Effective Organization Analysis Tools That Involve & Engage...Effective Organization Analysis Tools...
Transcript of Effective Organization Analysis Tools That Involve & Engage...Effective Organization Analysis Tools...
EffectiveOrganization Analysis
ToolsThat Involve & Engage
ISPI –Charlotte, July 12, 2012
© CMP Associates, 2012. All rights reserved.
CMP AssociatesCMP Associates
ByCarol M. Panza, MBA, CPT
Analysis Tools that Involve & Engage(IFTDO 2012 Kuwait)
6/25/2012
©CMP Associates, 2012. All rightsresesrved. 1
© CMP Associates, 2012. All rights reserved.
Organization Map
How an Organization Works
President
VPFunction A
Director Aa
Manager
SpecialistA
SpecialistB
Director Ab
VPFunction B
VPFunction C
VPFunction D
ManagerDa
SupervisorEa
SupervisorEb
TeamLeader
ManagerDb
ManagerDc
Organization Chart
CMP AssociatesCMP Associates
FDA
PharmaCoUSA
PharmaCoInt'l
ResearchNew ProductDevelopment
(NPD)
Finance
TechnicalOperations
(Manufacturing)
QualityAssurance
Sales &Marketing
CommercialDevelopment
Compounds
•IND•IND Updates•NDA•Deficiency Response•Information (as Requested)
ResearchEmphasis
•IND Response•Deficiency Letters•Information Requests•NDA Response
LicensedProductOpportunities
•Manufacturing Spec's•Packaging or Handling
Requirements•NPD Plan
QALots
QA Results/Revision Spec's
Product
Corporate Direction/Strategy
Unmet Needs (Market Intelligence)
Launch •Quantities
Forecasts •Orders •
•Information•Study
Funding
•Therapy/Product Concepts• New Product Information
•Market Intelligence•Concept Test Results•New Product Strategy
•Budgets•Budget Results
•Raw Materials•Equipment•ProcessTechnology
Vendors
MARKET
Orders
Payments
•Jobbers•Hospitals
•Pharmacies•Physicians•Patients
HumanResources
StaffLaborMarket (To all)
(To all)
© CMP Associates, 2012. All rights reserved.
Analysis Tools (maps)The People
A Practical and Engaging Perspective
FDA
PharmaCoUSA
PharmaCoInt'l
ResearchNew ProductDevelopment
(NPD)
Finance
TechnicalOperations
(Manufacturing)
QualityAssurance
Sales &Marketing
CommercialDevelopment
Compounds
•IND•IND Updates•NDA•Deficiency Response•Information (as Requested)
ResearchEmphasis
•IND Response•Deficiency Letters•Information Requests•NDA Response
LicensedProductOpportunities
•Manufacturing Spec's•Packaging or Handling
Requirements•NPD Plan
QALots
QA Results/Revision Spec's
Product
Corporate Direction/Strategy
Unmet Needs (Market Intelligence)
Launch •Quantities
Forecasts •Orders •
•Information•Study
Funding
•Therapy/Product Concepts•New Product Information
•Market Intelligence•Concept Test Results•New Product Strategy
•Budgets•Budget Results
•Raw Materials•Equipment•ProcessTechnology
Vendors
MARKET
Orders
Payments
•Jobbers•Hospitals
•Pharmacies•Physicians•Patients
HumanResources
StaffLaborMarket (To all)
(To all)
CMP Associates
CMP Associates
What if . . .
© CMP Associates, 2012. All rights reserved.
Shared understandingand common picture ofhow the organizationworks?
Everyone involved,invested and engaged inorganization success?
Effective way to transferor build ownershipamong the people?
Analysis Tools that Involve & Engage(IFTDO 2012 Kuwait)
6/25/2012
©CMP Associates, 2012. All rightsresesrved. 2
© CMP Associates, 2012. All rights reserved.
Graphically Anchored PI/PM Model
CMP Associates
© CMP Associates, 2012. All rights reserved.
Begin with the Marketplace
The Organization
SuppliersCustomer
Market
CMP Associates
© CMP Associates, 2012. All rights reserved.
Customer Driven & Adaptive
The Organization
Suppliers
CustomerMarket
1
2
CMP Associates
Analysis Tools that Involve & Engage(IFTDO 2012 Kuwait)
6/25/2012
©CMP Associates, 2012. All rightsresesrved. 3
© CMP Associates, 2012. All rights reserved.
Internal Customer-Supplier Network
The Organization
FunctionA
FunctionC
FunctionB
CMP Associates
© CMP Associates, 2012. All rights reserved.
How It’s Structured(Vertical Reporting Relationships)
PRESIDENT
ENGINEERING PURCHASING CUSTOMERSERVICE
SALES
CMP Associates
© CMP Associates, 2012. All rights reserved.
How It Operates(What Happens in the White Space)
PRESIDENT
ENGINEERING PURCHASING CUSTOMERSERVICE
SALES
“Organization” “Customer”
CMP Associates
Analysis Tools that Involve & Engage(IFTDO 2012 Kuwait)
6/25/2012
©CMP Associates, 2012. All rightsresesrved. 4
© CMP Associates, 2012. All rights reserved.
Link to Function & Job Requirements
CMP Associates
Engineering
Purchasing
CustomerService
Sales
Step1
Step2
Step3
Step5
Step4
Output Output Output OutputOutput
© CMP Associates, 2012. All rights reserved.
Performer-Level Expectations
ExpectationsConsequences(Incentives &Sanctions)
Feedback
COMPONENTS OF THEPERFORMANCE ENVIRONMENT
Performer Skills & Knowledge/Required Resources
CMP Associates
© CMP Associates, 2012. All rightsreserved.
Linkages-Organization Results Focus
Expectations& Standards
Performer Skills & Knowledge &Required Resources
Consequences(Incentives &
Sanctions)
Feedback
FunctionA
FunctionB
FunctionC
FunctionD
Customer
Us (The Suppliers)
Raw Materials
Products
Products
Subprocess “Accomplishments”
Step 1 Step 2 Step 3 Step 4
Performer Expectations
Supervisor
Technician
Operator
Linking OrganizationResults to Performer
Expectations
CMP Associates
Analysis Tools that Involve & Engage(IFTDO 2012 Kuwait)
6/25/2012
©CMP Associates, 2012. All rightsresesrved. 5
CEI Exercise (Business Case)
© CMP Associates, 2012. All rights reserved.
Discuss (within your small group):
•Where the issue listed next to yourmap actually occurs on the map.
•Who has to be party to addressing,or deciding whether to address eachissue.
•What information you would need to help your client decidethe cost/benefit of addressing or failing to address each issueand to prioritize all issues for management action planning.
Prepare at least one reason that it is important to take this kindof look at your client organization early in any project effort.
