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PJ Enterprises Performance Analysis and Training DevelopmentCompleted by ID Gurus*Course Plan Completed on August 21, 2015 TOC \o "1-2" Project Gap Analysis Strategy PAGEREF _Toc301721267 \h 4Project Description PAGEREF _Toc301721268 \h 4Information Needed PAGEREF _Toc301721269 \h 4Team Strategy PAGEREF _Toc301721270 \h 5Analysis Plan PAGEREF _Toc301721271 \h 5Activity 1 – Questionnaire: Phone Operators PAGEREF _Toc301721272 \h 7Activity 2 - Interview: Supervisors PAGEREF _Toc301721273 \h 8Activity 3 – Interview: Subject Matter Experts PAGEREF _Toc301721274 \h 9Activity 4 - Group Meeting and Interviews: Senior Leadership PAGEREF _Toc301721275 \h 10Activity 5 – Questionnaire and Interview: Former Employees PAGEREF _Toc301721276 \h 11Roadblocks & Dependencies PAGEREF _Toc301721277 \h 11Performance Analysis Report PAGEREF _Toc301721278 \h 13Introduction and Background PAGEREF _Toc301721279 \h 13Purpose of the Report PAGEREF _Toc301721280 \h 13Analysis Methods PAGEREF _Toc301721281 \h 13Data Summary: Telephone Operator Survey PAGEREF _Toc301721282 \h 14Data Summary: Customer Service Survey PAGEREF _Toc301721283 \h 15Data Summary: Telephone Operator Call Report PAGEREF _Toc301721284 \h 16Analysis Findings PAGEREF _Toc301721285 \h 17Identification of Needs PAGEREF _Toc301721286 \h 19Recommended Solutions for PJ Enterprises to Consider PAGEREF _Toc301721287 \h 20Proposed Solutions for Consulting Firm to Carry Out PAGEREF _Toc301721288 \h 20Evaluation plan PAGEREF _Toc301721289 \h 21Request for Proposal PAGEREF _Toc301721290 \h 22Project Charter PAGEREF _Toc301721291 \h 23Project Information PAGEREF _Toc301721292 \h 23Description of Work PAGEREF _Toc301721293 \h 25Project Parameters PAGEREF _Toc301721294 \h 28Approvals PAGEREF _Toc301721295 \h 36Project Plan PAGEREF _Toc301721296 \h 37Project Information PAGEREF _Toc301721297 \h 37Scope Statement PAGEREF _Toc301721298 \h 38Project Plans PAGEREF _Toc301721299 \h 40Change Management Plan PAGEREF _Toc301721300 \h 46Project Plan Approvals PAGEREF _Toc301721301 \h 48Design Document for Product Reference Guide Training PAGEREF _Toc301721302 \h 49Document Description PAGEREF _Toc301721303 \h 49Purpose of the Course PAGEREF _Toc301721304 \h 49Audience Description PAGEREF _Toc301721305 \h 49Course Description PAGEREF _Toc301721306 \h 49Course Seat Time PAGEREF _Toc301721307 \h 49Instructional Architecture/Strategy for Course PAGEREF _Toc301721308 \h 49Major Course Objectives PAGEREF _Toc301721309 \h 50Learning Assessment for Course PAGEREF _Toc301721310 \h 50Course Outline PAGEREF _Toc301721311 \h 50Media PAGEREF _Toc301721312 \h 51Development Tools PAGEREF _Toc301721313 \h 51Development Time PAGEREF _Toc301721314 \h 52Support requirements PAGEREF _Toc301721315 \h 52Ownership PAGEREF _Toc301721316 \h 52Project Sign-off PAGEREF _Toc301721317 \h 52Appendix A?: WBS for Product Reference Guide Training PAGEREF _Toc301721318 \h 53Appendix B: Gantt Chart PAGEREF _Toc301721319 \h 54Appendix C: Job Task Analysis PAGEREF _Toc301721320 \h 55Appendix D: Detailed Course Outline PAGEREF _Toc301721321 \h 56Appendix E: Final Assessment PAGEREF _Toc301721322 \h 63Appendix F: Product Reference Guide Mock-ups PAGEREF _Toc301721323 \h 64Project Gap AnalysisProject DescriptionPJ Enterprises is a mail-order catalog business that manufactures, ships, and markets a wide variety of unique gifts, clothing, and decorative accessories. The company experienced significant financial growth this year with a forty-one percent increase in sales for a net profit of one million dollars for the fiscal year. The potential for marketing and sales outreach stands to increase in the upcoming year with an additional 250,000 names added to the customer catalog list. PJ Enterprises distinguishes themselves in the market with their competitive prices, optional overnight delivery and expedited delivery from time to order. Despite the fiscal success of PJ Enterprises, concerns around the quality of customer service have prompted the desire to develop training initiatives to increase sales projections for the upcoming year. Currently, PJ Enterprises relies on their catalog director and merchandising manager to conduct half-day training workshops to their employees prior to each seasonal catalog mailing. The Instructional Design Gurus has been contracted to design, develop, and deliver training for telephone operators and customer-service supervisors. A budget of $400,000 has been allocated for this training, which is expected to result in a ten percent improvement in customer service scores. Fully trained operators are projected to increase catalog sales and receive significantly less customer complaints. This will support a projected target of seven million in annual sales and thirteen million in catalog sales for the upcoming year. The purpose of this analysis is to help PJ Enterprises accomplish its goals of increased catalog sales and a reduction in customer service complaints determining root causes of the gap between their goals and their actual current performance. Data was gathered from various sources in an effort to make sound decisions and recommendations in regards to improving performance and sales rmation NeededThe gap analysis is designed to help the Instructional Design Gurus determine the solutions necessary to obtain the desired business objectives and performance. In order to clarify the specific issues and concerns that cause performance gaps, three major areas will be investigated:Gaps in EnvironmentGaps in CommunicationGaps in MotivationIn order to define the most effective solutions for increasing performance at PJ Enterprises, To complete these knowledge gaps, information will be gathered using a variety of methods to assess the employees’ motivations, communication and environment related to environmental issues will be gathered to define employee access to necessary materials, resources and/or technology to successfully fulfill their roles. An employee’s environment may be affected by inadequate tools or resources to perform their job effectively. Data will be collected to determine the current working environment for telephone operators and supervisors through interviews and questionnaires. These questions are open-ended and address those areas related to increasing performance and job satisfaction, either tangible or abstract.This information will help determine if miscommunication is a contributing factor to performance gaps. Information gaps can include general breakdowns in communication, departments/teams failing to share information, unclear expectations, and/or conflicting goals. Survey questions in this area addressed management’s response to employee frustrations and how they (employees) felt about the response.Motivational gaps will be explored to define the employee job descriptions, incentive and reward structures, company culture, and overall morale.Using this approach we can attempt to define where the most significant gaps exist and explore further using the strategies we have defined in the next section.Team StrategyThe Instructional Design Gurus feel as though a mixture of methods for gathering information is needed to present a complete gap analysis. Methods include focus groups, interviews, surveys and review of documentation. Focus groups will be useful for establishing relationships with employees and can be an efficient method for gathering diverse ideas and options. The potential disadvantage with the use of this method includes the lack of anonymity among the participants. Some participants may be hesitant to participate and/or provide honest responses. More detailed information will be gathered through individual interviews of phone operators, supervisors, subject matter experts and management. Interviews encourage more anonymity along with the opportunity for more probing questions. Surveys will allow us to gather more data about the priorities and opinions of large numbers of employees, while still permitting anonymity of the participants. Finally, documentation such as call logs, annual reports and exit interviews will help uncover any patterns in performance or customer service. Additional detail on the methods and potential roadblocks are outlined in the Analysis Plan below. Analysis PlanThe Instructional Design Gurus will seek the information needed to assess performance gaps training desires by using a variety of methods, which include questionnaires, observations, interviews, online assessments and group discussions. The chart below identifies what research method will be used for each target audience, the information to be learned, and the team member responsible for each audience group. Research MethodTarget AudienceInformation We Hope to GainTeam Member ResponsibleQuestionnaire andObservationPhone OperatorsDetails and insights, including:phone operators’ current skill levelGreg Odachowski Pam WirthObservationPhone Operatorswhich skills they feel they are missingwhich skills do they feel are expected of themwhat would encourage them attend more employee meetingshow much support do they feel they get from their supervisorsPam WirthInterviewandOnline AssessmentSupervisorsFrom the supervisors, we need to determine:the major problems with the phone operatorsan example of expected behavior among phone operatorsthe model behavior the supervisors are looking for in phone operators the skills the supervisors feel are expected of themAmy KeppertInterviewSMEsSMEs explain rationale for:training once a quartertiming of training how training is conductedPam WirthGroup MeetingSenior LeadershipDetermine how much support there is to hire new staff, replace old technology, and rent PGE’s own customer list. What barriers does senior leadership view to gathering