PJM 6210 Communication Skills for Project Managers:
Lesson 2: Stakeholders
Overview and Rationale
In order to demonstrate proficiency with the content in this course and allow you to implement
relevant practices a real-world setting, you are asked to apply the various competencies presented
in this course to a specific case study. The case study focuses on evaluating stakeholders,
developing a communication plan development, and most importantly, communicating appropriate
levels of detail.
Program and Course Outcomes
This assignment is directly linked to the following key learning outcomes from the course syllabus:
•
LO4: Integrate best practices, tools, and techniques to identify, analyze, and classify
stakeholders
In addition to these key learning outcomes, you will also have the opportunity to evidence
the following skills through completing this assignment:
•
Critical thinking and analysis
Essential Components & Instructions
The Contact Center case study provides the foundation of this assignment which consists of three
separate deliverables. In each deliverable you will analyze the case to develop the specific
deliverable. The deliverables include:
• Brainstorm Map
• Power Interest Grid
• Stakeholder Register
Begin by reading the case study in detail. Below is a detailed description of each deliverable.
Brainstorm Map: Your first step will be to perform a brainstorming exercise to identify
stakeholders for the case study. After reading the case study, follow the high-level process
identified in the course to brainstorm a list of stakeholders. Most of the stakeholders have been
identified in the case study, but there are at least 5 that are not mentioned. Include ALL
stakeholders on the brainstorming map. You should have a minimum of 22 stakeholders listed for
the brainstorming exercise.
•
•
•
Remember this should be a true brainstorming session and the results do not have to be a
well-formatted document. You may sketch or draw this – just take a picture and insert into
the word document (please make sure it is legible)
Also be aware that the completed Brainstorm Map will impact each of the other
deliverables.
When identifying stakeholders consider the following:
o Who will have influence over the project?
o Who may be affected or have an impact from the project?
o Who may be against/for the project?
o Who are external stakeholders?
Power Interest Grid: Once you have completed your Brainstorming Map and identified
the project’s stakeholders, create a Power Interest Grid and map the stakeholders onto the
Power Interest Grid. In a real setting, you would accomplish this by conducting interviews
or group discussions.
For this exercise, use your interpretation of each stakeholder based on the case study
provided. Several stakeholder assumptions are provided to help you get started. All the
identified stakeholders should be in the grid, not just the ones with provided descriptions.
In addition, provide a statement that explains your reasoning for the placement of at least
four (4) stakeholders in the case study; one from each quadrant.
Stakeholder Register: Using the provided Stakeholder Register template, identify and
document each stakeholder’s interest, impact level, influence, power, assumptions, risks,
and communication expectations. Again, use your interpretation of each stakeholder based
on the case study provided. Assumptions may either be classified as (For, Neutral, Against)
or using the engagement levels identified in PMBOK (Unaware, Resistant, Neutral,
Supportive, Leading).
When determining communication expectations consider:
• The level of information that each stakeholder will require
• Stakeholders may not need to be involved in every aspect of the project
• Reference the Power/Interest grid to determine stakeholder clusters
Add additional columns to the register to provide more information regarding the
stakeholder if it is appropriate. The template provided contains the minimum information
you need.
Finally, describe the contents of each column, including standard designations used as
column data. Include references as needed.
Final Format: Combine all three deliverables into one document and submit via the
assignment link
Please be sure to review the attached rubric. It along with these assignment instructions will ensure
you have a solid understanding of the assignment requirements
Rubric(s)
Assessment
Element
Stakeholder
Identification
(Brainstorm
Map)
(20%)
Above Standard
(100-95%)
Stakeholders are clearly
represented within a
brainstorm map format.
Brainstorm map contains a
comprehensive list of
stakeholders that
represent all categories
(internal, external, primary
and secondary). More than
five additional
stakeholders have been
identified in addition to the
seventeen provided by the
case study.
Meets Standards
(94.9 – 84%)
Stakeholders are
represented within a
brainstorm map format.
Brainstorm map contains a
list of stakeholders that
represent all categories
(internal, external, primary
and secondary). Five
additional stakeholders
have been identified in
addition to the seventeen
provided by the case study.
Approaching Standards
(83.9 – 77%)
Stakeholders are
represented within a
brainstorm map format.
Brainstorm map contains a
list of stakeholders that
represent at least two of
the categories (internal,
external, primary and
secondary). Fewer than
four additional
stakeholders have been
identified beyond the
seventeen provided by the
case study.
