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Project Plan

WW Consulting
April 3, 2016

Project Information
Project Name
The project name is PJ Enterprises Training for Telephone Operators.

Project Description/Overview
PJ Enterprises is a mail order catalog business that develops, manufactures, and
markets high-quality gifts, apparel and home accessories and distributes them
through its mail-order catalog and retail store. Management is concerned with a
30% increase in customer complaints with the telephone operators as compared to
the same period last year. WW Consulting has been asked to design, develop, and
deliver a learning program for the telephone operators. The training course is
intended to be delivered before the catalogs are mailed.
WW consulting has conducted a needs (gap) analysis to determine the cause of the
gap between PJ Enterprises current state and its yearly business objectives. In
doing this, WW Consulting has discovered various needs of PJ Enterprises and its
employees and has determined the most appropriate solutions to address these
needs. Upon completion of the suggested solutions, PJ Enterprises will be better
positioned to meet their yearly business objectives.
The solutions identified as a result of the need (gap) analysis consist of the
development and delivery of a telephone operator customer service training
including scripts, scenario examples, practice scenario activities; and an electronic
Project Plan

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product guide hosted on SharePoint with detailed product descriptions, indexing


and searchable words.

Project Purpose
The purpose of this project is to provide PJ Enterprises with design, development
and training for current telephone operators. The project will also provide trainer
materials, allowing PJ Enterprises supervisors and management to offer consistent
training to new hires on an ongoing basis. These materials will be beneficial in
providing all operators with phone scripts and procedures to enhance customer
service interactions. The materials are aligned with the below listed PJ Enterprises
Business Objectives.

Business Objectives
The business objectives are as follows:

Focus on continuing aggressive growth to maintain or exceed projected


targets

Focus on improving profitability

Focus on quality and customer service with a 10 percent improvement on


customer service scores

Focus on quality of work environment and staff development and


recognition

Scope Statement
Deliverables Included
The deliverables for this project are Telephone Operator Customer Service
Training and Telephone Operator Electronic Product Guide Training. Specific
deliverables include:

Project Plan

Delivery of training

Scripts for customer service

Facilitator Guide

Student Guide

Job aids

Process flowcharts

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Exclusions
Supervisor performance assessment training and manager communication training
are out of scope.
Management training is out of scope.
Monthly ongoing communication initiatives are out of scope.
New hire training for the ordering system is out of scope.
Detailed, hands-on product training is out of scope.

Project Completion Criteria


This project will be complete when all specified deliverables, including the initial
Telephone Operator Customer Service and Electronic Product Guide Training are
signed off, approved and delivered to PJ Enterprises management team.

Project Plans
Primary Plans
The purpose of this project is to provide PJ Enterprises with design, development
and training for current telephone operators. The project will also provide trainer
materials, allowing PJ Enterprise supervisors and management to offer consistent
training to new hires on an ongoing basis. These materials will be beneficial in
providing all operators with consistent phone scripts and procedures to enhance
customer service interactions.
This Project Plan includes a variety of plans necessary to carry out a smooth
implementation of the Phone Operator Training. Below is the budget necessary to
execute the project plans.

Deliverable
/Solution

Type of Training/
Deliverable

Telephone Operator
Training

Instructor led training

Seat Time
or Scope
Figure

8 hours

Total Hours
Estimated

344

Cost

@$150
per hour
$51,600

E-product guide

Project Plan

Electronic product
guide and SharePoint
site

32-48 pages

64-96

$9,60014,400

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WW Consulting Team member will meet on a weekly and bi-weekly basis to


ensure that the development is on track and all recommendations or changes are
included in the final product.

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Scheduled Meetings
Meeting

Frequency

Description

Design Meeting

weekly

To collaborate and review all


design documents and to ensure
team is on track

Development Meeting

weekly

To collaborate and review the


development of facilitators/EProduct guides also to ensure
team is on track

Implementation

Bi-weekly
(every 2 weeks)

Evaluation/Testing

Bi-weekly
(every 2 weeks)

Sign-offs/Sponsor

As Needed

To ensure phone operators


schedules are aligned with
training schedule and to confirm
the required resources are in
place to execute pilot training
To ensure training is
implemented smoothly and any
unforeseen problems/issues can
be reviewed and resolved
immediately
To confirm WWW Consulting is
on track and our work meeting
the expectations of the PJ
Enterprises

Scheduled Status Reports


WW Consulting, Project Manager, Coral Shanahan, will provide a status report, in
writing bi-weekly (every two weeks) to keep PJ Enterprises updated on the entire
project. Conference Calls will be setup on each sign-off date to ensure all
communication is accurate and changes and/or recommendations are made in a
timely manner. Conference calls can also be scheduled as needed throughout the
duration of the project.