information in support of the project? Understand what senior leadership expects from supervisors and SMEs. Greg OdachowskiInterviewFormer EmployeesLocate the factors that former employees feel should be changed in order to establish a better workplace environment. Amy KeppertJessica WilsonActivity 1 – Questionnaire: Phone OperatorsDetails of Activity/MethodA questionnaire will be supplied to the telephone operators asking about skills they feel they are lacking and where more training is appropriate.Questions to AskIn what areas do you feel more training is necessary? A. Product Knowledge, B. Customer interaction, C. Telephone Etiquette, D. Other Have you familiarized yourself with the current catalog? (Yes/No) How many employee meetings have you attended since hired? A. 0-1, B. 2-3, C. 4-5, D. 6+How does the current technology impact your ability to drive sales? Yes/No If so, how? Are you aware of the company’s new pension plan and HR policies that were implemented in February? Yes/NoWhat complaints do the customers raise? What improvements do they suggest?Do company policies clarify what is expected of you in your job role? Yes/NoThere has been a 30% increase in customer complaints since this time last year. What do you think is contributing to that? If we were to reduce the number of calls that had to be triaged to a supervisor, what kind of support what you need? Customers are complaining that phone agents lack product knowledge. What are your thoughts about that? What questions do customers they ask that you can’t handle currently? What kind of tools would you need to make your job it easier to handle customer those questions? On average, agents are handling three calls an hour; the desired target is twice that. What are some barriers you see to being able to hit that target personally? Beyond product training, how are new telephone operators trained?What do you most like working at PJE?What do you least like about working at PJE?What is needed in order to improve your job performance and job satisfaction?How do the incentives drive your motivation for success and/or sales?How do management respond to your frustrations? Was it satisfactory?For every three calls, two of them result in a complaint. How does that make you feel? What would motivate you to improve? What kind of support do you need?Activity 2 - Interview and Online Assessment: SupervisorsDetails of Activity/MethodAn interview and/or online assessment will be conducted with the Supervisors to gain an understanding of how well they know their telephone operators’ knowledge of the products. Questions to AskIs there a better way to institute employee meetings? Online? During break time? Hour paid after work?How do you ensure that callers will call back and use the system again? Is there a frequent purchaser rewards program?What complaints do the customers raise? What improvements do they suggest?What are the types of product knowledge complaints? Can you give examples? Can you provide examples of the product knowledge complaints? Can you give examples of the phone etiquette complaints? What percent of complaints are related to: product knowledge deficitphone etiquettecall response time Are there examples of model behavior for performance (either in training modules/model employees)? Yes/NoIs there a reward system in place for desired performance? Yes/NoWhat skills/knowledge do the lowest performers lack?What skills/knowledge do the highest performers demonstrate?What changes or improvements in the company would you like to see implemented?Beyond the product training, how are new phone agents trained?What interventions are made for low-performing agents (are there improvement plans prior to firing)?There has been a 30% increase in customer complaints since this time last year. What do you think is contributing to that? On average, agents are handling three calls an hour; the desired target is twice that. What kind of feedback are you giving to operators who are missing the target? What is preventing staff from hitting six calls per hour? Once a call is triaged to a supervisor or a complaint is made, what type of feedback and coaching does the agent receive? How often are agents evaluated for call quality and what does that tool look like? How often are you giving your operators feedback and coaching related to performance? Are calls being transferred to you that you think your team should be handling? Can you provide specific examples? What type of phone etiquette skills do agents need to succeed? What barriers/challenges do you face as a supervisor?What do you most like working at PJE?What do you least like about working at PJE?What is needed in order to improve your job performance and job satisfaction?How do the incentives drive your motivation for success and/or sales?How do management respond to your frustrations? Was it satisfactory?Activity 3 – Interview: Subject Matter Experts Ray Johnson, Sarah Commons, Maria GomezDetails of Activity/MethodSMEs will be interviewed to better understand their training methods and how often phone operators are trained on policies and catalogs. Questions to AskWhat additional training can be instituted for the hiring managers to improve hiring procedures? Are there procedures in place for the employees to learn the new HR policies? If so, how are they implemented? Can phone etiquette training be implemented in the next weekAre there supplemental trainings offered throughout each quarter to better educate the phone operators on etiquette, products, and policies?What new products are in development? How will they affect businessWhat type of product knowledge do you expect agents to have? What types of questions should they be able to answer? Describe the “perfect” call from a product knowledge standpoint. What does it sound like? What should agents be able to recall vs. reference? Would simplifying the product catalog information by categorical grouping of items be beneficial to the operators? Is it possible to simplify the information for the agents if we grouped them by categories of some type or some other strategy? Are all products equal or do we want agents to focus on being experts on a key sub-set? What strategies have you tried in the past to help the phone agents improve their product knowledge? What seemed to help? What didn’t work? Let’s look at a few examples of phone logs recording a recent customer transaction with a telephone operator (from agents or supervisors or data). Can you walk me through what the agent should have said? There has been a 30% increase in customer complaints since this time last year. What do you think is contributing to that?Activity 4 - Group Meeting and Interviews: Senior LeadershipDetails of Activity/MethodSpeaking with senior leadership will provide the Gurus with additional information to support the complete picture of performance gaps at PJ Enterprises. Senior leadership wants to increase profits in the next year, but are they willing to put extra money into hiring and training? Questions to AskHow are employees compensated for attending the employee meetings (vacation day earned, initial sale cataloged…)?How much will it cost to get the current hardware configured and extra work stations added in order to account for increase in sales?Do you feel the current number of customer service supervisors is sufficient to handle the workload? Is it possible to hire one more customer service supervisor to bring total to five (one supervisor for every five phone operators)?What do you see as the greatest risk to the success of this project?What do you think the strengths and weaknesses are of the customer service department at PJ Enterprises?There has been a 30% increase in customer complaints since this time last year. What do you think is contributing to that?Tell us about your supervisors. What’s their experience? Where they previously phone agents or external hires? What kind of management or coaching experience/training do they have? What tools do they need to better support their teams? What are your expectations for your supervisors? What are their metrics? How often are you meeting with them to review? What type of feedback/coaching are you providing? What happens when they miss team performance targets? Are they eligible for incentives based on team performance? What other factors do we need to consider? Do you have a Learning Management System to host self-paced training? You have resource to lead training or should our budget include providing a facilitator? In the past, staff received four hours of training per quarter; is the total expected time investment/employee the same for this project? What challenges or barriers do you see to addressing any issues related to employee morale that you know training can’t fix? What’s your plan to address those issues?Activity 5 – Questionnaire and Interview: Former EmployeesDetails of Activity/MethodFormer employees will be contacted using previous information on file, and asked questions through an interview about their experience work at PJE. Exit interview data will be reviewed, if available.Questions to AskWhat did you most like working at PJE?What did you least like about working at PJE?What was needed in order to improve your job performance and job satisfaction?How did the incentives drive your motivation for success and/or sales?How did management respond to your frustrations? Was it satisfactory?Roadblocks & DependenciesDuring the analysis phase, it’s important to gain a comprehensive picture of any and all factors that may be contributing to the performance gap. If we encounter any roadblocks, we’ll employ the migration strategies listed below. Roadblocks / DependenciesMitigation StrategiesFrontline staff and supervisors may be reluctant to participate