Customer Service Model Business Reengineering Project Plan

<CLIENT>
Customer Service Model
Business Re-Engineering Project

(CSM-BRE)
Confidentiality Statement
This <document title> along with all attachments hereto shall be considered <company>s
Proprietary/Confidential Information
gantthead.com Customer Service Model Business Re-Engineering Project
Table of Contents
Executive Summary......................................................................................................4
Introduction...................................................................................................................5
The Customer Service Model............................................................................5
Drivers for New CSM.........................................................................................6
CSM BRE Team Members.................................................................................6
CSM BRE Project Milestones............................................................................7
Current Operational Description...................................................................................7
Existing Helpdesk Operations...........................................................................7
Scope.................................................................................................................7
Workflows..........................................................................................................7
Strength/Weakness Analysis of Existing Helpdesk...........................................8
Cost of Operation Analysis................................................................................8
Customer Service Model Process Re-engineering......................................................9
Customer Analysis.............................................................................................9
Stakeholder Analysis.......................................................................................10
Voice of the Customer Summary.....................................................................10
Root Cause Analysis Summary........................................................................11
Customer Needs/Satisfiers Summary..............................................................12
Best Practices Review.....................................................................................12
The New Customer Service Model.............................................................................13
Customer Service Model Scope......................................................................13
Customer Service Principles...........................................................................13
Customer Service Function Details.................................................................14
Customer Service Model - Diagram................................................................15
Organizational Structure..................................................................................16
Gaps in New Customer Service Model............................................................16
Implementation Plan...................................................................................................17
Immediate Actions & Quick Hits.......................................................................17
Implementation Cost Summary........................................................................18
Project Assumptions.........................................................................................19
Recommended Implementation Team.............................................................19
Appendices.................................................................................................................20
Interview Questions.........................................................................................20
Root Cause Analysis........................................................................................20
Root Cause Resolution Matrix - Verification....................................................21
Satisfiers Resolution Matrix - Verification........................................................27
Customer Satisfiers.........................................................................................32
Detailed Gap Analysis.....................................................................................32
Brainstorming Session Outcomes...................................................................32
Detailed Implementation Sub-Project Definitions............................................33
2007 gantthead.com 2
Report of Current Helpdesk Operation............................................................33

Workflow of the Current Helpdesk Operations................................................33
Definitions........................................................................................................33
Elevation / Escalation / Updates......................................................................33
Procedural Ground Rules................................................................................34
Customer Service Model Implementation Plan...............................................35
Executive Summary
The Customer Service Model (CSM) is seen in the new organization of <CLIENT>
as the face of IT within the business community. As such, its strategic role and
importance in coordinating and maintaining the value stream driven approach of
<CLIENT> is readily recognized and acknowledged.
This report summarizes the findings and the deliverables of the four-week intensive
BRE project which was launched to design a new CSM and produce a preliminary
implementation plan.
Summary of Findings
Voice of the Customer:
Key Problems Identified Helpdesk service is unreliable

Helpdesk does not own problems
There is a We vs. They attitude
Stores dont use Helpdesk effectively
Breakdown of communications in IT
Helpdesk lacks breadth of skills
Helpdesk lacks resources
Helpdesk does not understand urgency
Customer expectations are not set or met
Helpdesk scope is too narrow
Helpdesk not available when we need them
Helpdesk infrastructure is ineffective
Inadequacies: Recurring Themes
Process Definition
Communications
Standards for Quality
Training
Process Measures & Service Metrics
Business Knowledge
Self Image and Business Image of IT
CSM Recommendations
<list recommendations>
Immediate Management Actions Required
The BRE project has identified the following immediate decisions to be made by
management in order to pursue the implementation without delay.
Action Responsible Date

<Action> <Responsible> <Date>
Introduction
The Customer Service Model
The Customer Service Model Business Re-engineering (CSM BRE) effort is an

integral part of the Information Management Value Stream Re-invention (IMVSR)
project. Using the MOST approach (Managerial-Operational-Social-Technological
aspects of the problem), we have identified the deliverables of the project as:
Deliverables
New Organizational IT model - Design & Implementation

IT Career Management System - Design & Implementation
IT Career Performance System - Design & Implementation
IT Customer Service Model - Design & Implementation
Recruitment Process, Plan, and Skill Set Requirements
CSM BRE approach
To launch a systematic approach to inventing a new CSM, a management

meeting was called during which the BRE approach and resources were
agreed upon as follows:
The CSM sub-project will employ a modified, intensive four-week BRE

approach as follows:
Voice of the Customer and Workflow Analysis - 2 weeks
Brainstorming and New Model Design - 1 week
Implementation Plan - 1 week
A dedicated team will be assigned to the project.
The deliverables are a design of the new model and an implementation
plan, which will clearly identify all deliverables on a short and long term
basis.
CSM BRE Project Mission and Objectives
The project was initiated with a two-day intensive training course on BRE, during
which the mission and objectives of the project were identified by the BRE project
team members as follows.
Mission
Design and plan a world class, best practice, value-driven customer service
function for <CLIENT>.
Objectives
To change the way the customers perform their roles from a help me
attitude to a self-help and self-control attitude
To transform the IT functions into a customer service oriented
organization
To establish a value enhancing partnership between the business and IT
To create an environment and culture of continuous improvement
To interact effectively with the business community in all matters related
to IT
To provide a support mechanism that meets the needs of the business
Goals
Create a single point of contact for customer service by 1 st quarter

