Project Plan Team #4

April 2, 2017

Project Information [DF and BL]

Project Name
UWS Project Management will design and deliver the new PJ Training Initiative, which focuses
on training for Telephone Operators and Customer Service Supervisors.
Project Description/Overview
UWS Project Management will create a mandatory training program for Telephone Operators
and Customer Service Supervisors. PJ Training Initiative will cover sales skills, customer-service
skills, telephone etiquette, and efficient navigation of the Online Product Guide. The training will
incorporate scenario-based training with opportunities for knowledge checks and a Q & A period.
The PM Team will also design an online catalog with a search component, so that Telephone
Operators can quickly and efficiently find products, as well as answer key customer questions.
Additional training will be designed for this component.
Project Purpose
The purpose of the PJ Training Initiative is to decrease staff turnover, improve employee morale,
decrease the number of customer complaints, and increase sales for PJ Enterprises. The new
training program will thoroughly train Telephone Operators and Customer Service Supervisors
on phone etiquette and sales skills. Telephone Operators and Customer Service Supervisors
should find that they are well-equipped with the necessary skills and confidence to provide
consistent, error-free, and outstanding customer service once their training is complete. Training
will also include instruction on how to navigate through the new Online Product Guide, thus
allowing Telephone Operators and Customer Service Supervisors to find product information
quickly and efficiently in order to reduce customer wait time.
Business Objectives
UWS Project Management aims to reach the following PJ Enterprises business objectives
through the development of a new training program and online product catalog.
Increase in annual sales to maintain or exceed projected target of $7 million in annual
sales.
Maintain profitability.
Quality customer service with 10% improvement on customer service scores.
Improved work environment and staff development leading to increased employee
retention.
Scope Statement [DF, BL, JT]
Deliverables Included
Design Document detailing plans to design and develop an instructor-led training
program for Telephone Operators and Customer Service Supervisors.
Scenario-based training covering improved customer service sales skills, phone etiquette
(including suggested scripts), and effective navigation of the Online Product Guide.
Facilitator guides
Evaluation of the new training program.
In conjunction with QB Datasource Experts, design and implement a new Online Product
Guide.
Job aids for the new product guide features.
Printing services for the training materials, facilitator guides, and product guides.
Exclusions
Training facility essentials for successful training such as computers, software,
headphones, and other training supplies.
Scheduling training sessions.
IT support.
Uploading PJ Enterprises proprietary information including Online Product Guide.
Project Completion Criteria
The initiative will be considered complete when the following items are delivered:
The Online Product Guide has been uploaded to PJs system and is available for the
Telephone Operators and Customer Service Supervisors to access.
Further integration with the sales order system is at the discretion of PJ Enterprises.
Delivery of four training sessions for Telephone Operators and Customer Service
Supervisors on June 15, 2017, with a make-up date on June 16, 2017, if necessary.
Delivery of the final assessment results within 30 days of the PJ Training Initiative.
Project Plans [DF and BL]
Primary Plans
The following plans will be utilized to complete the project:
Change Management Plan
Communication Plan
Risk Management Plan
Resource Management
Budget
Gantt Chart

Scheduled Meetings
Meeting Frequency Attendees Description
Kick-off One-time/ 1.5 hours All stakeholders Introduce
stakeholders, outline
the project and get
everyone on the same
page. Determine
goals, expectations,
milestones, and
outcomes. Discuss
schedule, workflow,
and document
vacation schedules,
etc.
SME Meeting Vision Meeting to SMEs and IDs Front-end analysis,
start project with create outcomes and
follow-up meetings clarify the process
on an as-needed and any guidelines to
basis. ensure
communication and
vision are easy to
manage.
Content Development One time review with IDs IDs work with
Meeting overview of plan and content provided by
questions/on an as SMEs to develop the
needed basis from training modules.
then on.
Weekly Status Once a week/1 hour IDs and PM Status check, review
Meetings or more as needed. content, document
any issues or
 concerns that may
need to go back to
Sponsor.
Sponsor/PM Status Once a week/1 hour Project Sponsor and Meet to review
Meeting or more as needed. Project Manager milestones, report
status, budget, and
determine any
changes to scope,
risks, etc.
Assessment Meeting Once/within 30 days UWS PM team and Analyze results from
of delivery of training Project Sponsor training and formally
close out project.