and provide transparent feedbackAsk senior leadership to send out a communication emphasizing the importance of open and honest participation. Schedule paid time for participation before or after shifts. Challenge company to hit a certain response rate. Hawthorne effect –Phone operators might perform differently while we observeAttempt to validate findings with other data sources including complaint history, operator call logs, and any call monitoring supervisors may be conducting. Conduct observations with multiple operators from different shifts. Incomplete questionnaires that do not reflect an appropriate population sizeConduct focus groups or 1:1 interviews. Lack of model behavior among phone operators, which creates unclear performance expectations to aspire to.Work with human resources and supervisors/senior leadership to define and document expected and superior operator standards prior to proposing any training solutions. Supervisors may be unwilling to acknowledge the necessity of the analysis and therefore provide unbiased feedback on operator performance change waysAsk senior leadership to establish or reinforce clear performance expectations for supervisors. Promote buy-in from supervisors by asking about their support needs and barriers. Blinders from upper managementBe proactive and meet with them in advance. Solicit buy-in to objectively review the data and allow the data to drive next steps. Lack of timely access to SMEs or senior leadership due to PTO or leave. Ask key contacts to share significant time commitments for project time period and proactively identify a back-up person if the SME becomes unavailable unexpectedly. Quality of staffing may be fixed due to salary and/or recruitment limitations. Work with hiring team to identify baseline skills phone operators will have vs. skills that need to be acquired via training. Performance Analysis ReportIntroduction and BackgroundPJ Enterprises is a mail-order catalog business that manufactures, ships, and markets a wide variety of unique gifts, clothing, and decorative accessories. The company experienced significant financial growth this year with a forty-one percent increase in sales for a net profit of one million dollars for the fiscal year. The potential for marketing and sales outreach stands to increase in the upcoming year with an additional 250,000 names added to the customer catalog list. PJ Enterprises distinguishes themselves in the market with their competitive prices, optional overnight delivery and expedited delivery from time to order. Despite the fiscal success of PJ Enterprises, concerns around the quality of customer service have prompted the desire to develop training initiatives to increase sales projections for the upcoming year. Currently, PJ Enterprises relies on their catalog director and merchandising manager to conduct half-day training workshops to employees prior to each seasonal catalog mailing. The Instructional Design Gurus have been contracted to design, develop, and deliver training for telephone operators and customer-service supervisors. A budget of $400,000 has been allocated for this training, which is expected to result in a ten percent improvement in customer service scores. Fully trained operators are projected to increase catalog sales and receive a ten percent decrease in customer complaints. This will support a projected target of seven million in annual sales and thirteen million in catalog sales for the upcoming year. The purpose of this report is to help PJ Enterprises accomplish its goals of increased catalog sales and a reduction in customer service complaints. Data was gathered from various sources in an effort to make sound decisions and recommendations in regards to improving performance and sales objectives.Purpose of the ReportThe purpose of this report is to assess the data contained within in order to assist PJ Enterprises in increasing catalog sales and reducing customer service. Data was gathered from various sources in an effort to make sound decisions and recommendations in regards to improving performance and sales objectives.The purpose of this report is to determine the causes and possible solutions to low customer service scores and high operator turnover rate at PJ Enterprises.Analysis MethodsTo determine causes and recommend solutions, the Instructional Design Gurus performed a number of tasks with the phone operators, supervisors, SMEs and management.Phone Operators: Questionnaires and observations were used to gather the following:phone operators’ current skill levelskills they feel they are missingskills they feel are expected of themwhat would encourage them attend more employee meetingshow much support do they feel they get from their supervisorsSupervisors: Questionnaires and interviews were used to gather the following:most significant problems with the phone operatorsmodel behavior the supervisors are looking for in phone operators skills the supervisors feel are expected of themSubject Matter Experts (Sarah Commons, Maria Gomez, Ray Johnson): Interviewrationale for training once a quarterrationale for timing of training how training is conductedSenior Leadership (Jane Smith): Group Meetingdetermine how much support there is to hire new staff, replace old technology, and rent PGE’s own customer listdetermine how will success of the project be measured (weekly, monthly, annually)understand what senior leadership expects from supervisors and SMEsData Summary: Telephone Operator SurveyIn order to further understand the nature of the job satisfaction issues and morale of the telephone operators, an electronic survey was conducted of all operators at PJ Enterprises. Each participant was asked to select those factors most important to them in regards to improving morale. Participation was high with a response rate of 92% and provided the Instructional Design Gurus insight into the perspectives of telephone operators. Most operators indicated a general dissastifaction with their job, but were able to suggest potential areas to increase their own efficiency. Two main factors, workplace efficiency and training, were noted as important to operator job satisfaction. The majority of telephone operators rated an efficient computer as the most important factor that would affect their job satisfaction (88%). More focused training in shorter segments (80%) was ranked as second most important, followed by a preference for learning by “doing” and “seeing” (72%) (Figure 1). Figure 1. Telephone Operator Job Satisfaction Survey ResultsData Summary: Customer Service SurveyTelephone service operators were also asked to collect customer service data at the completion of each call. This survey asked the customer to rate their experience on factors related to courtesy, accuracy, call/order time and overall satisfaction with the operator. Compared to the previous year, customer complaints have increased by thirty percent. The majority of these complaints (66%) centered on areas of operator product knowledge, operator telephone etiquette and response time. As shown in Figure 2 below, the majority of customer complaints stemmed from a lack of product knowledge by the telephone operator (28%). This frequently led to additional issues from extended call times (20%) and frustration by the operator seeking answers through the paper-based product guide. Breakdowns in communication occurred during extended call times as operators became frustrated with their inability to quickly retrieve product information (16%). The remaining survey responses were either not specified by topic (26%) or were not completed (10%).1078230249555Figure 2. Customer Service SurveyData Summary: Telephone Operator Call ReportThe Instructional Design Gurus gathered additional data on telephone operations through direct observation and recorded call logs. We listened to 15 recorded calls and observed five operators make three separate calls each. Thirty-percent of the calls met the company timing policy of completion in under 10 minutes. The remaining calls averaged 20-25 minutes each. Many delays were the result of the operator searching for information requested by the customer. As shown in Figure 3, half of the calls were completed and placed (50%), although the customer expressed frustration with the process. Company guidelines for customer support are to pass any calls in which the operator is unable to answer a customer’s questions over to a supervisor. In 10% of the case, the call was referred to supervisor for help by an operator. More frequently, the customer would ask to be transferred over to a supervisor (17%). The same percentage of calls (17%) demonstrated frustration by the operator due to their inability to address the customer’s questions. A small percentage of customers (6%) cancelled their order completely. Figure 3. Telephone Operator Call ReportAnalysis FindingsSalesPJ Enterprises earned $10 million in catalog sales the previous year with a net profit of $1 million.Annual sales totaled $6 million.Sales increased by forty-one percent over the previous year.TrainingTraining of telephone operators currently consists of slide show presentations prior to the release of new seasonal catalogs. These training sessions are presented in the training room using an LCD projector. New employees receive a full day orientation consisting of demonstrations on the order entry system along with company and product information. Half-day sessions are presented to current employees on a quarterly basis prior to each catalog rollout. Approximately 25-50 new products are introduced each quarter. Product information only is the focus for quarterly meetings. Formal training materials/manuals are not made available upon completion of training. Operators have access