CONSUMER ELECTRONICS -USA
MARKETPLACE
CONSUMERELECTRONICS
INT’L
Consumer Electronics -USA, Macro Map
©CMP Associates - February27, 2000
TPD
Sales
Credit
CED(Distribution)
Merchandising
Marketing
Sportie
DepartmentStore Retailers
OtherRetailers
For Approval/Feedback•Promotional Literature•Display (In Case, TOC) Sketches•Display (In Case, TOC) Prototypes•Counter Cards•POP/Posters
Planning
•Orders•Allocation Requests•Retailer Requirements
Sportie
SalesAdministration
West
East
•Approval Requirements--Counter Cards--POP/Posters--Giveaways--Gift with Purchase
•Media Ads•Giveaways•Gift with Purchase•Feedback Requirements
•Sales Aid Requests•Feedback (Sales Aids)•Retailer Requirements
•Model Maintenance•Allocations•Incoming Goods ETA’s•Special Requirements (by retailer)
Orders(Pick Slips)
Released Orders (Pick Slips)
•Model/Line Selection•Target Proposal•Purchase Plan by Style by Month•Model Maintenance Requirements
•Model Maintenance•Shipment ETA•CED Priorities
•Sales Targets (by Retailer/Rep)•Product Allocations•Market Intelligence Requirements
•Updated QRS•Product Information•Order Status•Substitution Suggestions•Additional Information Requirements•PO Extension Requests•Credit Status Issues
•Product Information•Order Status•Substitution Suggestions•Additional Information Requirements•PO Extension Requests•Credit Status Issues
•Information/ClarificationRequirements
-Allocations-Model Maintenance-Special RetailerRequirements
•Goods Arrival Notice
•Instructions/Guidance•Status Questions
•Sportie FAB’s•Assortment Demo.•Buying ProcessInformation Request
•OTB/PO Requests
•Orders•Buying Process Specs.•Special Requirements
•Orders•Buying Process Specs.•Special Requirements
•Retailer InformationRequests
•Assistance Requests
Credit Status Updates(Information)
•Inventory Issues/Status•Display Maintenance Info.•Competitor Intelligence
•Display Set•Display “Replenishment”•Brand Training (FAB’s)•Sales Assistance•Inventory & Display Status Identification•Market Intelligence
•Estimated Demand-Current Customers-Potential Customers
Sportie
•New Module Options•New Model Options•Financial Targets•Production Commitments•Model Maintenance•Shipment Advice
•Sales Aid Requests•Feedback (Sales Aids)•Retailer Requirements
DataBase
CMP Associates
© CMP Associates, 2012. All rights reserved.
Examples
Organization Maps created asanalysis tools …
But, that achieved more . . .
CMP Associates
© CMP Associates, 2012. All rights reserved.
GTS –T1/High Cap Task ForceTask Force Objective
Improve the competitive position of GTS T1 High Cap servicewithin the marketplace (Meet competitor performance levels)
(Analysis Tools) MapsMaps built with the task force to:•guide and coordinate the analysis process•obtain commitments from all contributing functions to enable theimplementation of improvement actions
CMP Associates
TELECOM ENTERPRISES OF AMERICA (TEA) MARKETPLACE
COMPETITORS
TARGET
CUSTOMERS
High CapProposals(60 days)
High CapProposals
Sales &Marketing
Planning
Engineering
Purchasing CentralOffice
(Installation)
Orders
•Network Integrity•"Project" Approval
Equipment Lists
Purchase Orders
•Work Orders•Equipment Lists
•Product Specs•Proposed "Solutions"
M arket Intelligence
SUPPLIERS
•Equipment•M aterials/Supplies
•DecisionM akers
•Wants andNeeds
•InstallationRequirements
Completed WO's(Installations)
•Updated Equip-ment Lists
•AssociatedM aterials Lists
T-M ail (Orders)WO Feedback
Telecom Enterprises of America -- AFTER
Analysis Tools that Involve & Engage(IFTDO 2012 Kuwait)
6/25/2012
©CMP Associates, 2012. All rightsresesrved. 6
© CMP Associates, 2012. All rights reserved.
GTS –T1/High Cap Task Force
CMP Associates
TELECOM ENTERPRISES OF AMERICA (TEA) MARKETPLACE
COMPETITORS
TARGET
CUSTOMERS
High CapProposals(60 days)
High CapProposals
Sales &Marketing
Planning
Engineering
Purchasing CentralOffice
(Installation)
Orders
•Network Integrity•"Project" Approval
Equipment Lists
Purchase Orders
•Work Orders•Equipment Lists
•Product Specs•Proposed "Solutions"
Market Intelligence
SUPPLIERS
•Equipment•Materials/Supplies
•DecisionMakers
•Wants andNeeds
•InstallationRequirements
Completed WO's(Installations)
•Updated Equip-ment Lists
•AssociatedMaterials Lists
T-Mail (Orders)WO Feedback
Telecom Enterprises of America -- AFTER
© CMP Associates, 2012. All rights reserved.
GTS –T1/High Cap Task Force
© CMP Associates, 2012. All rights reserved.
GTS T1/High Cap - continued
CMP Associates
Project Objectives Achieved
Not only met, but exceeded, competitor performance results(time from order to installation) establishing a competitiveadvantage through a durable results-focused managementsystem
Plus . . . People Involvement and Engagement
•We’re all in this together -- Dramatic change from “blaming”theInstallation function to documenting the critical contributions of eachfunction and the implementation of a start date jeopardy system
•Task force members felt empowered by their ability to obtain seniorexecutive support on the front end and the durable results achievedwhich far exceeded their objectives
Analysis Tools that Involve & Engage(IFTDO 2012 Kuwait)
6/25/2012
©CMP Associates, 2012. All rightsresesrved. 7
© CMP Associates, 2012. All rights reserved.
ODP HR Function ExampleProject Objective
Identify improvement opportunities for HR function from an overall“outside-in”/client perspective as well as for key processes
(Analysis Tools) Maps
Map showing the internal and external interdependencies between partsor internal processes within the HR function and their customers andsuppliers (both internal and external to ODP)
For each part/process we developed the process maps for how itserviced its internal and/or external customers
Employment Law
Lawsuit Avoidance and Caseload Management Process
Questions Obtained (&Logged)/ Issues & Risks (&Potential for “Occurrence”
in other Situations orStates) Determined/
Documented
In co m in g la wsu its a re a lrea d y lo g g ed a n dreviewed to id en tify tren d s a n d d eterm in e th e
n eed fo r p ro a ctive stra teg ies to m in im ize fu rth errisk a n d /o r rela ted su ites. Co n sid er crea tin g a lo gto reco rd q u estio n s co m in g in to th e Em p lo ym en tLa w a rea , b y typ e a n d p o ten tia l im p a ct (a s well a s
a p p lica b ility to o th er a rea s o r S ta tes) . S u ch a“d a ta b a se”wo u ld b e im p o rta n t in d evelo p in g
co m p reh en sive wo rklo a d a n d p ro d u ctivityin fo rm a tio n . I t wo u ld a lso b e in p u t th a t wo u ldsu p p o rt reco m m en d a tio n o f p ro a ctive step s o rp ro g ra m s to a vo id la wsu its o r m in im ize O D P’s
fin a n cia l exp o su re.
