1 Team 2 Project Management Course Documents Final

Project Management For
Instructional Development
University of Wisconsin-Stout
Instructional Design Certificate
August 2017
COURSE DOCUMENTS
Team Paper
n
Gap Analysis Strategy
n
Project Charter
n
Scope Management Plan
n
Instructional Design Document
n
Facilitator s Guide
n
Execution Phase Documents
TEAM 2
Danae Cowell Rita Hall Dan Parker Julie Scales
MODULE 1: TEAM PAPER FOR GROUP 2
PROJECT MANAGEMENT FOR INSTRUCTIONAL DESIGNERS
JULY 2, 2017
TEAM MEMBERS
We are a geographically disperse team of Instructional Design Certificate Program students
assigned to a case study instructional design project.
Name Preferred email Mobile Text Time Role

ok? Zone
Julie julieannscales@gmail.com 206-747-4720 yes PST Project Manager
Scales
Danae cowelld@uwstout.edu 715-928-2434 yes CST Technical Writer
Cowell
Rita Hall ritahall@comcast.net 804-840-0162 yes EST Graphic
Designer
Daniel danparkergpm@gmail.com - no EST Instructional
Parker Designer
TEAM MEETING TOOL

Google Hangouts will be used for synchronous meetings. Google Drive will act as a Central
Repository. Email (and possibly text) will be used to touch base with each other as needed
during the week.
Weekly meetings will be Tuesdays at 8 pm EST (except for this week, Week 2 will be
Wednesday, July 5 at 8 pm.)
Julie will send out the invite.
TEAM VALUES & BEHAVIORS

We value accountability, punctuality, attention to detail, honesty, integrity, and respect in in our
work and communication.
Team members will

attend all required meetings and be prepared to participate;
turn in deliverables on time;
be responsive to other team members, notifying others when they will be out of town/on
vacation and cannot be reached;
treat teammates with kindness and respect;
respond within 24 hours of all communication (check email at least once per day);
support each other to produce in high quality work; and
give feedback that is constructive and respects the work put forth from the team
member.
Team 2 . Week 1 . Team Paper -1

METHOD FOR HANDLING PARTICIPATION ISSUES
We need to figure out an equal division of labor that can be tracked. Video conferencing will
help clarify assignments and issues. We can call an emergency conference if we see the
project in jeopardy.
Strategy 1
PM to send a reminder to person; perhaps in the form of a quick text. Follow up to email/call
about reasons for participation issue.
Strategy 2
PM to call to set up an emergency conference if the project is in jeopardy.
If participation issue cannot be resolved, we will reach out to the professor and/or program
advisor for guidance on how to proceed.
GROUP NAME
Team 2
PROJECT COMPANY NAME

ManagePro Project Management Professionals
PROJECT DESCRIPTION
PJ Enterprises is a mail-order catalog and retail business that develops, manufactures, and
markets high quality gifts, toys, apparel, and home accessories for middle income women
between the ages of twenty-five and fifty-five.
According to internal data and reports, PJ Enterprises seeks to focus on quality and improve
customer service scores. The purpose of the project is to meet those goals by improving the
customer service experience and retention of operators, redesigning internal product training,
and reporting on HR best policy practices and e-commerce options, with significant benefits
to PJ Enterprises.
Team 2 . Week 1 . Team Paper -2

MODULE 2: PROJECT GAP ANALYSIS STRATEGY
JULY 9, 2017
INFORMATION NEEDED
This Project Gap Analysis Strategy document has been prepared for senior management at PJ
Enterprises by ManagePro Consulting. PJ Enterprises has set lofty goals to continue to improve
both bottom-line profit and quality of products, increase customer service satisfaction, and boost
employee morale. The strategy outlined here will aid in making sure the right questions are
asked to allow these aggressive targets to be reached.
Much information is needed to be able to achieve company goals. It is clear the company has
much work to be done to achieve these goals. However, to develop a clear roadmap to for
success, further information is needed in three main areas:
Long-term company goals regarding a phone order system

Root causes of customer dissatisfaction
Reasons for high turnover and low morale with employees
TEAM STRATEGY
ManagePro recommends that an impartial team member or outside consultant conduct a
thorough fact-finding mission to get to gather background on the long-term goals of the
company and understand the root causes of the performance issues that currently exist.
Basically, the team member will gather information to have a 360-degree view of the company
from all levels. We will do this by conducting interviews with key players from management in
different groups in the company: management, customer service, catalog, warehouse
operations, finance, and human resources. We will also conduct focus groups with small
groups of employees in customer service primarily. Finally, we will also conduct a company-
wide survey to get input on a variety of issues.
Because this is a small-company, we will take extra care to protect the anonymity of participants
when sharing results with the company at large. In this way, employees around the company
will be more forthcoming with thoughts and opinions about the current state of the company and
how to improve it.
We will analyze the key trends in interviews and make recommendations on how to reach the
targets set by management by X date.
Team 2 . Gap Analysis Strategy - 1

ANALYSIS PLAN
A team made up of a Project Manager, a Customer Service Supervisor, an HR representative,
and possibly an outside consultant will gather information from interviews, focus groups,
surveys, and research.
The group will first work together to formulate the questions asked by each instrument.The PM
will be charged with developing questions. She will delegate tasks to other team members to
execute the surveys. Finally, the information will be compiled and analyzed for trends in order to
make recommendations to management. The entire team will be charged with making
recommendation to the Executive Board.
Activity/Method Purpose or Information You Hope to Person Responsible

Gain
Interview Project Background and insights on Business Project Manager (assigned

Sponsors Plan Goals and Objectives; Potential by Senior Management;
information about intra-departmental possibly a member of the
issues; Feasibility of considering a Senior Management team or
paradigm shift to Internet-based an outside consultant)
commerce
Survey: Company Gain insight from wide cross-section HR Manager

wide of employees. What are points that
contribute to low morale? What are
suggestions for change?
Focus group: What are strengths and weaknesses HR Manager

Customer Service that they see in the department?
Supervisors
Focus group: What do you like about your job? HR Manager

Customer Service What should be changed?
Operators
Interview: Key If needed after the above interview Project Manager

Stakeholders and survey, further conversations can
be had with key stakeholders to
develop.
Report: Finance Gather information about current fiscal Finance Manager

standing; feasibility of growth targets
Report: Customer Research best practices in customer Call Center Supervisor

Service service practices; Investigate
transition to Internet-based
commerce.

QUESTIONS TO ASK
Below are the big picture questions that we hope to ask to a wide cross section of the company
to determine what measures need to be taken to meet company goals and performance targets.
These questions may be used in one-on-one interviews, focus groups, surveys, and/or requests
for reports via email.
Questions to Ask: CEO
Growth
The company has a series of goals that focus around aggressive growth targets. Can you tell us
a little bit more about how these targets were developed? Have you considered investigating or
implementing call center best practices in tandem with growth.
Target Market
It seems that there is an overall shift away from phone and physical catalog offerings and a
move toward e-commerce. Has this idea been considered?
Morale and Quality
Do you have thoughts on why the morale is low? Can you give us some historical perspective?
Has this always been the case?
Why the high turnover rate?
Questions to Ask: Judie Thompson (Catalogs)
For catalogs, we seek to learn more about the process: about how much time is spent on design
vs. training. How much time do you spend on catalog design vs. training preparation?
Would working with an in-house designer be more efficient?
Would creating a virtual catalog allow for re-use of copy/content?
Questions to Ask: Sheena Perez (Merchandising Manager)
Processes:
How much time do you spend on item selection and promotion vs. training preparation?
Would having a full time trainer/ID allow for more focus on product promotion?
Questions to Ask: Customer Service Supervisors:
Processes:
This area has the most potential for gathering information. We would like to know generally
about processes in the call center and what procedures are in place to implement best
practices. What are the most common complaints generated by customers? Do you know the
reason for recent spike in complaints compared to last year?

