768 Project Management for Instructional Development_Final Project Paper - Team 2 DW

Module 2_Case Study Analysis_jem Feedback.docx

PJ EnterprisesCustomer Service Improvement PlanBy Designing Women, LLC

Contents

1.Project Gap Analysis Strategy4Information Needed4Team Strategy5Analysis Plan5Questions to Ask6Roadblocks & Dependencies9Strategies to Mitigate Risks92.Performance Analysis Report10Introduction10Background10Purpose of the Report10Analysis Methods10Data Summary: Customer Satisfaction Ratings11Data Summary: TO Employee Job Approval Ratings11Data Summary: PJ Enterprises Catalog Sales History12Analysis Findings12Identification of Needs14Recommended Solutions for PJ Enterprises to Consider14Proposed Solutions for Consulting Firm to Carry Out15Evaluation plan16Request for Proposal163.PJ Enterprises Customer Service Improvement Plan17Project Information17Description of Work19Project Deliverables20Project Completion Criteria22Project Milestones22Possible Problems / Constraints23Assumptions25Vendor Assistance Requirements / External Dependencies25Budget26Terms and Conditions294.PJ Enterprises Customer Improvement Project Management Plan32Project Information32Scope Statement33Deliverables33Exclusions/Out-of-scope35Project Completion Criteria36External Dependencies36Assumptions36Constraints37Project Milestones Overview37Project Approach and Primary Plans38Scheduled Project Team Meetings and Status Reports39Issues Management39Risk Assessment and Mitigation Plans40WBS and Diagram Customer Service Improvement Training42In-Classroom Customer Service Training Course Schedule44In-Classroom Customer Service Training Course Gantt Chart45Change Management Plan46Responsibilities47Communication Plan48Project Plan Approvals525.Design Document for PJ Enterprises Customer Service Training Course53Document Description53Purpose of the Course53Audience Description53Major Course Objectives53Learning Assessment for Course53Instructional Strategies for Course54Media54Development Tools54Class/Seat Time of Course54Course Outline54Development Time56Support requirements56Ownership56Project Sign-off56Appendix A: Telephone Operators (TOs) Job Task Analysis57Appendix B: Detailed In-Classroom Customer Service Course Outline58

1. Project Gap Analysis StrategyInformation NeededDesigning Women has determined the following information is needed from PJ Enterprises, as grouped by divisions (or stakeholders), in order to analyze the gap between actual and expected business and performance results:1. Customer Service Representatives (CSSs) and Telephone Operators demographics (age, gender, ethnicities for language purposes, level of technical ability, etc.) of CSSs and Operator staff for potential training purposes that could result from upgraded hardware and equipment to IT/phone systems level of knowledge of products per catalog / season level of knowledge of channels available for support via management obstacles to providing the best quality service most frequent/difficult customer issues most frequent/difficult challenges with catalog product information challenges posed per the work environment (cultural and technological)

2. Operations (IT/Telephone & Warehouse) current 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, software, and equipment for IT, phone systems, possible online additions, and warehouse improvements current capacity versus future capacity of IT, phone and warehouse technology current capacity versus future capacity of supply chain management challenges posed per the work environment (cultural and technological) current office and warehouse buildings space capacity for office and warehouse staff/storage versus anticipated future growth of office, warehouse staff/storage and possible online presence current infrastructure for online presence or cost for putting that in place or out-sourcing cost comparison for updated VoIP phone system vs. the current phone system

3. Sales and Human Resources Management Directors validation of target audience (women ages 25 - 55) and their purchasing motivations/preferences, as well as other potential audiences and their purchasing motivations/preferences confirmation of all sales media and vehicles (print catalogs, telephone, in-person solicitation, web site, television advertising) and total number of sales per catalog / season and annually sales figures per most popular/purchased/expensive items the previous and current years costs for current year catalog customer lists and print production and mailing level of interest/motivation/effect of the current incentives program provided to customer service and operations (warehouse) staff for error-free work level of interest/motivation among staff for incentivizing monthly company staff meetings

4. Customer Service Staff Trainers - Catalog Director (Judie Thompson) and Merchandise Manager (Sheena Perez) demographics (age, gender, ethnicities for language purposes, level of technical ability, etc.) of CSSs and Operator staff challenges or issues the trainers faced delivering the training via in-person PPT presentation, and any other training options previously considered length of time it took staff to retain product line knowledge that changed quarterly / level of comfort among customer service staff with changes to the product line validation of customer service staff (CSSs and Operators) skills and experience upon hire / difference in job criteria for both positions validation of all training courses and resources provided other than the in-person PPT training (e.g. new hire orientation, formal customer service training, etc.) target delivery date, estimated length of time to produce new training(s) and recommended training activities/tactics appropriate to the customer service staff gap between average number of calls serviced per hour (3) and target number of calls per hour (6) determination of number of calls serviced and number of operators needed and in order to be profitable validation of highest selling products and products that receive the most complaints

Team StrategyDesigning 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 interviews2. 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 interview4. Training Staff -- In-person individual interviewsAnalysis Plan

Activity/MethodPurpose or Information You Hope to GainPerson Responsible

Survey and/or questionnaire delivered via individual interviews with CSSs and OperatorsHow CSSs and Operators can receive support to produce better work qualityCynthia Casillas

Interview with upper IT/Phone/Warehouse management with a possibility of surveys for the remaining staff within those areas depending on the future sales path chosen by management. Is the current method of taking sales the most efficient? Could the addition of an online presence (website) negate the need for highly trained phone operators and thereby reduce not only the need for training but also the number of telephone operators needed? Would this online presence be more appealing to the younger targeted audience? Is the current phone system a traditional system? Is so, has VoIP vs. tradition system costs been compared?Lorraine Ibe