Action Alternatives &/orResource RequirementsDetermined & Presented(Follow-up Requirements
Determined & Scheduled, asAppropriate)
D ep en d in g u p o n th e level o f risk a n d rela tedfin a n cia l exp o su re, it m a y b e a p p ro p ria te to
co n sid er req u estin g a n d sch ed u lin g fo llo w-u p fo rp o ten tia lly h ig h im p a ct q u estio n s ( issu e a rea s) .Co n sid er d evelo p in g a n d im p lem en tin g a VERY
sh o rt a n d ea sy to u se feed b a ck d evice fo r“cu sto m ers/clien ts”wh o ca ll in to Em p lo ym en tLa w. I f it is sh o rt a n d ea sy en o u g h , it co u ld b ep ro vid ed to a ll ca llers. O r, a p ercen ta g e co u ld b eg iven th e o p p o rtu n ity to p ro vid e feed b a ck o n th e
q u a lity/va lu e a n d tim elin ess o f th e g u id a n ce(service) th ey receive. (S u ch a d evice wo u ld likely
h a ve a p o sitive PR effect a s well a s p ro vid in gva lu a b le feed b a ck fo r m a n a g em en t o f th e u n it
a n d fu tu re p la n n in g .)
Charges/LawsuitsObtained & Logged/ Issues(Including Risks, ImmediateImpact & Future or Related
Risks) Determined &Documented
A m ea su re o f th e “su ccess”(va lu e) o f g u id a n cep ro vid ed to ca llers, wo u ld b e th e n u m b er,
p ercen ta g e a n d fin a n cia l im p a ct o f th o se th a tco m e in la ter a s la wsu its, i.e., th a t were n o t
a vo id ed , o r, p erh a p s, n o t m in im ized versu s th eestim a ted va lu e o f la wsu its a vo id ed .
A lo g o r reco rd is a lrea d y in p la ce to ca p tu re th etyp es o f ca ses o r issu es rep resen ted b y la wsu itsfiled a g a in st O D P. Co n sid er a u g m en tin g th is
d a ta b a se b y a d d in g a n in d ica tio n o f th e d ifficu ltya n d /o r rela tive stren g th o f th e O D P p o sitio n
rela tive to a n y su it. S u ch a “weig h tin g ”m ech a n ism co u ld h elp in a rrivin g a t a rea listicp ro d u ctivity estim a te. I t co u ld a lso h elp to p u t
resu lts a ch ieved in to th e p ro p er co n text.
Cases “Defined”&Prioritized (Issues, ODP
Case “Strength,”&Financial or OperatingImpact Determined)
In o rd er to su p p o rt th e q u a lity a n d p ro d u ctivity o fca selo a d m a n a g em en t , so m e b a sic d a ta (o ver
tim e) n eed s to b e a va ila b le reg a rd in g th e n a tu rea n d vo lu m e o f in co m in g ca ses a n d q u estio n s a n d
th e h a n d lin g o f th a t wo rklo a d th ro u g h th e“Em p lo ym en t La w Ca se Ma n a g em en t Pro cess.”
•# (a n d %) o f ca ses b y ca se stren g th a n da va ila b ility o f critica l/req u ired d o cu m en ta tio n
•# (a n d %) o f ca ses b y ca se typ e o r issu e a rea
•# (a n d %) o f ca ses b y “va lu e”o r O D P cu rren t a n dp o ten tia l fin a n cia l exp o su re (su ch a s th e p o ten tia lfo r o th er like/a n a lo g o u s ca ses, rela ted o r “fo llo w-o n ”ca ses) , i.e., p o ten tia l exp o su re in a d d itio n toth e va lu e o f th e cu rren t ca se
•# (a n d %) o f ca ses th a t co u ld h a ve rea so n a b lyb een a vo id ed co n sid erin g p revio u sly receivedsim ila r o r rela ted ca ses o r situ a tio n s in wh ichq u estio n s co m in g in to th e Em p lo ym en t La w a reap ro vid ed a “h ea d s u p .”
Case by Case DismissalPotential Determined /
Action Alternatives (withCost/Benefit) Defined &
Recorded (or Updated) forthe Current Caseload
Wh a t a re th e fa cto rs th a t a re weig h ed to esta b lish th e co st/b en efit b y a ctio n a ltern a tive o f a d d ressin g ea ch n ew ca se in th e cu rren t ca selo a d ? Fo r exa m p le, th o u g hth ere m a y b e a sh o rt term fin a n cia l co st/b en efit ra tio n a le fo r p la n n in g to try to settle a ca se versu s ta kin g it to co u rt ( if d ism issa l p o ten tia l is lo w o r n o n existen t) ,
th ere m a y b e lo n g er term “co sts”fo r settlin g a ca se if settlin g sets a p reced en t a n d en co u ra g es o th er sim ila r ca ses to b e filed .
Dismissal Obtained?
Exit
Settlement Obtained?
Yes
Exit
Litigators or LitigatorAlternatives Identified &Prioritized by Issue/CaseType & Attorney “Track
Record”
Firm Selected (FeesEstablished as Negotiated)
& Contract In Place
Th e q u a lity o f p erfo rm a n ce h ere is b a sed u p o n Em p lo ym en t La w’s a b ility to m a tch ca ses to th e stren g th s o f a va ila b le litig a to rs. I t is a lso a n a rea in wh ichth e a b ility to n eg o tia te a rea so n a b le fee stru ctu re is a va lu e a d d ed . (Po in ts o f co m p a riso n h ere in clu d e th e fees stru ctu re n eg o tia ted with th ese sa m efirm s b y O D P Co rp o ra te co u n sel, “sta n d a rd ”fees b y ca se typ e a n d ca se stren g th , a s well a s, fees ch a rg ed to o th er clien ts b y selected firm s - - if th a t
in fo rm a tio n ca n b e o b ta in ed ) .
Interface Provided &Litigators Supported as
Required
Decisions Obtained & CaseManagement Perfor-mance Determined (&
Reported)/ Future Implica-tions Determined & Proac-
tive Strategies Defined
Exit
•U p d a ted Ca se Ma n a g em en t “S ystem ”(Reso lu tio nIn fo rm a tio n b y Ca se, Ca se S tren g th &/o r Issu e)
•Tren d s (Reso lu tio n Ra tes b y “Meth o d ”, Issu e/I ssu eCa teg o ry, To ta l Co st, To ta l T im e)
•Future Risk s/Vulnera b ility (Po tentia l Ex p o sure)
Co n sid er d evelo p in g p ro d u ctivity in fo rm a tio n o n cea d a ta b a se is in p la ce to ca p tu re b a sic
in fo rm a tio n a b o u t th e weig h ted vo lu m e a n d va lu eo f th e ca selo a d a n d th e a ctu a l h o u rs (co st)
in vested versu s exp ected o r “sta n d a rd ”h o u rs/co st.