Staffing:
When are peak call times? Is it really necessary to staff 24 hour/day?
Questions to Ask: Operators:
Motivation
What motivation do you have to work to a higher capacity?
What incentives does the company offer?
Are employee meetings helpful?
Recommendations
What do you like about what the compnay does?
What would help you do your job better?
What would make you want to attend employee meetings, if you dont already?
Questions to Ask: Warehouse Manager
What do you see as your biggest needs: More space? More staff? More effective tools?
Growth
If theres an increase in sales, will you be able to keep up?
Logistics
Are there any shipping bottlenecks?
Does the ordering system work efficiently for your needs?
Questions to Ask: HR
We would like HR to answer questions dealing with hiring practices: how is the candidate pool
selected and what is the interview process like? Does it simulate the work environment?
Morale
What is the biggest issue with the operators job performance/happiness?
What resources are available to reallocate to make some staffing changes?
What possible benefits changes could be made for operators to increase motivation/incentive?
Why the high turnover rate?

Legal
Is it legal to require employees to attend meetings without compensating them?
Questions to Ask Finance
Profitability
Are all items as profitable as others?
Turnover
Can you tell us how turnover affects profitability?
ROADBLOCKS & DEPENDENCIES

Change can be threatening. As a result, many of the roadblocks we may face have to do with
the
Willingness of stakeholders to share information
Resistance to suggestions of change in organizational structure
Cost overruns may result if hardware upgrades and technical improvements are delayed
If changes are made the ordering process or the training system, it is necessary that
these changes are made in a way that does not affect order delivery.
STRATEGIES TO MITIGATE RISKS

Significant risks to the project exist. We will primarily work to include and seek input from key
players in the company to get buy in. Beyond that we will also:
Demonstrate clear potential for cost savings due to decreased complaints
Add float time into the timeline
Look proactively to increase the labor pool.

PROJECT CHARTER
JULY 2, 2017
PROJECT INFORMATION
Project Name PJ Enterprises Call Center Training Course (August 2017)
Project Manager Julie Scales, ManagePro
Project Sponsor Director of Operations
Project Owner Customer Service Manager
Stakeholders and Impacts
Stakeholder Impact
Project Sponsor: Controls project budget, approves

Director of Operations project initiation and completion.
Project Owner: Assists PM with access to employees

Customer Service Manager and any issues that arise on a day-to-
day basis.
Reviewers: Review, edit, and sign off on final

Director of Operations, Customer Service Manager, project.
Best Customer Service Supervisor, Best Telephone
Operator, Judie Thompson, and Sheena Perez
Subject Matter Experts: Submit to interviews by PM.

Director of Operations, Customer Service Manager,
all Customer Service Supervisors, all Telephone
Operators, Judie Thompson, and Sheena Perez
Project Team Members: Analyze the current Call Center

Danae Cowell, Rita Hall, situation and interview SMEs. Design,
Dan Parker, Julie Scales implement, evaluate, and revise
training course.
Team 2 . Project Charter - 1

DESCRIPTION OF WORK
Project Purpose
The purpose of the project is to improve customer service and retention, redesign internal
product training, as well as report on HR best policy practices and e-commerce options.
Business Objectives
Improve call center cycle time
Enhance customer satisfaction and call resolution
Boost employee morale
Create data center of known product issues and solutions (addition to current
product reference system)
Increase quality service delivery/reduce customer complaints
Project Deliverables
Project Charter
Report: HR policy regarding Customer Service Supervisors and Operators
Report: Recommendations on shifting focus to e-commerce
Training report: Best practices for Customer Service
Training module
Database: Create data center of current known issues about products

In Scope
Project Charter
Review of effectiveness of existing product training via employee interview
(deliverable: training report)
Creation of a list of suggestions and avenues for a sales focus shift onto e-
commerce (deliverable: report on e-commerce)
Review of current HR policies, benefits, and incentives as they pertain to
Customer Service Supervisors and Operators, including recommendations for
changes (deliverable: report on policy)
Newly designed product training module, focusing on more effectively instructing
and imparting product knowledge to Operators (deliverable: training module)
Develop data center
Out of Scope
Update or install an LMS
Update or install a new phone system
Revise phone trees
Vendor-provided training for the existing phone system
Team building exercises/events
Training for warehouse employees
Human resources recruiting, evaluations, handbook, pension plan, or incentives
Employee meeting attendance issues
Profit margin
Company growth or how to achieve it
Physical work environment
Updating the customer list
Promotional costs
Merchandise or catalog

Project Completion Criteria
Sign-off on Charter document
Sign-off on reception of satisfactory e-Commerce report from Project Sponsor
Sign-off on reception of satisfactory HR policy recommendations/report from HR
Manager and Project Sponsor
Sign-off on best practices report for product training by Judie Thompson and
Sheena Perez
90% of Operators and Customer Service Supervisors successfully complete
training course
Sign-on on data center of known product issues and solutions (addition to current
product reference system)
Project Milestones
Milestone Date
Analysis 7/28/17
HR Policy Review 7/28/17
HR Policy Recommendations/Report 8/4/17
E-Commerce Recommendations/Report 8/4/17
Training Module Design 8/18/17
Training Module Development 9/15/17
Training Module Implementation - Testing 10/30/17
Training Evaluation 11/13/17
Revision 12/15/17
Closeout 12/20/17
Note: A detailed schedule will be completed once the Design Document is created.

Assumptions
Policies are readily available, and HR members will have ability to discuss
We will be able to interview Director of Operations, Customer Service Manager,
all Customer Service Supervisors, all Telephone Operators, Judie Thompson,
and Sheena Perez
Operators will be available to give input on pilot versions
Operators and Supervisors will be available for training in new module.
Constraints
Universal design
HR privacy/non-disclosure policies
Launch cycle of catalogs
External Dependencies
Potential software update / upgrade
Potential technology or LMS constraints
Instructional developer (SME) availability
E-commerce tool/software limitations depending on need of company

Budget
Category Hours Estimate/

Cost
Project Charter 6 hours/$300
Analysis of Call Center Issues 60 hours / $3000
HR Policy Review 20 hours / $1000
E-Commerce Recommendations/Report 20 hours / $1000
Report on Future Recommended Practices- How to Implement 20 hours / $1000

Ecommerce
Instructional Design and Development of Training Module (week long 240 hours /
format for operators and supervisors) $12000
Training Module Implementation - Testing 32 hours / $1600
Training Evaluation & Revision 24 hours / $1200
Closeout 4 hours / $200
Total 260 hours /

$21,000
Vendor Assistance Required

Vendor Assistance will vary based on the type of instruction. In-house instruction might use a
Graphic Designer, Instructional Developer, Printer, and On-site Instructors. CBT might use a
Graphic designer, and Instructional Designer.

Project Team Members & Roles - Responsibilities will be refined after determining
the type of instruction - ex: printed workbook for in-house training versus on-line training.
Name Role Responsibilities Est. Time

Investment
Rita Graphic Designs and develops high quality graphics

Hall Designer and animation. Develops learning activities in
LMS and/or content creation software.
Dan Instructional Schedules meetings with SMEs. Organizes

Parker Designer focus groups. Collects and analyzes data to
provide scope, sequence and training
activities.
Danae Technical Collects individual work & prepares draft for

Cowell Writer group edit. Assures the all documents
conform to a common form and style and
submits finalized document to the drop box.
Julie Project Assures communication with team members

Scales Manager & company. Oversees project at high level
Approvals
Role Signature Date
___________________________________ _____________________
___________________________________ _____________________
___________________________________ _____________________
___________________________________ _____________________

SCOPE MANAGEMENT PLAN
PJ ENTERPRISES CONSULTING PROJECT
MANAGEPRO
123 MAIN STREET
ALLOVER THE PLACE, WA 98115
JULY 23, 2017

CONTENTS
Introduction ...................................................................................3
Scope Management Approach .....................................................3
Roles and Responsibilities ..........................................................4
Scope Definition ...........................................................................6
Project Scope Statement ..............................................................6
Work Breakdown Structure ..........................................................7
Scope Verification.........................................................................8
Work Schedule ..............................................................................8
Scope Control ...............................................................................8
Communication Management Plan ..............................................9
Sponsor Acceptance ....................................................................9