Group or Individual Interviews with Sales and HR Management Team followed up with a questionnaire if necessary. Target and potential audience/customer purchasing history, motivation and preferences; validate drivers behind previous and current year sales; analyze sales production costs for previous and current years to forecast costs in terms of future sales increases. Leila Rao

Individual Interviews with Catalog Director (Judie Thompson) and Merchandising Manager (Sheena Perez)The problems that they have with the current PPT training, what kind of training do they envision for the future, and what tools or references do they hope for to better assist the staff and customers.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 Number of years in current position? A. 0-2 B. 3-5 C. 5-10 D. 10+ Does your office use quality communication equipment? On average, how many calls are responded to within an hour? On average, how many minutes does 1 call take?A. 0-2minB. 3-5minC. 5-10minD. 10+ Does your office have a set schedule for breaks? How do you currently handle customer complaints? A. Transfer to supervisor B. Transfer to CSSs Does your office provide information on most popular items being sold? Are you familiar with the computer system used for sales? How do you currently acquire knowledge on an item that a customer requests? How often do you revisit the catalog when it is updated? Do you receive incentives from your supervisors when you achieve customer satisfaction? How does your office handle safety measures?

[Operations Upper Management (IT/Phone, Warehouse, and perhaps Business Analyst] 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. If a decision to proceed with only the current sales option: What is the average number of calls coming through the system per hour if they receive if their target is 6 calls an hour? How much is shipped now and what is the maximum capacity for the current supply chain? Will the current supply chain system handle an increase in sales so that shipping is handled successfully and doesnt detract from the customer service interaction? 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 is the average number of phone calls the current phone system processes per hour / day as well as the expected number of phone calls with the projected increase in sales (or average number of phone calls per hour / day that the new phone system can process)? What is the average length of a work shift per day, duration of lunch break (if applicable), and total number of breaks per shift or per hour? What is the average number of shipments shipped per catalog / season this year, as well as projected number of shipments shipped per catalog / season for the next year? Is there satisfaction with office and warehouse buildings? Is there adequate space for current office and warehouse staff/storage capacity, as well as a potential increase in space needs for future growth of office and warehouse staff/storage capacity?

[Sales and HR Management] Have you researched other target audiences/customers in addition to ages women ages 25 - 55? If so, please define those audiences (or follow-up with information) by gender, age, location/region, income range if applicable/known, and/or ethnicity if applicable/known. Did your research on other target audiences/customers indicate any motivation trends for purchasing (e.g. personal use versus gifts for special occasions)? Did your research on other target audiences/customers indicate any trends in most desired products and why? What is the total number of individual products PJ Enterprises has offered each year for the past six years? What was the total number of individual products offered per each catalog/season this past year? What is PJ Enterprises total number of sales per catalog/season and annually? What are the top ten highest selling and the top ten most popular items purchased per catalog/season and annually? Do you know or have customer feedback on why those products are the highest selling and/or most popular? 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.)? Do your advertising media/vehicles change per catalog and/or per season? 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? Was there an increase/decrease/maintenance in the number of staff who received incentive rewards this current year? 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? What is the average number of staff that attend monthly meetings? Do you know which departments have higher staff attendance rates? 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? What does PJ Enterprises do that supports a good work environment for its employees? What do you think PJ Enterprises can do to improve its current work environment? Are there any other internal key stakeholder groups/individuals that you think we should include regarding this project that have not already been identified? Please explain. [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? What is the potential increase in calls have to be in order to be profitable? How many telephone operators do you need to achieve that? 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? 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?Roadblocks & Dependencies lack of client/stakeholder groups commitment to the project client/stakeholder groups are unable to provide all information in a timely fashion or provides incorrect answers/information key stakeholder groups are unwilling to participate / information from one or more of the four identified stakeholder groups is not received, which informs the overall gap analysis 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 analysisStrategies to Mitigate Risks 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 communicate/inform key stakeholder groups of the goal of conducting the gap analysis activities first before initiating activities project team will request additional time to gather needed information if necessary 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. Performance Analysis Report

IntroductionThis report is submitted to the owners and managers of PJ Enterprises, as a report of findings and recommendations on the performance issue analyzed by Designing Women, LLC.BackgroundThe 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.Purpose of the ReportThe purpose of the Performance Analysis for PJ Enterprises is to determine the causes of and possible solutions to reports of poor telephone customer service and product knowledge at PJ Enterprises.Analysis MethodsTo 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 held a group interview with operators to obtain their perception of problems and prior training met with IT and Human Resources staff to obtain their perspective on the problem 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 number of times a customer asked to speak to a supervisor while waiting for product information number of times an order was cancelled, and/ or customer dissatisfiedData Summary: Customer Satisfaction RatingsPJ Enterprises has experienced their largest dip in customer service ratings since the inception of the company in 2008. This years figures show a significant drop of 30% in customer satisfaction (based on complaints with the telephone operators as compared to last year.)

Data Summary: TO Employee Job Approval RatingsRecent surveys indicate that over 50% of the PJ Enterprises mail order employees are dissatisfied with their jobs. This dissatisfaction if left unchecked could lead to high employee turnover.

Data Summary: PJ Enterprises Catalog Sales HistoryPJ Enterprises sales have steadily increased with a substantial increase from last year.

