twelve (12) months
increase TOs ability to quickly and easily find/locate product
specific information by 70% within six (6) months
increase TOs accurate use of the telephone system supporting a
quality customer service experience by 70% within twelve (12) months
train 100% of Customer Service Staff (CSS/TO) to accurately
use the new Customer Order Entry System
2. To improve Telephone Operators (TO) job satisfaction and employee retention rates by 50%
within twelve (12).
Scope Statement
DW has developed a series of training, incentives and communications plans and will execute them to
support PJ Enterprises performance improvement objectives for its Telephone Operators (TOs) in
delivering improved quality customer service.
The individual plans within this proposal will each include detailed timelines/schedules, assessment
tactics for evaluation purposes and a proposed budget for all deliverables from initiation, to
development, to execution, to transition (or on-going maintenance support) for two contract years,
starting July 31, 2014 and effective through June 30, 2015.
Deliverables
DW will deliver the following:
A: Customer Service / Product Training and Resources Program Plan
A1: Training Support for Monthly Customer Service Staff Meetings
Up to forty (40) hours per month for the first four (4) months of DW train-the-trainer support
consisting of training PJ Enterprises staff on best practices for meeting preparation (agenda and
training activities items), effective on-site meeting coordination (administration,
facilitation/moderation and training instruction), and post meeting support (analysis and
assessment delivery and reporting).
A2: Quarterly In-classroom Training on Catalog Products and Customer Service
Improvement
Two (2) 60-minute courses on seasonal products, one (1) 60-minute course on existing products
(both held Sept. 14 and Mar. 15) and one (1) 90-minute customer service improvement course
(Sept. 14):
Two (2) 60-minute sessions on new seasonal products (held
2x/Sept. 14 and 2x/Mar. 15) added to the existing catalog to include how to utilize
the new catalog product guide and reference materials.
One (1) 60-minute session (held 1x/Sept. 14) and 1x/Mar. 15) on
existing changes to catalog products from the previous quarter to include how to
utilize the new catalog product guide and reference materials
One (1) 90-minute Customer Service Improvement Course (held
Sept. 14):
One (1) 30-minute lesson Phone Technology
How to properly answer, hold, and transfer calls to include a role- playing
scenario and quiz to assess TOs ability to perform the tasks successfully
One (1) 30-minute lesson Professional
Customer Service Etiquette - Learning and performing formal greetings,
responses, etc.
One (1) 30-minute lesson Managing
Customer Conflicts - How to handle customer conflict and response to
problems successfully, including role-play scenarios.
Supporting Print and Online Training Reference Materials for
each of the five (5) courses (e.g. job aids, guidelines, FAQs, etc.)
Designing Women, LLC
Pg. 51
Revised PJ Enterprises Product Catalog Guide with new, easy-touse/understand catalog product guide to include new product information specific to
customer service staff needs (pictures, corresponding item/category numbers, bestselling/seasonal items identifiers or sections, estimated shipping costs, care
instructions, etc.)
Training on Catalog Products Course Facilitation Guide -- electronic
copy of the facilitators guide to conduct, the quarterly in-person trainings on catalog
products and their associated reference materials
A3: Computer-Based Training (CBT) for TOs on the Existing and New Customer Order
Entry System
Five (5) 30-minute sessions on using the current and new customer order entry systems to
include:
Entering and
Editing/Upda
Authorizing
of-June 2015. Additional contract work can be addressed on an as-needed basis, as well as postcontract based on PJ Enterprises needs.
B: Customer Service Staff Incentives Plan
To support PJ Enterprises goal of increasing TO staff job satisfaction, the following activities will be
performed in coordination with and support of Human Resources and Management:
Develop an Internal
Communications and Execution Project Plan supporting the change to any new
HR/company policies, standards, performance evaluation and training procedures
Exclusions/Out-of-scope
DW will not include nor is responsible for:
External Dependencies
DW may require timely, and if applicable, affordable assistance from product vendors in order to obtain
precise and accurate product information and/or product photos for the design, development and
production of PJ Enterprises Product Catalog Guide and associated training resources.