Co n sid er d evelo p in g ca selo a d m a n a g em en tq u a lity m ea su res th a t lo o k a t th e reso lu tio n o f
ca ses co n sid erin g :
•th e stren g th o f O D P’s p o sitio n (d ifficu ltym ea su res)
•th e p o ten tia l a d d itio n a l risk/exp o su re with likeo r rela ted ca ses (a n d a n a b ility to elim in a te o r
m in im ize th e fin a n cia l im p a ct)
•p o ten tia l ca ses a vo id ed (via g u id a n ce p ro vid ed inresp o n se to in co m in g q u estio n s)
•p o ten tia l ca ses a vo id ed via p ro a ctive a ctio n s tob rin g releva n t p a rts o f th e o rg a n iza tio n in to
“co m p lia n ce”
Compliance Process
•Cu rren t Em p lo yees•Fo rm er Em p lo yees•Ap p lica n ts•”S p ecia l In terest G ro u p s”
Litigants/Complainants
ODPHRProfessionals
•”La wyer Letters”•La wsu its
•Q u estio n s•Req u ests fo r G u id a n ce•Ad d itio n a l In fo rm a tio n•Co rp o ra te
•S h a red S ervices•Field
•Req u ests fo r Cla rifica tio n•Req u ests fo r Ad d itio n a l In fo rm a tio n
•G u id a n ce (&/o r Reso u rces)•Fo llo w-u p Req u est (& S ch ed u le)•”Clien t”Feed b a ck Req u est
Q u estio n s
•New Ca ses•U p d a ted Prio rities (Existin g Ca ses)•Ca selo a d D a ta Ba se (Ca selo a dMa n a g em en t “S ystem ”)
Federal (& State?)Employment Law
Compliance RequirementsMaintained Up-to-Date/
Changes & SignificantTrends Highlighted
ODPDiversity
•H ig h Im p a ct D iversity I ssu es &/o r Ca ses•Leg isla tive Tren d s (& S tro n g Lo b b ies)•G o a l & Pla n Cla rifica tio n Req u irem en ts( fo r th e Field )
FederalGovernment
States ( ?)/State
Agenciesor Entities
•Co m p lia n ce “Ru les”/Req u irem en ts•Pa st Au d it Resu lts•Im p ro vem en t/Actio n Req u irem en ts•Au d it Fo llo w-u p S ch ed u le (a sAp p ro p ria te) •Em p lo yee Ma n a g em en t “Ru les”
•Leg isla tive Ch a n g es•Em p lo ym en t La w (H ig h Pro file) Ca ses•Co n tra cto r Req u irem en ts•S p ecific Bid /Co n tra ct Req u irem en ts
ODP Compliance ResultsCompiled & Reported (as
Scheduled/Required)/Improvement
Opportunities AreasIdentified
•”Ru les”/ Co m p lia n ce Req u irem en ts•”S elf Au d it”o r O th er O D P Co m p lia n ce Jo b Aid s
•Wo rkfo rce Resu lts•Im p ro vem en t O p p o rtu n ity Area s
Improvement ActionsDocumented (Against SelfAssigned Goals &/or AuditRequirements) & Reported/Changes or Enhancements
Determined as Possible
•Im p ro vem en t Actio n Pro g ra m s & Pla n s•Im p lem en ta tio n Pro g ress & In -Pro cess Resu lts
External Audit ProcessFacilitated/Supported &
“Answer”or AuditResponse Requirements
Obtained, Assigned &Follow-up Scheduled
•Au d it Resu lts•Actio n Req u irem en ts
•Actio n Req u irem en ts (S p ecific Assig n m en ts)•Fo llo w-u p S ch ed u le
Severance Process
H o w ca n /sh o u ld “in tellig en ce”g a th erin g resp o n sib ilities b e sh a red with o th er H R a rea s in o rd er to su p p o rt p ro a ctive a ctio n sa n d p ro g ra m s to a vo id co m p lia n ce issu es, fin es a n d /o r la wsu its? (Fo r exa m p le, sh o u ld D iversity b e resp o n sib le fo r
id en tifyin g , tra ckin g a n d rep o rtin g o n issu es, tren d s a n d h ig h im p a ct/p ro file ca ses th a t fa ll in to th e wo rkfo rce d iversity a rea ? )
H o w a re S ta te level co m p lia n ce req u irem en ts h a n d led a n d is th ere a sp ecific ro le fo r u p p er level H R p ro fessio n a ls in th e field , inth is reg a rd ? I f th ere is, wh a t jo b a id s o r o th er reso u rces ca n /sh o u ld b e p ro vid ed b y Em p lo ym en t La w (Co m p lia n ce) to
p ro p erly su p p o rt a n d fa cilita te th ese effo rts?
Wh a t a re th e fo rm a t a n d tim in g req u irem en ts fo r in fo rm a tio n a n d rep o rtin gin toCo m p lia n ce fro m o th er a rea s su ch a sD iversity.
Wo rklo a d fo r Co m p lia n ce in clu d e req u ired rep o rtin g to th e Fed era l g o vern m en t, to S ta te a g en cies a n d in su p p o rt o f sa lesco n tra cts. I t a lso in clu d es ven d o r certifica tio n , a n o n g o in g lia iso n ro le with D ep t. o f La b o r, Im m ig ra tio n , etc., a s well a s,su p p o rt fo r th e co n stru ctio n o f extern a l b id s b y O D P Na tio n a l S a les a n d in resp o n se to EEO C issu es/co m p la in ts. Th e cu rren t
wo rklo a d a p p ea rs to p reclu d e a n a b ility to fo cu s o n p ro a ctive step s/d a ta g a th erin g , a n a lysis a n d rep o rtin g . Th is isa g g ra va ted b u t a co n tin u ed n eed to ru n rep o rts in two system s u n til Peo p leS o ft ca n b e d eb u g g ed ( in clu d in g a u d it
ca p a b ilities) a n d a n a lysis/rep o rtin g ca p a b ilities en h a n ced . (Wo rklo a d - tem p o ra ry o r p erm a n en t - h a s n o t yet b eenca lcu la ted in term s o f th e tim e va lu e o f o u tp u t p ro d u ce a g a in st la b o r h o u rs in vested .)
Severance Terms (Offer/s)Obtained & Clarification or
Additional InformationRequested as Required(Completed Checklist)
Th e S evera n ce Ch ecklist is a n exa m p le o f a jo ba id ( fo r H R G en era lists) crea ted b y Em p lo ym en tLa w to en su re th a t co n sisten tly a ccu ra te a n dco m p lete in fo rm a tio n is received o n th e fro n t
en d (a s req u ired ) to p ro p erly d rive th esevera n ce p ro cess.