Project Plan

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Assumptions
WW Consulting is responsible for:
Collaborate with PJs IT department regarding the setup of a SharePoint or
shared directory accessible by all telephone operators and supervisors. This
SharePoint will display the current product guide in electronic format.
Telephone Operator Training which will include the following:
o Customer service training including call scripts, scenario examples,
practice scenario activities
Electronic Product Guide training
o Accessing the company intranet site
o Opening the product guide
o Searching the product guide
o Searching tip sheet handout
o Enhanced product features including examples of products
o What to do if encounter issues
PJ Enterprise will be responsible for:

Possible Additional Expenses


o
o
o

Travel Cost (Airfare & Hotel)


Lunch/Food
Office Space

Scheduling the TOs for training is the responsibility of PJ Enterprise


Jane or someone she delegates to since they know the parameters
and needs of TOs on the floor for business.

Schedules

Constraints
The following situations will/can constrain WW Consulting ability to carry out the
project:

Project Plan

The shifts and work schedule of the phone operators and SMEs will
constrain our availability to implement training if not coordinated
effectively

IT and technological challenges can impact and lengthen the


implementation process

Lack of staff cooperation and low morale can increase resistance and
decrease the effectiveness of the instructor-led training

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External Influences/Dependencies
The successful completion of the course is dependent on the following external
factors:

Call Volume- Higher than normal call volume could require that phone
operators be available to take inbound calls versus participating in training
which in turn can extend deadline.

Staff Cooperation- High resistance will decrease the effectiveness of the


instructor-led training and prolong the implementation process

Project Approach
For this project, WW Consulting will use the ADDIE process:

Project Plan

Analyze
o

Learners

Work Environment

Training Environment

Task Analysis

Design
o

Write Outline

Define Course Objectives

Create Assessments

Determine Instructional Strategies

Wire Design Document

Review & Edit

Implement
o

Determine Learner Group

Determine Training Time/Location/Date

Train the Trainer

Evaluate
o

Create Evaluation Strategy

Gather Data

Analyze Data

Report Data

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Milestones
Project Milestones
Milestone

April 7, 2016

Design Document signoff

May 4, 2016

Facilitator and Phone Operator Guide Design Sign Off

June 15, 2016

E-product guide Document Sign Off

June 29, 2016

Pilot Training Conducted; Revisions Signoff

July 13, 2016

Telephone Operator Training

August 1-5, 2016

Project End Date

August 8, 2016

ADDIE Signoffs

Project Plan

Date

Project Management Plan Outline

E-Learning Signoffs

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Schedule

Task
Analyze
Learners
Work Environment
Training environment
Task Analysis
Phone Operator
Tasks
Identify steps or
guidelines
Identify knowledge
needed
Identify related
processes
Determine objectives

Design
Write outline
Document objectives
Document other
course specifics
E-product guide
Document
Create assessments
Determine
instructional methods
Write Design Document
(DD)
Submit DD for Review
Review DD (SMEs)
Modify DD
Verify DD (SMEs)
Sign off on DD (SME)

Develop
Write facilitator guide
Write guide/materials
Create job aids
Project Plan

Who
All
All
All
All
All
All
All
All
All
All
JB, BB,
AT
BB
BB
JB, BB,
AT
JB, BB,
AT
JB, BB,
AT
JB, BB,
AT
BB
ALL
ALL
JB, BB,
AT
ALL
ALL
ALL
BB
BB
JB, BB,
AT

