768 Project Management For Instructional Development - Final Project Paper - Team 2 DW

PJ Enterprises
Customer Service Improvement Plan

By Designing Women, LLC
Designing Women, LLC

Pg. 1
PJ Enterprises Customer Service Improvement Plan
Contents
1.Project Gap Analysis Strategy........................................................................................................................................
Information Needed...........................................................................................................................................................
Team Strategy...................................................................................................................................................................
Analysis Plan.....................................................................................................................................................................
Questions to Ask...............................................................................................................................................................
Roadblocks & Dependencies............................................................................................................................................
Strategies to Mitigate Risks...............................................................................................................................................
2.Performance Analysis Report....................................................................................................................................... 10
Introduction...................................................................................................................................................................... 10
Background..................................................................................................................................................................... 10
Purpose of the Report..................................................................................................................................................... 10
Analysis Methods............................................................................................................................................................ 10
Data Summary: Customer Satisfaction Ratings.............................................................................................................. 11
Data Summary: TO Employee Job Approval Ratings..................................................................................................... 11
Data Summary: PJ Enterprises Catalog Sales History.................................................................................................. 12
Analysis Findings............................................................................................................................................................. 12
Identification of Needs..................................................................................................................................................... 14
Recommended Solutions for PJ Enterprises to Consider................................................................................................14
Proposed Solutions for Consulting Firm to Carry Out...................................................................................................... 15
Evaluation plan................................................................................................................................................................ 16
Request for Proposal....................................................................................................................................................... 16
3.PJ Enterprises Customer Service Improvement Plan.................................................................................................17
Project Information.......................................................................................................................................................... 17
Description of Work......................................................................................................................................................... 19
Project Deliverables......................................................................................................................................................... 20
Project Completion Criteria.............................................................................................................................................. 22
Project Milestones........................................................................................................................................................... 22
Possible Problems / Constraints...................................................................................................................................... 23
Assumptions.................................................................................................................................................................... 25
Vendor Assistance Requirements / External Dependencies............................................................................................25
Budget............................................................................................................................................................................. 26
Terms and Conditions...................................................................................................................................................... 29
4.PJ Enterprises Customer Improvement Project Management Plan..........................................................................32
Project Information.......................................................................................................................................................... 32
Scope Statement............................................................................................................................................................. 33
Deliverables..................................................................................................................................................................... 33
Exclusions/Out-of-scope.................................................................................................................................................. 35
Project Completion Criteria.............................................................................................................................................. 36
External Dependencies................................................................................................................................................... 36
Assumptions.................................................................................................................................................................... 36
Constraints...................................................................................................................................................................... 37
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Project Milestones Overview........................................................................................................................................... 37

Project Approach and Primary Plans............................................................................................................................... 38
Scheduled Project Team Meetings and Status Reports................................................................................................... 39
Issues Management........................................................................................................................................................ 39
Risk Assessment and Mitigation Plans............................................................................................................................ 40
WBS and Diagram Customer Service Improvement Training.......................................................................................42
In-Classroom Customer Service Training Course Schedule............................................................................................ 44
In-Classroom Customer Service Training Course Gantt Chart........................................................................................ 45
Change Management Plan.............................................................................................................................................. 46
Responsibilities............................................................................................................................................................... 47
Communication Plan....................................................................................................................................................... 48
Project Plan Approvals.................................................................................................................................................... 52
5.Design Document for PJ Enterprises Customer Service Training Course...............................................................53
Document Description..................................................................................................................................................... 53
Purpose of the Course..................................................................................................................................................... 53
Audience Description....................................................................................................................................................... 53
Major Course Objectives................................................................................................................................................. 53
Learning Assessment for Course.................................................................................................................................... 53
Instructional Strategies for Course.................................................................................................................................. 54
Media............................................................................................................................................................................... 54
Development Tools.......................................................................................................................................................... 54
Class/Seat Time of Course.............................................................................................................................................. 54
Course Outline................................................................................................................................................................ 54
Development Time........................................................................................................................................................... 56
Support requirements...................................................................................................................................................... 56
Ownership....................................................................................................................................................................... 56
Project Sign-off................................................................................................................................................................ 56
Appendix A:
Telephone Operators (TOs) Job Task Analysis...................................................................................57
Appendix B:
Detailed In-Classroom Customer Service Course Outline.................................................................58

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1. Project Gap Analysis Strategy

Information Needed
Designing 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, inperson 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

Pg. 4
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 inperson 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 Strategy
Designing Womens strategy will include using multiple vehicles to obtain research information from each of the
following divisions/employees of PJ Enterprises that will inform the gap between current and expected
performance:
1. CSSs and Operators -- Survey and/or questionnaire delivered via individual interviews
2. Operations Staff (IT/Phone/Warehouse and perhaps the Business Analyst) -- Interview of upper
management in these areas & Business Analyst. Surveys of remaining staff if necessary.
3. Sales and Human Resources Management -- In-person group interview
4. Training Staff -- In-person individual interviews
Analysis Plan

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Acti
vity
/Me
tho
d
Purpose or Information
You Hope to Gain
P
e
r
s
o
n
R
e
s
p
o
n
s
i
b
l
e
Survey and/or
questionnaire
delivered via
individual interviews
with CSSs and
Operators
How CSSs and Operators can receive support

to produce better work quality
Cynthia 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

Pg. 6
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.
0-2min
B.
3-5min
C.
5-10min
D.
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?
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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?
Pg. 8
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
Pg. 9

project team did not ask the right questions to receive information that could correctly or fully
inform the gap analysis
Strategies 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

Introduction
This 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.
Background
The team of instructional designers, Designing Women, LLC, met with Jane Smith (Project Sponsor), Judie
Thompson (Catalog Director), and Sheena Perez (Merchandising Manager) of PJ Enterprises, to discuss
concerns about reports of poor telephone etiquette and lack of product knowledge by the telephone operators at
this mail-order catalog business. They also performed two surveys given to the telephone operators (TO) and
the Customer Service Supervisors (CSS), as well as interviewed staff of the IT and Human Resources
departments.
At the time, management expressed concerns that poor customer service might be directly related to the lack of
TOs product knowledge and their inability to access the correct product information and provide it to the
customer in a timely manner. They asked Designing Women, LLC to create a training program for the telephone
operators and supervising staff on customer service, product knowledge and accessibility.
When Designing Women, LLC reviewed some of the data from the Gap Analysis, our first recommendation was
to do a Performance Analysis to determine if training is the correct solution to the problem, just one of several
solutions, or not a solution at all. PJ Enterprises agreed to this study.
Purpose of the Report

The 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 Methods
To determine causes and recommended solutions, Designing Women, LLC performed the following tasks:
Pg. 10

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
training
each:
held a group interview with operators to obtain their perception of problems and prior
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
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 dissatisfied
Data Summary: Customer Satisfaction Ratings

PJ 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 Ratings

Recent 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.
Pg. 11
Data Summary: PJ Enterprises Catalog Sales History

PJ Enterprises sales have steadily increased with a substantial increase from last year.
Analysis Findings
PJ Enterprises is moving toward increasing their sales for growth in the company. PJ Enterprises mission is to
provide customer satisfaction through excellent and knowledgeable customer service. After meeting with the
managers, focusing on how to improve customer service with the telephone operators (TOs) will help in
Pg. 12
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 overthe-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
Pg. 13

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 Needs
As a result of our analyses, Designing Women, LLC have identified PJ Enterprises to have the following needs
in order to meet or exceed their target business goals for the new fiscal year.
TO and CSS need adequate training and product information support aids in order to
perform their job at the highest volume level desired, namely 6 calls per hour, and to minimize the product
return rate.
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.