Present the new CSM to the Steering Committee by December 20 th
Validate the new CSM with the reference group by February 1
Drivers for New CSM
The drivers for the new CSM were identified as:
Existing low service satisfaction levels

Value stream business re-organization
Replacement of existing systems with new, more complex technology
New IT services & technology (e.g., Data Warehousing)
Change from locally controlled to centrally controlled processes
In addition, it was acknowledged that the current Helpdesk only represents a partial
view of the scope of the new CSM as identified in the new value stream-driven
organization. Hence, a total re-engineering approach was deemed necessary.
CSM BRE Team Members
ProjectSponsor: <ProjectSponsor>
SteeringCommittee: <SteeringCommittee>
BusinessProjectManager: <BusinessProjectManager>
CSMSubjectMatterExpert: <CSMSubjectMatterExpert>
BREFacilitators: <BREFacilitators>
BRETeamMembers: <BRETeamMembers>
(Designteam&selectedteam
membersforImplementation)
ReferenceGroup: <ReferenceGroup>
CSM BRE Project Milestones
The major milestones of the BRE project are as follows:
BRE Team Training - week of 11/18
Voice of the Customer, Workflow Analysis & Best Practice Review- week of
11/25
Data Analysis - week of 12/2
Call Center Visits - week of 12/2
New Customer Service Model Definition - week of 12/9
Brainstorming and New Customer Service Model Design - week of 12/9
Documentation and Implementation Plan - week of 12/16
<Insert high level project plan.>
Current Operational Description

Existing Helpdesk Operations
At the present time, a customer service organization, as identified by this project,

does not exist at <CLIENT> . The components that partially function within the
scope of the CSM are the current Helpdesk and computer operations.
Scope
The current Helpdesk is a retail scanning support organization for the stores. Its
scope has remained the same throughout the years. It only supports most of the
front-end hardware and software, as well as the legacy systems associated with
them.
Workflows
The detailed workflow models of the current Helpdesk processes are presented in
Appendix J. The model was developed to analyze the data, identify the
organizations that are involved in the processes, and identify the satisfiers of the
present customers. The outcome of this exercise revealed the following:
The current Helpdesk processes are far too complex and lack definition.
There are no metrics or measurements in place.
Most processes are ad-hoc.
Most processes do not have a clearly defined owner.
The customer must analyze the problem and decide on the course of action to
be taken, which is beyond his/her ability.
There are many processes with multiple inputs and no outputs, and vice versa.
Escalation and elevation procedures are not defined.
Customer feedback is inadequate.
Configuration of call logging module is inadequate.
Given the above findings, it was not possible to complete a detailed analysis of the
data and the organizations that are involved in the Helpdesk processes.
Strength/Weakness Analysis of Existing Helpdesk
Strengths and weaknesses of the current Helpdesk operations were identified as

follows:
Strengths of Existing CSM
Good call logging product

Effective call screening process
Some motivated, enthusiastic staff
Low staff turnover
Strong management commitment to the Customer Service Model
Strong management commitment to the Value Stream
Team members are ready for change
CSM change is in conjunction/balanced with IMVS
Weaknesses of Existing CSM
Call logging module not configured adequately to support the business of

<CLIENT>
Customer perception of service: Does not meet expectations
Low customer confidence
Low skill and morale level of staff
Little training, no formal training/development structures
Narrow focus - Retail/Store customer segment service only
No structured Head Office support function, processes conducted ad-hoc
Non-Helpdesk functions do not exist:
o Business case definition
o Continuous improvement
o Information dissemination
No incident ownership
No definition of what is supported
Cost of Operation Analysis
Given basic industry standards and benchmarks for cost of processing calls in
Helpdesk operations, a simple cost model was devised, as itemized below. This
model represents only the direct costs associated with processing a call in its
entirety. It does not include the indirect cost to the business of encountering the
problem and the opportunity cost that it represents in terms of lost business,
customer loyalty, efficiency, etc.
Assumptions:
Average Cost Per Helpdesk Call: $13.00
Calculation:
Total Number of Calls / Year: 72,000
Total Annual Cost of Operations: $936,000
Given the present confusing state of affairs at the <CLIENT> Helpdesk as

described above, the cost per call can be as high as $30.00, which would inflate the
annual cost of operations to over $2.1m.
Customer Service Model Process Re-engineering