Ea ch RIF is d ifferen t. Th is la ck o fsta n d a rd iza tio n keep s it a “m a n u a l”p ro cess. I tis fu rth er co m p lica ted b y la ter ch a n g es fro m th e
field o n a co n tin u in g b a sis
Severance Agreements (&Due Dates) Prepared &
Distributed to HRGeneralists / Follow-up
Scheduled
•List o f Em p lo yees•S evera n ce Term s (Ch ecklist)
•S evera n ce Ag reem en ts•S p rea d sh eets (S ep a ra te)- ( to Co m p en sa tio n )
- - Na m e, ID , La st D a y, Co m p en sa tio n In fo rm a tio n- ( to Ben efits)
- - Na m e, ID , La st D a y, Ben efits In fo rm a tio n
Action Requirements (bySigned Agreement)
Distributed to Payroll &Appropriate HR Specialty
Areas
Agreements ObtainedOn -Time as Required
?
Yes
Ad d itio n a l In fo rm a tio n o rCla rifica tio n (a s Req u ired )
Fo llo w-u p /D u e D a te Rem in d ers
No
Actio n Req u irem en ts (b y H R S p ecia lty)
Th is p ro cess is o p era ted o n ly a s req u ired . An d ,th e efficien cy o f th e o p era tio n o f th e p ro cessd ep en d s, in p a rt, o n th e lea d - tim e p ro vid ed to
Em p lo ym en t La w b y lin e m a n a g em en t.
Th e a llo wa b le p erio d fo r sig n in g a g reem en tsd iffers fo r em p lo yees d ep en d in g u p o n wh eth er
th ey a re o ver o r u n d er 4 0 yea rs o ld .
No te th a t th e co m p letio n o f th e p ro cess toim p lem en t a g reem en ts is u n d er th e co n tro l o f H RG en era lists, sin ce it g o es o u t o f th e co n tro l o f
Em p lo ym en t La w wh en severa n ce a g reem en ts a rep rep a red fo r sig n a tu re a n d sen t to H R G en era lists.Wh en is th e fo llo w-u p co n ta ct m a d e if a g reem en tsa re n o t o b ta in ed ? Th a t is, is th e co n ta ct m a d e
with en o u g h lea d - tim e to su ccessfu lly execu te th ea g reem en t with in th e a llo tted tim e fra m e?
ODPPayroll
Actio n Req u irem en ts
Draft Sub Process Flows (for Discussion Only) --Updated September 3, 2003
© CMP Associates, August 18, 2003.
Yes
NoNo
O u tco m es (Ca se Ma n a g em en t In p u t)O u tco m es (Ca se Ma n a g em en t In p u t)
•U p d a ted Ca se Ma n a g em en t “S ystem ”(Reso lu tio nIn fo rm a tio n b y Ca se, Ca se S tren g th &/o r Issu e)
•Tren d s (Reso lu tio n Ra tes b y “Meth o d ”, Issu e/I ssu eCa teg o ry, To ta l Co st, To ta l T im e)
•Future Risk s/Vulnera b ility (Po tentia l Ex p o sure)
Additional Informationor Clarification Providedas Requested/Required
S ig n ed /Neg o tia ted S evera n ce Ag reem en ts
In co m in g issu es/q u estio n s a n d co m p la in tsca n n o t b e co m p letely a vo id ed even with
p ro a ctive resea rch ( in tellig en ce g a th erin g ) a n da n a lysis. H o wever, th e n u m b er o f su chq u estio n s a n d co m p la in ts o r th e exten t o f
co n seq u en ces (p a rticu la rly fin a n cia l) ca n m o stlikely b e m in im ized . T im e to d evo te to th is a read ep en d s o n a n a b ility to m a n a g e th e o n g o in gco m p lia n ce rep o rtin g , ven d o r certifica tio n a n db id /sa les su p p o rt wo rklo a d . T im e req u ired tom eet th e o n g o in g wo rklo a d is g rea ter in th ecu rren t tra n sitio n en viro n m en t d u rin g wh ichtim e a d d itio n a l tim e is req u ired to d eb u g a n d
su p p o rt Peo p leS o ft.
•EEO1 A nnua l Filing (Federa l)•A ff irma t iv e A ct io n Pla ns (4 9 )•M ult iy ea r C o ntra cts•Bids ( in suppo rt o f N a t io na l Sa les)
ODPNational
Sales Bid S u p p o rt Req u irem en ts/Req u ests
Co m p lia n ce Resu lts (Rep o rts)
(Questions & ComplaintsObtained & Response
Requirements Determinedor Confirmed) PerformanceResults/Status Researched
& Reported
•Issu es/Q u estio n s(D o L, S S A, Wa g e & H o u r, Etc.)
•EEO C Co m p la in ts
•In fo rm a tio n (a s Req u ired )•Co m p la in t Resp o n se
•Req u ests fo r Ca se-S p ecific Resea rch•Req u ests fo r Ad d itio n a l In fo rm a tio n
•Prio rit ies D etermined (IssueV o lume & Issue V a lue o r C o st )
•Turno v er R a tes/Trends•Pro mo t io n R a tes/Trends•Hiring & Select io n Perfo rma nce
Th e p reva len ce o f wo rka ro u n d s in th e field m a y b e so m e o f th e rea so n th a t th e in teg rity o f Peo p leS o ftd a ta h a s n o t b een o p tim ized o r m a in ta in ed . Th e cu rren t p ra ctice is to d evelo p n eed ed in fo rm a tio n tod rive rep o rtin g via th e “o ld ”wa y/d a ta a n a lysis reso u rces a n d th en ru n rep o rts in Peo p leS o ft to en su reth a t rep o rtin g is co m p leted o n tim e a n d a ccu ra tely. Peo p leS o ft d a ta issu es ca n th en b e iso la ted fo r
tro u b le sh o o tin g .
1 ) Reg a rd in g d a ta in teg rity ca u se b y co n tin u in g wo rka ro u n d s, eith er crea te co n seq u en ces fo r u sin gwo rka ro u n d s o r “fix”th e p ro ced u res a n d p o licies so th a t th e rea so n s fo r wo rka ro u n d s a re elim in a ted
a n d , th en , in sta ll co n seq u en ces fo r n o n co m p lia n ce.
2 ) Reg a rd in g Peo p leS o ft rep o rtin g ca p a b ilities ( su p p o rtin g th e q u ery p ro cess wh ile n o t jeo p a rd izin gth e p ro d u ctio n en viro n m en t) co n sid er a n in terim step p rio r to in vestin g in wo rkfo rce a n a lytics. Th a t is,co n sid er th e sh o rt term o p tio n o f crea tin g a co p y o f Peo p leS o ft ea ch n ig h t a n d ru n n in g th e co p y o n a
sep a ra te server d ed ica ted o n ly to rep o rtin g .
•S ite Visit Req u irem en ts/S ch ed u le•Fo llo w-u p Q u estio n s•Fo llo w-o n Actio n In tern a l “Co m p lia n ce”Rep o rtin g Req u irem en ts
G o a l & Pla n Cla rifica tio n Req u irem en ts( fo r th e Field )
Affirm a tive Actio n Pla n s(S ite S p ecific)
•Relea ses•S p rea d sh eets
Termination (in theSystem) Verifed
?