to paper-based, letter-sized product reference guide to assist with customer questions. Products are listed on this document by type; images and product number are not listed. This causes frustration and delays on the part of the operators while searching for customer-related inquires. They expressed a desire for a more user-friendly method or tool for retrieving product information in a timely manner. The electronic Product Reference Guide will provide a quickly searchable platform for retrieving product information by item number, keyword or category.Workplace EnvironmentThe following describes the main elements of the telephone operator working environment:Workstations are standard-issue with separate telephones and handsets. Operators have the option to purchase their own headsets if they prefer. Currently the telephone system is only being used at 85% pany policy is for telephone operators to complete 6 calls per hour. Currently 2-3 on handled on average.Workstations have Internet Explorer 9 installed; soundcards have been removed from the computers.MeetingsEmployee meetings are held on a monthly basis once during the morning shift and again during the evening. Attendance is not required. Employees have expressed frustration at the theme of these meetings, which is frequently to berate the lack of operator performance.Human ResourcesTelephone operators and supervisors work eight-hour shifts. Phones are staffed 24 hours a day/7 days a week. There are a total of 25 operators and 4 supervisors. All phone operators are women, with a wide age range represented. All have completed high school or possess a GED. A few employees have completed some college. Some operators have prior telephone experience. The night shift has 4 operators, the day shift 11, and the evening shift has 10.Managers/Trainers have worked for PJ Enterprises on average 2-6 years. Telephone operators have worked for PJ Enterprises on average for 2 to 10 months. More than half of the telephone operators were informally interviewed and indicated dissatisfaction with their jobs to the point of leaving.Exit interviews of operators indicated dissatisfaction with pay rate.New performance criteria have recently been implemented that allow operators to rate themselves on politeness, response time and order accuracy, which are compared to supervisor’s ratings. The current data suggests that TOs and their supervisors are in close alignment in the performance ratings when it comes to politeness, order accuracy, and response time. They differ significantly when it comes to handling customer questions. Supervisors typically rate TOs a 2.5/5 on that skill while TOs rate themselves a 4/5. TOs report feeling frustrated because they feel like they’re doing the best they can with the tools they’ve been provided. They feel like managers have unrealistic expectations given the number or products and a well-worn paper product guide.Employee incentives are based on order volume and include additional percentages off of an operator’s own orders for one week. While employees like the incentive, they feel it encourages them to spend more money and requires them to take advantage of it within a mere week’s time.There are no raises for longevity.Identification of NeedsThe Instructional Design Gurus used a gap analysis to determine the criteria necessary to obtain the desired business objectives and performance. In order to clarify the specific issues and concerns that cause performance gaps, three major areas need to be addressed:Gaps in EnvironmentGaps in CommunicationGaps in Motivation/IncentivesTo complete these knowledge gaps, information related to environmental issues was gathered to define employee access to materials, resources and/or technology. PJ Enterprises is partially addressing the technology issue through the introduction of new hardware and telephone systems targeted to rollout in the first quarter of 2016. The Gurus have identified a necessity to train employees on an electronic Product Reference Guide that will streamline a telephone operator’s ability to find produce information quickly and efficiently at their workstations. This training will help familiarize the TOs with the process of using the new computer systems to ensure a smooth transition. This training will be addressed based on immediate need and ability to adjust the timeline of introduction. During the interim, the telephone operators will need additional job aids to help facilitate customer service. The ID gurus are evaluating the possibility of a product reference guide to assist the operators in answering product-related questions. The introduction of this tool is a priority to provide immediate improvements in customer service and quality. Data gathered during surveys and interviews indicate a disconnect between employee expectations, supervisor roles and training requirements. Through our analysis, it is expected the ID Gurus will have a clearer projection of those elements that contribute to employee performance.Motivational gaps have been discussed and found to be a contributing factor in employee retention. In addition to the need for improved access to production information, operators are dissatisfied with pay and overall company culture. Employees have expressed dissatisfaction with the current employee discount incentive, meeting schedules, and pay structure. PJE needs to consider the development of an incentive plan to attend meetings and strive to provide the best customer service telephone skills in the industry. Recommended Solutions for PJ Enterprises to ConsiderBased on the data, we recommend that PJ Enterprises consider: Revisiting the plan to take a phased approach with the new system upgrade scheduled for Q1 2016. Consider incorporating the addition of product information into the first phase of the project rather than the later phases. Reviewing the current incentive system for the TOs and implementing a revised system that provides tangible rewards for error free performance and averaging six calls/hour. If this isn’t in the budget for 2015, we recommend including this in the budget planning process for fiscal year 2016. To encourage TO retention, we recommend implementing a separate incentive tied to service time, whether it be additional PTO or a small pay scale differentiation. Since the average service time is 2-10 months, we’d recommend the scale start at six months of service. Revising the catalog content to include an FAQ section for customers for common and general questions the TOs receive. We’d also recommend reviewing new item descriptions to provide more detail about available colors, if an item can be personalized, and size specifications. While this may increase printing costs, customers may be more prepared to place their order when they call in. Paying employees to attend a monthly team meeting for 30 minutes so this time can be leveraged to provide on-going education & support around product knowledgeProposed Solutions for Consulting Firm to Carry OutWe are prepared to assist PJ Enterprises with the following: PrioritySolutionDescription1Create a searchable Product Reference Guide in an electronic format. The primary issue seems to be accessibility of the information agents need to answer product question. While it wouldn’t be integrated into the incoming software (2016), this stopgap measure would reduce time to answer product questions.2Create scenario based quarterly product training for the Fall/Winter cycle. This will be leveraged for existing employees and new hire staff. We’ll design a training that focuses on using the new electronic format Product Reference Guide. Rather than taking a product-by-product approach, we’ll create practice scenarios that focus on using the new tool to efficiently answer customer questions.3Create a 30-day Products of the Day campaign that TOs could access on the company intranet for 10-15 minutes either before or after their shift as paid training time. TOs gave feedback that smaller chunks of learning would be better for them. We’ll create templates & materials that promote 1-2 new products each day for the month leading up to the new catalog releases. Our solution will include an archive for staff to go back and review as needed. 4Create a Customer Service Skills training module for TOs. We’ll create a brief two-hour module that provides basic customer skills for new TOs. This training will focus on managing customer frustration and guiding the customer to the best product to meet their needs. Existing staff would complete this module as well. 5Create a Coaching & Feedback skills module for the supervisors. We’ll develop a scenario-based supervisor training module with a focus on how to give TO’s effective feedback about improving call handling time and customer service etiquette. Evaluation planThe ID Gurus will use the Kirkpatrick Evaluation model to assess the impact of our interventions. We’ll include the following elements. Level 1: Employee Reaction. Immediately following the quarterly training we will survey the TOs for their feedback about the training. Level 2: Learning. Part of our quarterly training will include a timed quiz where agents use the new support tool to answer mock participant questions. We will set 80% as our passing target and evaluate the result. Level 3: Application on the Job. Thirty days after training we will survey TOs and supervisors to see how many TOs are using the new support tool and how consistently they’re using it. If we have the existing TOs participate in Customer Service skills training, we should also evaluate if and how often they are using those skills. We will also survey the supervisors to assess if they are using the skills that were taught in the Supervisor training. Level 4: Business Results. We will review data on the following success metrics: Percent improvement in average TO call handling time. Percent improvement in average number of calls handled per hour. Percent improvement in error rate and customer returnsPercent improvement in the number of customer complaints compared to previous quarters Percent improvement in employee satisfaction data 6. TO retention or turnover data across two quarters. 