Customer Analysis
Who are the Customers?
An analysis of the service model customers was conducted to ensure that a

complete cross-section was captured in the Voice of the Customer
interview process.
Customer Segmentation
Business Function Segmentation
Retail/Store Operations
Payroll
Administration
Finance
Supply Chain
Distribution
Produce
Office Automation
Geographic Segmentation
Head Office
State Office
Warehouse
Store
Other
IT Skill Competency
Sophisticated IT user
Ordinary/typical IT user
Low/non-IT user
Information Dependency/Business Critical
High sophistication/needs for information

Simple information needs
Value Stream Project Segmentation
Supply Chain
Team Member
Finance
Stakeholder Analysis
Who are the Stakeholders?
An analysis of the service model stakeholders was conducted to ensure that

a complete cross-section was captured in the Voice of the Customer
interview process.
Stakeholder Categories
<CLIENT> Strategic Business Partners

IT Management
IT Team Members
National Systems Training Management
Union Organizations
Voice of the Customer Summary
Interview Process
A formal interview process was conducted on the customers who were

identified as a quality representation of the different IT segments. The main
goals of the interview were to establish:
Usage and reliance on IT services

Methods of obtaining service and support from IT
Thoughts on what IT services are lacking
How can IT enhance their business
Future service needs
See Appendix A for a description of interview techniques and questions.
Key Customer Problems
Analysis of the interviews identified twelve recurring problems confronted by

the IT customer:
Helpdesk service is unreliable

Helpdesk does not own problems
There is a We vs. They attitude
Stores dont use the Helpdesk effectively
Breakdown of communications in IT
Helpdesk lacks breadth of skills
Helpdesk lacks resources
Helpdesk does not understand urgency
Customer expectations are not set or met
Helpdesk scope is too narrow
Helpdesk not available when we need them
Helpdesk infrastructure is ineffective

Customer Interviews
See Appendices A and B for interview questions.
Root Cause Analysis Summary
Root Cause Analysis
The Voice of the Customer interview process provided the data to conduct
a detailed root cause analysis. The outcomes of the analysis were
categorized under the MOST classifications: Managerial, Operational,
Social, Technical.
Managerial
Factors affecting managerial issues:
No executive mandate for single (call) process

Responsibilities/accountabilities not defined
No structures for continuous improvement
Operational
Factors affecting operational issues:
No formal processes
No call ownership
Complex call workflows, multiple entries
No Service Level Agreements
Social
Factors affecting social, cultural and human relationship issues:
Fear based culture - risk adverse (not just IT)

Lack of skills - inadequate training
Team not empowered to resolve problems
No group learning/knowledge sharing culture
Technology
Factors affecting technical issues:
Call logging module not configured correctly

Lack of proactive & knowledge tools
Detailed Cause/Effect Information
See Appendix B.
Customer Needs/Satisfiers Summary
Needs and Satisfiers Analysis
The Voice of the Customer interview process provided the data to conduct
a detailed customer needs and satisfiers analysis.
Customer Needs and Satisfiers
Prior warning is required for problems that may threaten store

operations.
Regular feedback to the customer is needed.
IT needs to communicate project status and market IT services.
Customers need relevant, timely, accurate information to drive their
businesses and help themselves.
IT and customers need detailed, accurate statistics to drive continuous
improvement.
IT staff needs communication from management with regard to what is
happening in IT.
<CLIENT> s IT staff and customers need more training.
IT must develop a close relationship with its business partners focusing
on needs.
Customer expectations need to be set and met.
The person who answers the phone must have the knowledge to assist
with the problem. IT needs more specialists.
Create a suitable physical environment to perform customer service
functions adequately.
The Helpdesk needs to be more accessible.
Calls must be responded and attended to promptly and accurately.
A single customer interface to IT is needed.
Customer service is larger than IT alone.
Customers need a clearly defined process for support.
Customer service needs to have skilled, quality people.
Best Practices Review
Exemplary CSM operations of national enterprises were visited and their working
practices observed. The main points from each center visited are identified below:
ABC Global Care Center
High technology investment

MM Telex Service Center
<MM Telex Service Center>
BRG Training Center
Customer satisfaction is achieved primarily through consistency in

service delivery - achieved via standard checklists (developed over 40
years)
Standard checklists are compulsory and rigidly enforced (e.g., 13-point
checklist to handle customer complaints)
Very high investment in team training, typically via competency- based
learning program
Strong use of team coaches, mentoring systems
All staff (inc. executives) must be re-trained annually in store operations
The New Customer Service Model
Customer Service Model Scope
Functions that are NOT Customer Service
Strategic planning
Technology infrastructure management
IT team development
Business system development
Business system services/support
General IT administration and support
Functions that ARE Customer Service
Call management
Communications and marketing
Value stream relationship management
Business and IT value enhancement
Initial Implementation Scope of Customer Service
Limit to core IT service delivery and direct IT support for value streams.
Strategic Role of Customer Service
Due to the investment in infrastructure relating to Customer Service the

strategic role of CS should be reviewed to potentially include non-IT
customer oriented services such as:
Shopper customer services/complaint handling

Trolley tracker type
Operational business call management, e.g. scan inquiries or promotions
Customer Service Principles
Principles of Customer Service Operation
Customer Service Model is the center of the universe for IT.
Customers have a single reference point.