Additionally, DW may require timely assistance from the Customer Order Entry software
vendor/provider subject matter experts (SMEs) prior to PJ Enterprises company-wide launch of the
system, in order for DW to work with and develop associated training materials.
Assumptions
DW is responsible for:
providing to DW all data already gathered from stakeholders (i.e. surveys, interview responses,
sales performance reports, employee job descriptions, employee performance criteria/evaluations,
etc.) or a compilation report if available
providing subject matter experts (SMEs) / points of contact (POCs) for all designated
positions/divisions
notifying DW of any significant changes (i.e., personnel changes) that may impact the project as
agreed upon in this proposal
reviewing all materials in a timely manner to ensure agreed upon timeline
working with DW to develop a suitable rotational in-person classroom training schedule so as to
accommodate the 24/7 TO work schedules
printing and binding of all specified designed training or project materials
providing adequate and comfortable meeting facility and necessary AV supplies for employee
classroom training sessions and light refreshments for training sessions
recording all classroom training sessions
compensating employees for training time as stated in agreed upon incentive and pay scale program
providing incentives for error-free customer service as stated in agreed upon incentive and pay
scale program
Designing Women, LLC
Pg. 54
Constraints
The following are known project constraints:
PJ Enterprises has indicated a project budget of $400,000 for the fiscal year.
Classroom training must coincide with PJ Enterprises quarterly catalog business approach.
Therefore the first quarterly training must be completed by September 15, 2014.
In-classroom training must be scheduled to accommodate TOs 24/7 work schedule.
PJ Enterprises has the following personnel constraints:
Sheena Perezs schedule and work load allows little time availability to DW
Maria Gomez (CSS and SME) is on evening shift
New SMEs will need time to learn the project and get up to speed
In-class training room capacity may not accommodate all TOs for one training session and
additional sessions may need to be scheduled.
Initial training will be done on current out-dated equipment which PJ Enterprises plans to update
but the time frame is unknown.
Forthcoming training may be done on new workstations, which though their speed may be
improved, the ease of use due to unfamiliarity may prove to be a deterrent for some.
DELIVERABLE(S)
D
E
S
I
G
N
&
D
E
V
E
L
O
P
P
H
A
S
E
I
/
F
Y
1
4
Q
3
(J
ul
y
Desig
ning
Wome
n,
LLC
Projec
t
Propos
al for
PJ
Enterp
rises
MILESTONE(S)
DUE DATE(S)
Submitte
d
Approve
d
7/
27
/2
01
4
7/
29
/2
01
4
A
u
g
u
st
2
0
1
4)
Projec
t Kickoff
Meeti
ng
Held/Del
ivered
7/
31
/2
01
4
A:
Submitte
d
8/
4/
20
14
Custo
mer
Servic
e/
Produ
ct
Traini
ng
and
Resou
rces
Progr
am
Plan
B:
Custo
mer
Servic
e
Staff
Incent
ives
Plan
C:
Intern
al
Comm
unicati
ons
Plan
Designing Women, LLC
Pg. 56
Approve
d
8/
12
/2
01
4
Submitte
d
Approve
d
8/
4/
20
14
8/
12
/2
01
4
Submitte
d
Approve
d
8/
4/
20
14
8/
12
for
New
Policie
s and
Standa
rds
E
X
E
C
U
T
E
&
A
S
S
E
S
S
P
H
A
S
E
II
/
F
Y
1
4
Q
3
F
Y
1
5
Q
1
(
A
u
g
u
st
2
0
1
4
M
ar
Designing Women, LLC
Pg. 57
A:
Custo