Below Standard
(76.9 – 70%)
Stakeholders are
represented within a
brainstorm map format.
Brainstorm map contains a
list of stakeholders that
represent two or less of
the categories (internal,
external, primary and
secondary). No additional
stakeholders have been
identified beyond the
seventeen provided by the
case study.
Not Evident
(69.9 – 0%)
Stakeholders are not
represented within a
brainstorm map format.
Brainstorm map does not
contain a list of
stakeholders or does not
represent multiple
categories (internal,
external, primary and
secondary). Not all
seventeen stakeholders
provided by the case study
have been identified.
Stakeholder
Analysis
(Power /
Interest Grid)
(30%)
Stakeholders are
objectively analyzed and
represented within one of
the four quadrants of the
power/interest grid. The
power/interest grid is
clearly labeled and each
quadrant is defined. All
stakeholders are
represented by name or an
ID number associated to a
stakeholder key
Stakeholders are analyzed
and represented within
one of the four quadrants
of the power/interest grid.
The power/interest grid is
well-labeled and
stakeholders are
represented by name or an
ID number associated to a
stakeholder key.
Most stakeholders are
analyzed and represented
within one of the four
quadrants of the
power/interest grid. The
power/interest grid labels
are unclear and
stakeholders are not
represented clearly within
each quadrant.
A few stakeholders are
analyzed and represented
within one of the four
quadrants of the
power/interest grid. The
power/interest grid is not
labeled and not all
stakeholders are
represented within the
quadrants.
No stakeholders are
analyzed or represented in
a power/interest grid. No
power/interest grid is
provided.
Stakeholder
Planning
(Stakeholder
Register)
(30%)
Presents a logical and
organized Stakeholder
Register that clearly
articulates the standard
components of
stakeholder management
per PMBOK guidelines.
Clearly evident to reader
what is contained in each
section. Sections are
unified and not redundant
or contradictory with other
sections.
Presents a well-organized
Stakeholder Register that
articulates the standard
components of
stakeholder management
per PMBOK guidelines.
Evident to reader what is
contained in each section.
Sections are integrated but
not redundant or
contradictory with other
sections.
with the key topical
Presents a reasonably
organized Stakeholder
Register that articulates
the standard components
of stakeholder
management per PMBOK
guidelines, but some
columns are not clearly
labeled or contents are
inconsistent. It is generally
clear to reader what is
contained in each section.
There is some integration
between sections. There
may be some redundancy
or contradiction with other
sections.
Stakeholder Register is not
organized and does not
articulate the standard
components of
stakeholder management
per PMBOK guidelines. It is
unclear to reader what is
contained in each section.
There is little integration
between sections. There is
significant redundancy or
contradiction with other
sections.
Does not present a
Stakeholder Register that
articulates the standard
components of
stakeholder management
per PMBOK guidelines. Not
evident to reader what is
contained in each section.
Sections are not
integrated. There is
significant redundancy or
contradiction with other
sections.
Format &
Grammar
(20%)
Assignment is wellorganized; format can be
followed. Evident to reader
what is contained in each
section (column). Excellent
quality grammar. No
misspellings.
Assignment is organized;
format can be followed.
For the most part, evident
to reader what is
contained in each section
(column). High quality
grammar. No misspellings.
Assignment is reasonably
organized, format can be
followed. Evident to reader
what is contained in each
section (Column). Good
quality grammar. Few
misspellings.
Assignment is somewhat
organized, but the reader
may have difficulty
identifying what is
contained in each section.
Low quality grammar,
many misspellings
Assignment is not
presented in an organized
format. Not evident to
reader what is contained in
each section. Low quality
grammar, many
misspellings.