Yes
No
Term in a tio n Req u irem en ts(S ystem U p d a tes) - to th e“Field ”
© CMP Associates, 2012. All rights reserved.
ODP HR Function Example
CMP Associates
© CMP Associates, 2012. All rights reserved.
ODP HR Function Example
CMP Associates
Analysis Tools that Involve & Engage(IFTDO 2012 Kuwait)
6/25/2012
©CMP Associates, 2012. All rightsresesrved. 8
© CMP Associates, 2012. All rights reserved.
ODP HR Function Example
CMP Associates
Project Objectives Achieved
Comprehensive set of improvement opportunities documentedfor HR function from an overall “outside-in”/client perspective aswell as for key processes (refined and validated –includingopportunities –first with relevant “process owners”)
Plus . . . People Involvement and Engagement
•Led to further more detailed analysis and use of mapsthroughout the function with clients and new hires
•HR Management empowered by their ability tohighlight/present (to EVP HR & senior team) importantimprove-ment opportunities with substantive plans toaddress them
•New EVP later used maps with findings package as a keytool in orienting himself to the company & HR function.
© CMP Associates, 2012. All rights reserved.
Project Objective
Comprehensive (performance-focused) store learning systemdesign and development resources
(Analysis Tools) Maps
“Picture" of the fit into the marketplace and the rest of thecorporation in order to service customers.
Map designed to: (with Store, District, and Region Managers)•document known facts•reality check understanding of “how it works”
OFFICE DEPOT
U pdated 5/ 25/99
•P roductS elections•TakeA Tickets
Delivery (Goods)Obtained
Pallet CountDiscrepancies
Ident ified &Document edor
R esolved
Cross Dock?
C arton Count &/orOther
D iscrepanciesIdentified &R esolved
Yes
N o (UP S, RP S,Fed E x)
Goods Receivedby Item, Labeled(SK U &/or Loca-
tion) & O/S D eter-mined & R esolu-
tion RequirementsD etermined
Overages& /orShortages &
Car rier P ick-upRequirementsReported asDocumented
Cart onC ountDocumented&
Entered (Key Rec# Obtained)
Goods R eceivedbyI tem, Labeled
(SK U &/orLocation), O/S
D ocumented &Inventory Updated
Inventory U pdated
CurrentlyStocked/POG'd
Item?
Yes
MerchandisingR equirements
(Location, DisplayType & Date)Determined/
Obtained
Lock-up It emsSegregated,Verified by
Management &Stored)
Goods Organizedfor S ellingF loor
Display orS tor age
Non-F urnitureItems?
Yes
No ( NewItems)
Furniture ItemsS tocked (as
"Planogrammed"/Or ganized forEasyAccess)
N o(Furniture)
Goods R eceived and Inventory U pdated (RECEI VIN G)
2 3
POG/Merchandise S etR equirements
Obtained &Implemented
MerchandiseD isplayed/ Orga-
nized toF acilitateCustomer
S election (as perPOG)
Set Maintained (toP OG standar d&
includingRecover y) , HolesIdent ified & Filled
(P ulled Dow n)
Zero OnH ands(OH) Identified/
Green D ot ted &Slow Moving
D isplaysHighlighted
GoodsMerchandised, Floor Displays & StockMaintained & CustomersA ssisted (STOCK ING)
Incoming FreightOrganized by
Aisle & Placed (onthe SalesFloor)
for Display orStorage
3 GoodsD isplayed(Holes Filled) &E xcessItemsS tored (Top
Stock)
Chronic Outs, OHAdjustment
R equirements &Slow Moving
ItemsI dentified&R epor ted
C ustomerAssistance
R equirementsDetermined
N eeds Confirmed,Goods
Located/FAB 'sP resented & A dd-
ons Proposed
Sufficient ProductKnowledge
?
Yes
N o (Unanswered Questions)Paper
CustomerAssistance
R equirementsD etermined
C ustomer Pr oductN eeds& Decision
Making CriteriaDefined&
C onfirmed
Equipment &/orS upplies
AlternativesD eter mined
( "Packaged") &P riced
Opt ions Pro-posed/P resented(Including FAB's
f orE ach)
Customer R equirem entsDetermined & " Solutions" Proposed (C ST/ F)
Order & C ustomerInf or mation or
Business C ar dObtained
(C ustomer D ataBaseU pdated)
Add-onsSuggested/
Pr esented asPossible
Follow -up/ Custo-mer Satisfaction
Determined &Additional S elling
OpportunitiesIdentified
S electionsA ssembled( for
P ur chase)
•P roduct S elections•A dd- on Suggestions•U nmet N eeds
5
SHOPPERS
MARKETPLACE
Custo mers
Lock-up It emRequirements
Identified &R equested (Take
A Ticket)
Custom erS elections
Scanned/PaymentR equir ements
D eter mined
P aymentC ollected,R ebates &C oupons
P rocessed &R eceipt Provided
Product OOS's,Gaps& C ust omer
SatisfactionIssuesIdentified&
Reported
Transacti ons C om pl eted/P ayment Obtai ned (CASH IER S)
6
7
8
Telemarketing orR ef er ralOptions
Proposed (asP ossible &
A ppr opr iate) 9
•Product Selections•Take A Tickets
Damaged, Defecti ve & D isconti nued Goods Returned orDestroyed (D & D/R TV)
•Th ank You's•S atisfaction Questions•A dd-on Suggestions
C ash & C heckR eceipts Reconciled/ Discrepanci es Identif ied, Corrected & PreventativeMeasures Implemented (CASH OFFI CE)
Products, Services, Paper PurchaseA dvice & A dd-onSug gestionsProvided (C OPY C ENTER )
•P roject Requirements•P roduct S pecifications•Technical Questions
DELIVERY CENTER
STORE
CRO SS DOCK
UPS/RPS/Fed Ex
•Signed Manifest /R eceivingD ocs•Damaged Cartons/Goods•Goods Delivered in Err or
•Goods•Manifest/
Receiving Docs
•Goods•Manifest/Receiving Docs
A/P Discrepancy Report
N o ( Unansw ered Questions)Technology & Furniture
New C ust omeror Job
?
Yes
C ust omer JobR equirements
Obtained,C lar ified &C onfir med
"Solution"A lternatives
Determined &P resented
(Including Tim e&C ost)5
Job "Order"Obtained &
Paym ent /D epositR equirements
D etermined
TurnaroundCommitments
N egotiated &/orC onfirmed(as
Appropriate)
Jobs Scheduled&/or C ompleted
(or Obt ained)P riced &
C ustomer Notified(asA ppr opr iate)
JobsP resented,C ustomer
SatisfactionConfirmed & Add-
ons Suggested(asP ossible)
Job SpecificationsOn File
?
Yes
No
Due D ate &Modified or
S pecialR equirements
Obtained &Confirmed
Internal Job?