Analysis FindingsPJ 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 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: over 40% increase of sales this past year resulted in a higher volume of calls that TOs were expected to process and a 30% increase in customer service complaints TOs lack of product knowledge TOs have limited product information available to them and its provided in a way that doesnt support their needs - product guide has the same information as the customer catalog and does not have customer inquiry specific information (e.g. product care instructions, shipping costs, etc.), which doesnt offer the information TOs need to answer customer questions adequately product guide does not provide easily obtainable information; its only offered in a hard copy format (not integrated into online ordering system for easy search functionality) and the print layout is confusing/inconsistent causing TOs to spend too much time flipping through the guide for product information they dont already know in order to answer customer questions Training and training resources do not support product knowledge retention and customer service skills - TO training is only provided on two topics -- the order entry system and new products 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 inconsistent definition of service across all organization levels management defines service as knowledgeable/excellent interactions that result in satisfied customers; CSS/TOs believe service is the act of answering customer questions/complaints only CSS/TOs do not have up-to-date standard/consistent phone etiquette or problem resolution guidelines or training to support positive phone interactions process of TOs forwarding unresolved customer questions to CSS isnt time efficient and adds to customer aggravation lack of standard HR policies/procedures and inadequate incentives that affect employee retention specific supervisor/TO job requirements are only communicated during the hiring process and are not incorporated into the performance evaluation process employees are asked to rate their own performance which can result in biased or misinformed performance results and lead to low employee morale current incentive program goals/rewards are not easily attainable many TOs cannot reach goal of 6 or more calls per hour due to not having the information they need to perform efficiently only one reward exists for reaching performance goal of 6 calls per hour -- product discounts for one week only -- and this results in TOs spending more of their own money, which is not a reward TOs are not compensated for trainings that take place during their work shift hours monthly employee meetings are used to motivate employees to sell more and do not offer other constructive instruction or ideas for achieving higher sales other than to process 6 or more calls per hour monthly meetings are not scheduled to accommodate employees schedules and employees are expected to take time away from their regular work to attend but still be able to achieve the goal of 6 calls per hour compensation for attending monthly meetings is not provided Outdated Customer Service Equipment/Technology Slow equipment can add to slower TO call times (employees can choose to purchase their own out of pocket) Outdated order entry system software that will be updated will require TO to learn how to use this new system and could possibly impact TO call times new order entry system can eventually integrate product information but IT division will need to plan for that software upgrade because its not available at the time of its initial launch Identification of NeedsAs 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. 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. Recommended Solutions for PJ Enterprises to ConsiderDesigning Women recommends the following actions to be taken on the part of PJ Enterprises management team: Clarify catalog product information through reference guides Provide each TO with an organized reformatted product catalog guide for workstations (with labeled pictures, item number and differentiating categories by tags, dividers or colors-until the new entry system is available) Best sellers items Seasonal items Year round product guide Summary about new product The cost of the product Include/create item number Include/create style or category number Consider paid in-service time for TO and CSS staff to practice different customer scenarios in initial training How to properly greet customers Identifying customer wants by using listening techniques Tips on making and closing the product Provide customer service tips (job aid) How to appropriately verbally communicate with customers over the phone Different strategies to use when customer satisfaction is questionable based on the call Tips on how to create a positive customer experience with PJ Enterprises Best practices for phone etiquette Demonstrate the difference between a positive TO and non-approachable TO Provide a guideline for tips on how to increase customer satisfaction Develop Train-the-trainer training for PJ Enterprises training staff to conduct improved quarterly meetings, 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). Clarify steps on using the order entry system Provide training for TOs for the new order entry system How items will be looked up Shortcuts tips How new order system will increase calls taken within an hour Review and update HR job descriptions and skills requirements if necessary Revise existing customer service incentives program to include monetary rewards not tied only to product purchases (i.e. discounts) and that are offered during holidays and/or year-roundProposed Solutions for Consulting Firm to Carry OutDesigning Women, LLC is prepared to assist JP Enterprises with the following solutions: Customer Service Staff Training and Resources Program Plan - we will develop a new highly interactive training program plan that will strengthen customer service/job skills and product knowledge retention, to include:

1. Training on the existing as well as the future new order entry system2. Support for monthly meeting customer service training topics and activities3. Quarterly training that incorporates customer scenario role-playing, customer service best-practices, job aids, guidelines, etc.4. Assessment strategies and evaluation tactics to measure training program effectiveness5. Program management execution timelines/schedules for all plan deliverables

New Product Guide and Reference Materials - we will update and reorganize the existing product guide to be easy-to-use/understand and include new product information specific to customer service staff needs (pictures, corresponding item/category numbers, best-selling/seasonal items identifiers or sections, estimated shipping costs, care instructions, etc.). We will work with the Training and Customer Service Staff to receive feedback and input on its redesign. Customer Service Incentives Program - we will provide specific incentives recommendations aimed at helping to increase TO staff job satisfaction. The proposed incentives will be tied to training, performance and salary reviews and can be delivered during specific seasons, as well as throughout the year. We will work with PJ Enterprises management, HR and Training staff to finalize and approve appropriate incentives so they support company policies and procedures.

Integration and communication of new policies and standards - we will work with PJ Enterprises management and HR to make sure our proposed Customer Service Staff Training and Resources Program Plan aligns with and supports existing and/or new changes to job descriptions, policies and company procedures. We will also work with PJ Enterprises management to create effective change communications and training as required. Evaluation planDesigning 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): conduct reviews of customer satisfaction surveys, monitor customer calls, and review data of number of calls processed per hour as well as number of calls escalated to supervisors on a quarterly basis during the first year.

evaluate sales data at the same intervals as compared to previous years in order to account for the seasonal nature of the business.