7. We will compare quarterly sales results from Q3 2014 in comparison to Q3 2015 and we’ll do the same for the Q4 results. 8. We will calculate any potential cost savings associated with reduced employee turnover.Request for ProposalThe ID Gurus have carefully assessed and analyzed contributing factors to the customer service challenges PJ Enterprises is facing. We welcome the opportunity to work with your team to hit your financial goals for the 2nd half of 2015. Please let us know if you would like us to submit a formal Request for Proposal (RFP) for the Proposed Solutions outlined above. Project CharterProject InformationProject Name and DescriptionPJ Enterprises is a mail-order catalog business that manufactures, ships, and markets a wide variety of unique gifts, clothing, and decorative accessories. The company experienced significant financial growth this year with a forty-one percent increase in sales for a net profit of one million dollars for the fiscal year. The potential for marketing and sales outreach stands to increase in the upcoming year with an additional 250,000 names added to the customer catalog list. PJ Enterprises distinguishes themselves in the market with their competitive prices, optional overnight delivery and expedited delivery from time to order. Despite the fiscal success of PJ Enterprises, concerns around the quality of customer service have prompted the desire to develop training initiatives to increase sales projections for the upcoming year. Currently, PJ Enterprises relies on their catalog director and merchandising manager to conduct half-day training workshops to their employees prior to each seasonal catalog mailing. The Instructional Design Gurus have been contracted to design, develop, and deliver training for telephone operators and customer-service supervisors. A budget of $400,000 has been allocated for this training, which is expected to result in a ten percent improvement in customer service scores. Fully trained operators are projected to increase catalog sales and receive significantly less customer complaints. This will support a projected target of seven million in annual sales and thirteen million in catalog sales for the upcoming year. The purpose of this project is to help PJ Enterprises accomplish its goals of increased catalog sales and a reduction in customer service complaints. This project will also seek to improve employee retention and improve company sales.Project ManagerThe project manager for this project is Greg Odachowski. Project SponsorThe project sponsor for PJ Enterprises is Jane Smith.Stakeholders and ImpactThe ID Gurus have been employed by PJ Enterprises to decrease customer complaints relating to orders made by phone. The following chart describes the impact each stakeholder has on successful completion of the project. To help clarify the importance of each position, the major roles and responsibilities of each stakeholder are detailed below. StakeholderResponsibilities ImpactJane Smith, Project SponsorProvide the Gurus with the power needed to make changes in order to provide deliverables in the time agreed upon and has final say on the agreed upon deliverables.By contributing to the success of the project, Ms. Smith will potentially contribute to greater financial gain and market share for PJE.Input information to help define scope of the projectEnsures appropriate financial controls are in place.Ability to influence SMEs and other stakeholders; can help remove barriers in accessing SME time. Ray Johnson, Sarah Commons, and Maria Gomez,Subject Matter ExpertsIn case of disagreement, vote to break tie or resolve training disagreements. Contributes to development of training materials by providing subject matter expertise.Ray, Sarah and Maria will expand their influence in the company by contributing to the new training modules as subject matter experts. They will also benefit from improved employee morale through addressing some of the issues raised from the employee survey concerning training and customer support. Knowledgeable resource if upper management cannot be reachedExpert on PJE training programs.Provide input on content for product reference guide.Sarah Commons and Maria Gomez, TrainersTrain TOs on new product release. Provide training to TOs on how to work system and access product knowledge through catalog. Keep TOs up to date on all product updates.Sarah and Maria stand to benefit from increased status in the company as trainers. They will also gain satisfaction from helping fellow employees through improved training and increasing morale. Trainers will benefit from an increased status at PJE as trainers for the company and will be able to add an additional skill set to their current role. Trainers will benefit from having control over their working environment and improving the morale of their reports through improved access to product knowledge. Make sure all content is in the product reference guide, is up to date, and is able to hit its training mark.Paula Moore and Rosalinda Sanchez,Additional SMEsContribute knowledge & communicate training needs from the TO perspective. Paula and Rosalinda will benefit from satisfaction over influencing the direction and development of training for all operators. They will also gain satisfaction through increasing overall morale of the operators through the improvement of training and produce information access. SMEs will benefit by acting as quality reviewers for telephone operator training and be able to provide a targeted perspective, providing the “feet on the street” input. This will benefit them through having control over the new employee training and having status as experts within the company, increasing morale.Greg Odachowski, Amy Keppert, Jessica Wilson, Pam Wirth,Project Team MembersWith training, help PJE achieve a projected target of seven million in annual sales and thirteen million in catalog sales for the upcoming year.PJE will benefit from the improved sales as a result of the improvements recommended and implemented by ID Gurus. The ID Gurus will benefit from the successful completion of a project that satisfies not only the major stakeholders, but the supporting employees as well.Develop a program that can be used by PJE in order to train new TOs and that will ensure PJE reaches their projected sales, customer satisfaction and employee morale targets.PJE will benefit from improved employee morale which will likely translate into increased sales. PJE employees will also experience changes in the culture, improved ability to perform their role and experience opportunities for learning. Description of WorkProject PurposeThe purpose of this project is to help PJ Enterprises accomplish its goals of increased catalog sales and a reduction in customer service complaints. This project will also try to reduce the turnover rate of telephone operators on a monthly basis. Information was gathered from various sources in an effort to make sound decisions and recommendations in regards to improving performance and sales objectives.Business ObjectivesThe business objectives are to decrease customer service complaints, increase sales to support a projected target of seven million in annual sales and thirteen million in catalog sales for the upcoming year. Train supervisors so that they are better able to answer TO inquiries in the future.Project DeliverablesThe Gurus will deliver the agreed upon product information guide, discussed with Jane Smith, the Project Sponsor for PJ Enterprises, on Wednesday July 22, 2015. Additionally, the operators will receive hands-on scenario-based training on the use of this guide. Instructor-led training will be implemented to transfer new product knowledge to the operators as a “Products of the Day” campaign.SolutionSeat Time or PagesDescriptionCreate searchable electronic Product Reference Guide for TOs250 pagesWe will create a searchable product guide that the TOs will access on their workstation from the company intranet. The guide will include recurring catalog items as well as the Fall/Winter 2015 seasonal items. Train TOs on Product Reference Guide4 hoursTOs will be trained on how to use to the new Product Reference Guide. We’ll employ a hands-on scenario based approach to training. Create an instructor-led Products of the Day campaign for 60 products 15 minutes per session 20 total sessions: one session each business day for the month leading up to the new release. We will create “mini-sessions” for the supervisors to lead a few times each shift to expose agents to the new products. We will provide facilitator materials and quick access product cards for the TOs to take with them after training. The quick access cards will be laminated and on a D-ring so agents can add new items with each session. Work In ScopeThe ID Gurus are responsible for: Conducting additional analysis to refine the “Product of the Day” campaign strategy working closely with Ray Johnson, Sarah Common, and Maria Gomez. Creating the content for the Product Reference Guide in collaboration with Ray Johnson. Effort is limited to 250 distinct products. Working with Ray Johnson, Lucy Feldman and Yun Tsien to determine PJ Intranet capabilities for hosting a searchable electronic Product Reference Guide. If necessary, ID Gurus will bring in Tech Pros for a vendor consultation to help identify and develop