Yes
V endor"I nstructions"/
Order FormCompleted&Transmitted
(Faxed)
Vendor Turn-around C onfirmed
(& Follow -up"Scheduled &Completed as
Necessary)
ExternalCPC
Vendors
Vendor Order Form(Instructions)
•C ompleted Jobs•Vendor Invoices
Follow -up
Order Confirmation
R edo Requir em ents
No
V endor InvoicesApproved& Pay-ment Authoriza-
tion" Report"Prepared (Signa-
ture Obtained
ToFLORIDA
Return s, Exchanges & Other Special Transactions Completed (CUSTOMER SER VICE)
"S pecial Or der"Requirements
" Draw er s"Prepared & P riorDay'sN etC ash
Plus ChecksTotaled &
R ecor ded
Register TotalsD etermined &
Recorded/D iscrepancies
Identified &H ighlighted
DailyD epositsP repared&
System Updated(D eposit Amounts
K eyed)
TransactionIr regularitiesIdentified &Reported byRegister &
Cashier
Trends&Frequently
Occur ring Er rorCausesIdentified
& Resolved asP ossible
TelemarketingOr der
R equir ementsObtained &C onf irmed
Orders Entered,Delivery Dat eDetermined &
C ommunicated
16
C ompleted Jobs
Job Feedback (includingRedo Requirements)
•Pr oduct Selections•TakeA Tickets
•Feedback•Guidance•JobA ids•Training
Ret ur ned Goods&Receipts "Evalu-ated"/ RefundsAuthorized or
Refusal ReasonP rovided
Delivery Date
Orders
•Product (Deliveries)•Schedule C hanges/Updates
16
•Returned Goods•Problem( Reason)
S pecifications•Purchase R eceipt
D amaged & D efectiveGoods
Goods (Restock)
Damaged &D efective Goods
Obtained &Automatic R eturnItemsIdentified/
Returned
Good Merchan-dise & R epairable
ItemsMadeR esale R eady ,Priced& Placedfor R estocking
R eturn Authori-zations or OtherVendor Instruc-tionsObtained/On H andD &D
Minimized
R eturnedGoods
R eturnedGoods
•Clearance/ SpecialP riced Goods
•Stocking/D isplayInstructions
R TV NoticeObtained &
Return P rocess"Scheduled" /P rior-
itized in R eturnD ate Or der
Goods Located &Shipped & On-
H and InventoryData BaseU pdated
10
5
1311
12 14
15
ToFLO RIDAD eposit Advice
ReconciliationInformation
Bank
Goods Di spl ayed on the SalesFl oor (MERCH AND ISI NG)
P lanogram" Schedule"
Obtained/ M er -chandising (S et
&/or R eset) H oursAllocated
New P OG's&POG Updates
Obtained/R elatedGoods & Fixtures
Located &Assembled
PlanogramsC ompleted &/or
Associate E rrorsor OmissionsResolved as
Identified
•Planograms•MerchandisingA ssignments•Fixtu res( Locations)•Goods (Locations)
Goods
No(Fixtures)
Merchan dising Sto re Plann ing
•PlanogramSchedule
•Planograms
•P lanogramSchedule
•P lanograms
2
Goods
Goods
1
4
Co mpetitor s
Cont r ac tSales(BSD)
Tele -m ark et ing
Sales
17
Of fice
Depot E-Comm erc e
18 19
Market Oppor-tunity Established
or Confirmed &Goals In- Place/Communicated
(MAN AGE MEN T - SM/ASM)
Store BusinessD evelopment
PlansE stablished& "Resourced"
( Including Staffing& Training)
Market-basedPOGor Assort-ment Oppor tu-
nitiesIdentified &P resented/
"N egotiated"
20
S tore Merchan-dised & Perfor-
manceImprove-ment Opportu-
nities Identified &I mplemented
Small BusinessWant s& N eeds
Updated, SolutionSets Defined &R elationships
Established
21
(Interfaces)Oper at ing &
S elling ObstaclesIdentified &
Eliminated orMinimized
22
D ivision Adver-tising & S pecial
Programs/ Promo-tions Supported(R esources In
Place)
Store (or District)Special Pr ograms/
Pr omotionsImplemented &
Results R eported(S har ed)
23
Customer Base &C onversion(Shop-
pers to Custo-mers) Perfor-
mance Opport u-nities Identified
PerformerImprovement
RequirementsD et ermined,
Documented &C ommunicat ed
St oreR esultsE valuated/
ImprovementOpportunities
Det er mined &Reported
21
No
© CMP Associates 1999. All rights reserved.
CMP Associates
Office Supplies Example
© CMP Associates, 2012. All rights reserved.
Office Supplies Example
CMP Associates
Analysis Tools that Involve & Engage(IFTDO 2012 Kuwait)
6/25/2012
©CMP Associates, 2012. All rightsresesrved. 9
Project Objectives Achieved
•Confirmed fundamental relationships and store operatingprocesses (Map validated)
•Detailed process definition enabled/supported
Plus . . . People Involvement and Engagement
Store, District and Region Managers:•An objective picture and way to bring up important issues versus anappearance of complaining, defensiveness or rivalry
•Map uses:✓orienting new hires,✓career planning discussions,✓refining management measures,✓planning improvements at the store level, and so on
•Built active and proactive support for the learning system effort
© CMP Associates, 2012. All rights reserved. CMP Associates
Office Supplies Example
Telcordia Example
© CMP Associates, 2012. All rights reserved.
Project Objective
Identification of performance improvement opportunities withinthe Call Center/Help Desk for Technology Services (TS)
(Analysis Tools) Maps
Documented the relationships between the major parts of TS for keyservice areas (ex. Telephone, Voice Mail, Internal Apps., PC Support,Development Lab Mgt., External Client Services, etc.)
Documented the cross-functional sequence of accomplishments fromclient call to problem/question resolution by help desk agents (directlyor via Engineering, External Break-Fix Contractors or engineers fromanother part of TS)
SAIC
EXTERNALCUSTOMERS
Telcordia - Help Desk , PCM (Example)
Telcordia
IT
Non-VoiceProblemor
ServiceRequest
?
StrategicBusiness
Units
RemoteDelivery
Operations
SalesOffices
CorporateDepartments
ServiceRequests/Requirements
Yes (PSM)
Voice &Video
Services
No•Voice or VideoConferencingRequest•TelephoneInstallationRequirements•TelephoneProblemSpecifi-cations
Quick Call?
ACD
Yes
Help Desk
Information,Walk-Through orOther ServiceProvided &
Request Closed
2
•Information•Software or Other Walk-Through
•IR AssignmentNotification•Satisfaction Survey
GWINo
•IR/SR Specifications•IR/SR Resolution(Closed Ticket)
PSM SiteSupport
•Telephone Installation•Video Teleconference Services•Conference Bridge Services•EquipmentRepair
3
•QC ProblemSpecification•QC Call Resolution
Server Repairs
1
•CustomSoftware Products•Consulting Services/Support•Product Installations
HardwareProblem
?