Scheduled Status Reports

PM will meet with Sponsor once a week to review project.
Assumptions
UWS Project Management is responsible for the following:
Design, development, and initial delivery of Telephone Operator and Customer Service
Supervisor training module.
Timely completion of all deliverables.
Creating a positive process to communicate and keep the Project Sponsor informed of
project changes, issues, and milestones.
Working collaboratively with SMEs provided by PJ Enterprises to develop training
module.
Communication with subcontractor to ensure that the Online Product Guide is completed
as described, on time.
Managing project timeline and meeting deadlines.
Monitoring and tracking budget.
Constraints
The limited availability of Sheena Perez to review material on a timely basis.
External Dependencies
Completion of Online Product Guide required to start development of product guide
training.
All prior training materials will be made available at the onset of the project.
Project Approach
UWS Project Management will incorporate the Addie Model to analyze, design, develop,
implement, and finally evaluate a new training plan - PJ Training Initiative for PJ Enterprises.
UWS Project Management will work closely with PJs SMEs to create improved training that
focuses on selling and etiquette skills to help PJ Enterprises meet their desired goals. A
Facilitator Guide will be developed to ensure that the training taking place in the (Train the
Trainer) TTT sessions will carryover, once the project ends.
UWS Project Management will implement and conduct both a pilot training course and a final
training course for Telephone Operators and Customer Service Supervisors in multiple sessions
allowing for effective cross training and Q&A opportunities.
Within 30 days of the final training sessions, UWS Project Management will evaluate the results
of the training and report back to the Project Sponsor.
All project work will be independent of daily and ongoing operations. The approved budget will
be managed by UWS Project Management. Any revisions to the budget or significant factors that
may affect the outcome of the project will be addressed with the Project Sponsor in a timely
manner.
Milestones
Milestone or Activity Deliverable Target Date
Project Start Kick-off Meeting May 3, 2017
Training Design and Training Course Outline and May 17, 2017
Development Completed Materials
Facilitator Guide Draft Facilitator Guide, draft May 24, 2017
Completed
Facilitator Guide Approval, Facilitator Guide May 31, 2017
Sign-off
Conduct Pilot Training Course Loaded in PJ's LMS June 1-7, 2017
Session
Review Pilot Training Data and Feedback from Pilot June 8-9, 2017
Session Training Session
Conduct TO/CSS Training Training Course loaded in PJs June 15-16, 2017
Session LMS
Evaluate Results Formal presentation with July 14, 2017
results of training.
WBS Diagram

Schedule
Gantt Chart
Change Management Plan [KV]
Purpose
The purpose of the change management plan is to anticipate and prepare for adjustments to the
scope, delivery methods, or objectives of the PJ Training Initiative in light of future needs. By
anticipating these needs, UWS Project Management can more effectively implement changes
while still meeting the needs of stakeholders.
Goals
The goals of the change management plan are as follows:
Recognize the possibility for changes in the project scope during the course of the project
Outline the plan for controlling changes, should any occur. Key steps in the plan include:
o identification of key individuals and their responsibilities
o an outline for requesting changes and communicating during the change-
management process
o the process for identifying changes and prioritizing responses
 o choosing the best response to each change
o evaluating the effectiveness of the change response
o other relevant actions, such as modification of project documents
Change Control Process

Communication
UWS Project Management will arrange regular meetings with PJ Enterprises principals to
communicate updates and achievement of milestones. These meeting will also be an opportunity
for either party to identify potential changes to the project and begin the Change Control
Process. UWSs Dayna Fuller and PJ Enterprises Jane Mackenzie should be present at the
majority of these meetings.
Change communication via e-mail should always include Jane Mackenzie, Dayna Fuller, and
Bob Lawton.
Any key stakeholder can begin a change request by completing and submitting a Change
Request Form. The submission of a Change Request Form can also begin the Change Control
Process.
Tracking and Prioritization
The Project Manager, Dayna Fuller, will receive and track all change requests. She will work
with Jane Mackenzie to prioritize change responses according to impact to scope, budget,
resources, and milestones. PJ Enterprises SMEs and UWS team members (business analysts,
instructional designers) may be called upon to comment on the impact of identified changes.
Ultimately, the decision to address any identified change falls to Jane Mackenzie as the Project
Sponsor.
Response Planning and Approval
UWS Project Management will be responsible for creating change responses. UWS will be
operating under the assumption that all risks/changes have the potential to demand adjustments
to project budget, resources, and timeframes. All responses will be crafted with the aim of best
achieving the outcomes outlined in the Project Charter (see Description of Work). Response
plans may necessitate the alteration of key project documents.
Changes and risks encountered during the course of project development that cause extreme
changes to project budgets, resource demands, or timeframes, or that significantly alter project
scope or inhibit the achievement of the outcomes identified in the Project Charter are grounds for
the renegotiation of UWS Project Managements contract, at the discretion of either party.
Response Evaluation
All response plans should include a provision for evaluation of the results of the response plan.
Failure to achieve response plan goals may result in re-identification and re-prioritization of
changes.
Responsibilities
Person Responsible Responsibilities
Dayna Fuller, Project Manager Participate in change communication
Work with Jane Mackenzie to identify and
prioritize changes
Manage the creation, implementation, and
evaluation of change response plans
Jane Mackenzie, Project Sponsor Participate in change communication
Work with Dayna Fuller to identify and
prioritize changes
Identify changes that need to be acted
upon
Approve response plans
PJ Enterprises SMEs Provide needed information for
identification and evaluation of changes
UWS Project Management Team Provide needed information for
identification and evaluation of changes
Act as a team to create and implement
response plans