the best solution. Developing a facilitator guide, PowerPoint presentation, and learner support materials for a 4-hour telephone operator session on how to use new the Product Reference Guide. This includes management of the review and feedback cycle. Providing 40 printed, plastic spiral bound and tabbed learner guides for the Product Reference session. Providing a trainer to lead one pilot training session and co-lead three additional sessions with a PJ trainer. Providing an 8-hour train-the-trainer session for the PJ supervisors on the Product Reference Guide training module. Developing facilitator and learner support materials for twenty 15-minute Product of the Day sessions that will be facilitated by the PJ supervisors. Limited to a maximum of 60 unique catalog items. Providing one set of laminated Product of the Day cards for up to 40 telephone operators. Providing a 2-hour train-the-trainer session for the PJ supervisors on the Product of the Day campaign series. One hour will cover the consistent facilitation strategy and the second hour will be spent reviewing the product groupings for the 20 sessions. series. Out of ScopeThe scope of this project is to develop a catalog or database that encompasses product information which will be easily accessible at any time during a TO’s phone call. The work out of scope for this project includes:New product additions not agreed upon before development of the product reference guide The training of customer service representatives on their customer service skills, and the training of new employees added after project is started.Additionally any training of management or new employee orientation or evaluation is not included in the overall scope of this project. ID Gurus will not be providing policy or human resource training Project Completion CriteriaThe project will be completed when the Gurus have developed a product reference guide for the TOs at PJ Enterprises that outlines each product. The TOs will be given instructor-led training on how to use this guide. Select employees will be provided with train-the-trainer sessions along with facilitator guides to independently continue the training with future employees. After technological upgrades, this guide will be uploaded to the company intranet for easy access. The Gurus will help PJ Enterprises develop a system that improves employee retention by tying incentives to improvements in sales and an increase in training attendance. Project ParametersBudgetThe budget below provides a summary of the estimated project costs for key deliverables. For more detail, please access the Addendum in an Excel format. Deliverable /SolutionType of Training/ DeliverableSeat Time or Scope FigureTotal Hours Estimated CostProduct Reference GuideElectronic searchable guide that will reside on PJ intranet250 catalog items 182 hours$10,920Scenario based training for TO’s using the new Product Reference GuideFacilitator guide & PPT. Learner support materials80 pages 4 hours200 hours$12,000Training Delivery4 sessions*includes trainer prep and pilot36 hours$1,260Train the Trainer1 session8 hours$28020 mini-sessions for Product of the Day training Facilitator Guide & Learner Support materials20 sessions covering 60 products total 125 hours$7,500Train the Trainer1 session4 hours$140Project Team Members & RolesThe table below lists all team members, their responsibilities, and the hours they will commit to this project.NameRoleResponsibilities Est. Hours Needed Gregory OdachowskiProject ManagerThe Project Manager coordinates activities of the instructional development team, provides regular status reports for all project activities, identifies and mitigates project issues and risks, oversees and coordinates the drafting of initial charter and project plan and ensures the project is completed on time and within budget.Coordinate vendor relationship with Tech Pro if that service is deemed necessary. 48 Amy KeppertBusiness AnalystThe Business Analyst supports project planning by analyzing requirements for completeness, consistency and ambiguity. The analyst also ensures requirements are feasible and appropriate for available resources and provides task estimates for time and cost. In addition, they assist in the design/development of instructional material and may participate in the implementation of training and/or provide post-implementation support. 160Jessica WilsonTechnical WriterThe Technical Writer retrieves, organizes and synthesizes project-related documentation into clear, concise information in a variety of formats. The Technical Writer also participates in the design and development of instructional and training material while recommending revisions and improvements. They may also assist in the testing of instructional material and post-implementation support.160Pamela WirthInstructional DesignerThe Instructional Designer conducts training needs analyzes, designs, evaluates and recommends course material for classroom or e-learning delivery, composes assessments and evaluation tools. The ID is also responsible for providing task activity, dependencies, and timelines to the Project Manager and/or team and participating in train-the trainer activities.320Total Hours for ID Gurus688 (not including optional costs)Jane MacKenzie-SmithProject SponsorThe Project Sponsor defines client needs, confirms project goals and objectives, approves funding, reviews and approves project charter and plan as well as participates in planning sessions.80Ray JohnsonSubject Matter ExpertActs as reviewer on training materials and instructional plans as well as provides IT expertise.160Lucy? Feldman,Yun TsienIT personnelIT expertise on company intranet. 80 (40 each)Sheena Perez, Sarah Commons, Maria Gomez, Paula Moore, Rosalinda SanchezOther Subject Matter ExpertsSubject Matter Experts (SMEs) may act as reviewers on instructional plans and materials, provide product-related resources, validate recommendations made by project team, provide advice on training/instructional tasks and/or assist in the training of other employees.6 each per week Project MilestonesSubject to agreement from PJ Enterprises, ID Gurus will roll out the deliverables on the following dates:Project Deliverables/MilestonesDateProject Charter Approved (creates acceptance to begin project)July 27, 2015Project Management Plan (provides stakeholders with risks, issues, project schedule, constraints, milestones, WBS and change management plan). August 2, 2015Design Document Completed (description and outline of training to include course objectives, outlines and development time and requirements)August 9, 2015Prototype DevelopmentProduct Reference Guide (searchable electronic format) August 30, 20152. Products of the day (ILT Materials)September 15, 20153. TO Customer Service Training (ILT Materials) September 20, 2015User Acceptance Testing (beta or end-user testing in which small group of intended users test the usability of Product Reference GuideSeptember 20, 2015Implement Changes from User Acceptance TestingSeptember 21, 2015Final Training Deliverables CompleteSeptember 28, 2015Training Kick OffSeptember 29, 2015Status ReportsSeptember 30, 2015Project Close Out/Hand-OffSeptember 30, 2015Vendor Assistance RequiredInstructional Design Gurus does not anticipate needing the assistance of an outside vendor. The product reference guide will be developed by the ID Gurus technical writer and Ray, PJE assistant merchandising manager ID Gurus technical writer and Ray, PJE assistant merchandising manager, will develop the product reference guide. Lucy from PJE will help with making the product reference guide accessible to staff on the company intranet. If the solution above is not sufficient for completing the product reference guide before the deadline, an outside vendor, Tech Pro, will be hired to make sure the guide is done on time. Tech Pro is an IT solutions company with expertise in translating large volume content into user friendly searchable electronic formats. ID Gurus will immediately consult with PJE if this solution is needed, prior to contracting any work to the outside vendor.Possible Problems Related to Project CompletionProblem AreaLikelihood1 – 5Problem OwnerProject ImpactMitigation PlanFull cooperation and implementation of training 3Upper ManagementThe third quarter is an extremely busy time for PJ Enterprises due to the upcoming holiday season and with the changes in new employee training being implemented, this creates additional activities for the staff to accommodate. The result may be that the training modules do not receive the level of company-wide attention and participation required for completion and implementation.The product reference guide and products of the day training are designed to be released prior to Q4 in anticipation of the busy holiday season. It is anticipated the products of the day training may be incorporated into instructor-led presentations to allow for “just-in-time” knowledge transfer of current and upcoming products.Subject Matter Expert Availability 2Ray Johnson and Sheena PerezKey PJ Enterprises subject matter experts, may not be able to provide the level of involvement required of them during the training and design phase. This may result in incomplete information and a lack of guidance in regards to products and training.The availability of subject matter experts can vary and Sheena’s time in particular has been limited, leaving Ray as the backup for expertise. If Ray were to become unavailable, the ID Gurus would depend heavily on the expertise of the supervisors Sarah and Maria and may need to approach the sponsor to request a small portion of Judie’s time. Unable to find/hire new training TO3Upper ManagementWithout another TO acting as a future trainer for PJE, training