Assignment
\nSubject:
\nComputer Sciences and Information Technology
\nCall Centre Migration Project<\/p>\n
This assignment is already half completed. The remaining parts are the highlighted ones in the first page (that includes the assignment requirements).<\/p>\n
I have attached the completed part of the assignment as well in the same document.<\/p>\n
The remaining parts are:<\/p>\n
\u2022 Planning Processes and Outputs.
\n\u2022 List of prioritized risks.
\n\u2022 Executing Processes and Outputs.
\n\u2022 Milestone report.
\n\u2022 Monitoring and Controlling Processes and Outputs.
\n\u2022 Closing Processes and Output
\n\u2022 Work Breakdown Structure (WBS).
\n\u2022 Gantt Chart using MS Project.<\/p>\n
TABLE OF CONTENT
\nBusiness Case\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u20262
\nProject Charter\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026…7
\nStakeholder Register\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026…\u20268
\nSample of kick-off meeting agenda\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u20269
\nRoles and assigned responsibilities\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026…10
\nPlanning Processes and Outputs\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u202611
\nList of prioritized risks\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026…\u2026\u2026\u202612
\nExecuting Processes and Outputs\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026..13
\nMilestone report\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026…..\u202614
\nMonitoring and Controlling Processes and Outputs\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026…\u2026\u2026\u202615
\nClosing Processes and Output………………………………………………………………………………………….\u2026…15
\nWork Breakdown Structure (WBS)\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026…\u2026\u2026.\u2026\u202616
\nGantt Chart using MS Project…………………………………………………………………………………………..\u2026…17<\/p>\n
BUSINESS CASE
\n1.\tExecutive Summary
\nOwing to the changing business environment, any business seeking to remain competitive within a given industry must seek to adopt a modern call center. In this project the main objectives is to relocate to a new call center that will allow the bank to acquire a competitive edge in the banking industry which will work to drive its profits upwards. In addition, the new call center will ensure that the bank adopts a backup plan in case of any disruptions on the operating call center with the aim of ensuring that services are not interrupted. Cyber security threats are the biggest risks affecting the implementation of this project but adopting the right cyber security framework will help the bank overcome this risk.
\n2.\tBusiness Problem and Opportunity
\nA call center is the back bone of any business marketing department because it is the essential tool that is used to reach out to current and potential customers. However, change is inevitable which means that as a business grows, and competition within its industry increases adoption of new and more efficient business strategies must be embraced. The infrastructure supporting a modern call center has changed tremendously and business need to keep with these changes if they will continue experiencing a healthy return on investment for all the aspects and investments made on these call centers.
\nAs business continues to depend heavily on new and advanced IT infrastructures in order to push their operations efficiently, integrating a call center with the latest technology becomes a necessity. In this case, the business objective of this project is aimed at making sure that the bank\u2018s call center is equipped with a modern IT infrastructure frame that will make it competitive in the banking industry. Other competitors within the industry have already relocated to a modern call center with updated IT infrastructure which has resulted in increased competition. For this reason, the bank seeks to be equally competitive by ensuring that the current IT infrastructure at the call center is upgrade to modern standards.
\nAnother business challenge that this project seeks to solve is to deal with a disaster recovery plan. As the current call center stands, there is no backup strategy in place that the bank would employ should the current call center experience challenges that would make it un-operational. In situations where the call center has experienced down moments due to some system failure, the bans operations are inconvenienced because effective communication between staff member and communication with customers become affected significantly. As such, having relocating to a new modern call center will solve this problem completely.
\n3.\tProposed Project Objectives
\nSome of the objectives that this projectshope to achieve is that it will ensure there is effective communication between the bank and its customers as well as improving communication within the bank between staff members. As earlier alluded to, most competitors within the banking industry have already upgraded the IT infrastructure which has made them more efficient and competitive. In an industry that is very sensitive to the quality of services offered, lagging behind would put the bank at a disadvantage. As such, the first objective that the bank hopes to achieve by implementing this project is to offer more quality communication services that will give the bank an edge over its competitors within the industry.