mer
Servic
e/
Produ
ct
Traini
ng
and
Resou
rces
Progr
am
Plan
Deliv
erable
s
Produ
ction
/2
01
4
Started
Submitte
d
Approve
d
Delivere
d
8/
13
/2
01
4
8/
27
/2
01
4
9/
1/
20
14
9/
15
/2
01
4
c
h
2
0
1
5)
B:
Custo
mer
Servic
e
Staff
Incent
ives
Plan
Deliv
erable
s
Produ
ction
Started
Submitte
d
Approve
d
Delivere
d
8/
13
/2
01
4
8/
27
/2
01
4
9/
1/
20
14
9/
15
/2
01
4
C:
Intern
al
Comm
unicati
ons
Plan
Delive
rables
for
New
Policie
s and
Standa
rds
Produ
ction
Started
Submitte
d
Approve
d
Delivere
d
8/
13
/2
01
4
8/
27
/2
01
4
9/
1/
20
14
9/
15
/2
01
4
I
M
P
R
O
V
E
&
T
R
A
N
S
I
T
I
O
N
P
H
A
S
E
II
I
/
F
Y
1
5
Q
2
(
A
Designing Women, LLC
Pg. 59
A, B,
C Plan
Assess
ments
Execute
d
Ja
nu
ar
y
20
15
A, B,
C Plan
Assess
ment
Report
s for
PJ
Enterp
rises
Revie
w
Submitte
d
M
arc
h
20
15
A, B,
C
Projec
t Plans
(Year
2)
Submitte
d
Ap
ril
20
15
Transit
ion
Plans
from
DW to
PJ
Enterp
rises
Approve
d
Execute
Transit
ion
from
DW to
PJ
M
ay
20
15
Ju
ne
20
15
pr
il
J
u
n
e
2
0
1
5)
Phase II:
Phase III:
Purpose
7/31/2014, 10:00 AM
Project Kick-Off
Meeting
8/7/2014, 10:00 AM
8/14/2014, 10:00 AM
8/21/2014, 10:00 AM
8/28/2014, 10:00 AM
9/4/2014, 10:00 AM
9/11/2014, 10:00 AM
9/18/2014, 10:00 AM
9/25/2014, 10:00 AM
10/2/2014, 10:00 AM
10/9/2014, 10:00 AM
10/16/2014, 10:00 AM
10/23/2014, 10:00 AM
10/30/2014, 10:00 AM
11/13/2014, 10:00 AM
11/25/2014, 10:00 AM
12/4/2014, 10:00 AM
12/18/2014, 10:00 AM
Every other Thursday,
January - March 2015
Issues Management
1.0 Issue Identification
1.1 Email notification will be sent by project manager, project sponsor and project coordinator
stating the details of the issue and priorities assigned. The project coordinator will keep track of
all issues and email notifications.
2.0 Issue Analysis
2.1 The appropriate team member will work on the issue and email notification will be sent to
coordinator, and manager with any concerns.
3.0 Issue Evaluation
3.1 A resolution on the issue will be submitted to project coordinator, who will evaluate the
solution and contact all other team members involved.
4.0 Action Implementation
4.1 The assignee accepts the assignment, email notification will automatically be sent upon
accepting and the issue will be worked on.
5.0 Monitoring & Review
5.1 The project coordinator will oversee all issues and record them in the Master Change Log,
also contact via email appropriate team members. She will track the progress in the log and
close all issues that have been opened by the team.
Ris
k
Le
vel
Lo
w/
Me
diu
m/
Hig
h
Likeli
hood
of
Event
(1-5
scale)
Mitigat
ion
Plan
Ch
ang
e in
pro
ject
sco
pe,
sch
edu
le
and
/or
bud
get
Hig
h
Regular
planned
commu
nication
with
project
sponsor
and
owner
that
identify
risks
and
changes
so
project
leaders
hip can
address
them
immedi
ately
through
an
identifi
ed/agre
ed upon
course
of
action.
Ch
ang
e in
assi
gne
d
pro
ject
res
our
ces
Me
diu
m
Work
with
project
sponsor
and
owner
to
identify
potentia
l client
or
Ris
k
Ris
k
Le
vel
Lo
w/
Me
diu
m/
Hig
h
Likeli
hood
of
Event
(1-5
scale)
/
lev
el
of
eff
ort
(L
OE
)
Cus
tom
er
Ser
vic
e
Sta
ff
tim
e
cap
acit
y/
lev
el
of
Designing Women, LLC
Pg. 63
Mitigat
ion
Plan
consult
ant
resourc
es
availabl
e to fill
any
gaps
and
invest
time to
orient
them
on
project
history/
objectiv
es and
the
newly
assigne
d team
membe
rs
role/res
ponsibil
ities.