materials may require longer to implementDiscussion between supervisors and upper management will be needed to fill gap or decide to go forward with the risk of a single trainer.Possible Problems Related to AssessmentProblem AreaLikelihood1 – 5 Problem OwnerProject Impact Mitigation PlanEmployee backlash from training2Supervisors and SponsorWill prolong training and may require new employee hiringDiscussion between supervisors and TOs will transpire in order to lessen employee discontentUnable to find/hire new training TO3Upper ManagementWithout another TO to act as future trainer, training materials may require longer to implementDiscussion between Supervisors and upper management will be needed in order to start a TO promotion planResults of observations may be skewed because of TO performance while being observed.3GurusMay impact the type and amount of training required by TOs.TOs observations will be random and they will be unaware of the observationIncomplete questionnaires that do not reflect an appropriate population size2GurusWill not gain a large enough sample of the TO population causing focus areas for training to be misguided.Questionnaire completion will be mandatory, and some extrinsic reward will be offered for completionLack of clear performance expectations for phone agents & supervisors2SupervisorsTOs will be confused as to what is expected of them on a daily basis.Ask senior leadership to establish or reinforce clear performance expectations for supervisors. Promote buy-in from supervisors by asking about their support needs and barriers.Blinders from upper management2Upper Management and GurusUpper management may be unaware of the severity of the situation and the training needs that are required in order for them to reach their sales goals.Be proactive and meet with them in advance. Solicit buy-in to objectively review the data and allow the data to drive next steps.AssumptionsThe ID Gurus are assumed to complete the following deliverables: Development of a product reference guide training program for telephone operators.The completion of a train-the-trainers session for PJE to independently conduct training courses on how to use the product reference guide to their employees.Full documentation of the product reference guide training to include an instructor facilitation guide.It is assumed PJE will provide the following deliverables:PJ Enterprises IT resources will be able to collaborate with the ID Gurus to develop an intranet solution to create the searchable Product Reference Guide. If the internal team is unable to develop a solution, Tech Pro will be brought in as a vendor at an estimated cost of $6,400. Ray Johnson will contribute 30% of the content development for the Product Reference Guide in addition to his other SME contributions. If Ray is unable to assist at that level, the ID Gurus will bill $60/hr for any work Ray is unable to contribute. PJE will assume responsibility for maintaining the Product Reference Guide after the initial implementation. If desired, the ID Gurus can support maintenance for a four catalog cycle year at an estimated cost of $12,000. PJE will provide at least one trainer to co-lead three of the Product Reference Guide training sessions and provide trainers to lead the Product of the Day campaign. PJE assumes all training delivery responsibilities upon completion of the project. ConstraintsThe following constraints may impact the project in the following ways:The availability of supervisors. They will be busy supervising TOs, so we have a limited amount of time to consult with them. The shift-work nature of the TOs will constrain their availability for training.The necessity for phones to be covered will constrain availability of the TOs and supervisors for training.The need for Ray Johnson to put in a significant amount of time as an SME and for content development.External Influences/DependenciesThe following external dependency may influence the projected deadline of the project:If we determine the assistance of Tech Pro (outside vendor) is required to close to the deadline, we may find that they are no longer available and we’ll need to find another vendor with availability.The need for all 50-60 seasonal items to be defined by the time we start our work on the product reference guide.ApprovalsRoleSignatureDate________________________________________________________________________________________________________________Project PlanProject InformationProject NameThis course will be referred to as the Product Reference Guide Training. In 2016, Products of the Day Training may be added.Project Description/OverviewPJ Enterprises is a mail-order catalog business that manufactures, ships, and markets a wide variety of unique gifts, clothing, and decorative accessories. The company experienced significant financial growth this year with a 41% increase in sales for a net profit of one million dollars for the fiscal year. The potential for marketing and sales outreach stands to increase in the upcoming year with an additional 250,000 names added to the customer catalog list. PJ Enterprises distinguishes themselves in the market with their competitive prices, optional overnight delivery and expedited delivery from time to order. Despite the fiscal success of PJ Enterprises, concerns around the quality of customer service have prompted the desire to develop training initiatives to increase sales projections for the upcoming year. Survey data collected in regards to customer service determined that two-thirds of respondents were unhappy with their ordering experience. Many complaints were related either directly or indirectly to the telephone operators’ lack of product knowledge. In order to achieve the desired business objectives, PJ Enterprises has contracted with the ID Gurus to develop a more effective training program to improve the performance of the telephone operators and therefore the customer experience. Currently, PJ Enterprises relies on their catalog director and merchandising manager to conduct half-day training workshops to their employees prior to each seasonal catalog mailing. The ID Gurus have been contracted to reexamine the current training model and redesign a new program for telephone operators on the PJ Enterprises product line. A budget of $400,000 has been allocated for this training, which is expected to result in a 10% improvement in customer service scores. Fully trained operators are projected to increase catalog sales and receive significantly less customer complaints. This training is expected to increased telephone operator knowledge and increase efficiency and customer relations while reducing the number of survey complaints. This will support a projected target of seven million in annual sales and thirteen million in catalog sales for the upcoming year. To help accomplish these goals, the ID Gurus have designed two training models focused on improving operator knowledge: the development of a product knowledge reference guide and a “products of the day campaign” aimed at introducing new products to the operators as they become available. The product reference guide will be the primary focus of training outlined in this plan. The Products of the Day campaign may be instituted in 2016.Project PurposeThe purpose of this project is to help PJ Enterprises accomplish its goals of increased catalog sales and a reduction in customer service complaints through an improvement in telephone operator knowledge. The product knowledge reference guide will provide the telephone operators at PJ Enterprises a searchable electronic resource that provides easily accessible, organized information on catalog products. Scenario-based training will also be developed and delivered to the operators on the use of this guide. Telephone operators will increase their knowledge of specific product qualities and be able to translate this to customers in a timely fashion. As a result of this training, it is expected telephone operators will have access to greater information on product lines, reduced call times due to searching for product information and less frustration from this process. Upon completion of the training, satisfaction scores will increase as customers experience reduced wait less, receive requested product information and experience more professional phone etiquette. Business ObjectivesThe overall business objectives are to decrease customer service complaints and increase sales to support a projected target of seven million in annual sales and thirteen million in catalog sales for the upcoming year. Telephone operators will support these objectives through increased product knowledge and assisting in the improvement of the customer experience. PJ Enterprises lists the following goals for the upcoming year:Aggressive growth to maintain or exceed projected targets.Maintain profitability.Focus on quality of customer service with 10 % improvement on customer service scores.Focus on quality of work environment as well as staff development and recognition.Increase the company’s customer list.Scope StatementDeliverables IncludedTo develop the product knowledge reference guide training course, the ID Gurus will deliver the following:The Project Plan outlining the plans for the project including the schedule, Gantt chart, WBS, risk management, change management, and deliverables.The Design Document specifying course parameters including:Job Task AnalysisMajor Course ObjectivesLearning AssessmentCourse OutlineSupport RequirementsTraining DevelopmentContent creation for the Product Reference Guide in collaboration with Ray Johnson. Effort is limited to 250 distinct products.Development of searchable electronic Product Reference Guide for hosting on PJE intranet.Learner support