PJ Enterprises Consulting Project
August 2017
INTRODUCTION
This Scope Management Plan provides PJ Enterprises a working scope framework for
the ManagePro consulting project. This plan documents the scope management
approach, roles and responsibilities as they pertain to project scope, scope definition,
verification and control measures, scope change control, and the projects work
breakdown structure. Any project communication that pertains to the projects scope
should adhere to the Scope Management Plan.
The purpose of the project is to improve customer service and retention, redesign
internal product training, and to report on HR best policy practices and e-commerce
options, with significant benefits to PJ Enterprises highlighted including:
improved call center cycle time;
enhanced customer satisfaction and call resolution;
increased employee morale;
creation of a data center of known product issues and solutions; and
increased quality service delivery/reduced customer complaints.
SCOPE MANAGEMENT
For this project, scope management will be the sole responsibility of the Project
Manager. The scope for this project is defined by the Scope Statement and Work
Breakdown Structure (WBS).
The Project Manager, Sponsor, and Stakeholders will establish and approve
documentation for measuring project scope, which includes deliverable quality
checklists and work performance measurements. Proposed scope changes may be
initiated by the Project Manager, Stakeholders, or any member of the project team. All
change requests will be submitted to the Project Manager who will then evaluate the
requested scope change. Upon acceptance of the scope change request, the Project
Manager will submit the scope change request via the Change process and Project
Sponsor for acceptance.
Upon approval of scope changes, the Project Manager will update all project documents
and communicate the scope change to all stakeholders. Based on feedback and input
from the Project Manager and Stakeholders, the Project Sponsor is responsible for the
acceptance of the final project deliverables and project scope.
______________________________________________________________________________
Team 2 . Scope Management Plan - 3
August 2017
ROLES & RESPONSIBILITIES

The Project Manager, Sponsor, and team will all play key roles in managing the scope
of this project. As such, the Project Sponsor, Manager, and team members must be
aware of their responsibilities in order to ensure that work performed on the project is
within the established scope throughout the entire duration of the project. The table
below defines the roles and responsibilities for the scope management of this project.
Name Role Responsibilities

PJ Enterprises Sponsor Approve or deny scope change requests as
Exec. appropriate
Evaluate need for scope change
requests
Accept project deliverables
Julie Scales Project Manager, Measure and verify project scope

Team Member Facilitate scope change requests
Facilitate impact assessments of scope
change requests
Organize and facilitate scheduled
change control meetings
Communicate outcomes of scope
change requests
Update project documents upon
approval of all scope changes
Measure and verify project scope
Validate scope change requests
Participate in impact assessments of
scope change requests
Communicate outcomes of scope
change requests to team
Facilitate team level change review
process
Aid in creation of documentation and
training material
Dan Parker Instructional Schedule meetings with SMEs

Designer Organize focus groups
Collect and analyze data to provide scope,
sequence, and training activities
Aid in creation of training materials
______________________________________________________________________________
August 2017
Table 1.1, Scope Management Roles and Responsibilities

Name Role Responsibilities
Rita Hall Team Member; Participate in defining change
Graphic resolutions
Designer Evaluate the need for scope changes
and communicate them to the Project
Manager as necessary
Design and develop high quality
graphics and animation.
Develop learning activities in LMS and/or
content creation software
Danae Cowell Team Member; Participate in defining change

Technical Writer resolutions
Evaluate the need for scope changes
and communicate them to the Project
Manager as necessary
Collect individual work & prepare draft for
group edit
Assure the all documents conform to a
common form and style
Submit finalized documents for review by
team and sponsor
Eliza Hamilton Customer Service Assist PM with access to employee and

Manager any issues that arise on a day-to-day basis
Director of Reviewers; Review, edit, and sign off on stages and

Operations: Change Control final project
Customer Board Review changes submitted through the
Service Change Control Management process
Employee
Representatives
Judie SME Interview with project team
Thompson Review, edit and sign off on stages
______________________________________________________________________________
August 2017
SCOPE DEFINITION
The scope for this project was defined through extensive analysis of the
companys current business practices. This analysis was based on reports
provided by management, which draw from customer surveys and business
practices. Expert judgement was then used to determine the scope of the project.
From this information, the project team developed and obtained approval for the project
charter and the scope management plan.
PROJECT SCOPE STATEMENT

This project includes the design, development, implementation, and review of a training
program for PJ Enterprises. It also involves analysis of the current business situations
and recommendations about how to best take advantage of that situation. The
deliverables for this project are a completed charter, a report to HR on Customer Service
Supervisors and Operators policies, recommendations regarding a shift to
e-commerce, a training report on best practices for customer service, a one-week long
training module, and a database of known issues about the catalog items.
This project will not deal with other technology or financial issues which may include, but
are not limited to, updating or installing of new software or hardware. Beyond the four
ManagePro team consultants, only PJ Enterprises personnel will be used for the project.
The scope of training will be limited to the Call Center employees only.
The policy review and e-commerce documents will provide recommendations regarding
policy, but no implementation shall be included in the scope of this project.
This project will be finished by Dec. 22, 2017 with a maximum budget of US $21,000. It
will be accepted once the Project Sponsor signs off on the Charter, e-Commerce report,
HR policy report, best practices report, and data center of known issues and solution
document. One final step for project completion is that 90% of operators shall complete
the training course.
This project is made possible by PJ Enterprises working to fully cooperate with

ManagePro to have policies and staff readily available for interviewing, piloting of
training, and training. Project completion may be affected by external factors such as
software updates or upgrades and PJ Enterprises staff availability. The scope will be
constrained by universal design, HR privacy and nondisclosure policies, and the launch
cycle of catalogs.
______________________________________________________________________________
August 2017
WORK BREAKDOWN STRUCTURE

In order to effectively manage the work required to complete this project, it will be
subdivided into individual work packages. This will allow the Project Manager to more
effectively manage the projects scope as the project team works on the tasks
necessary for project completion. The project is broken down into five distinct phases:
initiation, planning, execution, control, and closeout. Each of these phases is then
subdivided further down to work packages (see WBS structure below).
Figure 1.1, Work Breakdown Structure (WBS)
_____________________________________________________________________________
August 2017
SCOPE VERIFICATION
As this project progresses, the Project Manager will verify interim project deliverables against the
original scope as defined in the scope statement and the WBS. Once the Project Manager verifies
that the scope meets the requirements defined in the project plan, the Project Manager and Sponsor
will meet for formal acceptance of the deliverable. During this meeting, the Project Manager will
present the deliverable to the Project Sponsor for formal acceptance. The Project Sponsor will accept
the deliverable by signing a project deliverable acceptance document. This will ensure that project
work remains within the scope of the project on a consistent basis throughout the life of the project.
WORK SCHEDULE
See Work Schedule and Gantt Chart on the following pages.
SCOPE CONTROL
The Project Manager and the project team will work together to control the scope of the
project using the Project Charter, the Scope Management Plan, and the WBS. The project
team will ensure that they perform only the work described in these documents. The Project
Manager will be charged with overseeing and ensuring that the project and project team
remain within the guidelines and that the scope control process is implemented accordingly.
If a project team member deems a need to change the scope of the project, the scope
change process needs to be followed through. Any member of the project team or
collaborator may make a request for change. The Scope Change Request form should be
completed and sent to the Project Manager with all necessary areas described.
Then, the Project Manager will look over the changes and make a decision to either deny
the request or take steps to move the scope change forward (team meeting to discuss
change & impact assessment). If the Project Manager and team approve the request, they
will then seek to ensure that the Project Sponsor agrees to the scope change as well. All
approvals will be confirmed through sign off on the Scope Change Request Form. Upon
written agreement, the Project Manager will be charged with conveying the change by
updating all involved with the project team, including stakeholders, and by making the
necessary changes to project documents.
See Scope Change Request Form in the following pages.
_________________________________________________________________________________
August 2017
COMMUNICATION MANAGEMENT PLAN

