PUSH FOR HELP VIRTUAL CALL CENTER PROJECT

Deliverable Set I:

Phase 1: Initiating

Scenario

The Information Age changes our perception of time and customer service. Customers now expect, and often receive, instantaneous satisfaction at all times at home, at work and on the road. Just as the internet and e-business have transformed expectations in the home and at work, customers are growing to expect a transformation in their automobiles.

PushForHelp is in a unique position. Where telephone, cable and utility companies compete for a portal into the home, PushForHelp leverages a dominant position as the portal into the automobile. Furthermore, PushForHelp plans to not only service Generic Motors customers but also to expand into service of the customers of other automotive manufacturers.

PushForHelps large, captive audience represents incredible service opportunities, especially when combined with the amount of customer information available to PushForHelp including customer location. Key to PushForHelps success is providing the right service at the right time using the right information.

There is no doubt, PushForHelp faces tremendous opportunity but that opportunity requires change. The level of functionality and information that PushForHelp could deploy to advance toward that opportunity is extensive. While the long-term vision is to implement change in all aspects of the call center/contact center, it is more practical to address the change in parts.

One of the many aspects of required change is the expansion of call center/contact center capacity to service current and anticipated PushForHelp customers. Through the request for proposal, Generic Motors PushForHelp is soliciting assistance for the implementation of a Virtual Contact Center including an increase in call center/contact center capacity. The assistance includes technical, functional and managerial services and should link the expansion effort to PushForHelps business and value proposition.

1. Increase capacity of call center/contact center by creating three points of contact for customer

a. Telephone

b. Internet

c. Automobile

2. Reduce average handle call time (AHCT) by 25% for each customer without sacrificing quality of service

3. Increase customer satisfaction by reducing the number of customer complaints filed

4. Reduce cost of call center/contact center

Tasks

1. Develop a business case for the project. Use the template provided in Template folder 02_Business Case and Financial analysis. Be as specific as possible in the various sections. For Sections 1 & 3 of the Business Case: Summarize the above-proposed project in a simple table format suitable for presentation to top management. Include the name of project, identify how it supports business strategy, assess the potential financial benefits and other benefits of the project, and provide your initial assessment of its value to the Company. Assume the project will take 24 months to complete and cost about $25,000,000 with a discount factor of 8%. Add notes below spreadsheet explaining your choices of dollars.

2. Prepare a project charter for PushForHelps Virtual Contact Center. Assume the project will take 24 months to complete and cost about $25,000,000. Use the project charter template provided in Template folder.

3. Prepare a deliverables log for this project, using the template provided in Template folder.

4. Prepare a stakeholder register and stakeholder management/communication plan for this project, using the template provided in Template folder. Be creative in making up information about stakeholders, if its not provided.

Phase 2: Planning

Task

6. Develop a comprehensive Project plan using any of templates provided in Template folder (06_Project Plan). Make sure that you assign resources to the tasks in the Gantt chart using either MS Project or regular Excel. Assume that you and each team member works an average of forty hours per week on the project and Project manager earns $100 per hour and the other team members and support staff earn $60 per hour. Assume no one is paid overtime. Assume team members can work up to full time on the project and support staff can work up to ten hours per week. Remember that your budget for the 24 month project is $25,000,000. Assume all costs are for internal labor. Include a one-page screen shot of the Entry tables task name and duration & the Gantt chart showing resources and costs. Use the template in Template. Be sure it is based on the project charter, business case, and other relevant information

Phase 3: Executing

Task

7. Create a Risk log for the project. Include at least ten risks. Use the templates in Template folder (it can be a template within 06_Project Management Plan, or template within 07_Risk_Issue_Change Management Plan).

Phase 4: Monitoring and Controlling

Task

7. Create an Issue Log listing both internal and external real issues that have occurred to your project team during today's work on this assignment. Have at least 6 issues. Use the templates in Template folder (it can be a template within 06_Project Management Plan, or template within 07_Risk_Issue_Change Management Plan).

Phase 5: Closing

Task

8. Prepare a short presentation with ten to fifteen slides. This is your final project presentation to top management is next week. You did meet your schedule goal, and the final cost for the whole system was about $26,500,000. Top management is pleased with the results, even though it cost about $1,500,000 more than planned.

9. The CIO wants to know estimation of project's value for the Company. Thus , make a high level financial analysis:

Assume the project cost $25,000,000 in year 0

Starting at year 1, running/operational costs each year are estimated to be 20% of the initial investment cost.

Assume the benefits of the basic system are conservatively projected to be $5,000,000 each year (starting at year 1) for the life of the Center.

Assume a 10-year Center life and use discount rate of 8% in calculating the ROI, NPV, payback period and IRR.

Use the same information but assume a the project cost $26,500,000 in year 0 You can use the template for preparing business case financials within folder 02_Business Case and Financial analysis (sheet: Set 1 - High Level Fin.Analysis at SSBM_MBA_PM_Template_2_Financial_Analysis).

Additional Information you may use if you find it useful:

Organization

The chart below represents our proposed management structure for engagement.

Additional Information you may use if you find it useful:

Organization

The chart below represents our proposed management structure for engagement.

Project Roles

Specific functions and responsibilities associated with each primary role depicted on the organization chart are described in the table below.

TitleFunction

Engagement Advisors

(first and last name)

• Interface with senior Generic Motors PushForHelp representatives for full satisfaction with IBM work and to explore specific project-related topics
• Provide overall direction regarding schedule, cost, problem resolution, and quality compliance
• Secure appropriate resources
• Participate in the quality and risk management processes
• Provide technical project guidance
• Review and approve recommendations

Engagement Manager

(first and last name)

• Provide day-to-day project leadership
• Review for compliance with applicable standards, practices, policies, and procedures
• Conduct regular status meetings
• Prepare and present status reports
• Organize and manage quality and risk management efforts
• Address technical, schedule, cost, performance issues

ORG/HR/Facilities Leader

(first and last name)

• Manage delivery along the dimensions of:

Strategy and customer care focus

People, culture and organization

Facilities infrastructure

• Research/provide leading practices in the appropriate areas
• Develop portions of status reports

Process Leader

(first and last name)

• Manage delivery along the dimensions of
• Process and operations management
• Information
• Applications systems
• Research/provide leading practices in the appropriate areas
• Develop portions of status reports

Technology Leader

(first and last name)

• Manage delivery along the dimensions of

IT Infrastructure and supporting technology

• Research/provide leading practices in the appropriate areas
• Develop portions of status reports

ORG/HR/Facilities Analysts

(first and last name)

• Evaluate current call center/contact center along the appropriate dimension
• Develop the appropriate deliverables
• Perform gap analysis
• Develop recommendations regarding the appropriate dimensions
• Develop appropriate portions of the value proposition

Process Analyst

(first and last name)

• Evaluate current call center/contact center along the appropriate dimension
• Develop the appropriate deliverables
• Perform gap analysis
• Develop recommendations regarding the appropriate dimensions
• Develop appropriate portions of the value proposition

Technology Analyst

(first and last name)

• Evaluate current call center/contact center along the appropriate dimension
• Develop the appropriate deliverables
• Perform gap analysis
• Develop recommendations regarding the appropriate dimensions
• Develop appropriate portions of the value proposition