Pg. 14
Recommended Solutions for PJ Enterprises to Consider

Designing 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 yearround
Proposed Solutions for Consulting Firm to Carry Out

Designing 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 system
2. Support for monthly meeting customer service training topics and activities
Pg. 15
3. 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 effectiveness
5. 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, bestselling/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 plan
Designing Women, LLC recommends that the management of PJ Enterprises evaluates the success of the
proposed solutions (more detailed information will be provided in the Customer Service Staff Training and
Resources Program Plan if requested):
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 Proposal

Designing 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.
Pg. 16
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 Plan

Project Information
Client Name
PJ Enterprises
Stakeholders, Roles and Responsibilities

Pg. 17
Stakeholder
Role
Responsibility
Estimated
Time
Investment
Jan
e
Ma
cKe
nzi
eSmi
th
Pr
oj
ect
Sp
on
sor
,
PJ
En
ter
pri
se
s
oversee all
aspects of project for PJ
Enterprises
She
ena
Per
ez,
Me
rch
and
isin
g
Ma
nag
er
Pr
oj
ect
M
an
ag
er,
PJ
En
ter
pri
se
s
consults
with and manages the Designing
Women, LLC project team
reviews and
provides subject matter expertise
input and final approval of
project deliverables and expenses
2%
Ray
Joh
nso
n
As
sis
ta
nt
M
er
ch
an
dis
in
g
M
an
ag
er,
PJ
En
ter
pri
se
Provide
subject matter expertise and
project insight/feedback
20%

Pg. 18
25%
review and
provide strategic input and final
approval of project deliverables
and expenses (including tiebreaking decisions)
identify and
designate appropriate team
resources
s
Sar
ah
Co
mm
ons
De
sig
na
te
d
Cu
sto
m
er
Se
rvi
ce
Su
pe
rvi
so
r
(C
SS
),
PJ
En
ter
pri
se
s
Provide
Provide
assistance with conducting
training
10%
Ma
ria
Go
me
z
De
sig
na
te
d
Cu
sto
m
er
Se
rvi
ce
Su
pe
rvi
so
r
(C
SS
),
PJ
En
ter
pri
Provide
Provide
assistance with conducting
training
10%

Pg. 19
se
s
Pau
la
Mo
ore
De
sig
na
te
d
Te
le
ph
on
e
O
pe
rat
or(
s)
(T
Os
),
PJ
En
ter
pri
se
s
Provide
project insight/feedback on
training deliverables
5%
Ros
alin
da
San
che
z
De
sig
na
te
d
Te
le
ph
on
e
O
pe
rat
or(
s)
(T
Os
),
PJ
En
ter
pri
se
s
Provide
project insight/feedback on
training deliverables
5%

Pg. 20
TB
D
De
sig
na
te
d
Di
re
ct
or,
H
u
m
an
Re
so
ur
ce
s,
PJ
En
ter
pri
se
s
Provide
approval of changes to job
descriptions and policies if
applicable
2%
Mi
ke
Me
rrill
Vi
ce
Pr
esi
de
nt,
Sa
les
,
PJ
En
ter
pri
se
s
Provide
additional specific sales
information for assessment
purposes
2%
Di
re
ct
or,
IT
O
pe
rat
io
ns,
PJ
En
Provide
additional specific subject matter
expertise if necessary
2%
TBD

Pg. 21
ter
pri
se
s
Leil
a
Rao
Pr
oj
ect
M
an
ag
er,
De
sig
ni
ng
W
o
m
en,
L
L
C
Cy
nthi
a
Cas
illa
s
Bu
sin
es
s
A
na
lys
t/
Pr
oj
ect
Co
or
di
na
tor
,
De
sig
ni
ng
W
o
m
en,
L
L

Pg. 22
consults
with Project Sponsor and
manages the project, resources
and expenses to plan
accountable
for attaining project goals
accountable
for receiving project
acceptance/approvals from
Project Sponsor/Owner
Research,
liaise with client, provide
expertise, coordinate project
activities review/finalize client
deliverables
100%
100%
C
Lor
rain
e
Ibe
Bu
sin
es
s
A
na
lys
t/
Te
ch
ni
cal
W
rit
er,
De
sig
ni
ng
W
o
m
en,
L
L
C
Research,
activities, review/finalize client
deliverables
100%
Eri
n
Sko
rch
In
str
uc
tio
na
l
De
sig
ne
r/T
rai
ne
r,
De
sig
ni
ng
W
o
m
en,
L
L
Research,
activities, review/finalize client
deliverables
100%

Pg. 23
Description of Work
Project Background
PJ Enterprises and Designing Women, LLC met on 23 Jul 2014 to review the Performance Analysis Report
developed by Designing Women, LLC. It was decided and approved that Designing Women will develop a
comprehensive Customer Service / Product Training and Resources Program, Customer Service Staff
Incentives Plan, and Internal Communications Plan for New Policies and Procedures for PJ Enterprises, a
mail-order catalog company.
Business Objectives
1. To provide training, incentives and associated communications that will increase Telephone Operators (TO)
overall job performance within eighteen (18) months
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 Scope
Designing Women, LLC will develop a series of training, incentives and communications plans and execute
them to support PJ Enterprises performance improvement objectives for its Telephone Operators (TOs) in
delivering improved quality customer service.
The individual plans within this proposal will each include detailed timelines/schedules, assessment tactics for
evaluation purposes and a proposed budget for all deliverables from initiation, to development, to execution, to
transition (or on-going maintenance support) for two contract years, starting July 29, 2014 and effective through
June 30, 2015.
Out of Scope
Designing Women, LLC will not include nor is responsible for:
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
Pg. 24

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 Plan
A1: Train-the-Trainer Training to Improve Monthly Customer Service Staff Meetings
Up to forty (40) hours per month / for the first four (4) months of DW train-the-trainer support consisting
of training PJ Enterprises staff on best practices for meeting preparation (agenda and training activities
items), effective on-site meeting coordination (administration, facilitation/moderation and training
instruction), and post meeting support (analysis and assessment delivery and reporting).
A2: Quarterly In-classroom Training on Catalog Products and Customer Service Improvement
Two (2) 60-minute courses on seasonal products, one (1) 60-minute course on existing products (both held
Sept. 14 and Mar. 15) and one (1) 90-minute customer service improvement course (Sept. 14):
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-touse/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:
Pg. 25

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
effectiveness
The 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 posttraining 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 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 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 Plan
To support PJ Enterprises goal of increasing TO staff job satisfaction, the following activities will be
performed in coordination with and support of Human Resources and Management:
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 Standards
To 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:
Pg. 26

Develop an Internal Communications and Execution
Project Plan supporting the change to any new HR/company policies, standards, performance
evaluation and training procedures
Project Completion Criteria

The 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 /
TIMELINE
DELIVERABLE(S)
D
E
S
I
G
N
&
D
E
V
E
L
O
P
P
H
A
S
E
I
/
F
Y
1
4
Q
3
(J
ul
y
A
u
g
u
st

Pg. 27
Desig
ning
Wome
n,
LLC
Projec
t
Propos
al for
PJ
Enterp
rises
MILESTONE(S)
Submitte
d
Approve
d
DUE DATE(S)
7/2
7/2
014
7/2
9/2
014
2
0
1
4
)
Projec
t Kickoff
Meeti
ng
Held/Del
ivered
7/3
1/2
014
A:
Submitte
d
8/7
/20
14
Custo
mer
Servic
e/
Produ
ct
Traini
ng
and
Resou
rces
Progr
am
Plan
B:
Custo
mer
Servic
e
Staff
Incent
ives
Plan
C:
Intern
al
Comm
unicati
ons
Plan
for
New
Policie
s and
Standa
Pg. 28
Approve
d
Submitte
d
Approve
d
Submitte
d
Approve
d
8/1
4/2
014
8/7
/20
14
8/1
4/2
014
8/7
/20
14
8/1
4/2
014
rds
E
X
E
C
U
T
E
&
A
S
S
E
S
S
P
H
A
S
E
II
/
F
Y
1
4
Q
3
F
Y
1
5
Q
1
(
A
u
g
u
st
2
0
1
4
M
ar
c
h
2
0
Pg. 29
A:
Custo
mer
Servic
e/
Produ
ct
Traini
ng
and
Resou
rces
Progr
am
Plan
Deliv
erable
s
Produ
ction
Submitte
d
Approve
d
8/2
0/2
014
8/2
7/2
014
1
5
)
B:
Custo
mer
Servic
e
Staff
Incent
ives
Plan
Deliv
erable
s
Produ
ction
Approve
d
C:
Intern
al
Comm
unicati
ons
Plan
Delive
rables
for
New
Policie
s and
Standa
rds
Produ
ction
Submitte
d
A, B,
C
Plans
Execut
ed
Launch/I
mpleme
ntation
A, B,
C Plan
Assess
ments
Submitte
d
A, B,
C Plan
Assess
Pg. 30
Submitte
d
Approve
d
Execute
8/2
0/2
014
8/2
7/2
014
8/2
0/2
014
8/2
7/2
014
Sep
tem
ber
201
4
Jan
uar
y
201
5
Ma
rch
ment
Report
s for
PJ
Enterp
rises
Revie
w
I
M
P
R
O
V
E
&
T
R
A
N
S
I
T
I
O
N
P
H
A
S
E
I
V
/
F
Y
1
5
Q
2
(
A
p
ri
l
J
u
n
e
2
0
Pg. 31
A, B,
C
Projec
t Plans
(Year
2)
Transit
ion
Plans
from
DW to
PJ
Enterp
rises
201
5
Submitte
d
Ap
ril
201
5
Approve
d
Execute
Ma
y
201
5
Jun
e
201
5
Transit
ion
from
DW to
PJ
1
5
)
Possible Problems / Constraints