Communication Plan [KV]

Purpose and Goals
UWS strongly recommends PJ Enterprises implement an internal communication plan
concerning this project, for the following reasons:
Announcing the creation of a new training scheme to staff will help them prepare for the
training
 Announcing the creation of a new training scheme will allow PJE management to
illustrate the connections between the new training program and corporate goals for the
upcoming year
Communicating the aims and details of the training plan to affected departments will
allow for deeper understanding on the part of managers and supervisors of the plans
impact
Recommendations to PJ on Messages to Address Impact of Project
Recommended internal communication highlights should include:
PJ Enterprises has performed well, financially, in the past year.
PJ Enterprises has crafted an ambitious plan for maintaining growth during the coming
year.
PJ Enterprises has a goal of quality service delivery.
PJ Enterprises is working with an outside consulting group to identify areas of
opportunity within the current business model.
One area of opportunity is creating more efficient, consistent customer-service
experiences - especially as the company continues to grow.
PJ Enterprises is working with an outside consulting group to develop a training program
that is tailor-made for the areas of opportunity currently present in the customer-service
department.
o The new training program is being produced to create more consistent guidance in
regard to call handling, the processing of orders, communication within the
customer-service department, and employee performance expectations.
o The new training program will involve instructor-led training, simulations, and
the introduction of a new Online Product Guide.
Challenges and Opportunities
Audience Challenge Message to Address Channel Person
Challenge Responsibl
e
Customer- Understanding Customer Service E-mail from Jane
Service the new Supervisors will be management to Mackenzie
Supervisors expectations and completing the same supervisors
skills imparted training as
by the training to Telephone
Telephone Operators.
Operators
Telephone Concerns about A variety of learning E-mail from Jane
Operators effectiveness of styles will be project sponsor, Mackenzie
training addressed by the supported by
training - in-person supervisors
presentations,
 simulations,
question & answer,
etc. The training will
help Telephone
Operators do their
jobs more
effectively.
Telephone Concerns about Methods for E-mail from Jane
Operators changes to evaluating work project sponsor, Mackenzie
position performance will not supported by
expectations be changing, and supervisors
key indicators of
performance will not
be changing. The
training simply
provides methods
for improving
existing techniques.
Training will take
place during shifts,
so employees will be
paid for attending.

Risk Management Method [KV]

Potential risks are outlined and described in the Potential Problems and Risks table within the
Project Charter. Rather than identifying risks, the Risk Management Method outlines the process
for identifying and managing risks as they occur during the course of the project. UWS will
implement the following Risk Management Method during the course of the PJ Training
Initiative:
Communication
o Examination of potential sources of risk and evaluation of the future occurrence
of risk will be incorporated into the regular project meetings between the UWS
Team and PJ Enterprises principals. As the project develops, the frequency of
these meetings may need to be adjusted.
o Identified risks must be communicated to all relevant parties, including the UWS
Team leadership and PJE principals.
Categorization and Management of Risk
o Identified risks must be categorized. An example of a broad categorization
structure is below:
Project risks
Risks to timetable
 Risks to efficacy of training
Risks to training resources
Client risks
Risks to project resources
Risks to trainees
Risks to information/expertise
o The categorization of a risk influences the party responsible for the mitigation of
that risk. Broadly, project risks are the responsibility of the UWS Team, while
client risks are the responsibility of PJ Enterprises. Project risks may necessitate
accommodation on the part of PJ Enterprises (adjustment to budget, changes to
milestones). Client risks may necessitate changes in project scope or renegotiation
of the contract between UWS and PJ Enterprises.

Project Plan Approvals [KV]

Approved by:
Name Role Signature Date