Prevent problems before they occur.
Any action, procedure or person that does not add value to the CS
process must be eliminated from the CS operation.
Reference data is available to anyone who needs it.
Call ownership is mandatory.
Where applicable, external service providers will service non-core
business,
Process will be simplified wherever possible.
Customer service must apply metrics driven by business outcomes.
Process and performance failures signal a failure in management
practices or training.
Self help facilities are provided to aid customers.
Customer Service Function Details
Call Management
Provides the single point of contact and primary service relationship for IT.
Its key feature is the ownership of customer requests from reception to
resolution. It involves accurate logging of calls, elevation to appropriate skill
groups, escalation to appropriate management, and continuous feedback to
customers.
Communications and Marketing
Will take ownership for building effective communication channels to IT

customers.
Will empower IT customers by providing readily accessible information
on IT organization, processes, policies, procedures and services - Self
Help
Will promote the services and competency of IT through a
comprehensive marketing program.
Value Stream Relationship Management
The primary interface between value stream management participants and

the IT organization responsible for assessing, processing, justifying,
prioritizing and integrating IT resources and solutions within the value stream
Business and IT Value Enhancement
To enhance the value of customer care for today and the future by
continuously improving IT and the business value streams through
measuring, reporting, learning, analysis and recommendations which drive
improvements
Customer Service Model - Diagram
N a tiona l S yste ms
Tra in ing
V alue S trea m D e liver Tra in in g

R ela tio ns hip
M a na gemen t
V a lu e S trea m & P ro je ct
Fe ed ba ck P o ss ible Training
In form a tio n
R e qu ire m en ts
B u sine ss
C a se s S u gg es te d
Im p ro ve m e nt
"S e lf-H elp " C us tome r A rea s
C ommunica tion, In form ation , U p da te s S L A D efinitio n B us ine ss and IT

In formatio n a nd & IT Im a ge E nh anc em en t & M o nitoring V a lue
M ark eting E n hanc eme nt
Te ac hing,
C o ac hing & R e qu irem en ts,
C u ltu ral E n ha nc em e nt C all D ata E n ha nc em e n ts &
Im pro vem en ts
C a ll M an ag ement
Existing
E nh a nce d
Helpdesk Scope P roc ed ure s
P ro-Activ e
M a na gemen t V e ndo rs
To ols
IT B us in es s C ontribu tio n
A uto m ate d &
S ervice R e qu e st S e lf H elp C on ten t
Lo gg ing
Organizational Structure
New Customer Service Full Time Team Member Requirements
1 Customer Service Manager
1 Call Management Supervisor
2 Call Screeners
10 Customer Support Representatives
1 Customer Service Communications/Marketing Specialist
1 Customer Service Systems Specialist
1 Customer Service Procedures/Workflow Analyst
1 Customer Service Statistics Analyst
Total : 18
Other IT Team Members Required
3 Retail Technical Support

Gaps in New Customer Service Model
Management
Cohesive IT Vision
Consolidated IT Organizational Structure
Teamwork
Operational
Service Level Agreements (SLAs)

Process Improvement
Performance Targets
Quality Systems
Social
Team Building
Group Learning Based Culture
Training
Technology
Knowledge Tools
Self-help Tools
Intranet
Implementation Plan
Immediate Actions & Quick Hits
January
Call tracking/ownership
Identify/change problem resolution procedures
Identify call back and closure procedure
Procedure for identifying call ticket resolution responsibility
Commence recruitment (refer to implementation costs below )
Identify calls that can be prevented and take action
February
Implement move of Customer Service Center (Help Desk & Retail Tech
Support) and supporting systems of locations
Survey customers about new process
Provide support, as required, for payroll systems roll-out
Implement escalation / elevation process
June
Implement Customer Controlled Routing (Interactive Voice Response)

telephone menu system
Implement measures and control systems
Implement methods and analysis function (CPI)
Form focus groups as required to support CPI
Implement single point of customer service contact (one number)
Add Communication and Marketing function
Identify KPIs for managing customer driven SLAs
Implement decision tree knowledge tools
Determine infrastructure support requirements
December
Integrate Continuous Performance Improvement into <CLIENT> culture
Put processes and procedures in place to support CSM ultimate model