Problem Area
Likelihood
1 5 scale
Change in
project
scope,
schedule
and/or
budget
Problem
Owner
Project Impact
and Mitigation Plan
Spon
sor /
DW
Impact: could
cause the
project to
delay, become
unfocused or
costly
Mitigation
Plan: regular
planned
communicatio
n with project
sponsor and
owner that
identify risks
and changes
so project
leadership can
address them
immediately
through an
identified/agre
ed upon
course of
action.
Change in
assigned
project
resources /
level of
effort
(LOE)

Pg. 32
Spon
sor /
DW
Impact: could
cause the
project to
delay, become
unfocused or
costly
Mitigation
Plan: work
with project
sponsor and
owner to
identify
potential client
or consultant
resources
available to
fill any gaps
and invest
time to orient
them on
project
history/objecti
ves and the
newly
assigned team
members
role/responsibi
lities.
Customer
Service
Staff time
capacity /
level of
effort
(LOE)
Spon
Impact: could
result in
customer
service staff
not taking
advantage of
the program
resources
available to
them, and no
improvement
to their job
performance
or staff
retention rates.
Mitigation
Plan:
determine
prior to
program
launch with
project
sponsor if
program
training and
specific
performance
evaluation
processes can
be required
and
strategically
align
incentives to
motivate
participation
at its highest

Pg. 33
levels.
Technical
operations
Spon
sor /
Oper
ations
/ IT /
DW
Impact: 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
Spon
sor /
DW
Impact:
project time
and resources
could be
wasted
Mitigation
Plan: work
with sponsor
to determine if
project should
continue as is
or if there is a
need to
redefine any
project

Pg. 34
objectives/pla
ns to support
the companys
shifting
strategic goals.
Current
client
corporate
culture
doesnt
intrinsicall
y value its
employees
Spon
sor /
HR /
DW
Impact:
results in low
staff morale,
job
dissatisfaction
and no desire
to improve
performance
because there
are no real
rewards.
Mitigation
Plan:
leadership will
need to
embrace and
support the
belief and core
company
value that its
employees are
the most
important
single attribute
that directly
impacts the
bottom line
and
everyones
success.
Performance
evaluation and
incentives will
need to
support this
core value
through means
that empower
employees by
providing
skills, growth
opportunities,
and monetary
rewards/benefi
ts.

Pg. 35
Assumptions
Designing Women is responsible for:
design and development of all deliverables in a timely manner
adherence to the agreed upon budget and timeline for the
as indicated in this charter

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 Dependencies

Designing 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.

Pg. 36
Budget
A1: Training Support for Monthly Customer Service Staff Meetings
Up to forty (40) hours total per month / twelve (12) months total of
meeting preparation, real-time on-site coordination, and post meeting support.
Ho
urs
/
Co
st
Labor Category / Hourly Rate
Project Manager / $150
120
/
$18
,00
0
Senior Instructional Designer / $150
120
/
$18
,00
0
Business Analyst & Project Coordinator / $125
120
/
$15
,00
0
Business Analyst & Technical Writer / $125
120
/
$15
,00
0
Total Hours / Cost
~48
0/
$66
,00
0
A2: Quarterly In-classroom Training on Catalog Products and Customer Service

Five (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.

Pg. 37
D
e
Cos
s
i
g
n
/
A
d
m
i
n
H
o
u
r
s
O
v
e
r
6
M
o
n
t
h
s
1
0
0
$15,
000
Senior Instructional Designer /

$150
1
5
0
$22,
500
Business Analyst & Project

Coordinator / $125
1
0
0
$12,
500
Business Analyst & Technical

Writer / $125
1
0
0
$12,
500

Pg. 38
T
o
t
a
l
$62,
500
A3: Computer-Based Training for TOs on the Existing and New Customer Order
Entry System
Five (5) 30-minute sessions on using the current and new customer order entry systems
D
e
s
i
g
n
Cos
/
A
d
m
i
n
H
o
u
r
s
O
v
e
r
4
M
Pg. 39
o
n
t
h
s
8
0
$12,
000

$150
3
0
0
$45,
000

Coordinator / $125
1
0
0
$12,
500

Writer / $125
1
0
0
$12,
500
T
o
t
a
l
$82,
000
A4: Training Program Assessment Strategies and Evaluation Activities/Tactics to

measure
Effectiveness
D
e
s
i
g
n
Cos
/
A
d
m
i
n

Pg. 40
H
o
u
r
s
O
v
e
r
1
2
M
o
n
t
h
s
4
0
$6,0
00

$150
100
$15,
000

Coordinator / $125
75
$9,3
75

Writer / $125
75
$9,3
75
T
o
t
a
l
$39,
750

Pg. 41
To 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.
D
e
s
i
g
n
/
A
d
m
i
n
H
o
u
r
s
Cos
O
v
e
r
1
2
M
o
n
t
h
s
7
5
$11,
250

$150
5
0
$7,5
00
$25,

Pg. 42
Coordinator / $125
0
0
000

Writer / $125
2
0
0
$25,
000
T
o
t
a
l
$68,
750
C: Develop and Execute an Internal Communications Plan for New Policies and
Standards
To assist PJ Enterprises goal of developing integrated training and employee incentives that
support
employee performance and job satisfaction.
D
e
s
i
g
n
Cos
/
A
d
m
i
n
H
o
u
r
s
O
v
e
r
1
Pg. 43
2
M
o
n
t
h
s
5
0
$7,5
00

$150
2
5
$3,7
50

Coordinator / $125
1
0
0
$12,
500

Writer / $125
1
0
0
$12,
500
T
o
t
a
l
$36,
250
TOTAL PROPOSAL PROJECT COSTS

Project
Cos
A1: Training Support for Monthly Customer Service

Staff Meetings
$66,
000
A2: Quarterly In-classroom Training on Catalog Products and Customer

Service
$62,
500

Pg. 44
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
$68,
750
C: Develop and Execute an Internal Communications

