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Educ768 Ols Projectplan Final Portfolio v3 Sab
Educ768 Ols Projectplan Final Portfolio v3 Sab
Project Information
Project Name
Project Description/Overview
To assess fully the needs of the organization, and with the approval of Jane
MacKenzie, the projects management sponsor, OLS, conducted a performance
analysis over the period of March 1319, 2017, to analyze PJ Enterprises current
performance related data and identify appropriate performance solutions. The
performance analysis was the basis of performance solutions presented to Jane on
March 20, 2017, and a project charter reflecting the agreements made in that
meeting was presented to PJ Enterprises on March 27, 2017.
Project Purpose
Business Objectives
Scope Statement
Deliverables Included
Exclusions
This project will be complete when the following deliverables have been
completed and signed off by PJ Enterprises:
Product Guide
TO training, including
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o Design document
o Training content
o Training materials (including Participant Guide, Facilitator Guide,
Product Guide Job Aid, Handouts and Assessments)
o Training evaluation results
.
Project Plans
Primary Plans
Scheduled Meetings
OLS has scheduled the following regular meetings; however, additional meetings
may be called should the need arise.
OLS will provide written status reports to Jane MacKenzie every Monday
beginning from Monday, April 10, 2017. Reports as Microsoft Word documents
via email.
A status report will be delivered weekly by Instructional Designer(s) to Project
Manager and will include:
Brief descriptions of instructional strategies,
Overall design sequencing decisions,
Problems encountered since last update.
A status report will be delivered weekly by Project Manager to OLS team and PJ
Enterprises Project Sponsor and project team and will include:
Progress of deliverables,
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Issues that need addressing,
Schedule status of scheduling, and
Budget.
This report will be used to focus the discussion at weekly/bi-weekly Project
Sponsor and Project Team meetings.
Assumptions
Constraints
The following circumstances will constrain OLSs ability to complete the project:
The high turnover rate among telephone operators at PJ Enterprises may
affect the availability of telephone etiquette SMEs on a consistent basis,
leading to difficulties in maintaining a consistent perspective on proper
telephone etiquette at PJ Enterprises.
Assistant Merchandising Manager Ray Johnsons high workload may limit
his ability to source product information for OLS, thus leading to more
time needed to create the Product Guide. OLS cannot contact product
vendors directly for these details.
Sheena Perezs recently increased responsibilities may limit her ability to
serve as SME on the project, which may cause delays in the materials
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review process.
External Dependencies
The successful completion of the project depends upon the following external
factors:
The ability of the external product vendors to deliver accurate and
complete product information on time to update accurately the product
guide.
Project Approach
Milestones
The dates below are for sign-off on indicated documents. For a complete schedule,
refer to the Schedule section of this document. Note that all dates appear in the
MM/DD/YY format.
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WBS Diagram
This diagram outlines the tasks that TOs will perform in the Telephone Operator
Training. See Appendix A for a full-size version of this diagram.
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Schedule
This schedule documents ownership of work packages along with start and due
dates. If anyone is unable to meet a due date for any reason, that person should
inform the Project Manager as soon as possible.
Note that all dates appear in MM/DD/YY format. Completed work packages are
expected to be submitted by End of Day (EOD) Eastern Time on or before listed
the due date.
Ownership is listed by initials. The following individuals are named in the table:
Steph Boysen (SAB)
Jane MacKenzie (JEM)
Laura McWhorter (LMcW)
Lisa Mernaugh (LM)
Beena Waugh (BW)
Subject Matter Experts (SMEs)
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Define course outline SK 04/01/17 04/04/17
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Gantt Chart [SAB]
This Gantt chart shows the development schedule for the whole project at the
category level. See Appendix B for a larger version of this chart.
Purpose
Goals
The goal of the Change Management Plan is to establish a process for addressing
and documenting change requests, and to assign responsibilities to change
requests.
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Change Control Process
The Change Control Process defines how OLS will handle changes that occur, how
issues will be tracked, prioritized assigned and resolved as well as the procedure
for evaluating the change and either approving or denying the change. The
decision regarding the examination is communicated to all concerned.
Stakeholders
affected by the
change
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Responsibilities
The table below identifies the responsibilities of each role in the process.
Any project stakeholder Evaluates an issue that will affect scope. Submits a
change request to the Project Manager.
Project Sponsor If the change will not affect scope in a negative way,
no action is taken.
Communication Plan
OLS recommends that PJ Enterprises create a specific communication plan for the
TO Training project. Clear communication addressing the questions pertaining to
the who, what, when, where, and how of the training solution will prepare the
target audience (TOs) for what to expect from the training, and the desired goals
and outcomes for PJ Enterprises. OLS also recommends PJ Enterprises create a
system to record feedback from staff. The best outcomes from communication
planning involve two-way communication between management and staff.
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Purpose and Goals
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Challenges and Opportunities
The table presents challenges and opportunities for the TO Training project, the
appropriate message and channel for handling them, the parties responsible for
addressing them, and the appropriate timeframe to use.
Telephone May resist a A guided script and the phone etiquette Monthly Customer 05/1
Operators new process training will make handling customer employee Service 7/17
for interacting calls easier and provide more meetings Supervisors
with consistent customer service. The new
customers and automated product search function will
finding allow TOs to access needed
product information quickly and answer
information questions with confidence while giving
customers a better experience.
Customer May resist A guided script and the phone etiquette Monthly Jane 05/1
Service learning the training will allow TOs to handle stakeholder MacKenzie 7/17
Supervisor new Product customer calls more efficiently and meetings
s Guide and provide more consistent customer
telephone service. The new automated product
etiquette search function will allow TOs to
protocols. access needed information quickly,
answer questions and provide better
customer service, thus minimizing the
need to involve Customer Service
Supervisors in resolving customer
issues.
Customer May feel their Supervisors will receive fewer Monthly Jane 05/1
Service job is not as transferred calls since TOs will be able employee MacKenzie 7/17
Supervisor important to answer customer questions meetings
s themselves. Supervisors will have a
chance to learn to facilitate the
sessions and develop valuable
knowledge and skills to further their
careers.
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Risk Management Method
While we have noted some specific risks in the Project Charter, other risks may
arise. To monitor and deal with these risks, we will track them in a spreadsheet that
will include the following information:
Identification (ID) number (in order of appearance during project)
Date risk recognized
Description of risk
Outcome if left untreated
Impact rating of risk on a 15 scale where 1 = Very Low, 2 = Low, 3 =
Moderate, 4 = High, and 5 = Severe
Proposed treatment plan for mitigating the risk
Additional resources required (if any)
Risk owner
Time frame for resolution
Note: A larger sample of this spreadsheet also appears in Appendix C.
Approved by:
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Appendix A: WBS for Telephone Operator Training
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Appendix B: Gantt chart
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Appendix C: Risk Management Spreadsheet
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