MNGT 317 University of Massachusetts Contact Center Test and Implementation HW

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Business Finance

MNGT 317

University of Massachusetts - Boston

MNGT

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The documents below is about assignment instructions and the template that you will work with.

I also add the case study. The only part you'll need to read is Overview part and organizational chart for stakeholder names.

Case study named as: Contact center test and implementation

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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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Running Head: STAKEHOLDER ANALYSIS

1

Stakeholder Analysis
Student Name
Name of Professor
Institutional Affiliation
Course Title
Date

STAKEHOLDER ANALYSIS

2

Table of Contents
1. Brainstorming Map
2. Power-Interest Grid
3. Interpretation Key
4. Explanation of 4 Stakeholders and Their Respective Quadrant
5. Stakeholder Register


Running Head: STAKEHOLDER REGISTER

1

STAKEHOLDER REGISTER
Project Title:
Date Prepared:
Project Manager:

S.No.

Stakeholder
Area/Dept
Influence
Running
Head: STAKEHOLDER
REGISTER

Power /
Interest

Project Team
expectations of
Stakeholder

1.

Paulette
Larson

VP/Contact Center

For

High/High

Serve corporate
customers.

2.

Angela
Stevens

In-Bound
Director/Contact Center

For

High/High

3.

Lowell
Guerrero

Supervisor/Contact
Center

Neutral

Low/High

Handle the
additional inflow
of calls
Handle the
additional
workload

4.

Matthew Huff

Sales Director/Contact
Center

For

High/High

Collaborate with
teams

5.

Call Agents

Call Agents/Contact
Center

Against

Low/Medium

Focus on their
ongoing
work/tasks as of
now

6.

Kenny Medina

Technical Writing
Manager/Contact Center

Neutral

Medium/Medium

1st level updated
call scripts

7.

John William

For

Medium/High

8.

Francis Scott

Marketing
Manager/Contact Center
VP Store Repair
Support/Store Repair
Support

For

High/High

Manage the social
media content
Serve the assets

9.

Bill Caldwell

For

Medium/High

10.

Laurie Morris

Against

Low/Low

11.

Bennie
Bell/Danny
Hatrick
Kyla Walker

Facility Ops Process
Manager/Store Repair
Support
Store Repair
Manager/Store R...


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