Ensure that CSM is perceived as a helpful, value adding, integral
function by all of <CLIENT>
Drive <CLIENT> to provide end user self sufficiency in all systems (self
help)
Finalize SLAs with customers
Establish support infrastructure
Implementation Cost Summary
Additional Positions
Management
o Customer Service Manager
Support Personnel
o Communications/Marketing
o Data Analyst
o Procedures Improvement Specialist
Professional Assistance
o Knowledge Tool Consultant (60 days) $40 K
Additional Personnel Cost: $250 K/yr
Additional System Requirements
CCR (Customer Controlled Routing) $ 15K
Meridian LINK (Call Logging Interface) $ 15K
CS interface technologies $ 30K
Vendor interfaces $ 50K
Databases $100K
Development of training courses $ 30K
Call logging module licenses $ 50K
Total $290K
Project Assumptions
Assumptions
Executive committee endorsement and involvement

IT Organization chart is defined
Resource availability
Training department support

Knowledge experts available
Vendor support
Implementation team approved and assigned
Recommended Implementation Team
CSM Implementation Team
Project Manager Full Time
Call Center Supervisor Full Time
HR Needs Assessment Trainer Part Time
Recruit CPI/Statistics Analyst Full Time
Recruit Communications/Info Marketing position Full Time
Retail & Support Office Perspective 5 days/month
Contract Knowledge Tools Expert Contract P/T
Workflow Analyst Full Time
Note: Support required from Operations and Software development
Appendices
Interview Questions
Root Cause Analysis
Root Cause Resolution Matrix - Verification
Problem/RootCause Processaddressed Target CriticalSuccessFactors

Date
TheoverallCSprocessisunreliable
Managerial
Noexecutivemanagement Mgmtpresentationon17/12
mandateforasingle MgmtApprovalby1/1
process
NoStructure Business&ITvalueenhancement;
SLA;CPI;Training;dataanalysis
Lackofclearlydefined Organizationbeingdefined ITOrganizationneedsclarificationby1/1.
accountabilities 1/1
Scopeofhelpdeskdoesnot Newworkflowmodeladdresses
coverallofIT. thisissue.
Inheritedaretailorg. Aneworganizationmodelis
structure defined.Instillnewvalues,no Feb Deliveronquickhits.Demonstratesuccess.
fearculture.
Operational
NoProcessWhy? Clearlydefiningallprocesses
Workloadandlackof Planonmeasuring&monitoring Needtogetsomecasualhelptoassistwithquickhits
resourcesprevents workload. inJanuary.
invention&improvement Simplifyprocesses;preventcall;
etc.
Multipleentrypointsfor Singleentrypointbeingdesigned
calllogging
Eventdrivenprocesses Proactivetools;preventingcalls

Date
SocialSystems
Noperformance ImplementingKPI;training;org Careerdevelopmentandmentoringsysteminplace.
measurementsystems structure;
Lackofskills TrainingidentifiedasakeyCSF. DedicatedtrainingrolewithinCSM.
Philosophy:Wewillgiveallthe
necessarytrainingtogetpeople
skilledtoperformtheirjob.
Feelingofhelplessness.I Instillacultureofnofearwithin Feb Deliverquickhitsuccess.
canchangethis. CSM.
Nomethodicalculture.No SeeCSF. Careerdevelopmentandmentoringsysteminplace.
rewardforexcellence.
Technical
Callloggingmodulenot Traintheadministrator. Mar Workflowanalyst/administratorpositionapprovedby
configuredcorrectly Configurecallloggingmodule. 1/1
Technologicalcomplexity Trainingintechnologyand
increasing problemanalysis.
Missingdiagnosticstools Configuringcallloggingmodule
asaquickhit.
CustomerServicedoesnottakeownershipofproblems.
Managerial
NoPolicyorperformance ScheduletodefineCustomer 1Feb Resourcesavailabletodefineanddocument
measures ServicepoliciesandProcedures 1Jun procedures
Mgmtnotcreatinga EducationonITvalues,team 1Jun Managementempowerteams
responsibleenvironment memberempowerment
Operational

Date
Callvolumedoesnotallow Quickhitcallscreeners 1Feb Resourcesavailable
ownership Changeinworkpractice
Mandatorycallownershipby
CustomerService
Hightransferofcall Mandatorycallownershipby 1Feb EducationprogramofHelpdeskteam
ownership CustomerService
FacilitiesCustomershave Newworkenvironment 1
directphysicalaccessto Introductionofcallownershipand March
theHelpdeskstaffonduty customerfeedback
SocialSystems
Peoplenotempoweredto CreationofacultureofNoFear 1June Changeinmanagementphilosophy
taketoownservice Teammemberempowerment
requestsforanyresolution
Processtraining Trainingneedsanalysis 1June Trainingresourcesavailable
Unionissues OUTSTANDING
Nonaggressive,noncareer Careermentoringscheme 1Feb Successoncareermentoringscheme
orientedpeople
Teammembersarerisk InstillaNoFearCulture 1June ITinternalcommunicationprograms
averseanddontmake Changeinmanagementphilosophy
decisions
Technical
Callloggingmodule Seeabove(Callloggingmodule
configurationdoesnot notconfigured)
fullysupportescalation
process.
Wevs.TheyattitudebetweenITandBusiness