Star
t
28Mar
28Mar
28Mar
28Mar
28Mar
31Mar
31Mar
31Mar
31Mar
31Mar

Due

Done

Comments

5-Apr
5-Apr
5-Apr
5-Apr
5-Apr
7-Apr
7-Apr
7-Apr
7-Apr
7-Apr

11-Apr
11-Apr
11-Apr

21-Apr
21-Apr
21-Apr

11-Apr

21-Apr

11-Apr

21-Apr

11-Apr

21-Apr

11-Apr

21-Apr

18-Apr
18-Apr
25-Apr

21-Apr
21-Apr
2-May

25-Apr
25-Apr
25-Apr
9-May
9-May
9-May

2-May
2-May
4-May
25-May
25-May
25-May

9-May

25-May
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Submit guides for


review
Review guides (SMEs)
Modify guides
Verify modifications
(SMEs)
Sign off on guides
(SME)
Write guide/materials
Create job aids
Submit guide for
review
Review guides (SMEs)
Modify guides
Verify modifications
(SMEs)
Sign off on guides
(SME)

Implement
Determine phone
operators
Determine training
location and time
Send materials to print
Get materials back
Gather supplies and
set up room
Pilot Training
Conducted; Revisions
Signoff
Train Phone Operators

Evaluate
Create evaluation plan
Gather Data
Analyze Data
Report Results

Project Plan

ALL
ALL
JB, BB,
AT

18May
25May

15-Jun
15-Jun

1-Jun

15-Jun

ALL

10-Jun

15-Jun

ALL
BB
JB, BB,
AT

10-Jun
15-Jun

15-Jun
22-Jun

15-Jun

22-Jun

ALL
ALL
JB, BB,
AT

20-Jun
22-Jun

22-Jun
29-Jun

22-Jun

29-Jun

ALL

27-Jun

29-Jun

ALL
ALL

27-Jun
5-Jul

29-Jun
13-Jul

CS,RC

5-Jul

13-Jul

CS,RC
CS,RC
CS,RC

5-Jul
5-Jul
5-Jul

13-Jul
13-Jul
13-Jul

ALL

5-Jul

13-Jul

11-Jul
1-Aug

13-Jul
5-Aug

1-Aug

5-Aug

1-Aug

5-Aug

1-Aug

5-Aug

1-Aug

5-Aug

1-Aug

5-Aug

ALL
ALL
JB, BB,
AT
JB, BB,
AT
JB, BB,
AT
JB, BB,
AT
JB, BB,
AT

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WBS Diagram

Project Plan

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Gantt Chart

Project Plan

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Project Plan

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Project Plan

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Dependency Table
Criti
cal
Path
FS

Predecessor

Success
or

Design
Document (1st
draft)

FS

Facilitator and
phone operator
guide design (1st
draft)

FS

E-product Guide
Document (1st
draft)

FS

Piolet training

Design
Docume
nt
Final/Sig
n Off
Facilitato
r and
phone
operator
guide
design
final/sign
off
Eproduct
Guide
Docume
nt
final/sign
off
Telephon
e
Operator
Training

Individual Contributor Responsibilities

Project Plan

Task

Respons
ible
Contrib
utor

Project
Managemen
t Plan
Outline

All; final
documen
t
complied
by Amy
T.

Design
Document

Bridget
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Project Plan

1st Draft

B.

Design
Document
Final/Signo
f

Bridget
B., Coral
S.

Facilitator
and Phone
Operator
Guide
Design 1st
Draft

Jen B.,
Amy T.

Facilitator
and Phone
Operator
Guide
Design
Final/Signo
f

Jen B.,
Amy T.,
Rebecca
C.

E-product
guide
document
1st draft

Bridget
B.

E-product
guide
document
final/signof

Amy T.,
Coral S.

Pilot
Training
Conducted;
Revisions/Si
gnof

Rebecca
C., Coral
S.

Telephone
operator
Training

Rebecca
C.

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Change Management Plan


To manage changes to the project, WW proposes that the entire project team use
the process outlined below.

Purpose
The purpose of a Change Management Plan is to provide a controlled method to
track changes to the project from initiation through final approval. The Change
Management Plan will ensure that all changes are reviewed and approved in
advance, that all changes are coordinated across the project, and all stakeholders
are notified of approved changes to the project.