Plan
$36,
250
for New Policies and Standards

TOTAL PROJECT COST / 1-YEAR CONTRACT
$35
5,25
Terms and Conditions

Applicability of These Terms and Conditions
These 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 Expenses
Overtime 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 pocket
expenses incurred in connection with the project.
Billings
DW 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 Project
Any 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 Delays
If 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
Pg. 45
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:
123 Contact Rd.
New York, NY 10001
PJ Enterprises
Jane MacKenzie-Smith
65 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.
Staffing
DW will restrict its commitments to other clients to the extent necessary to complete the project in a timely
manner. All services will be done as an independent consultant contractor. Neither DW nor any of DWs staff
shall be deemed to be an employee of the client on account of the work done on the project.
Access to the Clients Staff
The client will provide DW with reasonable access to the clients staff and resources as needed to perform the
services needed to timely complete the project.
Proprietary materials
DW warrants that its work product will not violate any existing copyright or trademark. The client warrants that
material provided by the client for the project will not violate any existing copyright or trademark. Prior to
payment in full, JP Enterprises will own the copyright on all materials developed by DW in the course of the
project. DW will have a perpetual, irrevocable, royalty-free license to use such materials not specific to the
clients product in its business.
The client will provide DW with two copies of the final [deliverable], if applicable
Confidential Information
DW will take reasonable steps to maintain the confidentiality of any confidential information relating to the
client received by DW in the course of the project.
Arbitration
Any dispute arising out of the project Agreement shall be submitted to binding arbitration before a single
arbitrator selected by the client and DW. If an arbitrator is not selected within 10 days of written demand for
arbitration, the dispute shall be decided by a single arbitrator under the then current Commercial Arbitration
rules of the American
Arbitration Association. All arbitration proceedings shall be conducted within 25 miles of New York, NY. DW
and the client understand that any award the Arbitrator issues may be converted into a judgment pursuant to
New York law.
Damage Exclusion and Limits
The client is responsible (and DW is not responsible) for the accuracy of the content of a completed project.
Designing Women, LLC shall not be liable, under any circumstances, for consequential, special, or incidental
damages, even if it has been advised that such damages may occur. DWs liability arising out of this Agreement,
whether in contract, tort, or otherwise, shall not exceed the total of the amounts which the client has paid to DW
under this Agreement.
Attorney Fees
In the unlikely event that a dispute between the client and DW leads to arbitration or a lawsuit, the prevailing
party may recover from the other party all legal expenses, including reasonable attorney and expert client fees.
Pg. 46
Warranty of Authority
Each individual signing in a representative capacity warrants that he or she has the power and authority to sign
on behalf of the party in whose behalf he or she is signing, that such signature alone is binding on such party,
and that the execution of this document has been duly authorized by such party.
Entire Agreement
This Agreement contains the entire understanding of the parties with respect to the subject matter hereof, and all
agreements entered into prior hereto with respect to the subject matter hereof are revoked and superseded by
this Agreement, and no representations, warranties, inducements or oral agreements have been made by any of
the parties
except as expressly set forth herein.
Binding Effect
This agreement shall be binding upon and inure to the benefit of the parties, their heirs, successors, assigns and
personal representatives.
Time of the Essence
Time is of the essence as to each and every provision of this Agreement.
Amendment to Agreement
This agreement may be amended, modified, or supplemented only by written agreement of DW and the client.
Written agreement from JP Enterprises can only come from Jane MacKenzie-Smith.
Signed
Signed
______________________________
____________________________
Date: July 27, 2014
Date: July 27, 2014
for Designing Women, LLC
for PJ Enterprises
4. PJ Enterprises Customer Improvement Project

Management Plan
Project Name
Customer Service Improvement Plan
Prepared by
Date
August 3, 2014
Pg. 47
Version Control
Version
Author
Purpose/
Change
Date
Comments
1.0
Designing Women,
LLC
Consultation
Draft to JP
Enterprises
08/03/14
Initial draft
2.0
Jane MacKenzieSmith, PJ Enterprises
Project
Sponsor
Review
8/04/14
Edits /
Feedback
3.0
Designing Women,
LLC
Feedback
incorporated
8/24/14
FINAL
Project Information
Project Description/Overview
Designing Women, LLC (DW) met with Jane Smith (Project Sponsor), Judie Thompson (Catalog Director), and
Sheena Perez (Merchandising Manager) of PJ Enterprises, to discuss concerns about reports of poor telephone
etiquette and lack of product knowledge by the telephone operators at this mail-order catalog business.
Designing Women also performed two surveys given to the telephone operators (TO) and the Customer Service
Supervisors (CSS), as well as interviewed staff of the IT and Human Resources departments.
At the time, management expressed concerns that poor customer service might be directly related to the lack of
TOs product knowledge and provide it to customers in a timely manner. PJ Enterprises asked DW to create a
training program for the telephone operators and supervising staff on customer service, product knowledge and
accessibility.
In response, DW performed a Gap Analysis and a Performance Analysis to determine if training is the correct
solution to the problem, one of several solutions, or not a solution at all. Based on the Performance Analysis
Report findings and recommendations, PJ Enterprises approved DW to develop a comprehensive Customer
Service / Product Training and Resources Program, Customer Service Staff Incentives Plan, and Internal
Communications Plan for New Policies and Procedures.
Business Objectives
DWs comprehensive project plan addresses the following PJ Enterprises business objectives:
1. To provide training, incentives and associated communications that will increase Telephone Operators (TO)
overall job performance within twelve (12) months, including:
increase TOs overall product knowledge by 70% within twelve (12) months
increase TOs ability to quickly and easily find/locate product specific

information by 70% within six (6) months
increase TOs accurate use of the telephone system supporting a quality
customer service experience by 70% within twelve (12) months

Pg. 48
train 100% of Customer Service Staff (CSS/TO) to accurately use the new
Customer Order Entry System
2. To improve Telephone Operators (TO) job satisfaction and employee retention rates by 50% within twelve
(12).
Scope Statement
DW has developed a series of training, incentives and communications plans and will execute them to support
PJ Enterprises performance improvement objectives for its Telephone Operators (TOs) in delivering improved
quality customer service.
The individual plans within this proposal will each include detailed timelines/schedules, assessment tactics for
evaluation purposes and a proposed budget for all deliverables from initiation, to development, to execution, to
transition (or on-going maintenance support) for two contract years, starting July 31, 2014 and effective through
June 30, 2015.
Deliverables
DW will deliver the following:
A1: Training Support for Monthly Customer Service Staff Meetings
Up to forty (40) hours per month for the first four (4) months of DW train-the-trainer support consisting of
training PJ Enterprises staff on best practices for meeting preparation (agenda and training activities items),
effective on-site meeting coordination (administration, facilitation/moderation and training instruction), and
post meeting support (analysis and assessment delivery and reporting).
A2: Quarterly In-classroom Training on Catalog Products and Customer Service
Improvement
Two (2) 60-minute courses on seasonal products, one (1) 60-minute course on existing products (both
held Sept. 14 and Mar. 15) and one (1) 90-minute customer service improvement course (Sept. 14):
Two (2) 60-minute sessions on new seasonal products (held 2x/Sept. 14
and 2x/Mar. 15) added to the existing catalog to include how to utilize the new catalog
product guide and reference materials.
One (1) 60-minute session (held 1x/Sept. 14) and 1x/Mar. 15) on existing
changes to catalog products from the previous quarter to include how to utilize the new
catalog product guide and reference materials
One (1) 90-minute Customer Service Improvement Course (held Sept.
14):
One (1) 30-minute lesson Phone Technology How
to properly answer, hold, and transfer calls to include a role- playing scenario and
quiz to assess TOs ability to perform the tasks successfully
One (1) 30-minute lesson Professional Customer
Service Etiquette - Learning and performing formal greetings, responses, etc.
One (1) 30-minute lesson Managing Customer
Conflicts - How to handle customer conflict and response to problems successfully,
including role-play scenarios.
Supporting Print and Online Training Reference Materials for each of the
five (5) courses (e.g. job aids, guidelines, FAQs, etc.)
Pg. 49
Revised PJ Enterprises Product Catalog Guide with new, easy-touse/understand catalog product guide to include new product information specific to customer
service staff needs (pictures, corresponding item/category numbers, 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 effectiveness
The 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.

To support PJ Enterprises goal of increasing TO staff job satisfaction, the following activities will be performed
in coordination with and support of Human Resources and Management:
Pg. 50

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 inperson training and monthly staff meeting attendance.
C: 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 satisfaction, the following activities will be performed in coordination with and support of
Human Resources and Management:
Develop an Internal Communications and

Execution Project Plan supporting the change to any new HR/company policies, standards,
performance evaluation and training procedures
Exclusions/Out-of-scope
DW will not include nor is responsible for:
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 CBTs
Project Completion Criteria

The 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.