See Communication Management Plan on the following pages.
SPONSOR ACCEPTANCE
Approved by the Project Sponsor:
Project Sponsor: ________________________________________________________
Project Sponsor Title: Date: ___________
This free Project Scope Management Plan Template is brought to you by

www.ProjectManagementDocs.com
_____________________________________________________________________________
INSTRUCTIONAL DESIGN DOCUMENT
AUGUST 2017
Project Instructional Design Document
August 2017
BRIEF PROJECT DESCRIPTION
PJ Enterprises is a mail-order catalog and retail business that develops, manufactures,

and markets high quality gifts, toys, apparel, and home accessories for middle income
women between the ages of twenty-five and fifty-five.
According to internal data and reports, PJ Enterprises seeks to focus on quality and
improve customer service scores. The purpose of the project is to meet those goals by
improving the customer service experience and retention of operators, redesigning
internal product training, and reporting on HR best policy practices and e-commerce
options, with significant benefits to PJ Enterprises.
INSTRUCTIONAL NEED
PJ Enterprises goal is to provide quality service with a toll-free number available, 24/7,
for orders, customer-service, and complaints. Telephone operators answer calls, place
orders, and encourage the customer to answer a brief customer-service survey.
Employees have access to product reference guides to assist the customer on the line.
If the customer requires service, the telephone operator transfers the call to the
customer service supervisor on duty.
However, company data shows that operators are not meeting their call quotas, and
there are complaints regarding product knowledge, telephone etiquette, and prompt
response. Customers complain that after waiting to speak to a telephone operator, they
are asked to call back, or are redirected to a customer service supervisor. Fifty percent
of the customers surveyed are not inclined to make purchases from PJ Enterprises
again due to poor customer service.
There is a high turnover of staff at all levels, particularly with the telephone operators
and customer-service supervisors. Over fifty percent of telephone operators report
dissatisfaction with their jobs to the point of leaving.
As a result, this instructional intervention is clearly needed as a response to an existing

performance problem based on customer dissatisfaction with call center knowledge and
service.
___________________________________________________________________________________________
Team 2 . Instructional Design Document - 2
August 2017
Expressed Needs:
To improve call center cycle time;
To enhance customer satisfaction and call resolution;
To increase employee morale;
To create a data center of known product issues and solutions; and
To increase quality service delivery/reduced customer complaints.
Anticipated Needs:
To train new call center employees
TARGET AUDIENCE
The target audience is composed of customer-service supervisors and the

telephone operators who are currently employees of PJ Enterprises.
LEARNER CHARACTERISTICS
Telephone Operators:
Entry-level position
Low wage
High school education
Primarily female
Ages 18-60
Benefits are provided to full-time employees
Not highly motivated to do job well or to stay in position
Customer Service Supervisors:

Second tier management level
Moderate wage
Some college or 3 years experience
Both men and women
Ages 25-65
Benefits are provided to full-time employees
Somewhat motivated to do job well
__________________________________________________________________________________________
August 2017
LEARNING ENVIRONMENT
Onsite Facilities
Conference Room with data projector, screen, and speakers.

Computers and phone systems will be set up to be able to demo calls in Call
Center like environment.
There will be stations for 15 participants at a time.
Room is climate controlled.
Break and restroom facilities are nearby.
Constraints and Recommendations

Must stagger instruction to keep call center functional during all shifts.
Must accommodate various levels of computer knowledge/savvy.
Approval for additional paid hours for call center employees during instruction as
needed.
Video instruction for future employees provide additional printed materials with
PJ Enterprises
TRAINING FORMAT
The training format consists of:
In person instruction, on-site.

Printed course instruction book and workbook
Printed reference information.
__________________________________________________________________________________________
August 2017
1. Terminal Objective: After hands-on product training and reviewing the product
guide, operators will be able to satisfactorily display product knowledge in order
to better assist customers on sales calls. NB: Satisfactory rating is based on
rubric developed by SMEs (call center supervisors).
Enabling Objectives Absorb Activity Do Activity Connect Activity
Operators become Operators will be Operators will Operators will be
familiar with the given a work in groups given three new
upcoming season's new presentation of of two and over products to try
products. new products for 30 minutes will on/use for 15
that season's take turns minutes and then
catalog, including describing five will write a brief
both video clips new products to review of each.
and in-person each other Share reviews on
viewing of items. based on posters around the
leading room. Fellow
questions and learners vote on
without support different categories
materials. of reviews.
Assessment: Assessment: Assessment:

Matching quiz with Product reviews will
pictures of items be judged for
and names, as accuracy of product
well as names and description.
descriptions.
Operators compare and Operators will Operators will Job Aid:
contrast similar products. participate in an in- work in groups Classifications.
person interactive of two and will A four-page version
seminar covering take turns of the catalog with
featured catalog quizzing each products grouped
products grouped other with together along the
into categories: flashcards for 10 four categories of
clothing, jewelry, minutes each clothing, jewelry,
children's toys, and with pictures of childrens toys, and
novelty items. two items. novelty items.
Responding
operator will
have to provide
three similarities
and three
differences.
__________________________________________________________________________________________
August 2017

Correct matching
questions with
items and/or
descriptions
against categories.
Operators will Operator is Job Aid: Decision
recommend a product Operators will do a given a set of Tree
based on a customer's jigsaw activity customer A streamlined
needs/questions. (also known as an conditions (e.g., version of the
information gap I need a sweater decision tree from
activity) with a for a specific the Absorb jigsaw
partner where they type of weather, activity for review
complete a etc.) and must and use at the
"decision tree" to recommend an operators
be able to acceptable workstation.
complete a product in two
customer order. minutes, with
the aid of a
product guide.
Each operator
must complete
five scenarios.
Performance Each scenario
questions based will have rated
on if/then decision using a 5-point
tree scenario. rubric with set
solutions
identified by the
SME, where 5 is
the best
option, 4 the
second best,
and so on. After
being rated on 5
scenarios,
operators must
have an
average score
of 4 to pass the
activity.
__________________________________________________________________________________________
August 2017
2. Terminal Objective: Learners will be able to apply call center best practices
when responding to customers, receiving a customer satisfaction an average 4
out of 5 rating (1 being completely dissatisfied- 5 being completely satisfied) on 5
simulated calls in the training session.
Enabling Objectives Absorb Activity Do Activity Connect Activity
Learners describe best Face to face Observe and Learners review the
practices for answering slideshow Comment Job Aid- Best
calls and interacting with presentation on Activity- Practices Summary
customers. the companys Learners will Sheet and Job Aid-
best practices, observe the Answering a Call
with demonstrations Flowchart and tell a
demonstrations and comment partner which
from top on what sections will be most
performing happened, what useful and/or
operators on does it mean, difficult.
skills/practices. and what was
the takeaway.

Competition Formative
between teams to feedback is
be able to correctly given on learner
fill in the blanks comments.
using information
from the
presentation.
Learners evaluate the Face to face Case Studies. Summary Activity-
best way to respond to slideshow Learners will Learners will reflect
customers. presentation on review case on what theyve
the companys studies and learned at the end of
best practices, compare the the presentation/
with different case study activity.
demonstrations responses/cours
from top es of action a
performing telephone
operators on operator could
skills/practices. take.
__________________________________________________________________________________________
August 2017

Rate Case
studies and
compare to
supervisors
ratings using a
rubric.
Learners will devise Face to face Partner role- Learners are asked
responses (solutions) to slideshow plays. to think about a
problem situations with presentation on Learners will difficult call theyve
customers. the companys role play had and consider
best practices, situations, how they responded
with taking turns and what they would
demonstrations pretending to be change.
from top the customer
performing and the
operators of operator.
skills/practices &
example stories of
operators handling
difficult calls.

Final role- play
to class
demonstrating
appropriate
response to a
difficult situation.
__________________________________________________________________________________________
August 2017
ACCESSMENT SUMMARY
Basing activities and assessments on Hortons Absorb-Do-Connect paradigm was a
choice made to help the learners not only take in and process a lot of new information,
but make it easier to truly learn how this new information can be practiced and applied
to their jobs. Horton states that: Learners absorb knowledge, typically by reading a text,
watching an animation, or listening to a narration. [A Do] activity has learners do
something with what they are learning [the] learner practices, explores, and
discovers. Connect activities seal the deal, making it easier to apply learning when it
is needed later.
And that, ultimately, is our goal with the Operators: to give them new information, show
them how to practice it, and lead them to be able to apply it directly into their work in the
future once training is done. The assessment activities aim to provide our learners
background information on products and call handling while also allowing them to reflect
on how this relates to their day to day activities, building their skills through role plays,
case studies, quizzes, etc
The activities and assessments are designed to be engaging and authentic. They go
from lower levels of Bloom's Taxonomy to higher levels wherein learners are asked to
apply information to authentic situations and be rated using the same scale which will
be used for on-the-job situations. It is recognized that product knowledge, for example,
can be tough to assess. To that end, activities and assessments were selected to allow
the learners to engage with the new materials and better process the information by
absorbing it, practicing it, and then connecting it to the real-world experiences of their
job, all while allowing the trainers to assess how much knowledge they are truly gaining
and activating.
EVALUATION PLAN
FORMATIVE:
Call center supervisors will observe training at least once per day to give feedback to
trainers. Participants in the training will fill out a pre-training survey on their perceived
needs for training. The participants will also complete exit sheets at 2 different points
during the training in order to give anonymous feedback to the trainers on the perceived
Learning and utility of the course.
__________________________________________________________________________________________
August 2017
SUMMATIVE:
Participants will fill out a survey after completing training.
Trainers will complete a "lessons learned" document after completing the training and
make recommendations for future iterations of the course.
CONFIRMATIVE:
Call center supervisors will administer a survey 6 months and 12 months after
completing training to view perceived utility of the training. In addition, key data will be
compared from before the training, immediately after the training, and 6 months after
the training to measure customer satisfaction rates for operators.
__________________________________________________________________________________________
managepro
PROJECT
MANAGEMENT
PROFESSIONALS
Facilitators Guide
AUGUST 2017
About This Booklet
This Facilitators Guide is intended for use with the following additional resources:
PowerPoint Presentations
Products
Handouts
Training Manual
These resources are available at www.managepro.com/pjenterprises/additional/notforreal.com.