\nThe second objective that this project hopes to achieve is to increase the profit margin of the bank as well as lower the overall operational cost. At the moment the bank is using a call center that employs an outdated IT technology infrastructure. As such, this makes it quite difficult for the bank to meet the needs of its clients with the communication speed required in today\u2019s business environment. As a result, the bank has had to lose some customers because of poor communication and this is a trend that this project hopes to reverse. By being able to solve this challenge, the bank will ensure its communication speed within the organization improves tremendously thus serving to attract more customers which will end up drive the profits of the bank upwards.
\nFinally, the project hopes to ensure that the bank has a backup plan in case the operating call center falls. Given that the bank operates in a very completive business environment where communication is crucial, ensuring that there is a reliable back up in place for the bank to rely on during such emergencies is vital. In most cases, such inconvenience leads to an institution losing business from potential customers while the cost of doing business increased tremendously because the organization is unable to meet its objectives within the timeframe required. Migrating to a new call center will help the bank overcome this challenge making it more reliable to its customers.
\n4.\tBusiness Risks
\nThe business risks associated with this project borders on its cost where the types of IT infrastructure required to support the new call center is very expensive. This is likely to push the initial installation cist quite high. However, given the business opportunities arising from the implementation of this project, this risk is neutralized. Other risks that may be associated with this new call center will involve data breaches. Given that the new call center employs the current IT infrastructure that is connected to more electronic devices and the internet, the call center poses cyber security attacks and therefore appropriate security procedures will have to be put in place.<\/p>\n
5.\tCost Benefits Analysis
\nAction\tAction Type (Cost or Savings)\tDescription\tFirst year costs (- indicates anticipated savings)
\nCRM Software\t$2000\tHelps track and monitor the system to get information about a customer\u2019s call history
\n$1000
\nAutomatic Call Distributor\t$1500\tAids in routing of specific terminals or agents to preferred communication ports.\t$1000
\nVoice Response Unit\t$1000\tA system that answers calls automatically.
\n$200
\nA local area network (LAN)\t$100\tInternet provision services
\n$1200<\/p>\n
6.\tSummary Recommendation
\nThe first objective that the bank hopes to achieve by implementing this project is to offer more quality communication services that will give the bank an edge over its competitors within the industry. As such, implementing this project will go in handy in ensuring that the bank meets its objectives. Moreover, the bank will be able to cut its cost of operating a call center by almost a half as shown in the cost benefit analysis sheet.
\nIn situations where the call center has experienced down moments due to some system failure, the bans operations are inconvenienced because effective communication between staff member and communication with customers become affected significantly. As such, having relocated to a new modern call center will solve this problem completely.
\nThe business risks associate with this project include the electronic devices connected to each other and the internet become prone to cyber security attacks and therefore appropriate security procedures will have to be put in place. The recommendation for this challenge is implementing a strong firewall and anti-virus and malware to deal with such security threats.<\/p>\n
PROJECT CHARTER
\n1.0 PROJECT IDENTIFICATION
\nName\tCall Centre Migration Project<\/p>\n
Description\tBank Migration to a new call center
\nProject Manager\tThe Bank;s IT Manager
\nProject Team Resources\tThe Banks\u2019s IT and call center department<\/p>\n
2.0 BUSINESS REASONS
\n1.\tTo make the bank more competitive
\n2.\tTo have a backup plan in case the current call center experiences failure
\n3.\tTo Bring down the cost of communication services at the bank<\/p>\n
3.0 PROJECT OBJECTIVES (PURPOSE)
\n1.\tMigrate to a new call center equipped with modern IT infrastructure
\n2.\tMake the business more competitive by ensuring that the new call center infrastructure is up to per with the standard offered by the competitors<\/p>\n
4.0 PROJECT SCOPE
\n1.\tTo add a new and more advanced CRM Software to the call center
\n2.\tTo upgrade on the current Automatic Call Distributor
\n3.\tTo add a new Voice Response Unit
\n4.\tUpgrade on the current local area network (LAN) so as to have faster internet speeds<\/p>\n
5.0 RISKS
\nSeverity\tDescription
\nCyber Attacks\tGiven that the project will involve high level of interconnected computer networks, cyber criminals may target the network to access key information from the bank.