Pg. 51
External Dependencies
DW may require timely, and if applicable, affordable assistance from product vendors in order to obtain precise
and accurate product information and/or product photos for the design, development and production of PJ
Enterprises Product Catalog Guide and associated training resources.
Additionally, DW may require timely assistance from the Customer Order Entry software vendor/provider
subject matter experts (SMEs) prior to PJ Enterprises company-wide launch of the system, in order for DW to
work with and develop associated training materials.
Assumptions
DW is responsible for:
design and development of all deliverables in a timely manner
adherence to the agreed upon budget and timeline for the
as indicated in this charter

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
Constraints
The following are known project constraints:
PJ Enterprises has indicated a project budget of $400,000 for the fiscal year.
Pg. 52
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 / TIMELINE
DESIGN &
DEVELOP
PHASE I /
FY14Q3 (July August 2014)
DELIVERABLE(S)
DUE
DATE(S)
Desig
ning
Wome
n,
LLC
Projec
t
Propos
al for
PJ
Enterp
rises
Submitte
d
Projec
t Kickoff
Meeti
ng
Held/Del
ivered
7/31/2014
A:
Submitte
d
8/4/2014
Custo
mer
Servic
e/
Produ
ct
Traini
ng
and
Resou
rces
Pg. 53
MILESTONE(S)
7/27/2014
7/29/2014
Approve
d
Approve
d
8/12/2014
Progr
am
Plan
B:
Custo
mer
Servic
e
Staff
Incent
ives
Plan
EXECUTE &
ASSESS
PHASE II /
FY14Q3 FY15Q1
(August 2014 March 2015)

Pg. 54
Submitte
d
8/4/2014
8/12/2014
Approve
d
C:
Intern
al
Comm
unicati
ons
Plan
for
New
Policie
s and
Standa
rds
Submitte
d
A:
Started
8/13/2014
Submitte
d
8/27/2014
Custo
mer
Servic
e/
Produ
ct
Traini
ng
and
Resou
rces
Progr
am
Plan
Deliv
erable
s
Produ
ction
8/4/2014
8/12/2014
Approve
d
Approve
d
Delivere
d
9/1/2014
9/15/2014
B:
Custo
mer
Servic
e
Staff
Incent
ives
Plan
Deliv
erable
s
Produ
ction

Pg. 55
Started
8/13/2014
Submitte
d
8/27/2014
Approve
d
9/1/2014
9/15/2014
Delivere
d
C:
Intern
al
Comm
unicati
ons
Plan
Delive
rables
for
New
Policie
s and
Standa
rds
Produ
ction
Started
8/13/2014
Submitte
d
8/27/2014
A, B,
C Plan
Assess
ments
Execute
d
January
2015
A, B,
C Plan
Assess
ment
Report
s for
PJ
Enterp
rises
Revie
w
Submitte
d
March
2015
Approve
d
9/1/2014
9/15/2014
Delivere
d
IMPROVE &
TRANSITION
PHASE III /
FY15Q2 (April
- June 2015)
A, B,
C
Projec
t Plans
(Year
2)
Transit
ion
Plans
from
DW to
PJ
Enterp
rises
Submitte
d
April
2015
Approve
d
May 2015
June 2015
Execute
Transit
ion
from
DW to
PJ
Project Approach and Primary Plans

DW 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 Plans
Phase II:
Execute Plans and Assess Outcomes
Phase III:
Provide Improvement Recommendations and Transition Program Management
Each 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 Reports

Status 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 Location
PJ Enterprises
Jane MacKenzie-Smith
65 Mingus Mountain Rd.
Sedona, AZ 86336

Pg. 56
Data and Time
Purpose
7/31/2014, 10:00 AM
Project Kick-Off
Meeting
8/7/2014, 10:00 AM
8/14/2014, 10:00 AM
8/21/2014, 10:00 AM
8/28/2014, 10:00 AM
Phase I Project Status

Meetings (Every
Thursday)
PJ Enterprises - DW
Project Team
9/4/2014, 10:00 AM
9/11/2014, 10:00 AM
9/18/2014, 10:00 AM
9/25/2014, 10:00 AM
10/2/2014, 10:00 AM
10/9/2014, 10:00 AM
10/16/2014, 10:00 AM
10/23/2014, 10:00 AM
10/30/2014, 10:00 AM
11/13/2014, 10:00 AM
11/25/2014, 10:00 AM
12/4/2014, 10:00 AM
12/18/2014, 10:00 AM
Every other Thursday,
January - March 2015
Phase II Project Status

Meetings (Weekly to
Bi-weekly)
PJ Enterprises - DW
Project Team
Every other Thursday,

April - June 2015
Phase III Project

Status Meetings (Biweekly)
PJ Enterprises - DW
Project Team
Issues Management
1.0 Issue Identification
1.1 Email notification will be sent by project manager, project sponsor and project coordinator stating the
details of the issue and priorities assigned. The project coordinator will keep track of all issues and email
notifications.
2.0 Issue Analysis
2.1 The appropriate team member will work on the issue and email notification will be sent to coordinator, and
manager with any concerns.
3.0 Issue Evaluation
3.1 A resolution on the issue will be submitted to project coordinator, who will evaluate the solution and contact
all other team members involved.
4.0 Action Implementation
4.1 The assignee accepts the assignment, email notification will automatically be sent upon accepting and the
issue will be worked on.
5.0 Monitoring & Review
Pg. 57
5.1 The project coordinator will oversee all issues and record them in the Master Change Log, also contact via
email appropriate team members. She will track the progress in the log and close all issues that have been
opened by the team.
Risk Assessment and Mitigation Plans

Ris
k
Ris
k
Le
vel
Lo
w/
Me
diu
m/
Hig
h
Likeli
hood
of
Event
(1-5
scale)
Mitigat
ion
Plan
Ch
ang
e in
pro
ject
sco
pe,
sch
edu
le
and
/or
bud
get
Hig
h
Regular
planned
commu
nication
with
project
sponsor
and
owner
that
identify
risks
and
changes
so
project
leaders
hip can
address
them
immedi
ately
through
an
identifi
ed/agre
ed upon
course
of
action.
Ch
ang
e in
assi
gne
d
pro
Me
diu
m
Work
with
project
sponsor
and
owner
to

Pg. 58
Ris
k
Ris
k
Le
vel
Lo
w/
Me
diu
m/
Hig
h
Likeli
hood
of
Event
(1-5
scale)
ject
res
our
ces
/
lev
el
of
eff
ort
(L
OE
)
Cus
tom
er
Ser
vic
e
Sta
ff
tim
e
cap
acit
Pg. 59
Mitigat
ion
Plan
identify
potentia
l client
or
consult
ant
resourc
es
availabl
e to fill
any
gaps
and
invest
time to
orient
them
on
project
history/
objectiv
es and
the
newly
assigne
d team
membe
rs
role/res
ponsibil
ities.
Hig
h
Determ
ine
prior to
progra
m
launch
with
project
sponsor
if
progra
m
Ris
k
Ris
k
Le
vel
Lo
w/
Me
diu
m/
Hig
h
Likeli
hood
of
Event
(1-5
scale)
y/
lev
el
of
eff
ort
(L
OE
)
Tec
hni
cal
ope
rati
ons
(ph
one
/co
mp
uter
syst
em
s
for
trai
nin
g
des
Pg. 60
Mitigat
ion
Plan
training
and
specific
perform
ance
evaluati
on
process
es can
be
require
d and
strategi
cally
align
incentiv
es to
motivat
e
particip
ation at
its
highest
levels.
Me
diu
m
Schedul
e
regular
meeting
s with
Operati
ons and
IT
stakeho
lders to
discuss
both
DW
and
infrastr
ucture
projects
timelin
Ris
k
Ris
k
Le
vel
Lo
w/
Me
diu
m/
Hig
h
Likeli
hood
of
Event
(1-5
scale)
ign
and
dev
elo
pm
ent
pur
pos
es)
Mitigat
ion
Plan
es and
upcomi
ng
activitie
s, in
order to
anticipa
te and
mitigat
e
potentia
l risks
on both
sides.
Ch
ang
e in
lea
der
shi
p/
stra
tegi
c
dire
ctio
n
Lo
w
Work
with
sponsor
to
determi
ne if
project
should
continu
e as is
or if
there is
a need
to
redefin
e any
project
objectiv
es/plans
to
support
the
compan
ys
shifting
strategi
c goals.
Cur
Hig
Leaders

Pg. 61
Ris
k
Ris
k
Le
vel
Lo
w/
Me
diu
m/
Hig
h
rent
clie
nt
cor
por
ate
cult
ure
doe
snt
intr
insi
call
y
val
ue
its
em
plo
yee
s

Pg. 62
Likeli
hood
of
Event
(1-5
scale)
Mitigat
ion
Plan
hip will
need to
embrac
e and
support
the
belief
and
core
compan
y value
that its
employ
ees are
the
most
importa
nt
single
attribut
e that
directly
impacts
the
bottom
line and
everyon
es
success
.
Perfor
mance
evaluati
on and
incentiv
es will
need to
support
this
core
value
through
means
that
Ris
k
Ris
k
Le
vel
Lo
w/
Me
diu
m/
Hig
h
Likeli
hood
of
Event
(1-5
scale)
Mitigat
ion
Plan
empow
er
employ
ees by
providi
ng
skills,
growth
opportu
nities,
and
moneta
ry
rewards
/benefit
s.
Ch
ang
es
in
role
s
and
res
pon
sibi
litie
s
wit
hin
the
cor
por
atio
n