Contact Center Case Study
CONTACT CENTER STORE SUPPORT TEST & IMPLEMENTATION
CHRIS BOLICK
PJM 6210 - COMMUNICATION SKILLS FOR PROJECT MANAGERS | NORTHEASTERN UNIVERSITY
Contact Center Case Study
Version 2019
Contact Center
Store Support Test & Implementation
Version History
Version
2.0
1.0
Date
July
October
Author
Chris Bolick
Chris Bolick
Summary of Change(s)
Approved
Initial Draft
Approvers i
Program Role
Key Sponsor
Sponsor
Sponsor
Sponsor
Name, Title
Paulette Larson, VP Contact Center
Rickey Spencer, VP Store Operations Support
Francis Scott , VP Store Repair Support
Max Fox, VP Fleet Support
Date
Signature
Reviewers
Program Role
Co-Project Manager
Co-Project Manager
Business Lead
Business Lead
SME
SME
SME
SME
SME
PJM6210 Week 2
Name, Title
You, Northeastern University Project Manager
Bill Caldwell, Facility Operations Process Manager
Angela Stevens, Contact Center Director
Janice Freeman, Store Repair Director
Brian Vargas, Store Repair Team Lead
Lowell Guerrero, Contact Center Supervisor
Lawrence Collier, Fleet Operations Manager
Kenny Medina, Manager of Technical Writing
Orlando Patterson, Store Operations Manager
Stakeholder Identification and Analysis
Date
Signature
Page 1 of 13
Contact Center Case Study
Version 2019
Table of Contents
Contact Center ...................................................................................................................................................................... 1
1 Overview.............................................................................................................................................................3
2 Project Goals – Measures of Success ....................................................................................................................3
3 Process ...............................................................................................................................................................4
High-level map of current process ........................................................................................................................... 4
Proposed Changes ................................................................................................................................................... 6
4 Scope .................................................................................................................................................................6
Stores ....................................................................................................................................................................... 6
Assets....................................................................................................................................................................... 6
Communication Types ............................................................................................................................................. 7
Days/Hours of Coverage .......................................................................................................................................... 7
Access and Usage of Systems/Resources ................................................................................................................. 7
Out of Scope (Contact Center) ................................................................................................................................. 8
5 Timeline and Key Milestones ...............................................................................................................................8
6 Assumptions .......................................................................................................................................................8
7 Risks ...................................................................................................................................................................8
8 Constraints .........................................................................................................................................................8
Supporting Documents ...........................................................................................................................................9
Organizational Chart (Contact Center) ..................................................................................................................... 9
Organizational Chart (Store Operations Support) .................................................................................................... 9
Organizational Chart (Store Repair Support) ......................................................................................................... 10
Organizational Chart (Fleet Support) ..................................................................................................................... 10
Internal Stakeholder Assumptions (Contact Center).............................................................................................. 11
Internal Stakeholder Assumptions (Store Repair Support) .................................................................................... 11
Internal Stakeholder Assumptions (Store Operations Support) ............................................................................. 12
Internal Stakeholder Assumptions (Fleet Operations Support) ............................................................................. 12
External Stakeholder Assumptions ........................................................................................................................ 12
PJM6210 Week 2
Stakeholder Identification and Analysis
Page 2 of 13
Contact Center Case Study
Version 2019
1 Overview
Background: Store Repair Support, Fleet Support, and Store Operations Support field approximately 186,000
support calls per year from the 2134 store locations via department specific hotlines. The 186,000 support calls
are in addition to the 10,000+ email requests per month that are received via the online Incident Management
System (IMS) and Site Management (SM) systems. Phone support ranges from 1st level general support, 2nd level
technical support, to dispatch of contracted vendors, to misdirected calls.
The Issue: Stores need to focus on serving our customers and time is a valuable asset for store personnel. Our
current asset management and repair processes are not as efficient as they could be (e.g. store personnel have
three individual phone numbers to call for asset service and repairs). The stores are responsible for tracking each
asset group serviced by the different phone numbers. Store Managers have reported many instances of calling
what they thought was the correct group only to find they had called the wrong number. Often, the group
receiving the call will do a cold transfer to the next group and not follow through.
The Goal: The goal of this project is to provide one centralized phone number for the stores to initiate support for
three departments, resolve all 1st level support calls with one contact, and hand-off the remaining calls to the
correct department for 2nd level technical support and work order creation to dispatch contracted vendors.
The Challenge: Translating technical information relating to the store’s assets (buildings, mechanicals, fleet, and
site) and developing 1st level and 2nd level call script information for general Contact Center Agents to use within
the Contact Center.
The Hypothesis: This approach will provide better customer service as well as take some of the call volume off the
Store Repair, Fleet, and Store Operations Support groups. With the reduced call volume, the groups will be better
positioned to perform analytical and technical support for the stores.
2 Project Goals – Measures of Success
Goal
Objective
(desired outcome)
(specific steps)
Conduct a Phase 1 pilot to
determine the amount of
1st and 2nd level calls.