Authored by: Danae Cowell, Rita Hall, Dan Parker, and Julie Scales
Contents
Introduction ..............................................................................................3
Objectives .................................................................................................3
Training Module Facilitators Guide ........................................................3
Organization & Layout ................................................................................4
Day 1 ..............................................................................................4
Day 2 ..............................................................................................7
PowerPoint Presentations ..........................................................................9
Presentation Speakers Notes ....................................................................10
In-Person Demonstration Of Products ........................................................10
Handouts ....................................................................................................10
Training Manuals ........................................................................................10
Videos ........................................................................................................11
Delivery .....................................................................................................11
Who Should Attend?...................................................................................11
Increasing Participant Engagement ............................................................12
Preparing for Training Day ......................................................................13
Presentation Strategies............................................................................14
Increasing Participant Engagement ............................................................14
Closing Activities .....................................................................................14
Appendix A: Training Checklist...............................................................15
Appendix B: Recommended Technology Checklist ..............................16
INTRODUCTION
ManagePro has created this training module for PJ Enterprises, a mail-order catalog and retail
business that develops, manufactures, and markets high quality gifts, toys, apparel, and home
accessories to a target market of middle income women between the ages of twenty-five and
fifty-five.
This Training Module Facilitators Guide is designed to outline expectations and illustrate how to
facilitate an effective training session for telephone operators and customer service supervisors.
The aim of this training is to satisfy PJ Enterprises goal of improving customer service quality.
OBJECTIVES
Learning objectives are listed before the activities, showcasing alignment to projected
outcomes. These objectives are targeted toward improving operators and supervisors
knowledge of products and enhancing their ability to employ best practices in customer service
on the telephone.
Facilitators should present the objectives to the telephone operators and customer service
supervisor before beginning activities to show connections to day-to-day activities and the why
behind the training.
TRAINING MODULE FACILITATORS GUIDE
The Training Module Facilitators Guide is designed for the facilitators of the training sessions to
prepare those individuals to facilitate group face-to-face training over a two-day period.
Individuals selected to be facilitators should read all of the content within this guide and become
familiar with the learning objectives, presentation content, and activities. Resources to assist in
this endeavor include a course organization and layout, a description of major activities, and a
training checklist which provides specific details on what steps to take before, during, and after
the training.
PJ Enterprises Consulting Project Facilitator's Guide - 3

Organization and Layout
These resources are available at www.managepro.com/pjenterprises/additional/notforreal.com
DAY 1
Terminal Objective 1: When responding to a mock customer call, learners will be able
to relay product knowledge in order to satisfactorily assist customers on sales calls.
Enabling Objective: Learners will become familiar with the upcoming season's new products.
Activities & Methods Time estimate / Materials
Overview of course 10 min.

Presenter gives overview of course, objectives, and timeline. PPT slides
Introductions - Ice-breaker 15 min.

2 Truths and a Lie - Learners get work in groups of 3-4 and say Pen and paper for learners
2 truths and a lie about themselves. Group mates guess. One
person from the group shares their truths and lie with the larger
group.
Self-Knowledge Check 10 min.

Learners receive list of new products. Rate own knowledge of Handout
product on scale of 1 (worst) -5 (best).
Presentation of new products 30 minutes

Learners told that they will have to do a matching quiz after this Videos loaded on
activity. They are encouraged to focus on products about which computers; headphones
they self-rated their knowledge as low. Learners write and
submit questions on sticky notes. Products for Show n Tell
Experts on hand to talk
Learners given time to find out as much information as possible about products
about the new products via: Products
Show n Tell - products are lined up on long tables
inside the room or in the hallway. One call center
supervisor or expert is stationed at each product to
answer questions about it. Learners ask questions and
touch and feel the product to learn about it. Learners are
also provided Post Its to write down questions. These
can be submitted and answered during after breaks.
View a Snippet- 1-2 minute video clips of individual
products are loaded on individual screens (PCs and or
tablets). Learners use headphones to listen to snippets.
Collect Sticky Notes 5 minutes

Recap activity and give announcement about break.

Break
Answer questions 10 minutes

Trainer answers questions from sticky notes.
Enabling Objective: Operators will compare and contrast similar products.
Do activity 15 minutes
Learners work in pairs to take turns describing five new
products to each other based on leading questions. Handout with pictures of
products
Knowledge Check 15 minutes

Matching quiz with pictures of items and names as well as
names and descriptions. Handout with matching
quiz
Connect Activity: The Review Board 45 minutes

Learners given three new products to try on/use for 15 minutes,
and then will write a brief review of each (15 minutes). Share Pen, Paper, Poster Paper,
reviews on posters around the room. Learners use stars to vote Markers, Tape
on best reviews. (15 minutes)
Closing / Questions / Quick Preview of PM Sessions 10 minutes

Trainers call out the winning categories of best reviews and
take any additional quick questions before breaking for lunch.
Lunch Break
Flashcards
Learners will work in groups of two and will take turns quizzing 10 minutes
each other with flashcards for 10 minutes each with pictures of
two items. Responding operator will have to provide three Flashcards
similarities and three differences.
Job Aid 5 minutes

Learners are presented with a four-page job aid: a version of the
catalog with products grouped together along the four Job Aid
categories of clothing, jewelry, childrens toys, and novelty
items.
Enabling Objective:
Learners are given a set of customer conditions (e.g., I need a sweater for a specific type of
weather, etc.) and must recommend an acceptable product in two minutes, with the aid of a
product guide. Each operator must satisfactorily complete five scenarios.
Jigsaw Activity 15 minutes

Learners do a jigsaw activity with a partner where they complete
a "decision tree" to be able to complete a customer order. Handouts
Mock Call Summative Assessment Timing varies depending

Learners participate in 5 mock calls. S/he must ask questions to on the number of learners
determine customer needs and must recommend an acceptable participating in training and
product within a given time with the aid of a product guide. Each the number of supervisors
operator must complete five scenarios. available to take mock
calls.
Rating: Each scenario will have rated using a 5-point rubric with
best solutions identified by the SME), where 5 is the best Once learners meet the
option, 4 the second best, and so on. After being rated on 5 assessment, they are free
scenarios, operators must have an average score of 4 to certify to leave for the day.
If average is not earned, the series of 5 must be repeated until it Workstations to simulate
is earned. call environment.
Meeting this benchmark allows learner to move on to the next

phase of training in Day 2.