Hig
h
Determ
ine
prior to
progra
m
launch
with
project
sponsor
if
progra
m
training
and
specific
perform
Ris
k
Ris
k
Le
vel
Lo
w/
Me
diu
m/
Hig
h
Likeli
hood
of
Event
(1-5
scale)
eff
ort
(L
OE
)
Tec
hni
cal
ope
rati
ons
(ph
one
/co
mp
uter
syst
em
s
for
trai
nin
g
des
ign
and
dev
elo
Designing Women, LLC
Pg. 64
Mitigat
ion
Plan
ance
evaluati
on
process
es can
be
require
d and
strategi
cally
align
incentiv
es to
motivat
e
particip
ation at
its
highest
levels.
Me
diu
m
Schedul
e
regular
meeting
s with
Operati
ons and
IT
stakeho
lders to
discuss
both
DW
and
infrastr
ucture
projects
timelin
es and
upcomi
ng
activitie
Ris
k
Ris
k
Le
vel
Lo
w/
Me
diu
m/
Hig
h
Likeli
hood
of
Event
(1-5
scale)
pm
ent
pur
pos
es)
Mitigat
ion
Plan
s, in
order to
anticipa
te and
mitigat
e
potentia
l risks
on both
sides.
Ch
ang
e in
lea
der
shi
p/
stra
tegi
c
dire
ctio
n
Lo
w
Work
with
sponsor
to
determi
ne if
project
should
continu
e as is
or if
there is
a need
to
redefin
e any
project
objectiv
es/plans
to
support
the
compan
ys
shifting
strategi
c goals.
Cur
rent
clie
nt
cor
Hig
h
Leaders
hip will
need to
embrac
e and
Ris
k
por
ate
cult
ure
doe
snt
intr
insi
call
y
val
ue
its
em
plo
yee
s
Ris
k
Le
vel
Lo
w/
Me
diu
m/
Hig
h
Likeli
hood
of
Event
(1-5
scale)
Mitigat
ion
Plan
support
the
belief
and
core
compan
y value
that its
employ
ees are
the
most
importa
nt
single
attribut
e that
directly
impacts
the
bottom
line and
everyon
es
success
.
Perfor
mance
evaluati
on and
incentiv
es will
need to
support
this
core
value
through
means
that
empow
er
employ
ees by
PJ Enterprises Customer Service Improvement Plan
Ris
k
Ris
k
Le
vel
Lo
w/
Me
diu
m/
Hig
h
Likeli
hood
of
Event
(1-5
scale)
Mitigat
ion
Plan
providi
ng
skills,
growth
opportu
nities,
and
moneta
ry
rewards
/benefit
s.
Ch
ang
es
in
role
s
and
res
pon
sibi
litie
s
wit
hin
the
cor
por
atio
n
Me
diu
m
Talk
with
project
leaders
hip and
ask if a
replace
ment
point of
contact/
SME
could
be
conside
red and
when
that
could
happen,
grant
direct
access
to PJ
Enterpr
ises.
2.0
Project Management
1.1
1.2
2.2
2.2.2
2.2.3
2.2.4
3.0
3.2
3.3
3.4
3.2.1
3.2.2
Develop presentation
3.2.3
3.3.2
3.3.3
3.3.4
3.6
Course Delivery
3.6.1
In-Classroom
Customer
Service
Training
Course
Schedule
Lesson 3:
Managing
Customer
Conflicts
The following is a
detailed schedule of
specific tasks for the
design and
development of the
30-minute Quarterly
In-Classroom
Customer Service
Course Lesson3:
Managing Customer
Conflicts session that
includes the design
and development of
the Steps to
Customer
Dissatisfaction
Resolution Guide Job Aid and its
accompanying
Facilitators Guide.