No
MaintechHardware
Maintenance
Yes (IR)
•Software Corrections•Configuration Modifications•Technical Guidance (Software or Hardware)
•IR Resolution (Closed Tickets)•Software Issues
4
•IR Updates•IR Resolution (Closed Tickets)
No (IR Specification)
Dir
ecto
rM
an
ag
er
Help
Desk
Ag
en
t(F
ron
tL
ine)
Sec.A
dm
in.
RT
O
Past Year/PeriodPerformance
Results (T rends& Opportunities)
Determined
Changes &/orFuture ClientPerformanceRequirements
Obtained
ManagementPerformance
(Goals) & BudgetRequirements
Obtained
Help DeskPerformance
(Goals) & BudgetEstablished/Finalized
Metrics &Related Process
& PerformerManagement
System Updated
Updated Metrics& Related Pro-
cess & PerformerManagement
System Obtained
Updated Process& Performer
Goals & Moni-toring/FB T oolsCommunicated
Updated Process& Performer
Goals & Moni-toring/FB T ools
Obtained
Updated Process& Performer
Goals & Moni-toring/FB T ools
Obtained
Updated Process& Performer
Goals & Moni-toring/FB T ools
Obtained
System Sign-onCompleted &
Readiness Sta-tus Maintained
Up-to-Date
Calls Obtained/Customer NeedsConfirmed & Call
T ype VolumeIssues Reported
Agent Skil lProfi les (Inc ludingPrimary & Secon-dary) Maintained
Up-to-Date
Agents Hired &Scheduled(Workload
RequirementsSupported)
Quick Call(< 5 Minutes)
?
Yes
No
Call VolumeEstimated &
Agents (Inc ludingContrac tors)Scheduled
Client Serv ice (Productiv ity) Goal JeopardiesIdentified or Anticipated & Resolv ed
Call Queue &Wait T ime IssuesIdentified & Re-solved or Moni-toring Ass igned
Telcordia Help Desk
•Questions (hardware &software)•Installation Requirements•Breakdown/Issue Descriptions
Excessive Call Volume by Type
New Vers ionRelease or OtherGeneral ImpactIssues Obtainedor Determined
Front EndMessaging (HDEffic iency/Effec-tiveness) Oppor-tunities Identified
Front EndMessages
Developed &Implemented as
Required
Clients
(© CMP Associates, Draft for Discussion Only) - January 12, 2000
CMP Associates
Telcordia Example
© CMP Associates, 2012. All rights reserved.
SAIC
EXTERNALCUSTOMERS
Telcordia - Help Desk , PCM (Example)
Telcordia
IT
Non-VoiceProblem orServiceRequest
?
StrategicBusiness
Units
RemoteDelivery
Operations
SalesOffices
CorporateDepartments
ServiceRequests/Requirements
Yes (PSM)
Voice &Video
Services
No•Voice or VideoConferencingRequest•TelephoneInstallationRequirements•TelephoneProblem Specifi-cations
Quick Call?
ACD
Yes
Help Desk
Information,Walk-Through or
Other ServiceProvided &
Request Closed
2
•Information•Software or Other Walk-Through
•IR Assignment Notification•Satisfaction Survey
GWINo
•IR/SR Specifications•IR/SR Resolution(Closed Ticket)
PSM SiteSupport
•Telephone Installation•Video Teleconference Services•Conference Bridge Services•Equipment Repair
3
•QC Problem Specification•QC Call Resolution
Server Repairs
1
•Custom Software Products•Consulting Services/Support•Product Installations
HardwareProblem
?
No
MaintechHardware
Maintenance
Yes (IR)
•Software Corrections•Configuration Modifications•Technical Guidance (Software or Hardware)
•IR Resolution (Closed Tickets)•Software Issues
4
•IR Updates•IR Resolution (Closed Tickets)
No (IR Specification)
CMP Associates
Analysis Tools that Involve & Engage(IFTDO 2012 Kuwait)
6/25/2012
©CMP Associates, 2012. All rightsresesrved. 10
Telcordia Example
© CMP Associates, 2012. All rights reserved.
Dir
ec
tor
Ma
na
ge
r
Help
Desk
Ag
en
t(F
ron
tL
ine
)S
ec
.A
dm
in.
RT
O
Past Year/PeriodPerformance
Results (Trends& Opportunities)
Determined
Changes &/orFuture ClientPerformanceRequirements
Obtained
ManagementPerformance
(Goals) & BudgetRequirements
Obtained
Help DeskPerformance
(Goals) & BudgetEstablished/
Finalized
Metrics &Related Process
& PerformerManagement
System Updated
Updated Metrics& Related Pro-
cess & PerformerManagement
System Obtained
Updated Process& Performer
Goals & Moni-toring/FB ToolsCommunicated
Updated Process& Performer
Goals & Moni-toring/FB Tools
Obtained
Updated Process& Performer
Goals & Moni-toring/FB Tools
Obtained
Updated Process& Performer
Goals & Moni-toring/FB Tools
Obtained
System Sign-onCompleted &
Readiness Sta-tus Maintained
Up-to-Date
Calls Obtained/Customer NeedsConfirmed & Call
Type VolumeIssues Reported
Agent SkillProfiles (IncludingPrimary & Secon-dary) Maintained
Up-to-Date
Agents Hired &Scheduled(Workload
RequirementsSupported)
Quick Call(< 5 Minutes)
?
Yes
No
Call VolumeEstimated &
Agents (IncludingContractors)Scheduled
Client Service (Productivity) Goal JeopardiesIdentified or Anticipated & Resolved
Call Queue &Wait Time IssuesIdentified & Re-solved or Moni-toring Assigned
Telcordia Help Desk
•Questions (hardware & software)•Installation Requirements•Breakdown/Issue Descriptions
Excessive Call Volume by Type
New VersionRelease or OtherGeneral ImpactIssues Obtainedor Determined
Front EndMessaging (HDEfficiency/Effec-tiveness) Oppor-tunities Identified
Front EndMessages
Developed &Implemented as
Required
Clients
(© CMP Associates, Draft for Discussion Only) - January 12, 2000
CMP Associates
Telcordia - continued
© CMP Associates, 2012. All rights reserved.
Project Objectives Achieved
•CC/HD performance from master performer to “world class”
•CC/HD certification with the highest rating ever by a wellknown 3rd party Call Center certifier
Plus . . . People Involvement and Engagement
•Map used to strengthen the relationship between the Call Centerand other parts of TS (partly due to treating them like customers)
•Map became an effective tool for evaluating potential changesand/or for implementing innovations within the Call Center/HelpDesk
•Shared with a new division about to start up and planning to offerCall Center/Help Desk services as an outsourcer
CMP Associates
© CMP Associates, 2012. All rights reserved.
Comments, Questions, Your Examples
CMP Associates
Do you have:
Comments?
Questions?
Your own examples to share?
Interest in seeing more of our examples?
Thanks For Participating!!
July 12, 2012 - ISPI Charlotte