\nSystem, Failure\tSometimes the call center may experience down moments due system failures and therefore having a backup plan in place is crucial
\nCompetition\tThe bank will have to overcome competition from other banks who are using a similar call center technology. As such, the project may fail to yield fruit in its first few months of operation.<\/p>\n
6.0 CRITICAL SUCCESS FACTORS<\/p>\n
1.\tEnsuring that the project is able to deliver more customers into the by offering a quality communication system
\n2.\tEnsuring that the business acquires a new competitive edge in the industry due to its efficient communication infrastructure
\n3.\tEnsuring that the bank will reduce its response time to customers significantly because the system in place is more efficient<\/p>\n
Stakeholder\tResponsibility
\na)\t\tGovernment Authorities \t\u2022\tMonitoring the compliance of the bank with the market regulations
\n\u2022\tEnsuring that the call center to ensure that it is up to the market standards
\nb)\t\t Customers \t\u2022\tSupporting the initiative by the bank to migrate their call center
\n\u2022\tProviding information that could help in the improvement of service delivery
\nc)\t\t Shareholders\t\u2022\tEnsuring that the request for the utilization of the resources is approved and the resources made available in time
\nd)\t\t Employees \t\u2022\tPerforming their designated tasks with dedication and zeal
\ne)\t\t Investors \t\u2022\tEnsuring that the project is in line with the banks growth strategy
\nf)\t\t Suppliers \t\u2022\tEnsuring that the materials and equipment required for the project are made available
\nSTAKEHOLDER REGISTER<\/p>\n
KICK-OFF MEETING AGENDA
\nGiven that change is inevitable, the banking industry increases adoption of new and more efficient business strategies must be embraced. The infrastructure supporting a modern call center has changed tremendously and business need to keep with these changes if they will continue experiencing a healthy return on investment for all the aspects and investments made on these call centers. For this reason, this meeting agenda will be to deliberate on how the bank can upgrade on the current call center infrastructure to make it more competitive and reduce the cost of operation.<\/p>\n
ROLES AND ASSIGNED RESPONSIBILITES OF EACH MEMBER OF THE PROJECT<\/p>\n
No. \tMember \tResponsibility
\na.\t\tProject manager \t\u2022\tHe is the overall head of the project team. He will be tasked with overseeing successful implementation of the project
\nb.\t\tHuman Resources Officer \t\u2022\tHe\/she will be tasked with overseeing the welfare of the project team members
\nc.\t\tProject supervisor \t\u2022\tThe project supervisor will monitor the activities of the project team members. He\/she will report to the project manager
\nd.\t\tData analyst \t\u2022\tHe\/she will be tasked with the development of a framework for handling data coming and going out of the system
\ne.\t\tSystem designer \t\u2022\tDeveloping the architecture of the call system and ensuring that it is function
\nf.\t\tCall Centre administrators \t\u2022\tThey will be trained on various methods of handling customers more effectively<\/p>\n
PLANNING PROCESSES AND OUTPUTS
\n\u2022\tThe planning objective of this project is to ensure that there is effective communication between the bank and its customers as well as improving communication between staff members.
\n\u2022\tIn an industry that is very sensitive to the quality of services offered, lagging behind would put the bank at a disadvantage.
\n\u2022\tBy implementing this project the bank will offer more quality communication services which give it an edge over its competitors within the industry.
\n\u2022\tThe profit margin of the bank will also increase significantly while the overall operational cost will decrease.<\/p>\n
LIST OF PRIORITIZED RISKS
\nThis project is likely to face many risks occasioned by different factors. As such, risk management will be crucial for it to realize success. In order of priority, these risks include;
\n\u2022\tThe new call center employs the current IT infrastructure that is connected to more electronic devices and the internet. As such cyber security attacks will be a huge risk that will require appropriate security procedures to be put in place.
\n\u2022\tSystems failure is also another significant risk and having a backup plan in case the operating call center falls is a necessity.