Pg. 63
Me
diu
m
Talk
with
project
leaders
hip and
ask if a
replace
ment
point of
contact/
SME
could
be
conside
red and
when
that
could
happen,
grant
direct
access
to PJ
Enterpr
ises.
WBS and Diagram Customer Service Improvement Training

Lesson 3: Managing Customer Conflicts
1.0
2.0
Project Management
1.1
Develop project plan
1.2
Monitor and control project
Steps to Customer Dissatisfaction Resolution Guide (Job Aid)

2.1
Research best practice steps for managing customer dissatisfaction resolution job aid
2.2
Create page layout

2.2.1
Draft appropriate content and captions
2.2.2
Proof-read for final draft
2.2.3
Submit final draft to stakeholders for approval
2.2.4
Deliver completed final draft in appropriate format to publisher for

printing / laminating
3.0
Managing Customer Conflicts Course

3.1
Develop course design document
3.2
Create presentation slides and videos
3.3
3.4
3.2.1
Design presentation slides and videos
3.2.2
Develop presentation
3.2.3
Proof presentation aids for finalization
Create trainee materials

3.3.1
Design trainee materials
3.3.2
Develop trainee materials
3.3.3
Proof-read trainee materials for finalization
3.3.4
Deliver completed final draft in appropriate format to publisher for printing / binding
Create Facilitators Guide

3.4.1
Create page layout

3.4.1.1 Secure illustrations, charts, images etc. as needed
3.4.1.2 Draft appropriate content and captions
3.4.1.3 Proof-read for final draft
3.4.1.4 Submit final draft to stakeholders for approval
3.4.1.5 Deliver completed final draft in appropriate format to publisher for printing /
binding
3.5
Implement training course to pilot group

3.5.1
3.6
Make revisions as necessary based on pilot group feedback
Course Delivery
3.6.1
Record training session

Pg. 64
In-Classroom
Customer
Service
Training
Course
Schedule
Lesson 3:
Managing
Customer
Conflicts
The following is a
detailed schedule of
specific tasks for the
design and
development of the
30-minute Quarterly
In-Classroom
Customer Service
Course Lesson3:
Managing Customer
Conflicts session that
includes the design
and development of
the Steps to
Customer
Dissatisfaction
Resolution Guide Job Aid and its
accompanying
Facilitators Guide.
In-Classroom
Customer
Service
Training Course Gantt Chart
Lesson 3: Managing Customer Conflicts
The following is a detailed Gantt chart that includes specific milestones and tasks for the design and
development of the 30-minute -Classroom Customer Service Course Lesson3: Managing Customer Conflicts
Pg. 65
session that includes the design and development of the Steps to Customer Dissatisfaction Resolution Guide Job Aid and its accompanying Facilitators Guide.
Change Management Plan

Purpose
The 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.
Pg. 66
3. Ensure that the project stays within approved budget and scope.
4. Evaluate all changes necessary for project implementation.
5. Deliver a standard process for change within the project.
Goals
The goals of the Change Management Plan are to:
1. Manage the process of any changes and gaps between PJ Enterprises and
Designing Women covering procedures and processes being implemented.
2. Limit modifications in implementing project plan.
3. Align resources to meet PJ Enterprises needs.
4. Stay within spending cost approved by PJ Enterprises and Designing
Women.
5. Encourage process and project changes before any modifications are
determined.
6. Encourage project communication between PJ Enterprises and Designing
Women of project changes as appropriate.
Change Control Process

Designing 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
and submitting form to the Project Manager.
Form
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
email.
6. Change is approved/denied by Project Manager and provides final recommendation on the Change
Request Form with notifying Project Coordinator which will then notify team members.
7. The Project Manager communicates the decision to (a) Designing Women Team making the request
of the Change review team decision (b) Any other active participants involved in the project
development (c) Documenting appropriate entries via email notifications to/by Project Coordinator.
8. Once all steps have been completed, modifications can be processed in implementation plan based
on approved changes from all parties delivered via email notification.
9. All email submissions will be tracked by the Project Coordinator and will then contact appropriate
team members and clients with notifying Project Manager of project updates.

Pg. 67
Responsibilities
Person Responsible
Responsibilities
Leila (Project Manager)
Facilitate the completion of change request and

gather information. Work directly with PJ
Enterprises and vendors (if any applied), work with
appropriate personnel (Project Coordinator,
Business Analyst, Instructional Designers, Graphics
Team, TOs, CSS and Technical Writers to complete
and collect information needed to process request.
Evaluates, allows/disallows change request based
on submitted information. Collects updated
information based on change request.
Erin (Instructional
Designer/Business Analyst)
Receive updates of completed change request.

Provide input as needed/requested. Communicate
via email for information needed to
complete/process updated changes to project.
Provide information based on information gathered.
Produce new plan/strategies developed for new
approved changes.
Lorraine (Technical
Writer/Business Analyst)
Receive updates of completed change request.

Provide input as needed/requested. Communicate
via email for information needed to
complete/process updated changes to project.
Provide information based on information gathered.
Produce new plan/strategies developed for new
approved changes. Review/Edit/Revise all approved
changes for project.
Cynthia (Project Coordinator)
Completes/submits process of change request based

on information needed, approved forms and
communication procedures. Keeps accountability
and documentation of email updates from any
change request submissions and additional
information for the change request. Maintains
updates of completed change request pending
approval. Notifies team members and Project
Manager of any information needed/requested for
revision/completion of project.

Pg. 68
Communication Plan
Communication Objectives
The Communication Objectives specify what will be achieved within the communication plan.
1. To communicate the changes that the Customer Service Improvement plan will have on all affected
audiences, including any new HR policies and procedures, such as new job descriptions and
performance reviews/incentives, etc.
2. Gain buy-in from all audiences in order to support the changes
Communication Principles
Communication will be:
1. Delivered via the appropriate medium [written/electronic, verbal
communication] per the appropriate channels [email, company or department newsletters, monthly staff
meetings/training, one-on-one supervisor/team member meetings]
2. Discussed and developed based on the specifics of the information
needed.
3. Reviewed and approved by the assigned stakeholders before
dissemination.
Target Audiences
Audiences that will be affected by the project are:
1.
2.
3.
4.
5.
Telephone Operators (TO)

Customer Service Supervisors (CSS)
Project Sponsor/Management
Human Resources Staff
IT/Operations Staff
6. All PJ Enterprises Staff (encompasses all the above audiences and

other staff not already identified)
Key Messages
1. As PJ Enterprises continues to grow and increase our sales, we also want to make sure we are
staying true to our core value of providing excellent customer satisfaction. Therefore in anticipation
of our upcoming busy sales season, we will be rolling out a new program called the Customer
Service Improvement Plan -- several projects aimed at supporting our customer service staff with
new and improved training, as well as revised employee incentives that will help them be as
successful in their jobs as possible, and enable them to deliver on our promise to our customers.
2. Training provided will include information on new seasonal and existing products, accompanying
reference resources and customer service best practices.
3. Benefits to the customers will include accurate quality customer service.
4. Benefits for PJ Enterprises after training include supporting our mission for customer satisfaction,
knowledgeable TOs and a potential increase in sales.
Pg. 69
5. PJ Enterprises will be supported in making these changes by frequently communicating and being
involved with the Designing Women team Project Manager to develop and design trainings for
TOs.
6. Projected start date: 7/31/2014 Projected end date 6/30/2015.
7. PJ Enterprises will know when training was successful after a collective amount of information has
been gathered and reviewed/compared with previous training data.
8. Customer Service and HR staff will be impacted the most by the plan and management is here to
support them every step of the way through the changes, because leadership greatly values their
contributions and every employees contribution to our success.
Change Implications
1. PJ Enterprises TOs currently do not have the resources or training to
provide quality customer satisfaction. With the new methods provided by Designing Women, TOs will
have the appropriate procedures, best practices and resources available, including reference guides that
will assist with product information for customer inquiries.
2. Changes in practices include:
New training topics, delivery and

effectiveness evaluation
New customer order entry system procedures

New customer service best practices and
procedures
New customer service staff incentives /

rewards based on updated performance evaluation standards
3. Changes in behavior include:
improved communication and trust among all staff

improved sense of job ownership
increased morale/job satisfaction
4. Changes in expectations include:
TOs improved quality of customer service