DAY 2
Terminal Objective 2: Learners will be able to apply call center best practices when
responding to customers, receiving a customer satisfaction an average of 4 out of 5
rating (1 being completely dissatisfied- 5 being completely satisfied) on 5 simulated
calls in the training session.
Enabling Objective: Learners will describe best practices for answering calls and interacting
with customers.
Activities & Methods Time estimate / Materials
Absorb Activity 30 minutes

Part 1 of the slideshow presentation on the companys best PowerPoint Presentation
practices for responding to customer calls, complaints, and
difficult situations.
Absorb & Do Activity 1 hour

Top performers from PJE demonstrate how they have answered Handouts for audience,
calls and handled difficult situations. Learners observe, take pens/pencils
notes, and do think-pair-share activities to comment with a
partner on what happened, what it means, and what the
takeaway was.
Do Activity 20 Minutes
Learners given a fill-in-the-blank quiz review of the presentation. Fill-in-the-Blank Review
The learners will be grouped into teams based on where they Quiz, pens/pencils
are seated and will compete to be able to fill in the blanks
correctly, in the least amount of time. Maximum time allotted will
be 20 minutes.
Connect Activity 15 minutes

Learners given job aids to review and a final reflection job aids
discussion will occur on key takeaways. Learners asked to
share what they have gained so far.
Break 15 minutes
Enabling Objective: Learners will evaluate the best way to respond to customers.
Absorb Activity 30 minutes

Part 2 of the slideshow presentation on the companys best PowerPoint Presentation
practices for responding to customer calls, complaints, and
difficult situations.
Absorb & Do Activity 1 hour

Top performers from PJE demonstrate how they have answered handouts for audience,
calls and handled difficult situations (relating to the practices pens/pencils
outlined in Part 2). Learners observe, take notes, and comment
on what happened, what does it mean, and what was the
takeaway.
Do Activity 30 minutes
Learners broken into small groups and asked to think about and Handouts on Case Studies,
respond to 3 case studies. Case studies demonstrate potential pens/pencils
day-to-day situations that can occur.

Learners come together as a large group after the small group Handouts on Case Studies,
case studies are completed. Learners share how they would pens/pencils
react, and what they learned from participating (what can they
apply to their day to day jobs).
Exit Ticket Connect Activity 10 minutes

Trainers ask participants to answer one or two reflection Exit Ticket Handout
questions, seeking volunteers to voice opinions before breaking
for lunch.
Lunch Break 1 hour
Quick Questions 10 minutes

Questions taken from the learners and trainers provide
responses, appropriately addressing quick, practical questions
about the training thus far.
Enabling Objective: Learners will devise responses (solutions) to problem situations with
customers.
Do Activity 45 minutes
Learners given 2 example situations and asked to role play Sample Situation
these situations with a partner, taking turns pretending to be the Handouts, pens/pencils
customer and the operator. At the end, volunteers asked to
demonstrate how they handled one of the situations.
Break 10 minutes

Learners asked to end by thinking about a difficult call they have
had, considering how they responded in the moment and what
they would change now. Volunteers from the audience asked to
share their stories and what they would change.
Summative Assessment 60 minutes

To showcase what learners have learned from the training, the Video Simulations,
final activity will involve having participants respond to 5 Response Worksheets,
simulated calls. Learners will be assessed on their ability to Pens and Pencils, Job
effectively and efficiently answer question and accommodate Aids, Training Manual,
the pretend customer. Learners must acquire a 4 out of 5 Certificate
customer satisfaction average to complete the training and
receive a certificate.
This assessment may take longer than 30 minutes. However,
after appointments are made for taking the summative
assessment, the closing continues. Once learners pass this
portion of the training, they are given a certificate for passing the
training. Manage Pro recommend that learners not work with the
new product lines until this certification is complete. However,
the decision is up to PJ Enterprises.
Closing 15 minutes
Learners thanked for attending and will also be encouraged to Business cards with
share any final thoughts/questions as well as given additional contact information,
contact information for follow ups. Training manual, job aids
Learners encouraged to fill out training survey that they will

receive by email by the stated deadline. Starbucks gift cards will
be awarded to the first 3 submissions as well as 3 more
randomly selected submissions.
Learners reminded of the training manual they received and the

job aids that can be referenced back to as needed.
End of Training
PowerPoint Presentations
PowerPoint presentations are offered for both terminal objectives, one featuring the product line
and the other highlighting customer service practices. These slides will provide basic on-screen
information about the practices or products and will highlight focal points. However, facilitators
are encouraged to add to the presentation with their own knowledge and by incorporating in
feedback/discussion from the audience.
In addition, each presentation has corresponding activities that are offered to help learners
retain the information presented. These activities should always be conducted to ensure that the
audience has multiple ways to interact and engage with the content. Activity overviews are
provided within the presentations and more information on how to conduct them listed within the
slide notes.
Presentation Speakers Notes
Speakers notes are attached to each slide within the slideshows. Notes that should be read
aloud to the audience will be presented first in plain text. Notes that are intended for the speaker
to read to themselves will be formatted in italics.
In-Person Demonstration of Products

PJ Enterprises products are covered--with a focus on newly released products--within the
presentations, and a recommended list of products to obtain and showcase will be provided
within the slide notes (in italics) at the beginning of the presentation. Facilitators are advised to
obtain these objects and study them in order to showcase to the audience. If objects are
obtained, time should be allotted for the audience to interact with the objects or for the objects
(size dependent) to be passed around the room. Specific features will be highlighted using the
presentation slides and slide notes, and facilitators should demonstrate features as mentioned.
Handouts
Within the training modules, there are associated handouts to reinforce the content and to
support the different activities. These handouts include job aids, reflection sheets, a jigsaw
activity handout, flashcard printouts, and review sheets. Recognition should be given to the fact
that learners may work at different paces and training should be adjusted accordingly. Additional
instructions relating to the specifics of using such handouts will be provided in the slide notes as
well as listed at the top of each handout.
Training Manual
The Training Manual provides an overview of key information from the presentation. It is divided
into two sections. The first section provides a grouping of products with their features listed, and
the second summarizes the best customer service practices for answering calls. These sections
will also serve as job aids for the employees, with the intention that telephone operators and
customer service supervisors can refer to them in the future as needed. Facilitators should
provide every participant with a training manual and inform participants when the presentation
content can be referred to within the manual. The training manual is designed to ensure
readability and accessibility, using formatting styles (heading levels, bold, italics) to organize
and emphasize information.

DELIVERY
One individual may deliver a module in its entirety, or two or more facilitators may choose to
deliver the training together. Regardless of the number of facilitators, it is critical that they be
familiar with the material. All facilitators should possess the following:
Strong knowledge of PJ Enterprises products
Experience with PJ Enterprises call center environment
Effective communication and presentation skills
Who Should Attend?

These training modules are designed for the call center operators and customer service
supervisors. Members of both groups can participate in the training session together, as both
groups are responsible for interacting with customers on the telephone as well as having a great
breadth of product knowledge. The training is designed with the idea that members from both
groups will be interacting with one another, as opposed to being segregated by job
title/description.
Increasing Participant Engagement

ManagePro has included opportunities for encouraging learner participation in several
presentations, often as Think-Pair-Share activities (described below) or as participant handouts.
View a Snippet: View a Snippet- 1-2 minute video clips of individual products are loaded on
PCs in the room. Learners use headphones to listen to snippets.
Parking Lot: In conjunction with View a Snippet, participants use sticky notes for at least one
question or comment on each new product that is introduced.
Show n Tell:
Products are lined up on long tables inside the room or in the hallway. One call center
supervisor or expert is stationed at each product to answer questions about it. Learners ask
questions and touch and feel the product to learn about it.

Jigsaw Activities
In a jigsaw activity (also known as an information gap activity), learners are given a partially
completed handout. They must talk to colleagues in order to find out the missing information. By
talking about and writing down the missing information, awareness is raised regarding the
content of the handouts. Operators will do a jigsaw activity with a partner where they complete
a "decision tree" to be able to complete a customer order.
The Review Board

In this activity, learners write reviews of products as if they were customers. By being critical of
products, they can encourage colleagues to think deeply about products, anticipate customer
questions, and elaborate appropriate responses to questions.
Role Plays
Role Plays are incorporated into the training to encourage perspective taking, active
engagement, and connection to day to day call handling. Participants will be asked to role play
two different call scenarios, taking turns being the customer as well as the telephone operator.
Case Studies
Case studies are used to present example scenarios to attendees and to allow them to evaluate
how to handle calls from their perspective, incorporating what theyve learned so far about best
practices and product knowledge. Small group discussion on the case studies also allows for
collaborative learning and sharing.
Think-Pair-Share
By individually engaging in a topic and sharing thoughts with a colleague before speaking to the
large group, greater participation is encouraged.
Job Aids
These references provide helpful product and customer service information that can be easily
taken back to learners desks. The aids summarize key information on products and customer
service practices.