Date
Managerial
ITandBusinessmanagers DevelopmentofValueStream ASAP Neworganizationalstructureneedstobeannounced
communicationprocesses concepts ASAP
broken
Nosharedvisionfor Enrolmentstrategy 1Feb DefiningimplementationteamresourcesASAP
BusinessandCustomer Roadshowofnewstrategy
Service
Operational
Noprocessesfor Scheduledcommunicationplan Mid FinalizedValuesStreamstructuresandprocesses
communicationsand
relationshipmanagement
SocialSystems
Norelationshipbuilding CustomerServiceteamtraining 1June Trainingneedsanalysis
skills
Businessownershipnon InformationPolicy 1June ImplementationofValueStreamstructuresand
existent processes
CustomerITliteracy
ITistechnicalisfocused CustomerServiceModel 1June ImplementationofValueStreamstructuresand
Customercommunications processes
Technical
Nocommunication Communicationsandmarketing LANimplementation
technology functioninCSM
StoresdontuseHelpdeskeffectively
Managerial
NoServiceLevel CreationofSLAframework End SLAplandefinedbyJun
Agreements

Date
Noreportingbacktostores Callownershipprinciple 1Feb Successfulimplementationofcallownership
QUICKHITCallclosureand
statscollectionforstores
Operational
Noselfhelpprocesses Communications(SelfHelp) End Technologyrequirements(LAN,Intranet)
function
Inefficientprocessfor Processdefinition,call Jun
customersupport managementandescalation
defined
Otherchannelsfor ProcessandServicedefinitions End SLAsoperational
solutionsavailable
SocialSystems
Perceptionofpoorservice ProcessandServicedefinitions End SLAsoperational
quality
BreakdownofcommunicationsinIT
Managerial
Managementand NOACTIONBYCSMBRE ITDepartmentalissuesforresolutionASAP
Supervisorsdontkeep
staffinformed
Operational
MinimalHelpdesk Releaseimplementationspecified End DevelopmentCoordinationfullyfunctional
involvementinrelease inValueStreamRelationship ChangeManagementpoliciesinplace
planning Managementfunction
Noprocessfor NOACTIONBYCSMBRE ITdepartmentissuesforresolutionASAP
communicationsbetween
ITfunctions
SocialSystems

Date
Lowcommunicationskills NOACTIONBTCSMBRE ITdepartmentalissuesforresolutionASAP
amongsupervisorsand
managers
Helpdesklacksbreadthofskillstodoitsjob
SocialSystems
Accesstoinformation Teambuilding 1June Keyindicatorincludedintoworkperformancereview
andknowledgeis Implementknowledgecapturetools
guarded
Technical
Accesstotechnology EmpowermentofITteammembers 1June
andprivilegesis Training
guarded
Helpdesklacksresourcestodoitsjob
Managerial
Resourcescheduling OUTSTANDING
Operational
Nocallprevention ValueEnhancementfunction 1Jun ImplementEnterprisemanagementtools
program
Noprocesstopriorities CallManagementfunctioncall 1June
work ownershipandescalation
SocialSystems
Incorrectpersonality OUTSTANDING Linkedtocareerdevelopmentsystem
profile ProfilingforCustomerService
Technical

Date
Callmanagement Callloggingmoduleconfiguration 1June Enterprisemanagementtools
technologyislowand Information/SelfHelptools
limitedtoolsfor
preventionand
resolution
Helpdeskisnotavailablewhenneeded
Managerial
Helpdeskhoursof CallManagement 1June
operations
Operational
Helpdeskafterhours CallManagement 1June IntegrationintoOperations(24*7)
operations
SocialSystems
Peoplealltakebreaksat CallManagementisCSM 1June
thesametime responsibility
Technical
Afterhourscontact
technologyand
processes
HelpdeskdoesnotsetCustomerexpectations
Operational
Noprocessesinplaceto CallManagement 1Jun Training,tools,andprocessesdefined
givecustomerexpected
requestresolution
Helpdeskinfrastructureisineffective
SocialSystems

Date
Environmentandfacilities Buildingrenovation 1Mar
notappropriate
NoFrillsmentalityto PrincipleCustomerserviceisthe End ImplementationofCSMBRE
CustomerService centeroftheuniverseforIT AcceptanceofCSprinciple
Satisfiers Resolution Matrix - Verification
Satisfier/Category Processaddressed Target CSF

Date
Priorwarningisrequired
AutomaticSignals CallManagement Mid
Devicesdisplayselfhelp Manualselfhelp Mid++
+
ITshouldcommunicatecontinuouslyduringservicereq.
Progressreporton CallManagement ASAP
problems
CallOwnership CallManagement Jan
Onlineissuequeryatstore CallManagement End
Internalreporton CommunicationsPlan Feb
Communicationwith
customers
Causeanalysis OUTSTANDING
Measurementand CallManagementdefinedmeasure MarApr
communicationwith Periodicreport
customers