\n\u2022\tAnother business risks associated with this project borders on its cost where the types of IT infrastructure required to support the new call center is very expensive which is likely to push the initial installation cost quite high.<\/p>\n
EXECUTING PROCESSES AND OUTPUTS
\n\u2022\tThe current call center employs an outdated IT technology infrastructure which makes it quite difficult for the bank to meet the needs of its clients with the communication speed required in today\u2019s business environment.
\n\u2022\tPreviously the bank lost customers because of its poor communication infrastructure but this is a trend that the project hopes to reverse.
\n\u2022\tThe project hopes to ensure that the bank has a backup plan in case the operating call center falls.
\n\u2022\tIn most cases, such inconvenience leads to an institution losing business from potential customers while the cost of doing business increased tremendously because the organization is unable to meet its objectives within the timeframe required.
\n\u2022\tMigrating to a new call center will help the bank overcome this challenge making it more reliable to its customers.<\/p>\n
MILESTONE REPORT
\nMilestone\tActivities\tProjected Outputs\tActual Outputs
\nInstall the CRM Software\tTechnicians will be tasked with the role of installing the new CRM software\tIt will Helps track and monitor the system to get information about a customer\u2019s call history<\/p>\n
Automatic Call Distributor\tThis activity will be left to the technicians\tIt will help in routing of specific terminals or agents to preferred communication ports.
\nVoice Response Unit\tTechnicians will work on it together with other electronics\tIt is expected to help the new call center receive and answer calls automatically.<\/p>\n
Test Run\tOnce the new call centre has been assembled a test run will be conducted\tA successful test will see all the installed components function properly
\nComments\tThe three tools identified in this milestone are the most important to enable the call centre function as panned. They are the spine of the new call centre. Should the test run produce positive results, then it will signal that the project is a success.<\/p>\n
MONITORING AND CONTROLLING PROCESSES AND OUTPUTS
\n\u2022\tThe project manager will roll out the plan of implementing the project and assign roles to different people
\n\u2022\tThe Human Resources Officer is taksed with overseeing the welfare of the project team members
\n\u2022\tThe Chief Financial officer will consult with project members to come up with the appropriate budget
\n\u2022\tThe technicians will install various components of the call center until it functions properly
\n\u2022\tFinally the project manager will make sure all the activities of the project are well coordinated.
\nCLOSING PROCESSES AND OUTPUT
\n\u2022\tA test run will be done once the new call centre has been assembled. A successful test will see all the installed components function properly.
\n\u2022\tThe new call centre administrators will be trained on various methods of handling customers more effectively
\n\u2022\tData analysts will be tasked with the development of a framework for handling data coming and going out of the system once the call center is operational.<\/p>\n
WORK BREAKDOWN STRUCTURE (WBS)
\nBS #\tTask\tDescription of Task\tWork Products\tOwners\tDuration
\n1.1\tCreate Plan and allocation of tasks\tThe project will roll out the plan of implementing the project and assign roles to different people\tRoll-up Task\tProject Manager\t1week
\n1.1.1\tSupervision of the progress of the project\tTasked with overseeing the welfare of the project team members\tSupervision\tHuman Resources Officer\t1 week
\n1.1.2\tCreate Budget\tThe chief financial officer will consult with project members to come up with the appropriate budget\tAccounting \tCFO\t1 week
\n1.1.3\tDisbursement \tThe technicians will install various components of the call center until it functions properly\tTechnical implementation\tTechniciens\t2 weeks
\n1.1.4\tCoordinate Activities\tThe project manager will make sure all the activities of the project are well coordinated. \tProject coordination\tProject Manager\t5 Weeks<\/p>\n
GANTT CHART USING MS PROJECT
\nTask
\nSupervision\tJan – 07\tJan-14\tJan-21\tJan-28\tFeb – 4\tFeb-11<\/p>\n
Create Plan<\/p>\n
Budget<\/p>\n
Disbursement<\/p>\n
Coordinate Activities<\/p>\n","protected":false},"excerpt":{"rendered":"
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