PREPARING FOR TRAINING DAY
Successful delivery of professional development requires detailed planning. It is recommended

that facilitators meet with the organizers from PJ Enterprises several weeks prior to the training
in order to:
1. Gather more information about the audience members needs, priorities, and past
experiences with the product line, including any areas of struggle,
2. Identify new products being released in the upcoming catalog,
3. Verify the agenda and training outcomes,
4. Confirm training logistics, and
5. Communicate technical requirements and provide a list of materials needed. The training
checklists in Appendices A and B can assist facilitators in preparing for and completing
training activities.
6. Choose and prep Top Performers for Adsorb & Do activities.
PRESENTATION STRATEGIES
Presenting to groups can be exciting, and it also can create challenges for some facilitators. The
following strategies can help both inexperienced and experienced facilitators effectively manage
audience questions, gain audience attention, and deal with disruptions.
Know the Audience

In order to meet the needs of the participants, the facilitator should take into consideration the
participants current role and knowledge level. It can be helpful to have a discussion with the
session organizers prior to the presentation about why the training is necessary. Using this
information, the facilitator can better meet the needs of participants. On the day of the training,
begin by having participants introduce themselves, including their position and tenure at PJE.
We suggest starting off by asking participants to briefly share their experiences in the call center
and one potential solution to a common problem. This can help the facilitator assess what the
participants already know, and where misconceptions may lie. Having knowledge about the
participants will help the facilitator emphasize the most relevant and critical points during the
presentation.

Questions: In general, questions are encouraged. However, if it becomes apparent that
questions are derailing the plan for the day, the trainer should ask that participants write down
questions to be addressed at certain key times. Contact ManagePro for further strategies
regarding detailing with difficult audiences.
Share Personal Experiences: Using personal examples is an excellent strategy for answering
questions and explaining material. Call center customer service can be difficult with various
situations and many personalities. Therefore, encourage participants to share situations and
offer solutions. Frame your suggestions with This is one way this has been done, or I have
seen it done this way.
CLOSING ACTIVITIES
At the close of training, it can be helpful to conduct an activity for participants to synthesize the
content they have learned. These activities can help participants identify the main lessons of the
training and also can be used to quickly assess the knowledge that participants have gained
from the training. Multiple strategies can be used, such as these:
Exit Ticket: Ask participants to answer one or two reflection questions and to hand their
reflection to you as they leave.
Review Game: Play a quick review game by adding presentation slides that ask
participants to answer content-related questions.
3-2-1: Ask participants to write down three new things they have learned during the
learning event, two things they have reaffirmed, and one burning question.

APPENDIX A: TRAINING CHECKLIST
Complete? Weeks Prior to Training

Schedule meeting with training organizers and leaders.
Determine audience member needs, priorities, and prior knowledge.
Verify training outcomes and final agenda.
Determine final number of teams/participants.
Confirm training location and room setup (round tables for teams are recommended).
Provide host with technology requirements (see Appendix B).
If needed, customize training materials to match audience needs, priorities, and prior
knowledge.
Ensure training materials will be printed and ready (see Appendix C).
Review material and practice presenting material.
Complete? Training Day

Arrive at least 3060 minutes early to set up.
Ensure presentation and technology are available and working properly (e.g., LCD projector,
laptop).
Test videos and microphone to ensure the audio is functioning appropriately (some trainings
only).
Place supplies (e.g., markers, sticky notes) in the center of each table.
Check that all participant materials and sign-in sheets are available.
Ensure participant tables are positioned to maximize team discussion and view slide content.
If desired, set up Parking Lots for audience questions.
Introduce yourself to participants.
Gather completed training evaluation forms (see Appendix D for an example).
Complete? Soon After Training

Analyze participant training evaluation data and compile results.
Schedule meeting with training organizers to debrief.
Share evaluation results and discuss next steps.
Follow up to answer any unanswered audience questions.

APPENDIX B: RECOMMENDED TECHNOLOGY
Presenter (P) or Organizer (O) Technology Requirements Purpose

Responsibility?
Laptop computer Presentation
LCD projector Presentation
Large screen Presentation
Presenter microphone Presentation
Remote control clicker Presentation
Timer Activities
Participant microphone Participant questions
Speakers or sound system Videos
High-speed Internet connection Videos

EXECUTION PHASE DOCUMENTATION
These four documents offer a sampling of the execution phase

documentation for the PMPro's Consulting Project for PJEnterprises.
While not all of the documents deal with a common theme, they are
mutually supportive of successful project execution. They include:
1) Project Change Request Form

2) Project Change Request Meeting Minutes
3) Procurement Documents: Request for Quotation, Purchase Order
4) Earned Value Analysis Report Calculations
ManagePro Project Management Professionals 123 Main Street Allover The Place, WA 98115 800.288.9465 www.managepro.com
PROJECT CHANGE REQUEST
Project Name Date of Change Request
PJ Enterprises Consulting Project 08/01/2017
Title of Change Request: Initiated By:

Delilah Substitution Danae Cowell
Priority (Low, Medium, High): Project Manager

High Julie Scales
Required Date: Accepted Date:
08/18/2017 08/16/2017
Description
There has been a conflict with a vendor, and they are no longer able to supply
the resources needed to make the Jazzy Jewelry line. As the Jazzy line can no
longer be produced, a new jewelry line will take its place, the Delilah line. Since
this is the case, the Jazzy jewelry line is no longer relevant to the training and will
need to be removed. ManagePro will need to incorporate the new jewelry line,
Delilah, within the training materials.
Justification
The Delilah Jewelry line will need to be added as it will be a new product line that
PJ Enterprises will have. To ensure that the training is comprehensive and up to
date, the Delilah Jewelry line should be added to the training materials, including
the training manual, PowerPoint presentation, slide notes, job aids, and in person
demonstrations of products. This addition will ensure that telephone operators
and customer service supervisors will be able to appropriately recall product
knowledge on all current products.
Impacted Areas
Cost (Hour Estimate/Cost)
Instructional Design and Development of Training Module = 20 hours/$1,000

Training Evaluation/Final Revisions= 3 hours/$150
Printing= $175 (material for 29 attendees and 6 for extras and facilitators)
Schedule
This change will add additional time to the schedule as removals and additions
will need to be made to the training materials. It is estimated that this addition will
add another 1/2 week to the timeline, given the need to recreate an entire
section.
Resources
Additional Paper and Printing
Production Labor
Other
None
Approval & Signatures

Project Sponsor Signature
Accepted Director of Operations
Rejected
Deferred
Project Director Signature
Customer Service Manager
Date: 08/16/2018
PROJECT CHANGE REQUEST MEETING
Meeting Minutes, 8/17/17
Present: Julie Scales, Danae Cowell, Dan Parker, Rita Hall, Judie Thompson, and Sheena
Perez
Agenda: Implications of Product Change Request
Background
Julie asked Judie Thompson to give background on the change request from the Jazzy to
the Delilah line. Judie mentioned that the vendor has been reliable in the past, but that they
are no longer able to supply the resources needed to make the Jazzy Jewelry line.
Product references
Julie asked for a list of documents that referred to Jazzy. Team brainstormed documents
which include the product guide, handouts, and product Show n Tell, Training evaluation.
Danae mentioned that it would be good to have a spreadsheet cross references product
mentions as future changes are a likely occurrence. Julie mentioned that it would be good
to review materials again before printing. She will add that to the timeline
Action Items:
Danae will develop product cross reference sheet.
Dan will add step to timeline.
Timeline
Dan commented that we are in good shape since the design phase is just starting. We will be
in good shape to root out references to Jazzy and substitute Delilah.
Action Items:
None
Adjusting printing schedule
Dan asked about the likelihood of further product substitutions. We discussed whether or not
it would be in our best interests to delay printing. Rita asked what historical data from the
company showed about the number and dates of product substitutions and/or lack of stock.
Danae mentioned that it would be good to develop a contingency plan for product changes
that occur after the printing date. Julie asked about the turnaround for printing and what
materials could be delayed or printed in house if needed to deal with product changes.
Action Items:
Sheena Perez was going back to look at product substitutions from previous years.
Dan will develop a Risk Analysis based on that data.
Next meeting is scheduled for 8/24/17.
managepro
PROJECT
Request For Quotation
MANAGEMENT
PROFESSIONALS
Contact: Rita Hall Date: 8/18/17

Email rhall@managepro.com Phone: 804-284-9564 Mobile: 618-789-1234
Job Name: PJ Enterprises Consulting Project Training Manual
Quote Request Due: 8/31/17 Delivery Date: 9/15/17
Deliver To: Rita Hall at ManagePro. See address below.
X New Job Exact Reprint Reprint With Changes
Job Description: Training Manual, 2:1 Coil Binding - Gray
Pre Press Specifications