Date
Automaticwarningtocall CallManagement Needtoolforautomation.
owner OUTSTANDING
Marketservicesandprogress
Roadshows Communications Feb
onwards
Newsletters OUTSTANDING June
Organizestoresitevisits CallManagement Feb
OUTSTANDING
Progressreportvs.SLAs Communications Jun
toValueStreamowners OUTSTANDING
Ideasbulletin OUTSTANDING
Surveycustomers OUTSTANDING
Giveawaymousemats Communications
Gadgetry/Merchandising OUTSTANDING
Relevant/TimelyInformation
CBT NationalSystemsTraining ?
Tipsdatabase Database End
OUTSTANDING
Intranet OUTSTANDING Mid
Statistics CallManagement Mid
Hierarchicalknowledge CallManagement End
baseknowledgetree
Telephonelist Addressed Mid NeedtheinformationfromBusiness
highlightingcriticalpeople
CPIWithStatistics
Qualitycirclesmeeting Focusgroups

Date
Exceptionmonitoringand CallManagement End Needtoidentifytools
callpatternselectronic OUTSTANDING
Incorporateintopersonal CheckwithHR Mid
goals/objectives
Dedicatedrelationship Addressed On
management going
InternalITCommunications
Regularteammeetingsin ITtoaddress ASAP
IT
Trainingplan ITtoaddresswithHR Mar
Focusgroupwithsenior OUTSTANDING
management
Internalnewsletter ITtoaddress
Communicatebigpicture ITtoaddress
ClearlydefinedKPIs ITtoaddress
Moresocialinteraction ITtoaddress
Peopleintroduction ITtoaddress
personalandelectronic
ITandCustomerTraining
Specifictrainingplanfor NationalSystemsTraining
eachjobfix. OUTSTANDING
Solutionsdatabase Database End
Generalcomputertraining NationalSystemsTraining
forallstafflowcost OUTSTANDING
trainingbyITpeople
CloseRelationshipwithbusinesspartners

Date
Regularforumwith Ongoing
businesspartners
RegularVSpresentations Ongoing
Socialinteractionswith OUTSTANDING
businesspartners
Jobswapping OUTSTANDING
Set/MeetExpectations
Queryfacilityfor OUTSTANDING End
customers
Toolstoestimateworkload CallManagement Mid
OUTSTANDING
Interpersonalskillstraining OUTSTANDING Feb++
+
Methodtoidentifyagreed CallManagement
timeframes
SinglePointofContact
Onenumber CallManagement Mid NeedIVRStool.
Sophisticated CallManagement Feb
intercompanyPABX
Suitablephysicalenvironment
Environment CallManagement ASAP Environmentalteamtorespond.
CStoservemorethanjustIT
Commitmentfrom Done
managementfornonIT
support.
Processesinternal/external

Date
Internal
Displaycallprocess CallManagement
OUTSTANDING
Escalationprocedures CallManagement Feb
defined/enforced OUTSTANDING
Onlineproceduresmanual Communications End
OUTSTANDING
External
Onlinequery Communications End
OUTSTANDING
Customer Satisfiers
Detailed Gap Analysis
Brainstorming Session Outcomes
1. Motivational team meetings
2. Customer, vendor attendance at team meetings
3. Measurable, reviewable goals/business - IT linked
4. Shared goals; common goals
5. Actions are specific, quantifiable
6. Templates for action plans
7. Pickup phone and call CEO 1 step
8. Real-time SLA report card on-line
9. State and central roles clearly understood
10. Reach 90% of <CLIENT> that dont have computer
11. Strategically place technology that everyone use - games/education
12. WWW for <CLIENT> - customer see things of interest
13. Do things we dont have to do
14. Casual dress
15. Work influences their personal life style positively
16. Rigorous training in customer focus - tough, uncompromising; all of IT; reinforced
by mgmt/reward
17. Templates for business cases - dont have to make up (easy). Requirements,
proposal, specs, policies. Not re-inventing the wheel.
18. Best practices on line - problem linked to solutions
19. Skills evolving as <CLIENT> changes to proactive signal training
20. Customer Service goes to new store openings
21. Customer Service rotation with business - required for promotions
22. PC training provided for all of <CLIENT> as a service
23. Emergency room to handle critical business problems
Detailed Implementation Sub-Project Definitions
Report of Current Helpdesk Operation
Workflow of the Current Helpdesk Operations
<insert workflow diagrams>
Definitions
Elevation / Escalation / Updates
Elevation
Elevation is the moving of a problem to a role at a higher skill level for

resolution.
An unsolved problem must be elevated if the times detailed below have

expired. These times are maximums. As soon as a problem is recognized as
not being able to be fixed by each level, it should be elevated. See the
following table for details.
Priority 1stLevel 2ndLevel 3rdLevel