•
•
•
Implement Phase 2 and
Phase 3
•
Improve operational
efficiency
•
•
•
•
•
PJM6210 Week 2
Conduct a pilot in a specific district for 60 days
Categorize all calls as 1st or 2nd level support
Analyze call data to determine feasibility of the
entire scope of the project
Bring on increasing levels of stores without
overloading the Call Agents
Utilize Phase 1 lessons learned
Streamline call process for the store locations
Complete all 1st Level Support calls with one
contact
Reduce the overall number of calls to Store
Repair Support, Store Operations Support, and
Fleet Support (Support Teams)
Improve technical analytics of the Support
Teams by allowing those groups to concentrate
on 2nd Level Support
Stakeholder Identification and Analysis
Measure(s) of Success
(target metric and timeframe)
- Capture meaningful data
- Analyze data to determine
next steps
- Complete pilot by March
- Have 100% store
participation by August
- Implement one contact
number for the store
locations as related to the
three Support Teams
- Develop knowledge articles
for the Contact Center to
use for 1st level support
- New phone programming,
store communication, and
technical support provided
for less than $25,000
Page 3 of 13
Contact Center Case Study
Version 2019
3 Process
High-level map of current process
PJM6210 Week 2
Stakeholder Identification and Analysis
Page 4 of 13
Contact Center Case Study
Version 2019
High-level map of proposed process
PJM6210 Week 2
Stakeholder Identification and Analysis
Page 5 of 13
Contact Center Case Study
Version 2019
Proposed Changes
• Store support calls will initiate with the Contact Center.
• Contact Center will provide 1st Level Support to the store locations.
o Knowledge sharing via written articles.
o On-the-spot system navigation and education of Incident Management System (IMS), Site Management
(SM), etc.
o Low-level troubleshooting and issue resolution.
• Contact Center will transfer calls requiring 2nd Level Technical Support and/or Vendor Dispatch to the applicable
group (i.e. Store Repair Support, Store Operation Support, and Fleet Support).
4 Scope
Stores
• Phase 1 - A specific group of districts will be selected for the pilot; 10% of store population.
• Phase 2 - A specific group of regions will be selected; 50% of store population.
• Phase 3 - All stores, districts, regions, and divisions in the U.S.A. will be on boarded.
Assets
• All assets managed by Store Repair Support, Store Operations Support, and Fleet Support.
• Examples are, but not limited to:
Store Repair Support assets
• Building / Structural components such floor slab, walls, roof, etc.
• Building / Mechanical components such as HVAC units, fire systems, lighting, etc.
• Parking Lot components of asphalt, concrete, bollards, curbing, etc.
• Site components such as parking lot lighting, fences, gates, etc.
Store Operations Support assets
• Irrigation Systems
• Parking Lot Sweeping
• Snow Removal
• Landscaping (plants, trees, mulch, etc.)
Fleet Support assets
• Store Delivery Vehicles
• Trailers
• Forklifts
PJM6210 Week 2
Stakeholder Identification and Analysis
Page 6 of 13
Contact Center Case Study
Version 2019
Communication Types
Store to Corporate Office only
Email or
Phone?