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.Request for ProposalDesigning Women, LLC has proven our expertise and value in assisting PJ Enterprises with all phases of this project. Designing Women is especially skilled at training and communications development, execution and assessment.At your request, Designing Women, LLC will submit a proposal to provide the proposed solutions listed above and to be carried out.

3. PJ Enterprises Customer Service Improvement PlanProject InformationClient Name

PJ Enterprises

Stakeholders, Roles and Responsibilities

StakeholderRoleResponsibilityEstimated Time Investment

Jane MacKenzie-Smith Project Sponsor, PJ Enterprises oversee all aspects of project for PJ Enterprises review and provide strategic input and final approval of project deliverables and expenses (including tie-breaking decisions) identify and designate appropriate team resources25%

Sheena Perez, Merchandising ManagerProject Manager, PJ Enterprises consults with and manages the Designing Women, LLC project team reviews and provides subject matter expertise input and final approval of project deliverables and expenses2%

Ray JohnsonAssistant Merchandising Manager, PJ Enterprises Provide subject matter expertise and project insight/feedback20%

Sarah CommonsDesignated Customer Service Supervisor (CSS), PJ Enterprises Provide subject matter expertise and project insight/feedback Provide assistance with conducting training10%

Maria GomezDesignated Customer Service Supervisor (CSS), PJ Enterprises Provide subject matter expertise and project insight/feedback Provide assistance with conducting training10%

Paula MooreDesignated Telephone Operator(s) (TOs), PJ Enterprises Provide subject matter expertise and project insight/feedback on training deliverables5%

Rosalinda SanchezDesignated Telephone Operator(s) (TOs), PJ Enterprises Provide subject matter expertise and project insight/feedback on training deliverables5%

TBDDesignated Director, Human Resources, PJ Enterprises Provide subject matter expertise and approval of changes to job descriptions and policies if applicable2%

Mike MerrillVice President, Sales, PJ Enterprises Provide additional specific sales information for assessment purposes2%

TBDDirector, IT Operations, PJ Enterprises Provide additional specific subject matter expertise if necessary2%

Leila RaoProject Manager, Designing Women, LLC

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/Owner100%

Cynthia Casillas

Business Analyst / Project Coordinator, Designing Women, LLC Research, liaise with client, provide expertise, coordinate project activities review/finalize client deliverables100%

Lorraine IbeBusiness Analyst / Technical Writer, Designing Women, LLC Research, liaise with client, provide expertise, coordinate project activities, review/finalize client deliverables100%

Erin SkorchInstructional Designer/Trainer, Designing Women, LLC Research, liaise with client, provide expertise, coordinate project activities, review/finalize client deliverables100%

Description of WorkProject 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 increase TOs overall product knowledge by 70% within eighteen (18) 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 (6) 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 eighteen (18) months

Project ScopeDesigning 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: purchasing/installing technology software and equipment in CSS/TO offices and workstations purchasing/installing office furniture or supplies in CSS/TO offices and workstations changes to any training course content post-client final approval unless additional expenses for changes to design and production are approved by the client 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 changes to any training courses, resources and reference materials due to changes in phone or IT software or equipment changes to any HR policies and procedures that impact any project deliverables post-client final approval and production meeting space/location, AV/IT requirements and equipment, administrative tools, food/beverage for monthly staff meetings, in-person classroom trainings and CBTs compensation (travel/wages) for Customer Service staff attending monthly staff meetings, in-person classroom trainings and CBTs. Project Deliverables Designing Women, LLC will deliver the following:

A: Customer Service / Product Training and Resources Program PlanA1: Train-the-Trainer Training to Improve Monthly Customer Service Staff MeetingsUp 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 ImprovementTwo (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.) Revised PJ Enterprises Product Catalog Guide with new, easy-to-use/understand catalog product guide to include new product information specific to customer service staff needs (pictures, corresponding item/category numbers, best-selling/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 Removing Customer Orders Editing/Updating Customer Order Entries Authorizing Orders for Supervisory Approval Differences Between the Existing and New Customer Order Entry Systems - a hands-on demonstration Assessing Your Customer Order Entry System Knowledge

A4: Training Program Assessment Strategies and Evaluation Activities/Tactics to measure effectivenessThe following activities will be performed: CSS/TO Training Feedback Group - select volunteer CSSs/TOs will be recruited to participate and provide feedback on all proposed training, incentives and communications plans as well as pilot training testing to develop key staff buy-in, create advocates for change and ensure all deliverables are on-point per this key stakeholder group Post Training Assessment -- each course will have a post-training assessment activity (i.e. observances via in-person and on customer calls, reviews of customer satisfaction surveys, etc.) aligned to all proposed course objectives that will gauge the quality and efficacy of the training; Customer Service Staff Meeting Assessment - after the first initial monthly meeting that Designing Women, LLC supports, a post-meeting assessment activity (i.e. survey, interviews, etc.) aligned to the proposed meeting objectives will be delivered to gauge the quality and efficacy of the meeting content; additionally continued assessment will occur every quarter to track progress against measuresA5: Training Program Management Execution Project Plan The project plan will include detailed timelines/schedules and roles/responsibilities for all program deliverables from initiation, to development, to execution, to transition or on-going maintenance support for two contract years, starting July 2014 and effective through end-of-June 2015. Additional contract work can be addressed on an as-needed basis, as well as post-contract based on PJ Enterprises needs. B: Customer Service Staff Incentives PlanTo 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:

Update Customer Service Staff Job Descriptions to reflect CSS and TO objectives, roles, responsibilities and performance skills required Update Annual Performance Review / Evaluation Process to align to job descriptions and to account for merit increases due to meeting performance / training objectives Develop and Execute Employee Performance Contests and Rewards Recommendations to motivate staff to receive additional monetary or gift compensation not applied to company catalog purchases Develop Employee Compensation Recommendations to address the need to compensate Customer Service staff for required in-person training and monthly staff meeting attendance.C: Internal Communications Plan for New Policies and StandardsTo assist PJ Enterprises goal of developing integrated training and employee incentives that support employee performance and 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 proceduresProject Completion CriteriaThe criteria for project success is the completion of all three (3) plans -- Customer Service / Product Training and Resources Program, Customer Service Staff Incentives, and Internal Communications on New Policies and Standards -- in accordance with PJ Enterprises objectives, as well as delivered on time, achieving 100% customer satisfaction.Project Milestones

PHASE / TIMELINEDELIVERABLE(S)MILESTONE(S)DUE DATE(S)

DESIGN & DEVELOP PHASE I / FY14Q3 (July - August 2014)Designing Women, LLC Project Proposal for PJ EnterprisesSubmittedApproved7/27/20147/29/2014

Project Kick-off Meeting Held/Delivered7/31/2014

A: Customer Service / Product Training and Resources Program PlanSubmittedApproved8/7/20148/14/2014

B: Customer Service Staff Incentives PlanSubmittedApproved8/7/20148/14/2014

C: Internal Communications Plan for New Policies and StandardsSubmittedApproved8/7/20148/14/2014

EXECUTE & ASSESS PHASE II / FY14Q3 - FY15Q1 (August 2014 - March 2015)A: Customer Service / Product Training and Resources Program Plan Deliverables ProductionSubmittedApproved8/20/20148/27/2014

B: Customer Service Staff Incentives Plan Deliverables ProductionSubmittedApproved8/20/20148/27/2014

C: Internal Communications Plan Deliverables for New Policies and Standards ProductionSubmittedApproved8/20/20148/27/2014

A, B, C Plans ExecutedA, B, C Plan Assessments A, B, C Plan Assessment Reports for PJ Enterprises ReviewLaunch/ImplementationExecuteSubmittedSeptember 2014January 2015March 2015

IMPROVE & TRANSITION PHASE IV / FY15Q2 (April - June 2015)A, B, C Project Plans (Year 2)Transition Plans from DW to PJ EnterprisesTransition from DW to PJSubmitted

ApprovedExecuteApril 2015

May 2015June 2015

Possible Problems / ConstraintsProblem AreaLikelihood1 5 scaleProblem OwnerProject Impact and Mitigation Plan

Change in project scope, schedule and/or budget3Sponsor / DWImpact: could cause the project to delay, become unfocused or costlyMitigation Plan: regular planned communication with project sponsor and owner that identify risks and changes so project leadership can address them immediately through an identified/agreed upon course of action.

Change in assigned project resources / level of effort (LOE)3Sponsor / DWImpact: could cause the project to delay, become unfocused or costlyMitigation 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/objectives and the newly assigned team members role/responsibilities.

Customer Service Staff time capacity / level of effort (LOE)3SponsorImpact: 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 3Sponsor / Operations / IT / DWImpact: delay in installing new customer order entry 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 2Sponsor / DWImpact: project time and resources could be wastedMitigation Plan: work with sponsor to determine if project should continue as is or if there is a need to redefine any project objectives/plans to support the companys shifting strategic goals.

Current client corporate culture doesnt intrinsically value its employees4Sponsor / HR / DWImpact: 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/benefits.

AssumptionsDesigning Women is responsible for:

design and development of all deliverables in a timely manner as indicated in this charter adherence to the agreed upon budget and timeline for the project notifying PJ Enterprises of any significant changes that may impact the project as agreed upon in this charter providing the Project Sponsor and Owner with scheduled status reports as generated with our project management software providing electronic copies in the appropriate format for any project document or training deliverable providing training course facilitation guides where applicable conducting all in-person classroom product training sessions providing significant and applicable follow-up documentation of project effectiveness

PJ Enterprises 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 Vendor Assistance Requirements / External DependenciesDesigning Women, LLC (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 PJ Enterprises IT and 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. Budget A: Customer Service / Product Training and Resources Program Plan

A1: Training Support for Monthly Customer Service Staff MeetingsUp to forty (40) hours total per month / twelve (12) months total ofmeeting preparation, real-time on-site coordination, and post meeting support. Labor Category / Hourly RateHours / Cost

Project Manager / $150120 / $18,000

Senior Instructional Designer / $150120 / $18,000

Business Analyst & Project Coordinator / $125120 / $15,000

Business Analyst & Technical Writer / $125120 / $15,000

Total Hours / Cost~480 / $66,000

A2: Quarterly In-classroom Training on Catalog Products and Customer ServiceFive (5) Courses Total: two (2) sixty-minute courses on seasonal products and one (1) sixty-minute course on existing products (both Sept. 14 and Mar. 15) and one (1) ninety-minute customer service improvement course (Sept. 14), to include all associated reference materials.Labor Category / Hourly RateDesign / Admin Hours Over 6 MonthsCost

Project Manager / $150100$15,000

Senior Instructional Designer / $150150$22,500

Business Analyst & Project Coordinator / $125100$12,500

Business Analyst & Technical Writer / $125100$12,500

Total$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

Labor Category / Hourly RateDesign / Admin Hours Over 4 MonthsCost





Total$82,000

A4: Training Program Assessment Strategies and Evaluation Activities/Tactics to measure Effectiveness






Total$39,750

B: Customer Service Staff Incentives PlanTo support PJ Enterprises goal of increasing TO staff job satisfaction, the following activities will be performed: update Customer Service Staff job descriptions, update annual Performance Review / Evaluation Process, develop and execute employee performance contests and rewards recommendations, develop employee compensation recommendations.