In-Classroom
Customer
Service
Training Course Gantt Chart
Lesson 3: Managing Customer Conflicts
The following is a detailed Gantt chart that includes specific milestones and tasks for the design and
development of the 30-minute -Classroom Customer Service Course Lesson3: Managing Customer Conflicts
Designing Women, LLC
Pg. 70
session that includes the design and development of the Steps to Customer Dissatisfaction Resolution Guide Job Aid and its accompanying Facilitators Guide.
3. Ensure that the project stays within approved budget and scope.
4. Evaluate all changes necessary for project implementation.
5. Deliver a standard process for change within the project.
Goals
The goals of the Change Management Plan are to:
1. Manage the process of any changes and gaps between PJ Enterprises and
Designing Women covering procedures and processes being implemented.
2. Limit modifications in implementing project plan.
3. Align resources to meet PJ Enterprises needs.
4. Stay within spending cost approved by PJ Enterprises and Designing
Women.
5. Encourage process and project changes before any modifications are
determined.
6. Encourage project communication between PJ Enterprises and Designing
Women of project changes as appropriate.
Responsibilities
Person Responsible
Responsibilities
Erin (Instructional
Designer/Business Analyst)
Lorraine (Technical
Writer/Business Analyst)
Communication Plan
Communication Objectives
The Communication Objectives specify what will be achieved within the communication plan.
1. To communicate the changes that the Customer Service Improvement plan will have on all affected
audiences, including any new HR policies and procedures, such as new job descriptions and
performance reviews/incentives, etc.
2. Gain buy-in from all audiences in order to support the changes
Communication Principles
Communication will be:
1. Delivered via the appropriate medium [written/electronic, verbal communication] per the
appropriate channels [email, company or department newsletters, monthly staff meetings/training,
one-on-one supervisor/team member meetings]
2. Discussed and developed based on the specifics of the information needed.
3. Reviewed and approved by the assigned stakeholders before dissemination.
Target Audiences
Audiences that will be affected by the project are:
1.
2.
3.
4.
5.
6. All PJ Enterprises Staff (encompasses all the above audiences and other staff not already identified)
Key Messages
1. As PJ Enterprises continues to grow and increase our sales, we
also want to make sure we are staying true to our core value of providing excellent customer
satisfaction. Therefore in anticipation of our upcoming busy sales season, we will be rolling out
a new program called the Customer Service Improvement Plan -- several projects aimed at
supporting our customer service staff with new and improved training, as well as revised
employee incentives that will help them be as successful in their jobs as possible, and enable
them to deliver on our promise to our customers.
2. Training provided will include information on new seasonal
and existing products, accompanying reference resources and customer service best practices.
3. Benefits to the customers will include accurate quality
customer service.
4. Benefits for PJ Enterprises after training include supporting
our mission for customer satisfaction, knowledgeable TOs and a potential increase in sales.
Change Implications
1. PJ Enterprises TOs currently do not have the resources or training to provide quality customer
satisfaction. With the new methods provided by Designing Women, TOs will have the appropriate
procedures, best practices and resources available, including reference guides that will assist with
product information for customer inquiries.
2.