Phone
In Scope
(Y/N)
Yes
Description of Communication Purpose
Store initiated support calls intended for Store Repair Support
Phone
Yes
Store initiated support calls intended for Store Operations Support
Phone
Yes
Store initiated support calls intended for Fleet Support
email
No
Store initiated emails intended for Store Repair Support
email
No
Store initiated emails intended for Store Operations Support
email
No
Store initiated emails intended for Fleet Support
% of Volume
Distribution
64% (~9920 calls
per month)
4% (~620 calls
per month)
32% (~4960 calls
per month)
58% (~5850 per
month)
22% (~2260 per
month)
20% (~2000 per
month)
Days/Hours of Coverage
• Contact Center = 24 hours per day, 7 days per week, 365 days per year
• Store Repair Support = Monday thru Friday from 8am – 5pm (EST)
• Store Operations Support = Monday thru Friday from 8am – 5pm (EST)
• Fleet Support = Monday thru Friday from 8am – 5pm (EST)
• Emergency After Hours Support = Monday thru Friday from 5pm – 8am (EST); Weekends
Access and Usage of Systems/Resources
System
Resource
Name
Description
How It Would be Used
CpC
Remote PC viewing
Application
U NO IT
InfoCenter
Internal
Collaboration
Center (ICC)
Knowledge
Management System
Workforce
collaboration and
communication
platform
Phone system
Verizon
PJM6210 Week 2
Allows a corporate user to view the
PC the store associate is using and
provide on-the-spot system
education and training
Access procedural and informational
articles
Reference to IMS system and store
asset information and discussions
Stakeholder Identification and Analysis
Access
Approval
Required
(Y/N)
Y
Licenses
Required
(Y/N)
Qty of
Licenses
Available
Y
1600
Y
N
n/a
N
N
n/a
N
N
n/a
Page 7 of 13
Contact Center Case Study
Version 2019
Out of Scope (Contact Center)
• Calls requiring the creation of a work order (2nd level support)
• Calls requiring review of technical drawings and/or site plans (2nd level support)
• Calls asking questions on existing work orders (2nd level support)
• Calls requesting revisions to an existing work order (2nd level support)
• Store initiated emails intended for Store Repair Support, Store Operations Support, & Fleet Support
5 Timeline and Key Milestones
Description of Milestone
Sponsor approval obtained
Region/districts to perform the pilot are identified
1st level scripts developed
Contact Center training provided (all Agents)
Phase 1 (Pilot test) completed
Call data (1st level vs. 2nd level) analysis conducted
Lessons learned applied
Contact Center training provided (all Agents)
Phase 2 (50% Stores) completed
Call data (1st level vs. 2nd level) analysis conducted
Phase 3 (100% of Stores) implemented
Milestone Target
November
November
December
January
March
March
April
April
July
July
August
Flexibility Level
(high, medium, low)
High
Medium
Low
Low
Low
Low
Medium
Low
High
High
High
6 Assumptions
•
•
•
•
Proportion of 1st level calls is 60% or greater.
Proportion of 2nd level calls (requiring work order) is 40% or less.
Contact Center Agents not involved in Phase 1 or Phase 2 will not need additional training
The three phone numbers the stores currently have for each of the Support Teams will be able to be routed to
the Contact Center without interference or additional steps from the stores
7 Risks
•
•
Contact Center may need to transfer a high percentage of calls, which would be counter to our goal of
streamlining the process for stores.
Stores not receiving adequate service if having to be transferred for 2nd level support
8 Constraints
•
•
•
Phase 1 Pilot will be implemented with only six Contact Center Agents.
Phase 2 will be implemented with only eighteen Contact Center Agents.
Additional software licenses will not be available due to funding constraints
PJM6210 Week 2
Stakeholder Identification and Analysis
Page 8 of 13
Contact Center Case Study
Version 2019
Supporting Documents
Organizational Chart (Contact Center)
Paulette Larson
VP Contact Center
Wayne Sherman
Ops Director
Kenny Medina
Tech Writing Mgr
Angela Stevens
In-Bound Director
Ben Chapman
Staffing Manager
Lowell Guerrero
Supervisor
Matthew Huff
Sales Director
Harry Casey
Supervisor
Chris Warren
Superviso
Roger Dennis
Supervisor
Organizational Chart (Store Operations Support)
Rickey Spencer
VP Store Operations
Lynn Sparks
Asset Director
Vernon Ortega
Operations Director
Terrence Rivera
Store Ops Manager
PJM6210 Week 2
Orlando Patterson
Store Ops Manager
Richard Lambert
Landscaping &
Irrigation Manager
Stakeholder Identification and Analysis
Allen Parks
Parking Lot & Snow
Manager
Page 9 of 13
Contact Center Case Study
Version 2019
Organizational Chart (Store Repair Support)
Francis Scott
VP Store Repair Support
Janice Freeman
Store Repair
Director
Drew Sigmond
Operations Director
Josh Long
Analytics Mgr
Bill Caldwell
Facilty Ops Process
Manager
Danny Hatrick
Store Repair
Manager
Laurie Morris
Store Repair
Manager
Bennie Bell
Store Repair
Manager
Brian Vargas
Team Lead
Derek Lewis
Team Lead
Jaimee Long
Team Lead
Organizational Chart (Fleet Support)
Max Fox
VP Fleet Support
Tony Doyle
Operations Director
Kim Doyle
Fleet Ops Manager
PJM6210 Week 2
Lawrence Collier
Fleet Ops Manager
David Davis
Fleet Asset Director
Mike Jackson
Delivery Manager
Beth Jones
Trailers Mgr
Stakeholder Identification and Analysis
Curtis Johnson
Forklift Mgr
Page 10 of 13
Contact Center Case Study
Version 2019
Internal Stakeholder Assumptions (Contact Center)
• VP Contact Center (Paulette Larson) – During the initial discussion with Paulette she has acknowledged her
support for the project. She sees this as a great opportunity to serve the corporate customer (Stores) so they
can in turn support their customer on the retail side. Any improvements for the retail customer will increase
sales and as a result increase profitability and bonuses.