Total$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.






Total$36,250

TOTAL PROPOSAL PROJECT COSTS

ProjectCost

A1: Training Support for Monthly Customer Service Staff Meetings$66,000

A2: Quarterly In-classroom Training on Catalog Products and Customer Service$62,500

A3: Computer-Based Training for TOs on the Existing and New Customer Order Entry System $82,000

A4: Training Program Assessment Strategies and Evaluation Activities/Tactics to measure effectiveness$39,750

B: Customer Service Staff Incentives Plan$68,750

C: Develop and Execute an Internal Communications Plan for New Policies and Standards$36,250

TOTAL PROJECT COST / 1-YEAR CONTRACT$355,250

Terms and Conditions

Applicability of These Terms and ConditionsThese terms and conditions are part of the agreement between Designing Women, LLC (hereinafter DW) and the client and normally will accompany a proposal letter. If there are any inconsistencies between this form and the proposal letter, the letter will control.

Hourly Fees and ExpensesOvertime work (billing of more than 40 hours per week, more than 8 hours per day, or weekend work) incurs an extra charge of 25% over the regular hourly rates per DW project team member. The client is responsible for out-of pocketexpenses incurred in connection with the project.

BillingsDW will submit invoices on the 30th of the month. All invoices are payable within 30 days of the date on the invoice. Amounts past-due will bear interest at the rate of 1.5% per month until paid. Work on the project may be suspended if payments are overdue. Work will not begin until any required advance payment has been received by DW.

Change in Scope of the ProjectAny expansion or modification of the project will require written approval of the client and DW. Written approval for DW can only come from Jane MacKenzie-Smith of PJ Enterprises. Pending receipt of written approval, DW may, at DWs discretion, take reasonable action and expend reasonable amounts of time and money based on oral approval of an expansion or modification from the designated representative of the client. The client will be responsible for payment for such action, time, and expenses. Fee quotes, fee estimates, and schedules are based on the project as originally approved.

Cancellation, Rescheduling, and Project DelaysIf the client cancels or reschedules the project or this contract before completion, the client will pay for all time and expenses incurred to date, plus an additional 15% of the portion of the initial estimate which has not yet been earned. The cancellation/rescheduling fee is not for services to be performed after the postponement or cancellation, but are to compensate DW for maintaining availability for the project. The schedule for any rescheduled project will be subject to other obligations of DW. Delays of more than 20 days render the project agreement and this contract null and void with no further penalties to either party. Either DW or the client may end this contract by giving two weeks notice in writing via certified mail at the following addresses:

Designing Women, LLC123 Contact Rd.New York, NY 10001

PJ EnterprisesJane MacKenzie-Smith65 Mingus Mountain Rd.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.

StaffingDW 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 StaffThe 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 materialsDW 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 InformationDW 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 AmericanArbitration 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 LimitsThe 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 AuthorityEach 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 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 partiesexcept as expressly set forth herein.

Binding EffectThis agreement shall be binding upon and inure to the benefit of the parties, their heirs, successors, assigns and personal representatives.

Time of the EssenceTime is of the essence as to each and every provision of this Agreement.

Amendment to AgreementThis 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

______________________________ ____________________________Date: July 27, 2014Date: July 27, 2014for Designing Women, LLCfor PJ Enterprises

4. PJ Enterprises Customer Improvement Project Management Plan Project NameCustomer Service Improvement PlanPrepared byDesigning Women, LLCDateAugust 3, 2014

Version ControlVersionAuthorPurpose/ChangeDateComments

1.0Designing Women, LLCConsultation Draft to JP Enterprises08/03/14Initial draft

2.0Jane MacKenzie-Smith, PJ EnterprisesProject Sponsor Review8/04/14Edits / Feedback

3.0Designing Women, LLCFeedback incorporated8/24/14FINAL

Project InformationProject Description/OverviewDesigning 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 ObjectivesDWs 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 StatementDW 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 PlanA1: Training Support for Monthly Customer Service Staff MeetingsUp 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 ImprovementTwo (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.) Revised PJ Enterprises Product Catalog Guide with new, easy-to-use/understand catalog product guide to include new product information specific to customer service staff needs (pictures, corresponding item/category numbers, best-selling/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 Removing Customer Orders Editing/Updating Customer Order Entries Authorizing Orders for Supervisory Approval Differences Between the Existing and New Customer Order Entry Systems - a hands-on demonstration Assessing Your Customer Order Entry System Knowledge

A4: Training Program Assessment Strategies and Evaluation Activities/Tactics to measure effectivenessThe following activities will be performed: CSS/TO Training Feedback Group - select volunteer CSSs/TOs will be recruited to participate and provide feedback on all proposed training, incentives and communications plans as well as pilot training testing to develop key staff buy-in, create advocates for change and ensure all deliverables are on-point per this key stakeholder group Post Training Assessment -- each course will have a post-training assessment activity (i.e. survey, observances, etc.) aligned to all proposed course objectives that will gauge the quality and efficacy of the training; Customer Service Staff Meeting Assessment - after the first initial monthly meeting that Designing Women, LLC supports, a post-meeting assessment activity (i.e. survey, interviews, etc.) aligned to the proposed meeting objectives will be delivered to gauge the quality and efficacy of the meeting content; additionally continued assessment will occur every quarter to track progress against measures.