TOs number of calls processed per hour
TOs job responsibilities
Accountability to participate in staff trainings
Improved Performance due to new evaluation
Improved morale and staff retention
and meetings
and incentives
5. Employees can participate and contribute to the change by:

Pg. 70
attending or completing all required trainings

attending and/or participating in staff meetings
sharing information learned with other staff as
responding to requests for feedback for
appropriate
evaluation and improvement purposes
challenges with supervisors and management
communicating questions, concerns and/or
Challenges and Opportunities
Audience
Challenge
Telephone Operators
Telephone
Operators feel
frustrated with
lack of resources,
training and
product
knowledge
information, and
lack of time for
meetings/trainings

Pg. 71
Messaging
Channel(s)
Responsible
Ne
w
training/meetin
gs will provide
new skills to
help you on the
job
ne
w incentives
will be
provided to
support you
mail /
written
communicati
on
m
onthly staff
meetings
C
SS and TO
meetings
A
nnual HR
Performance
Evaluation
communicati
ons
PJ - DW
Team
Audience
Customer Service
Supervisors (CSS)
PJ Enterprises
Management
Challenge
Messaging
CSS limited
availability to
support TOs
because of
talking to
customers that
are frustrated
with TOs lack
of product
knowledge
or/and timely
manner to
complete order
effectively, and
lack of time for
meetings/trainin
gs
TO
s will complete
Computer
Based training
on phone
etiquette/custo
mer service
skills and inclassroom
products
training
Thi
s should help
improve TOs
performance,
alleviate CSS
from having to
deal with some
customer issues
directly, and
free up CSSs to
provide
improved
managerial
direction to
TOs
ne
w incentives
will be
provided for all
Customer
Service staff
including CSSs
Time and
budget
constraints for
replacing TOs
due to high
turnover, and
the need for
CSSs to be
accountable for
providing
training to new
TOs
Set
ting budgeting
aside for extra
hours for TOs
and CSS to
attend
compensated
trainings
should result in
improved TO
performance
and job
satisfaction/staf
f retention
cus

Pg. 72
Channel(s)
Em
Responsible
PJ - DW
Team
ail / written
communication
mo
nthly meetings
CS
S and TO
meetings
An
nual HR
Performance
Evaluation
communication
s
Pro
ject status and
program
assessment
reports
delivered via
email and/or
regularly
scheduled
management
meetings
Project
Sponsor
tomer
satisfaction
should improve
and positively
impact sales
PJ Enterprises
Management
Qu
ality two-way
communication
improves
working
relationships,
department
operations and
company
morale by
modeling a
culture of
openness and
trust
Opportunity to
improve
company
culture to one
of trust/value
that will attract
and retain
qualified and
skilled
employees
Pro
ject status
talking points
for leadership
and
management
delivered via
email and/or
regularly
scheduled
management
meetings
all
staff Q&A
sessions during
monthly
meetings
Project
Sponsor /
PJ - DW
Team
Project Plan Approvals

Name
Role
Signature
Jane Smith
Project Sponsor, PJ
Enterprises
Sheena Perez
Merchandising Manager,
PJ Enterprises
Leila Rao
Designing Women, LLC,

Project Manager

Pg. 73
Date
5.Design Document for PJ Enterprises Customer Service

Training Course
Document Description
Designing Women, LLC (DW) is presenting this Design Document to PJ Enterprises for the development and
design plan regarding the Customer Service Improvement Plans, Customer Service Training course, for PJ
Enterprises Telephone Operators (TOs), who are responsible for over-the-phone customer orders. This design
document outlines the 2-hour Customer Service Training course.
Purpose of the Course

The purpose for the customer service training for PJ Enterprises Telephone Operators is designed to provide
satisfactory customer service skills. The Customer Service Training course will provide strategies on proper
phone etiquette, managing customer challenges, and decreasing customer wait times. Participants will role play
customer service phone call scenarios to improve customer service skills.
Audience Description
The primary audience for the Customer Service Training course consists of current and new Telephone
Operators (TO) and Customer Service Supervisors (CSS) at PJ Enterprises customer service/order taking
department. Some may have experience in customer service and order taking tasks; however, to improve PJ
Enterprises customer satisfaction mission/goals, all TOs and CSSs will benefit from the course.
Major Course Objectives

Upon completion of this training, the learner will:
learn the six steps of
greet 100% of
end 100% of
handling/managing customer complaints and actively apply them on the job

customers with a company standard greeting on all phone calls
customer calls with a formal company closure
place customer calls
on hold or transfer them by performing the essential steps, without incident at least 90%
increase calls
processed from 3 to 4 - 6 calls per hour by using the provided time management techniques
resolve customer
dissatisfaction issues without supervisor assistance in at least 90% of calls
transfer any
unresolved customer dissatisfaction issues to supervisor as needed using proper guidelines and etiquette
techniques, with 70% of transferred calls resulting in customer satisfaction ratings of above average
perform essential
steps to accurately place all customer phone orders, with a margin of error less than 2%
use the provided sales

tips to introduce customers to a minimum of 1 other product per phone order
Pg. 74
Learning Assessment for Course

Learners will engage in role playing activities with real-life customer service scenarios that will practice, test,
and hone skills taught and thereby instill comfort and confidence within the learners toward job success.
Training assessment will consist of the following:
In-classroom post-role play Question and Answer sessions to discuss types of complaint scenarios,
difficulty/ease of certain steps taken and best practices / lessons learned
quarterly customer service phone call monitoring to assess the degree of implementation/use of the
training techniques, as outlined per the training course objectives
mid-quarter review of customer satisfaction surveys, monitoring of customer calls and in-person
TO observances with resulting evaluation/recommendation reports to PJ Enterprises by the end of
the quarter to anticipate implementing upcoming quarterly adjustments if applicable.
Instructional Strategies for Course

The course will follow a combination teaching strategy of Near and Far Transfer performance.
The Near Transfer performance strategy will be incorporated as learners are trained in using a company specific
phone greeting and closure statement, guidelines for hold and/or transferring unresolved customer
dissatisfaction calls to supervisors, and essential steps to follow when placing all orders.
The Far Transfer performance strategy will be used as learners learn and practice selling techniques via
instruction and real-life role play scenarios.
Media
This course will utilize the following media:
TO phone etiquette reference
Instructor
Slide presentation
Student handouts
Job reference guide
guide
Development Tools
The following tools will be used in the design and development of the course:
Microsoft Word
Microsoft PowerPoint
Adobe Photoshop
Adobe InDesign
Class/Seat Time of Course

This Customer Service training course on Conflict Resolution for PJ Enterprises will take 30 hours of seat time
to complete.
Course Outline
Introduction
a) Welcome
b) Purpose of Training
Pg. 75
c) Overview of the Course

d) Course Objectives
e) Brief Summary on Job Aid
Lesson 1: Proper Greetings and Closures for Customer Calls
a) Steps for formal greetings when answering calls
b) Steps for formal closures when ending calls
c) Role Play Scenario
d) Course Summary
Lesson 2: Guidelines for Successfully Holding and Transferring Phone Calls
a) Guidelines for placing a call on hold
b) How to know when to transfer to a supervisor for specific issues
d) Course Summary
Lesson 2: Guidelines for Successfully Holding and Transferring Phone Calls
a) Guidelines for placing a call on hold
b) How to know when to transfer to a supervisor for specific issues
d) Course Summary
Lesson 3: Handling Customer Conflicts
a) Six Steps to Dissolve Customer Dissatisfaction
b) Video Demonstration on Six Steps
c) Two Role Play Scenarios
d) Course Summary
Lesson 4: Managing Your Time Effectively During calls
a) Etiquette for minimizing talk time with a customer
b) How to avoid distractions, and to focus on your call
d) Course Summary
Lesson 5: Proper Etiquette for Taking a Customers Product Order
a) Product accuracy, etiquette for repeating customer information
b) Confirming the order
d) Course Summary
Lesson 6: Maximizing Product Orders
a) Guidelines and best-practice techniques for offering product add-ons
b) Role Play Scenario
c) Course Summary
Class Activity: Final Role-Playing Scenario
Pg. 76
Development Time
The course will be developed in 106 hours. This includes the design and development of learner handouts,
presentation slides, job reference guide, facilitator guide, and course delivery to pilot group with follow-up
revisions. Project management hours that drive the completion of the project are also included in the total
development time.
Support requirements
PJ Enterprises will provide the following support:
SMEs availability for review/editing of all training materials prior to development