X File supplied by Manage Pro X Digital Proof Needed
Printing Specifications
Quantity: 50 Finished Size: 8.5" X 11"
Page Count: Including Cover Folded Size: X
Page Count: 60 Excluding Cover Spread Size: 17" X 11"
Ink Colors
Cover: 4 Side One 1 Side Two Inside: 4 Side One 4 Side Two
Coating
Varnish UV Plastic Lamination Matt Lamination Spot Textured
Other Finishing
Die Cut Foil Stamp Emboss Deboss Perforation Numbering
Other
Please specify number of perforations and/or numbering
Additional Information:
Approved By: Ben Wilkens

ManagePro Project Management Professionals 123 Main Street Allover The Place, WA 98115 800.288.9465 www.managepro.com
managepro
PROJECT
Purchase Order
MANAGEMENT
PROFESSIONALS
123 Main Street Allover The Place, WA 98115

800.288.9465 www.managepro.com
PO NUMBER: DPC397462
TO: Dominion Printing Company SHIP TO: Rita Hall

3825 Market Road ManagePro
Allover The Place, WA 98115 123 Main Street
583-346-8922 Allover The Place, WA 98115
Attn: John Printer
P.O. DATE REQUISITIONER SHIPPED VIA DUE DATE TERMS

7/18/17 Rita Hall UPS Ground Normal Turnaround 30 days
QUANTITY UNITS DESCRIPTION UNIT PRICE TOTAL

50 4 color process $4.40 $220
60 pages + cover
Pristine White 80lb stock
Pristine White 100lb cover
2:1 Gray Coil Binding
Art Uploaded to FTP
TAX
TOTAL
Approved By: Ben Wilkens

Date: 7/18/17
1. Please send two copies of your invoice.

2. Enter this order in accordance with the prices, terms, delivery method, and specifications listed above.
3. Please notify us immediately if you are unable to ship as specified.
4. Send all correspondence to: ManagePro Project Management Professionals
Earned Value Analysis Report
Prepared By: Dan Parker

Date: 20-Aug-17
$25,000 Planned Value (PV)
For Period: Week 7 Earned Value (EV)
$20,000
Summary: Actual Cost (AC)
As this chart shows, ManagePro is very close to schedule $15,000
and budget projections through the seven-week mark. MP
encountered some additional expenses in the Planning $10,000
Phase, and due to availability of product lines experienced a
slight lag in Execution schedule to this point. MP is confident $5,000
that those lags can be recovered later in the project. As the Period
graph illustrates, at the seven week mark, Actual Cost and $0
Earned Value are still very close to initial projections. 1 2 3 4 5 6 7 8 9 10 11 12
Planned Value (PV) or Budgeted Cost of Work Scheduled (BCWS)

WBS Task Name TBC 1 2 3 4 5 6 7 8 9 10 11 12
1.1 Initiation 300 150 150
1.2 Planning 12000 4000 2000 2000 2000 2000
1.3 Execution 8800 2000 2000 2000 2000 800
1.4 Control 1100 100 100 100 100 100 100 100 100 100 100 100
1.5 Closeout 200 200
Total Budgeted Cost 22400 250 4250 2100 100 2100 2100 4100 2100 2100 2100 900 200
Cumulative Planned Value (PV) 250 4500 6600 6700 8800 10900 15000 17100 19200 21300 22200 22400
Actual Cost and Earned Value

Cumulative Actual Cost (AC) 250 4675 6825 6925 9025 11275 15575
Cumulative Earned Value (EV) 250 4494 6297 6396 8055 9954 14117
Project Performance Metrics

Cost Variance (CV = EV - AC) 0.00 -181.00 -528.00 -529.00 -970.00 -1321.00 -1458.00 - - - - -
Schedule Variance (SV = EV - PV) 0.00 -6.00 -303.00 -304.00 -745.00 -946.00 -883.00 - - - - -
Cost Performance Index (CPI = EV/AC) 1.00 0.96 0.92 0.92 0.89 0.88 0.91 - - - - -
Schedule Performance Index (SPI = EV/PV) 1.00 1.00 0.95 0.95 0.92 0.91 0.94 - - - - -
Estimated Cost at Completion (EAC) 22400 23302 24278 24253 25097 25373 24713 - - - - -
Cumulative Earned Value (EV)
WBS Task Name TBC Wk 1 Wk 2 Wk 3 Wk 4 Wk 5 Wk 6 Wk 7 Wk 8 Wk 9 Wk 10 Wk 11 Wk 12
1.1 Initiation 300 50% 100%
1.2 Planning 12000 33% 50% 50% 63% 78% 95%
1.3 Execution 8800 23%
1.4 Control 1100 9% 18% 27% 36% 45% 54% 63%
1.5 Closeout 200
Cumulative EV 250.00 4494.00 6297.00 6396.00 8055.00 9954.00 14117.00 0.00 0.00 0.00 0.00 0.00
Actual Cost (AC) of Work Performed

WBS Task Name Wk 1 Wk 2 Wk 3 Wk 4 Wk 5 Wk 6 Wk 7 Wk 8 Wk 9 Wk 10 Wk 11 Wk 12
1.1 Initiation 150 150
1.2 Planning 4175 2000 2000 2150 2200
1.3 Execution 2000
1.4 Control 100 100 150 100 100 100 100
1.5 Closeout
Total Actual Cost 250 4425 2150 100 2100 2250 4300 0 0 0 0 0
Cumulative Actual Cost (AC) 250 4675 6825 6925 9025 11275 15575 15575 15575 15575 15575 15575

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Project Management For

Name Preferred email Mobile Text Time Role

TEAM MEETING TOOL

Julie will send out the invite.

TEAM VALUES & BEHAVIORS

Team members will

Team 2 . Week 1 . Team Paper -1

PROJECT COMPANY NAME

Team 2 . Week 1 . Team Paper -2

Long-term company goals regarding a phone order system

Team 2 . Gap Analysis Strategy - 1

Activity/Method Purpose or Information You Hope to Person Responsible

Interview Project Background and insights on Business Project Manager (assigned

Survey: Company Gain insight from wide cross-section HR Manager

Focus group: What are strengths and weaknesses HR Manager

Focus group: What do you like about your job? HR Manager

Interview: Key If needed after the above interview Project Manager

Report: Finance Gather information about current fiscal Finance Manager

Report: Customer Research best practices in customer Call Center Supervisor

Team 2 . Gap Analysis Strategy - 2

Questions to Ask: CEO

Questions to Ask: Judie Thompson (Catalogs)

Questions to Ask: Sheena Perez (Merchandising Manager)

Questions to Ask: Customer Service Supervisors:

Team 2 . Gap Analysis Strategy - 3

Questions to Ask: Operators:

Questions to Ask: Warehouse Manager

Team 2 . Gap Analysis Strategy - 4

Questions to Ask Finance

ROADBLOCKS & DEPENDENCIES

STRATEGIES TO MITIGATE RISKS

Team 2 . Gap Analysis Strategy - 5

Project Name PJ Enterprises Call Center Training Course (August 2017)

Project Manager Julie Scales, ManagePro

Project Sponsor Director of Operations

Project Owner Customer Service Manager

Stakeholders and Impacts

Project Sponsor: Controls project budget, approves

Project Owner: Assists PM with access to employees

Reviewers: Review, edit, and sign off on final

Subject Matter Experts: Submit to interviews by PM.

Project Team Members: Analyze the current Call Center

Team 2 . Project Charter - 1

Team 2 . Project Charter - 2

Team 2 . Project Charter - 3

HR Policy Review 7/28/17

HR Policy Recommendations/Report 8/4/17

E-Commerce Recommendations/Report 8/4/17

Training Module Design 8/18/17

Training Module Development 9/15/17

Training Module Implementation - Testing 10/30/17

Training Evaluation 11/13/17

Team 2 . Project Charter - 4

Team 2 . Project Charter - 5

Category Hours Estimate/

Project Charter 6 hours/$300

Analysis of Call Center Issues 60 hours / $3000

HR Policy Review 20 hours / $1000

E-Commerce Recommendations/Report 20 hours / $1000

Report on Future Recommended Practices- How to Implement 20 hours / $1000

Training Module Implementation - Testing 32 hours / $1600

Training Evaluation & Revision 24 hours / $1200

Closeout 4 hours / $200