A5: Training Program Management Execution Project Plan The project plan will include detailed timelines/schedules and roles/responsibilities for all program deliverables from initiation, to development, to execution, to transition or on-going maintenance support for two contract years, starting July 2014 and effective through the end-of-June 2015. Additional contract work can be addressed on an as-needed basis, as well as post-contract based on PJ Enterprises needs.

B: Customer Service Staff Incentives PlanTo 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:

Update Customer Service Staff Job Descriptions to reflect CSS and TO objectives, roles, responsibilities and performance skills required Update Annual Performance Review / Evaluation Process to align to job descriptions and to account for merit increases due to meeting performance / training objectives Develop and Execute Employee Performance Contests and Rewards Recommendations to motivate staff to receive additional monetary or gift compensation not applied to company catalog purchases Develop Employee Compensation Recommendations to address the need to compensate Customer Service staff for required in-person training and monthly staff meeting attendance.C: Internal Communications Plan for New Policies and StandardsTo assist PJ Enterprises goal of developing integrated training and employee incentives that support employee performance and 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 proceduresExclusions/Out-of-scopeDW will not include nor is responsible for: purchasing/installing technology software and equipment in CSS/TO offices and workstations purchasing/installing office furniture or supplies in CSS/TO offices and workstations changes to any training course content post-client final approval and production, unless client approves costs for additional changes changes to any training resources and reference materials, including the Product Catalog Guide, post-client final approval and production, unless client approves costs for additional changes changes to any training courses, resources and reference materials due to changes in phone or IT software or equipment, unless client approves costs for additional changes changes to any HR policies and procedures that impact any project deliverables post-client final approval and production, unless client approves costs for additional changes meeting space/location, AV/IT requirements and equipment, administrative tools, food/beverage for monthly staff meetings, in-person classroom trainings and CBTs compensation (travel/wages) for Customer Service staff attending monthly staff meetings, in-person classroom trainings and CBTsProject Completion CriteriaThe criteria for project success is the completion of all three (3) plans -- Customer Service / Product Training and Resources Program, Customer Service Staff Incentives, and Internal Communications on New Policies and Standards -- in accordance with PJ Enterprises objectives, as well as delivered on time, achieving 100% customer satisfaction.External DependenciesDW 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. AssumptionsDW is responsible for:

design and development of all deliverables in a timely manner as indicated in this charter adherence to the agreed upon budget and timeline for the project notifying PJ Enterprises of any significant changes that may impact the project as agreed upon in this charter providing the Project Sponsor and Owner with scheduled status reports as generated with our project management software providing electronic copies in the appropriate format for any project document or training deliverable providing training course facilitation guides where applicable conducting all in-person classroom product training sessions providing significant and applicable follow-up documentation of project effectiveness

PJ Enterprises 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 ConstraintsThe 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.

Project Milestones Overview

PHASE / TIMELINEDELIVERABLE(S)MILESTONE(S)DUE DATE(S)

DESIGN & DEVELOP PHASE I / FY14Q3 (July - August 2014)Designing Women, LLC Project Proposal for PJ EnterprisesSubmittedApproved7/27/20147/29/2014

Project Kick-off Meeting Held/Delivered7/31/2014

A: Customer Service / Product Training and Resources Program PlanSubmittedApproved8/4/20148/12/2014

B: Customer Service Staff Incentives PlanSubmittedApproved8/4/20148/12/2014

C: Internal Communications Plan for New Policies and StandardsSubmittedApproved8/4/20148/12/2014

EXECUTE & ASSESS PHASE II / FY14Q3 - FY15Q1 (August 2014 - March 2015)A: Customer Service / Product Training and Resources Program Plan Deliverables ProductionStartedSubmittedApprovedDelivered8/13/20148/27/20149/1/20149/15/2014

B: Customer Service Staff Incentives Plan Deliverables ProductionStartedSubmittedApprovedDelivered8/13/20148/27/20149/1/20149/15/2014

C: Internal Communications Plan Deliverables for New Policies and Standards ProductionStartedSubmittedApprovedDelivered8/13/20148/27/20149/1/20149/15/2014

A, B, C Plan Assessments ExecutedJanuary 2015

A, B, C Plan Assessment Reports for PJ Enterprises ReviewSubmittedMarch 2015

IMPROVE & TRANSITION PHASE III / FY15Q2 (April - June 2015)A, B, C Project Plans (Year 2)Transition Plans from DW to PJ EnterprisesTransition from DW to PJSubmitted

Approved

ExecuteApril 2015

May 2015

June 2015

Project Approach and Primary PlansDW will use the ADDIE model for design and development and the primary plan consists of a three-phase approach for rolling out the Customer Service / Product Training and Resources Program, Customer Service Staff Incentives, and Internal Communications on New Policies and Standards.Phase I: Design and Develop all PlansPhase II: Execute Plans and Assess OutcomesPhase III:Provide Improvement Recommendations and Transition Program ManagementEach project plans implementation is scheduled to accommodate PJ Enterprises most critical stakeholders (TO/CSS) and their schedules, learning abilities, and the need to mitigate cognitive overload during the busiest sales season.DWs project plans will include: project schedules based on milestones, individual project budgets, and associated risks and mitigation plans. Scheduled Project Team Meetings and Status ReportsStatus reports will be submitted to Jane Smith, Project Sponsor and Sheena Perez, Merchandising Manager prior to the scheduled status meeting that will be held during each project phase (see below).Meeting LocationPJ EnterprisesJane MacKenzie-Smith65 Mingus Mountain Rd.Sedona, AZ 86336