• In-Bound Director (Angela Stevens) – Angela has expressed concern on the increased call volume this will bring
to his 48 Call Agents. The Call Agents are currently fielding over 1,100 calls per day. These calls range from
inventory questions, store-staffing questions, to customer complaints. The potential to bring on 500+ additional
calls may pose staffing challenges as well as cut down on the current level of customer service.
• Supervisor (Lowell Guerrero) – Lowell is excited about the additional workload due to recent talks about
creating a new department within the Contact Center. She feels this additional workload will fast track the need
for additional headcount and potentially a promotion for her to a Director position.
• Call Agents – Based on water cooler conversations, the Call Agents have expressed mixed emotions about the
new calls. Since the project has not been approved, the only information provided to the Call Agents has been
rumor or second hand information. Some Agents have heard that the Staffing Coordinator is hiring additional
people from a temporary agency, some have heard that a small group will be selected to focus on the project,
while others have heard that the calls will be queued as any other call. The Call Agents are hourly and they are
always eager to take on additional hours (especially overtime).
• Technical Writing Manager (Kenny Medina) – Kenny has expressed available capacity within his group to take
on the development of the new 1st level call scripts and troubleshooting guidelines. He will be able to dedicate
one entire group within her department and sees this as a great learning opportunity for his team.
Internal Stakeholder Assumptions (Store Repair Support)
• VP Store Repair Support (Francis Scott) – Francis has expressed concern over the time his Asset Analysts are
acting like Contact Center Agents. The amount of wrong phone numbers and emails has prevented his group
from performing the analytics that is required to properly maintain and service the assets. He feels that taking
some of the demand off his Agents will allow them to focus on their roles and responsibilities and better serve
the customer and assets.
• Facility Ops Process Manager (Bill Caldwell) – Bill sees a great opportunity in streamlining the three phone
numbers into one and removing some of the call volume from each of the groups. This will be Bill’s first
assignment as a Co Project Manager and he has an energetic willingness to get started and has already come up
with a couple of solutions on how to serve the stores. He does not have any experience in the initiation and
planning processes and is looking to you for help in executing the initial steps. He has already informed the
sponsor that he knows how to get things done and that too much planning will slow down progress.
• Store Repair Manager (Laurie Morris) – Laurie has come to you as a friend saying that she is beyond burnout.
Her job responsibilities are exhausting and she is tired of the mundane calls coming in that have nothing to do
with her department. Her Asset Analysts are refusing to answer some of the calls with the reasoning that it will
probably be a wrong number anyway. Her Analysts have expressed frustration that they are not performing the
responsibilities that they were hired to do. A few have said they were hired on as an Analyst but are treated like
a phone operator. Her group’s engagement scores have plummeted over the past year and she wants to find
another position within the Company.
• Store Repair Managers (Bennie Bell / Danny Hatrick) – Casual conversations with these two managers have
showed an eagerness to better serve the customer. They are excited about the possibility of their teams being
able to perform analytics and see this as an opportunity to execute their roles as designed.
PJM6210 Week 2
Stakeholder Identification and Analysis
Page 11 of 13
Contact Center Case Study
•
Version 2019
Asset Analysts – A few of the Analyst have expressed concern over job security. Their organization recently
went through a restructuring where several team members were let go. They feel that if the call volumes are
reduced the need for the number of Analyst will be further reduced. Some of the other Analyst are excited
about finally being able to do analytics instead of having to answer the phone throughout the day.
Internal Stakeholder Assumptions (Store Operations Support)
• Asset Director (Lynn Sparks) – Lynn has expressed her concern over the project. She does not see an impact to
her group. Based on her own data analysis, her group is receiving approximately 95% of the calls intended for
them. However, after asking her a couple of questions regarding the incoming calls, she was not able to
determine if this was a direct call from the stores or if this was a transfer from another group (Store Repair
Support or Fleet Support).