Goals
The goal of the plan is to ensure the following:

Provide a controlled environment for suggested change

Provide a venue for change discussion

Document evaluation of changes to the project

Document impacts to budget, scope and schedule

Document stakeholder approval of changes to the project

Document modifications to project plan to account for change

Communicate change to stakeholders

Track suggested changes to the project to completion

Change Control Process


The Change Control Process consists of a Change Request Form, Change Log,
Change Proposal, Change Meetings, and Approvals.
Any stakeholder can complete and submit a Change Request Form. The forms are
submitted to the Project Manager who enters the request into the Change Request
Log. The Project Manager also assigns priority to the proposed changes.
Priority 0 (P0): All stop. Budget, scope and schedule are all impacted. Project
cannot move forward until resolved. Change Meeting is scheduled immediately.
Priority 1 (P1): Budget, scope, or schedule may be impacted; two elements can be
impacted but not all three. When budget, scope and schedule are impacted escalate
to P0 status. When P1 Status Changes are entered, the project work can continue
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but Change Meeting will be scheduled as early as possible. Change Log is opened
for stakeholder comments.
Priority 2 (P2): Necessary change to the project that will not impact budget, scope
or schedule. Project work continues as planned; P2 Changes can be discussed at
the next Project Team Meeting.
Priority 3 (P3): Nice to have, not a necessary change. No impact to budget, scope
or schedule. Project Manager has authority to approve P3 changes.
P0 and P1 Changes are reviewed by the Business Manager who develops a Change
Proposal to present to the Project Team.
The Project Team will discuss the Change Log, stakeholder comments, and any
Change Proposals and determine which changes to put forward for signature.
P0-P2 Changes must be approved by both the Project Manager and the Project
Sponsor. Only after both have signed the Change Proposal is the Project Plan
revised.
After the Project Plan is revised the Project Manager updates the Change Log and
sends a Management of Change email to critical stakeholders to advise them of
changes to the project.
The Project Manager closes the Change Request.

Responsibilities
Person Responsible

Project Plan

Responsibilities

Any Stakeholder

Submits a Change Request Form to the Project


Manager

Project Manager

Enters the proposed change into the Change Log,


assigns priority level, schedules Change Control
Meetings based on priority of change. Project
Manager will update log as changes are approved or
denied by the Project Team and the Project Sponsor.
The Project Manager has signatory authority on behalf
of WW to approve changes.

Business Manager

Reviews proposed P0 and P1 changes, develops a


Change Proposal to present to Project Team.

Project Team

Meets regularly to evaluate potential changes and to


propose solutions. Reviews Business Managers
changes to budget, scope and schedule when
appropriate.

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Person Responsible

Project Sponsor

Project Plan

Responsibilities

Reviews Change Plans, changes to budget, scope and


schedule per the Business Manager, and has signatory
authority on behalf of the client to authorize change.
P0-P2 changes cannot occur without both Project
Sponsor and Project Manager signatures.

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Communication Plan
Purpose and Goals
It is important for PJs management to develop a communication plan for the
customer service training. The purpose of this communication is to inform the
staff about the upcoming training. The goal is to foster support for the training.
Communication about the training assists PJ in meeting its goals of increased
customer service.

Recommendations to PJ on Messages to Address Impact of Project


PJs management should clearly identify the purpose of the training and the
expected outcomes in the communication. The communication should be done in
advance of the training. Management should thank the current staff for their
efforts and set a positive for the future of PJ enterprises. It should offer a positive
message about the training and highlight how it will help the telephone operators
in their jobs. The communication should include benefits for customers by sharing
past customer feedback and explain how the training will improve the outcome.
Details about the training session times and lengths should be provided, along with
reminders.

Project Plan

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Challenges and Opportunities


Audience

Project Plan

Challenge

Message to address challenge

Channel

Responsible

Date

Telephone
Operators

Resistance to the
customer service
training

Training will develop their skills,


making it easier to help customers and
calls go smoother and quicker.

Team
huddles

Jane MacKenzie

8/1/16

Supervisors

Resistance to
training due to
challenges in
scheduling
training and
keeping up with
call volume

Training will be scheduled to


accommodate the majority of schedules
and still cover call volume.