Data and TimePurpose

7/31/2014, 10:00 AMProject Kick-Off Meeting

8/7/2014, 10:00 AM8/14/2014, 10:00 AM8/21/2014, 10:00 AM8/28/2014, 10:00 AMPhase I Project Status Meetings (Every Thursday)PJ Enterprises - DW Project Team

9/4/2014, 10:00 AM9/11/2014, 10:00 AM9/18/2014, 10:00 AM9/25/2014, 10:00 AM10/2/2014, 10:00 AM10/9/2014, 10:00 AM10/16/2014, 10:00 AM10/23/2014, 10:00 AM10/30/2014, 10:00 AM11/13/2014, 10:00 AM11/25/2014, 10:00 AM12/4/2014, 10:00 AM12/18/2014, 10:00 AMEvery other Thursday, January - March 2015Phase II Project Status Meetings (Weekly to Bi-weekly)PJ Enterprises - DW Project Team

Every other Thursday, April - June 2015Phase III Project Status Meetings (Bi-weekly)PJ Enterprises - DW Project Team

Issues Management1.0 Issue Identification1.1 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 Analysis2.1 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 Evaluation3.1 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 Implementation4.1 The assignee accepts the assignment, email notification will automatically be sent upon accepting and the issue will be worked on.5.0 Monitoring & Review5.1 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.Risk Assessment and Mitigation PlansRiskRisk LevelLow/Medium/HighLikelihood of Event (1-5 scale)Mitigation Plan

Change in project scope, schedule and/or budgetHigh3Regular planned communication with project sponsor and owner that identify risks and changes so project leadership can address them immediately through an identified/agreed upon course of action.

Change in assigned project resources / level of effort (LOE)Medium3Work 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/objectives and the newly assigned team members role/responsibilities.

Customer Service Staff time capacity / level of effort (LOE)High3Determine 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 (phone/computer systems for training design and development purposes)Medium3Schedule 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 Low3Work with sponsor to determine if project should continue as is or if there is a need to redefine any project objectives/plans to support the companys shifting strategic goals.

Current client corporate culture doesnt intrinsically value its employeesHigh3Leadership 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/benefits.

Changes in roles and responsibilities within the corporationMedium5Talk with project leadership and ask if a replacement point of contact/SME could be considered and when that could happen, grant direct access to PJ Enterprises.

WBS and Diagram Customer Service Improvement TrainingLesson 3: Managing Customer Conflicts 1.0Project Management1.1 Develop project plan1.2Monitor and control project2.0 Steps to Customer Dissatisfaction Resolution Guide (Job Aid)2.1Research best practice steps for managing customer dissatisfaction resolution job aid2.2Create page layout2.2.1Draft appropriate content and captions2.2.2Proof-read for final draft2.2.3Submit final draft to stakeholders for approval 2.2.4Deliver completed final draft in appropriate format to publisher for printing / laminating3.0Managing Customer Conflicts Course3.1Develop course design document3.2Create presentation slides and videos3.2.1Design presentation slides and videos3.2.2Develop presentation 3.2.3Proof presentation aids for finalization3.3Create trainee materials3.3.1Design trainee materials3.3.2Develop trainee materials 3.3.3Proof-read trainee materials for finalization3.3.4Deliver completed final draft in appropriate format to publisher for printing / binding3.4Create Facilitators Guide3.4.1Create page layout3.4.1.1Secure illustrations, charts, images etc. as needed3.4.1.2Draft appropriate content and captions3.4.1.3Proof-read for final draft3.4.1.4Submit final draft to stakeholders for approval 3.4.1.5Deliver completed final draft in appropriate format to publisher for printing / binding3.5Implement training course to pilot group3.5.1Make revisions as necessary based on pilot group feedback3.6Course Delivery3.6.1Record training session

In-Classroom Customer Service Training Course ScheduleLesson 3: Managing Customer ConflictsThe 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 ChartLesson 3: Managing Customer ConflictsThe 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 session that includes the design and development of the Steps to Customer Dissatisfaction Resolution Guide - Job Aid and its accompanying Facilitators Guide.

Change Management PlanPurposeThe purpose of the Change Management Plan is to:1. Manage and control scope change during project completion.2. Ensure that the project is completed on time.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.GoalsThe goals of the Change Management Plan are to:1. Manage the process of any changes and gaps between PJ Enterprises andDesigning 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.

Change Control ProcessDesigning Women will handle changes that may be presented by following the steps listed below:1. Project Coordinator will initiate the Change Request by completing the Change Request Form and submitting form to the Project Manager.2. Project Manager and Project Coordinator will review with the Designing Women Team and identify: (a) needed information (b) next steps to complete changes (c) document into change log.3. Project Manager will communicate and coordinate (as needed) with appropriate personal (SMEs, Project Sponsor, and Project Coordinator) to gather needed information.4. Project Coordinator will review and prepare changes needed and complete the Changes Request Form to submit to the Change Management Team.5. Designing Women Team will receive weekly updates through email notification of any pending request for changes within the project with PJ Enterprises and will provide input as needed via em

Documents

768 Project Management for Instructional Development_Final Project Paper - Team 2 DW