• Parking Lot & Snow Director (Allen Parks) – Allen has questioned how to handle emergencies. He stated that
the majority of his calls are received on weekends or after hours and are from the snowplow contractors. He is
all for the normal business hours support as long as the level of service will not be interrupted. He also
mentioned that he has provided his personal cell phone number to all the snowplow contractors so they can
reach him at any time and this allows him to bypass the Store Operations Support hotline.
Internal Stakeholder Assumptions (Fleet Operations Support)
• VP Fleet Support (Max Fox) – Max is in favor based on initial conversations. He mentioned the morale of his
team is being affected by the type of calls coming in. They have tracked the call types for four months and found
that 45% of the calls are for a different group other that Fleet.
• Fleet Asset Director (David Davis) – David has some concern over the 1st level call support. He does not see any
benefit from answering this type of call. He feels that all calls require the use of technical documents, especially
regarding forklift maintenance and safety. However, he has stated he would support the project 100% as long as
it would benefit the company.
External Stakeholder Assumptions
• After Hours Support – The afterhours support team recently went up for a contract extension. During the
extension discussion, they were informed that the call volume might be reduced due to an upcoming project.
The afterhours support team-expressed concern with their contract since it was based on the amount of calls
received. They have yet to finalize the contract and want to review the overall impact to their service. They have
hinted of providing a lump sum contract for their service instead of a call basis. Speculation among the Store
Repair, Fleet, and Store Operations Support groups is that the cost will be higher as a lump sum.
• Store Managers – You have only been able to talk with a few Store Managers but those that have
communicated have expressed frustration in trying to keep up with all the phone numbers to the Corporate
Office. One Store Manager you visited stated that for every problem he always calls the same phone number. He
then lets the person on the end of the line at corporate figure out who he is supposed to be talking with. He
stated that a majority of his peers are doing the same thing because they do not have the time to look up
numbers and have to focus on the customer and increase sales.
• Delivery Drivers – You were able to attend a Fleet Conference and talked with a few of the delivery drivers. Each
one you spoke with did not see any concern over calling the Fleet phone number. They knew where to find it
within their vehicles and always had great customer service. They did express some concern over having to talk
with a Contact Center Agent that may not be familiar with their trucks. They do not understand the need for
another step in the process.
End of Document PJM6210 Week 2
Stakeholder Identification and Analysis
Page 12 of 13
Contact Center Case Study
i
Version 2019
Names of organizations, groups, departments, individuals, and systems have been changed to protect privacy and confidentiality.
PJM6210 Week 2
Stakeholder Identification and Analysis
Page 13 of 13
Stakeholder Analysis Document
Project Title:
Date Prepared:
Project Manager:
Brainstorming Map
Power-Interest Grid
Stakeholder Register
Stakeholder
Name
Area or
Department
Influence
Power /
Interest
Project Team’s
expectations from
Stakeholder
Stakeholder
Expectations from
the project
Preferred
Communication
Method
Stakeholder
Management
Strategy
Notes
Column Name
Column Description
Stakeholder
In this column, begin identifying key stakeholders for the project. Once you have a few of the key stakeholders identified, facilitate a
brainstorming meeting with the Project Team. As you meet with the stakeholders you have identified, ask them for additional
people/groups that you should include.
Area / Department
Indicate where this stakeholder resides in the organization. This information may be helpful later on in the development of the
communication plan.
Influence
Use this column to indicate the extent to which the stakeholder will have influence (impact) over the project. If a stakeholder is identified
as being neutral or against the project, further risk management and change management analysis may need to be conducted. If a
stakeholder is for the project, are their opportunities to exploit this to influence others or the project?
(For, Neutral, Against)
Power / Interest
This column should be populated after completing the Stakeholder Power / Interest Grid. Indicate the extent to which this stakeholder
has the power to block or advance the project and their interest in the success or failure of the project.
Project Team expectations of
Stakeholder
Use this column to document what this stakeholder needs to provide to the program or project
Stakeholder expectations
Use this column to capture the stakeholder’s needs, requirements, and expectations regarding the project.
Stakeholder management
strategy
This column should indicate the extent of how the project team will manage the power or influence the stakeholder may have over the
project
Preferred Mode of
Communication
Use this column to document the stakeholder’s preferred mode of communication (email, in-person meetings, etc.)
Notes
Document other helpful notes that are relevant to the stakeholder / project
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