Audience
Telephone
Operators
Challenge
Telephone
Operators feel
frustrated with
lack of resources,
training and
product
knowledge
information, and
lack of time for
meetings/trainings
Messaging
Channel(s)
Responsible
Ne
w
training/meetin
gs will provide
new skills to
help you on the
job
ne
w incentives
will be
provided to
support you
mail /
written
communicati
on
m
onthly staff
meetings
C
SS and TO
meetings
A
nnual HR
Performance
Evaluation
communicati
ons
PJ - DW Team
Audience
Customer Service
Supervisors (CSS)
PJ Enterprises
Management
Challenge
Messaging
CSS limited
availability to
support TOs
because of
talking to
customers that
are frustrated
with TOs lack
of product
knowledge
or/and timely
manner to
complete order
effectively, and
lack of time for
meetings/trainin
gs
TO
s will complete
Computer
Based training
on phone
etiquette/custo
mer service
skills and inclassroom
products
training
Thi
s should help
improve TOs
performance,
alleviate CSS
from having to
deal with some
customer issues
directly, and
free up CSSs to
provide
improved
managerial
direction to
TOs
ne
w incentives
will be
provided for all
Customer
Service staff
including CSSs
Time and
budget
constraints for
replacing TOs
due to high
turnover, and
the need for
CSSs to be
accountable for
providing
training to new
TOs
Set
ting budgeting
aside for extra
hours for TOs
and CSS to
attend
compensated
trainings
should result in
improved TO
performance
and job
satisfaction/staf
f retention
cus
Channel(s)
Em
Responsible
PJ - DW
Team
ail / written
communication
mo
nthly meetings
CS
S and TO
meetings
An
nual HR
Performance
Evaluation
communication
s
Pro
ject status and
program
assessment
reports
delivered via
email and/or
regularly
scheduled
management
meetings
Project
Sponsor
tomer
satisfaction
should improve
and positively
impact sales
PJ Enterprises
Management
Qu
ality two-way
communication
improves
working
relationships,
department
operations and
company
morale by
modeling a
culture of
openness and
trust
Opportunity to
improve
company
culture to one
of trust/value
that will attract
and retain
qualified and
skilled
employees
Pro
ject status
talking points
for leadership
and
management
delivered via
email and/or
regularly
scheduled
management
meetings
all
staff Q&A
sessions during
monthly
meetings
Project
Sponsor /
PJ - DW
Team
Role
Signature
Jane Smith
Project Sponsor, PJ
Enterprises
Sheena Perez
Merchandising Manager,
PJ Enterprises
Leila Rao
Date
Audience Description
The primary audience for the Customer Service Training course consists of current and new Telephone
Operators (TO) and Customer Service Supervisors (CSS) at PJ Enterprises customer service/order
taking department. Some may have experience in customer service and order taking tasks; however, to
improve PJ Enterprises customer satisfaction mission/goals, all TOs and CSSs will benefit from the
course.
learn the six steps of handling/managing customer complaints and actively apply them on the job
greet 100% of customers with a company standard greeting on all phone calls
end 100% of customer calls with a formal company closure
place customer calls on hold or transfer them by performing the essential steps, without incident at
least 90%
increase calls processed from 3 to 4 - 6 calls per hour by using the provided time management
techniques
resolve customer dissatisfaction issues without supervisor assistance in at least 90% of calls
transfer any unresolved customer dissatisfaction issues to supervisor as needed using proper
guidelines and etiquette techniques, with 70% of transferred calls resulting in customer satisfaction
ratings of above average
perform essential steps to accurately place all customer phone orders, with a margin of error less
than 2%
use
the provided sales tips to introduce customers to a minimum of 1 other product per phone
order
Designing Women, LLC
Pg. 79
Inclassroom post-role play Question and Answer sessions to discuss types of complaint
scenarios, difficulty/ease of certain steps taken and best practices / lessons learned
quarterly customer service phone call monitoring to assess the degree of implementation/use of the
training techniques, as outlined per the training course objectives
and
mid-quarter review of customer satisfaction surveys, monitoring of customer calls and inperson TO observances with resulting evaluation/recommendation reports to PJ Enterprises
by the end of the quarter to anticipate implementing upcoming quarterly adjustments if
applicable.
Media
This course will utilize the following media:
TO phone etiquette
Instructor
Slide presentation
Student handouts
Job reference guide
reference guide
Development Tools
The following tools will be used in the design and development of the course:
Microsoft Word
Microsoft PowerPoint
Adobe Photoshop
Adobe InDesign
Course Outline
Introduction
a) Welcome
Designing Women, LLC
Pg. 80
b) Purpose of Training
Development Time
The course will be developed in 106 hours. This includes the design and development of learner
handouts, presentation slides, job reference guide, facilitator guide, and course delivery to pilot group
with follow-up revisions. Project management hours that drive the completion of the project are also
included in the total development time.