SMEs to partner and assist with in-classroom training/instruction
training/meeting room space where the training course will take place
overhead projector and screen
video recorder if role-playing scenarios are to be recorded for future review or CBT use
telephones
current Catalog Product Guides
additional room resources as requested (flip charts, paper pads and writing utensils for the total
number of staff in attendance, etc.)
Ownership
Sarah Commons and Maria Gomez, Customer Service Supervisors (CSS), PJ Enterprises will own the PJ
Enterprises Customer Service Training course after completion and will make any future modifications to the
curriculum and delivery as needed.
Project Sign-off
Please sign below indicating agreement with the proposed course plan and approving start-up of the
development phases.
Name
Role
Signature
Jane Smith
Project Sponsor, PJ
Enterprises
Erin Skorch
Instructional Designer,

Pg. 77
Date
Appendix A:
Analysis

Pg. 78
Telephone Operators (TOs) Job Task

Pg. 79
Appendix B:
Detailed In-Classroom Customer Service Course Outline
Lessons 1, 2, 3
Task
/
Topic
/ Key
Conc
ept
1.
5
mins
Int
ro
du
cti
on
Objec
tive
All course
objectives
Met
hod
Absorb Activity
Presentation
slides
Ass
ess
me
nt
N/A
V
i
s
u
a
l
s
/
M
e
d
i
a
S
u
p
p
o
r
t
Job aid
Slide
presentation
a)
We
lco
me
b)
Pur
pos
e of
Pg. 80
Task
/
Topic
/ Key
Conc
ept
Objec
tive
Met
hod
Ass
ess
me
nt
V
i
s
u
a
l
s
/
M
e
d
i
a
S
u
p
p
o
r
t
Tra
inin
g
c)
Ov
ervi
ew
of
the
Co
urs
e
d)
Co
urs
e
Obj
Pg. 81
Task
/
Topic
/ Key
Conc
ept
Objec
tive
Met
hod
Ass
ess
me
nt
V
i
s
u
a
l
s
/
M
e
d
i
a
S
u
p
p
o
r
t
ecti
ves
e)
Bri
ef
Su
mm
ary
on
Job
Aid
Pg. 82
Task
/
Topic
/ Key
Conc
ept
2. 30
mins
Le
ss
on
1:
Pr
op
er
Gr
ee
tin
gs
an
d
Cl
os
ur
es
for
Objec
tive
Apply/demonstrate
learned techniques
for proper greetings
and closures of
customer calls
Met
hod
Absorb Activity
- refer to job aid
during
presentation
Connect Activity
Greeting and
Closing Customer
Calls Role Play
Ass
ess
me
nt
R
ol
e
Pl
a
y
S
c
e
n
ar
io
V
i
s
u
a
l
s
/
M
e
d
i
a
S
u
p
p
o
r
t
Job aid
Slide
presentation
Pg. 83
Task
/
Topic
/ Key
Conc
ept
Objec
tive
Met
hod
Ass
ess
me
nt
V
i
s
u
a
l
s
/
M
e
d
i
a
S
u
p
p
o
r
t
Cu
sto
m
er
Ca
lls
a)
Ste
ps
for
for
mal
gre
etin
gs
wh
en
ans
Pg. 84
Task
/
Topic
/ Key
Conc
ept
Objec
tive
Met
hod
Ass
ess
me
nt
V
i
s
u
a
l
s
/
M
e
d
i
a
S
u
p
p
o
r
t
wer
ing
call
s
b)
Ste
ps
for
for
mal
clo
sur
es
wh
en
end
ing
call
Pg. 85
Task
/
Topic
/ Key
Conc
ept
Objec
tive
Met
hod
Ass
ess
me
nt
V
i
s
u
a
l
s
/
M
e
d
i
a
S
u
p
p
o
r
t
Pg. 86
Task
/
Topic
/ Key
Conc
ept
3. 30
mins
Lesson 2:
Guidelines for
Successfully
Holding and
Transferring
Phone Calls
a) Guidelines for
placing a call on hold
Objec
tive
Apply/demonstrate
proper steps for
holding and
transferring calls
using professional
etiquette
Met
hod
Connect
Activity - TOs
pair off and take
turns role playing
TO/Customer
calls using learned
etiquette rules
b) How to know when

to transfer to a
supervisor for specific
issues
Ass
ess
me
nt
R
ol
e
Pl
a
y
S
c
e
n
ar
io
V
i
s
u
a
l
s
/
M
e
d
i
a
S
u
p
p
o
r
t
Job aid
Slide
presentation
Pg. 87
Task
/
Topic
/ Key
Conc
ept
4.
30
mins
Lesson 3:
Handling
Customer
Conflicts
a) Six Steps to
Dissolve Customer
Dissatisfaction
b) Video
Demonstration on Six
Steps
Objec
tive
Apply/demonstrate
the six steps to
handling customer
complaints during a
role play scenario
Met
hod
Absorb Activity
- Presentation
Video
Demonstration on
customer conflict
Connect Activity
Role play
scenarios #1 and
#2
Ass
ess
me
nt
T
w
o
R
ol
e
Pl
a
y
S
c
e
n
ar
io
s
V
i
s
u
a
l
s
/
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768 Project Management For Instructional Development - Final Project Paper - Team 2 DW

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PJ Enterprises

Customer Service Improvement Plan

Designing Women, LLC

PJ Enterprises Customer Service Improvement Plan

PJ Enterprises Customer Service Improvement Plan

Project Milestones Overview........................................................................................................................................... 37

Telephone Operators (TOs) Job Task Analysis...................................................................................57

Detailed In-Classroom Customer Service Course Outline.................................................................58

Designing Women, LLC

PJ Enterprises Customer Service Improvement Plan

1. Project Gap Analysis Strategy

Customer Service Representatives (CSSs) and Telephone Operators

2. Operations (IT/Telephone & Warehouse)

Designing Women, LLC

PJ Enterprises Customer Service Improvement Plan

demographics (age, gender, ethnicities for language purposes, level of

length of time it took staff to retain product line knowledge that

validation of customer service staff (CSSs and Operators) skills and

target delivery date, estimated length of time to produce new

determination of number of calls serviced and number of operators

validation of highest selling products and products that receive the

Designing Women, LLC

PJ Enterprises Customer Service Improvement Plan

How CSSs and Operators can receive support

Interview with upper

Is the current method of taking sales the most

Target and potential audience/customer

The problems that they have with the current

Designing Women, LLC

PJ Enterprises Customer Service Improvement Plan

Number of years in current position?

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?

Does your office have a set schedule for breaks?

How do you currently handle customer complaints?

How do you currently acquire knowledge on an item that a customer requests?

How often do you revisit the catalog when it is updated?

How does your office handle safety measures?

[Operations Upper Management (IT/Phone, Warehouse, and perhaps

If a decision to proceed with only the current sales option:

PJ Enterprises Customer Service Improvement Plan

[Sales and HR Management]

What is PJ Enterprises total number of sales per catalog/season and annually?

Do your advertising media/vehicles change per catalog and/or per season?

Was there an increase/decrease/maintenance in the number of staff who received

PJ Enterprises Customer Service Improvement Plan

Roadblocks & Dependencies

lack of client/stakeholder groups commitment to the project

PJ Enterprises Customer Service Improvement Plan

Strategies to Mitigate Risks

Performance Analysis Report

Purpose of the Report

PJ Enterprises Customer Service Improvement Plan

number of times an order was cancelled, and/ or customer dissatisfied

Data Summary: Customer Satisfaction Ratings

Data Summary: TO Employee Job Approval Ratings

PJ Enterprises Customer Service Improvement Plan

Data Summary: PJ Enterprises Catalog Sales History

PJ Enterprises Customer Service Improvement Plan

over 40% increase of sales this past year resulted in a

TOs lack of product knowledge

TOs have limited product information