One on one
meetings

Jane MacKenzie

8/1/16

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Risk Management Method

1 INTRODUCTION

1.1 PURPOSE OF THE RISK MANAGEMENT PLAN

A risk is an event or condition that, if it occurs, could have a positive or negative effect
on a projects objectives. Risk Management is the process of identifying, assessing,
responding to, monitoring, and reporting risks. This Risk Management Plan defines
how risks associated with the PJ Enterprises Training project will be identified,
analyzed, and managed. It outlines how risk management activities will be performed,
recorded, and monitored throughout the lifecycle of the project and provides templates
and practices for recording and prioritizing risks. The intended audience of this
document is the project team, project sponsor and management.

2 RISK MANAGEMENT PROCEDURE

2.1 PROCESS

The project manager working with the project team and project sponsors will ensure
that risks are actively identified, analyzed, and managed throughout the life of the
project. Risks will be identified as early as possible in the project so as to minimize
their impact. The steps for accomplishing this are outlined in the following sections.
The project manager will serve as the Risk Manager for this project.

2.2 RISK IDENTIFICATION

Risk identification will involve the project team, appropriate stakeholders, and will
include an evaluation of environmental factors, organizational culture and the project
management plan including the project scope. Careful attention will be given to the
project deliverables, assumptions, constraints, WBS, cost/effort estimates, resource
plan, and other key project documents. A Risk Management Log will be generated and
updated as needed and will be stored electronically in the project library located in the
company document e- locker.
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2.3 RISK ANALYSIS

All risks identified will be assessed to identify the range of possible project outcomes.
Qualification will be used to determine which risks are the top risks
to pursue and respond to and which risks can be ignored.

2.3.1 Qualitative Risk Analysis

The probability and impact of occurrence for each identified risk will be assessed by
the project manager, with input from the project team using the following approach:

Probability

High Greater than 70% probability of occurrence

Medium Between 30% and 70% probability of occurrence

Low Below 30% probability of occurrence

Im
pa
ct

High
Mediu
m
Low
Low

Mediu
m

High

Probability

Impact

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High Risk that has the potential to greatly impact project cost, project
schedule or performance

Medium Risk that has the potential to slightly impact project cost,
project schedule or performance

Low Risk that has relatively little impact on cost, schedule or


performance

Risks that fall within the RED and YELLOW zones will have risk response planning
which may include both a risk mitigation and a risk contingency plan.

2.3.2 Quantitative Risk Analysis

Analysis of risk events that have been prioritized using the qualitative risk analysis
process and their affect on project activities will be estimated, a numerical rating
applied to each risk based on this analysis, and then documented in this section of the
risk management plan.

2.4 RISK RESPONSE PLANNING

Each major risk (those falling in the Red & Yellow zones) will be assigned to a
project team member for monitoring purposes to ensure that the risk will not fall
through the cracks.

For each major risk, one of the following approaches will be selected to address it:

Avoid eliminate the threat by eliminating the cause

Mitigate Identify ways to reduce the probability or the impact of the risk

Accept Nothing will be done


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Transfer Make another party responsible for the risk (buy insurance, outsourcing,
etc.)

For each risk that will be mitigated, the project team will identify ways to prevent the
risk from occurring or reduce its impact or probability of occurring. This may include
prototyping, adding tasks to the project schedule, adding resources, etc. For each major
risk that is to be mitigated or that is accepted, a course of action will be outlined for the
event that the risk does materialize in order to minimize its impact.

2.5 RISK MONITORING, CONTROLLING, AND REPORTING

The level of risk on a project will be tracked, monitored and reported throughout the
project lifecycle. A Top 10 Risk List will be maintained by the project team and will
be reported as a component of the project status reporting process for this project. All
project change requests will be analyzed for their possible impact to the project risks.
Management will be notified of important changes to risk status as a component to the
Executive Project Status Report.

3 TOOLS AND PRACTICES

A Risk Log will be maintained by the project manager and will be reviewed as a
standing agenda item for project team meetings.

Template Source:
http://www2a.cdc.gov/cdcup/library/templates/CDC_UP_Risk_Management_Plan_Te
mplate.doc

Project Plan Approvals


Approvals
Approved by:

Project Plan

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Project Plan

Name

Role

Jane MacKenzie

Project Sponsor

Signature

Jane E. MacKenzie

Date

4/3/16

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