Support requirements
PJ Enterprises will provide the following support:
Ownership
Sarah Commons and Maria Gomez, Customer Service Supervisors (CSS), PJ Enterprises will own the
PJ Enterprises Customer Service Training course after completion and will make any future
modifications to the curriculum and delivery as needed.
Project Sign-off
Please sign below indicating agreement with the proposed course plan and approving start-up of the
development phases.
Name
Role
Jane Smith
Project Sponsor, PJ
Enterprises
Erin Skorch
Instructional Designer,
Designing Women, LLC
Signature
Date
Appendix A:
Analysis
Appendix B:
Detailed In-Classroom Customer Service Course Outline
Lessons 1, 2, 3
Task
/
Topic
/ Key
Conc
ept
1.
5
mins
Int
ro
du
cti
on
Objec
tive
All course
objectives
Met
hod
Absorb Activity
Presentation
slides
Ass
ess
me
nt
N/A
Visu
als /
Medi
a
Sup
port
Job aid
Slide presentation
a)
We
lco
me
b)
Pur
pos
e of
Tra
inin
g
c)
Ov
ervi
ew
of
the
Co
urs
e
d)
Co
Designing Women, LLC
Pg. 86
Task
/
Topic
/ Key
Conc
ept
Objec
tive
Met
hod
Ass
ess
me
nt
Visu
als /
Medi
a
Sup
port
urs
e
Obj
ecti
ves
e)
Bri
ef
Su
mm
ary
on
Job
Aid
2. 30
mins
Le
ss
on
1:
Pr
op
er
Gr
ee
tin
gs
an
d
Cl
os
ur
Designing Women, LLC
Apply/demonstrate
learned techniques
for proper greetings
and closures of
customer calls
Absorb Activity
- refer to job aid
during
presentation
Connect Activity
Greeting and
Closing Customer
Calls Role Play
R
ol
e
Pl
a
y
S
c
e
n
ar
io
Job aid
Slide presentation
Pg. 87
Task
/
Topic
/ Key
Conc
ept
Objec
tive
Met
hod
Ass
ess
me
nt
Visu
als /
Medi
a
Sup
port
es
for
Cu
sto
m
er
Ca
lls
a)
Ste
ps
for
for
mal
gre
etin
gs
wh
en
ans
wer
ing
call
s
b)
Ste
ps
for
for
mal
clo
Designing Women, LLC
Pg. 88
Task
/
Topic
/ Key
Conc
ept
Objec
tive
Met
hod
Ass
ess
me
nt
Visu
als /
Medi
a
Sup
port
sur
es
wh
en
end
ing
call
s
3. 30
mins
Lesson 2:
Guidelines for
Successfully
Holding and
Transferring
Phone Calls
a) Guidelines for
placing a call on hold
Apply/demonstrate
proper steps for
holding and
transferring calls
using professional
etiquette
Connect
Activity - TOs
pair off and take
turns role playing
TO/Customer calls
using learned
etiquette rules
R
ol
e
Pl
a
y
S
c
e
n
ar
io
Job aid
Slide presentation
Pg. 89
Task
/
Topic
/ Key
Conc
ept
4.
30
mins
Lesson 3:
Handling
Customer
Conflicts
Objec
tive
a) Six Steps to
Dissolve Customer
Dissatisfaction
Apply/demonstrate
the six steps to
handling customer
complaints during a
role play scenario
b) Video
Demonstration on Six
Steps
5.
5
mins
Refer to follow-up
training information
if applicable
Met
hod
Ass
ess
me
nt
Absorb Activity
- Presentation
Video
Demonstration on
customer conflict
Connect Activity
Role play
scenarios #1 and
#2
Absorb Activity
Presentation
slides
T
w
o
R
ol
e
Pl
a
y
S
c
e
n
ar
io
s
N/A
Visu
als /
Medi
a
Sup
port
Job aid
Slide presentation
Presentation
Slides
Pg. 90