CustomerService RetailTech Software
Rep Support Development
Infrastructure Vendor
Support
Critical 0:05 0:15 0:10
Urgent 0:20 1:00 0:40
High 0:30 3:00 2:30
Standard 2:00 8:00 6:00
Low 6:00 10:00 8:00
Escalation
Escalation is the notification to management of a problem.
Escalation should only be to management involved in solving the problem or

affected by the problem. An unsolved problem must be escalated if the
problem has been open for the times detailed below. This will ensure that the
appropriate levels of management are informed at the relevant times. See
the following table for details.
Priority 1stLevel 2ndLevel 3rdLevel 4thLevel

CustService RetTech SoftwareDev ITDirector
Mgr SuppMgr Mgr State
Infra.Supp VendorRep Director
Mgr StateITMgr Value
Value Stream
Stream Owner
DeptMgr
Critical Immed. 0:15 0:20 0:30
Urgent 0:15 1:00 1:30 2:00
High 0:20 3:00 5:00 6:00
Standard 1:30 8:00 12:00 24:00
Low 5:00 12:00 24:00 24:00
Updates
Updating is the notification to the customer and management regarding the

resolution progress of a problem.
Updates should only be to management involved in solving the problem or

affected by the problem. The resolution progress update is to be given at the
time intervals detailed below. This will ensure that the appropriate levels of
management are kept informed. See the following table for details.
Priority 1stLevel 2ndLevel 3rdLevel 4thLevel

CustService RetTech SoftwareDev ITDirector
Mgr SuppMgr Mgr State
Infra.Supp VendorRep Director
Mgr StateITMgr ValueStream
ValueStream Owner
DeptMgr
Critical 0:15 0:15 0:20 0:30
Urgent 0:30 1:00 1:30 2:00
High 3:00 6:00 5:00
Standard 12:00 24:00 12:00
Low 24:00 24:00 24:00
Procedural Ground Rules
General ground rules for the CSM
The CSR (Customer Service Representative) is responsible for tracking a

call from opening to closure.
The person working on a problem will communicate directly with

customer.
Within <CLIENT>, the person who solves a problem, updates the
customer with the solution and verifies that the problem has been solved
is responsible for closing the call in call logging module.
Any call closed in call logging module must reflect that the customer has
been informed of and has agreed to the resolution.
Where a vendor is involved in the resolution of a call, the vendor must
notify the closure/resolution to the department from which the call was
transferred.
RTS (Retail Tech Support) will act as a coordinator between support
groups when there is a dispute on who should resolve a call problem.
Customer Service Model Implementation Plan
<Customer Service Model Implementation Plan>

Customer Service Model Business Reengineering Project Plan

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<CLIENT>

Customer Service Model

Business Re-Engineering Project

Report of Current Helpdesk Operation............................................................33

Voice of the Customer:

Key Problems Identified Helpdesk service is unreliable

Immediate Management Actions Required

Action Responsible Date

The Customer Service Model Business Re-engineering (CSM BRE) effort is an

New Organizational IT model - Design & Implementation

To launch a systematic approach to inventing a new CSM, a management

The CSM sub-project will employ a modified, intensive four-week BRE

Create a single point of contact for customer service by 1 st quarter

The drivers for the new CSM were identified as:

Existing low service satisfaction levels

CSM BRE Team Members

CSM BRE Project Milestones

The major milestones of the BRE project are as follows:

BRE Team Training - week of 11/18

Current Operational Description

At the present time, a customer service organization, as identified by this project,

Strength/Weakness Analysis of Existing Helpdesk

Strengths and weaknesses of the current Helpdesk operations were identified as

Strengths of Existing CSM

Good call logging product

Call logging module not configured adequately to support the business of

Average Cost Per Helpdesk Call: $13.00

Total Number of Calls / Year: 72,000

Total Annual Cost of Operations: $936,000

Given the present confusing state of affairs at the <CLIENT> Helpdesk as

Customer Service Model Process Re-engineering

Who are the Customers?

An analysis of the service model customers was conducted to ensure that a

Business Function Segmentation

High sophistication/needs for information

Who are the Stakeholders?

An analysis of the service model stakeholders was conducted to ensure that

<CLIENT> Strategic Business Partners

A formal interview process was conducted on the customers who were

Usage and reliance on IT services

Key Customer Problems

Analysis of the interviews identified twelve recurring problems confronted by

Helpdesk service is unreliable

Helpdesk infrastructure is ineffective

See Appendices A and B for interview questions.

Root Cause Analysis Summary

Root Cause Analysis

Factors affecting managerial issues:

No executive mandate for single (call) process

Factors affecting operational issues:

Factors affecting social, cultural and human relationship issues:

Fear based culture - risk adverse (not just IT)

Factors affecting technical issues:

Call logging module not configured correctly

Customer Needs/Satisfiers Summary

Needs and Satisfiers Analysis

Customer Needs and Satisfiers

Prior warning is required for problems that may threaten store

ABC Global Care Center

High technology investment

<MM Telex Service Center>

BRG Training Center

Customer satisfaction is achieved primarily through consistency in