materials: forty printed, plastic spiral bound and tabbed learner guides for the Product Reference session.Development of facilitator guide.Training Delivery and SupportPowerPoint training for operators (including scenario-based training and knowledge assessments).Provide a trainer to lead one pilot training session and co-lead three additional sessions with a PJ trainer. Train-the-trainer session for the PJ supervisors on the Product Reference Guide training module. ExclusionsThe ID Gurus will not provide the following:New product additions not agreed upon before development of the product reference guide. Customer service skill training.Training of new employees hired after the launch of the product reference guide training course.Training on employee policy or human resources.Project Completion CriteriaTwo major deliverables for the project include the development of The project will be completed when the ID Gurus have developed a product reference guide and training oftrained the telephone operators at PJ Enterprises on its use as outlined in the project plan. Thirty days after the completion of training, the ID Gurus will survey the operators and supervisors on the frequency and consistency of operator use of the product reference guide. Based on this data, we expect the following criteria to support the finalization of the project:A notable improvement in average operator call handling time.A notable improvement in average number of calls handled per hour by operators.A notable reduction in customer complaints compared to previous quarters.Project PlansPrimary PlansThe ID Gurus will be developing a schedule, Gantt chart, WBS, change management plan, and a deliverables plan. These plans will be listed in the Project Plans document with quick reference throughout the project. Scheduled MeetingsScheduled project meetings for the ID Gurus will be held on Wednesdays at 5:00 pm Arizona Time to discuss current project status, upcoming deliverables and potential risks. Consultation, project review and approvals will be sought from Jane MacKenzie-Smith as project sponsor and PJ Enterprise stakeholder. PJ Enterprises Management will be appraised of the project status on a weekly basis and provided with an opportunity ask questions or address concerns. Additional meetings may be called as needed.MeetingFrequencyDescriptionID Guru Staff MeetingWeeklyProvide regular status reports to project manager for all project activities, identifies any project issues and risks, team confirmation of project goals and objectives. PJ Enterprises Management Status UpdateWeeklyPJ Enterprises will be updated on the current project status to include current schedule of deliverables, budget and any risks or issues.Scheduled Status ReportsIndividual status reports will be given by each team member of ID Gurus during the weekly staff meeting and summarized for the entire project. This weekly project summary status will be updated on the ID Guru online collaboration tool Bitrix. These reports will be accessible at all times by the entire ID Guru team and to PJ Enterprises through the project sponsor, Jane-MacKenzie Smith. These reports will also be summarized at the weekly status report meeting with PJ Enterprises Management team.AssumptionsPJ Enterprises is assumed to be responsible for the following:PJ Enterprises IT resources will be able to collaborate with the ID Gurus to develop an intranet solution to create the searchable Product Reference Guide. If the internal team is unable to develop a solution, Tech Pro will be brought in as a vendor at an estimated cost of $6,400. Ray Johnson will contribute 30% of the content development for the Product Reference Guide in addition to his other SME contributions. If Ray is unable to assist at that level, the ID Gurus will bill $60/hr for any work Ray is unable to contribute. PJE will assume responsibility for maintaining the Product Reference Guide after the initial implementation. If desired, the ID Gurus can support maintenance for a four catalog cycle year at an estimated cost of $12,000. PJE assumes all training delivery responsibilities upon completion of the project. The ID Gurus are assumed to be responsible for the following:Primary development and delivery of the product reference guide in conjunction with Ray Johnson, PJE assistant merchandising manager.The contracting of an outside vendor, Tech Pro, to ensure timely completion of the product reference guide if needed.Development of a facilitator guide and learner support materials for telephone operators on the use of the Product Reference Guide.Providing a train-the-trainer session for PJ supervisors on the Product Reference Guide training module. Completing the prescribed training deliverables on time and within budget.ConstraintsThe following situations may constrain the ID Gurus’ ability to carry out the project:The availability of supervisors. They will be busy supervising telephone operators, so we have a limited amount of time to consult with them about product information and training. The shift-work nature of the telephone operators will constrain their availability for training.The necessity for phones to be covered will constrain availability of the telephone operators and supervisors for training.The need for Ray Johnson to put in a significant amount of time as an SME and for content development.External DependenciesThe successful completion of the product reference guide and training is dependent on the following external factor:If we determine the assistance of Tech Pro (outside vendor) is required to complete the project within the determined deadline, they may not be available, requiring the ID Gurus to seek another vendor.Project ApproachThe ID Gurus will use a phased approach to develop the courses offered to PJ Enterprises. The Gurus will start with an ILT approach to training the TOs on the Product Reference Guide. Once this has been accomplished, and. This campaign will consist of trainings that occur before and after work emphasizing the sales of certain products. The ID Gurus used a modified ADDIE approach to develop the learning materials offered to PJ Enterprises. Gaps in performance were identified during the analysis phase and data collected here was used in the design of training materials in the development phase. Following this process, a prototype for the product reference guide was rapidly developed and user-tested early in the development process. An initial prototype was presented to the telephone operators to test for usability. After revisions, the learning activities were delivered and evaluated again by the operators and supervisors for effectiveness.MilestonesThe following dates are for signoff of indicated documents and training sessions. A full outline of deliverables follows in the Schedule section. Milestone or ActivityDeliverableTarget DateSignoff on planProject PlanAug 4Signoff on course designDesign DocumentAug 12Signoff on PRGProduct Reference GuideAug 28Signoff on course materialsFacilitator Guide and Learner Support ToolsSept 17Rollout of trainingTraining of TOsSept 28Summary of work completed and training resultsResults ReportOct 13WBS DiagramThe diagram below represents the tasks that ID Gurus will perform to complete the project. Note: this diagram is also in Appendix A.Schedule The schedule below documents start and due dates for all tasks associated with the Product Reference Guide Training. If you or any of the SMEs are not able to meet these due dates, please notify Gred Odachowski. TaskWhoStartDueAnalyze?1-Jul27-JulConduct Needs Assessment AK, PW1-Jul7-JulAnalyze outcome of needs assessmentAK, PW7-Jul9-JulSummarize outcome of assessment in project proposalAK, PW9-Jul10-JulInitiate project requestGO10-Jul10-JulPresent options to stakeholdersGO13-Jul13-JulDesign/develop charterAK, GO, JW, PW14-Jul21-JulComplete initial draft of budgetAK14-Jul21-JulGain signoffs/approval of charterGO, JM21-Jul27-JulProject Plan?27-Jul4-AugFinalize budgetAK27-Jul28-JulDevelop scopeAK, GO, JW, PW29-Jul31-JulDevelop scheduleJW31-Jul3-AugDevelop WBSAK, JW, PW31-Jul3-AugDevelop change management planGO31-Jul3-AugFinalize project planAK, GO, JW, PW3-Aug3-AugSign off/gain approvals on project planGO, JM3-Aug4-AugDesign?4-Aug12-AugDetermine objectivesPW4-Aug4-AugCreate outline/prelim designsPW, JW4-Aug11-AugCreate assessmentsPW4-Aug11-AugIdentify instructional strategy/activitiesPW4-Aug11-AugSign off on designGO, JM12-Aug12-AugDevelop Product Reference Guide (PRG)?12-Aug31-AugScope out available IT parameters on PJ intranetGO12-Aug13-AugDefine desired PRG requirements with TO's and IT PW, JW12-Aug14-AugCreate mock-up and reference guide specificationsPW, JW14-Aug17-AugPresent to PJ IT for sign-off or engage vendorGO18-Aug18-AugDevelop content for 4-5 productsJW18-Aug19-AugPresent to SME's and TO's for sign offGO20-Aug20-AugCreate remaining PRG content JW20-Aug27-AugSign off on PRGGO, JM28-Aug28-AugImplement on PJ server prior to trainingGO31-Aug31-AugDevelop PRG Training?31-Aug17-SepDesign content of ILT trainingPW, JW31-Aug11-SepDesign facilitator guidePW, JW31-Aug11-SepDevelop module contentPW, JW31-Aug11-SepCreate scenarios and hands on activities PW, JW31-Aug11-SepCreate any learner support tools PW, JW31-Aug11-SepConduct pilot ILT training sessionPW14-Sep14-SepMake adjustments based on feedbackPW, JW15-Sep17-SepSign off on course materialsGO17-Sep17-SepImplement?18-Sep30-SepPrint training bookletsGO18-Sep18-SepSchedule ILT trainingGO18-Sep18-SepConduct ILT trainingPW28-Sep28-SepFinalize ILT training/facilitator guidePW, GO29-Sep29-SepTrain the trainersPW30-Sep30-SepEvaluate?9-Oct13-OctSurvey supervisorsGO, AK9-Oct9-OctSurvey operatorsGO, AK9-Oct9-OctAnalyze resultsGO, AK12-Oct12-OctReport resultsGO 13-Oct13-OctProject closeoutGO13-Oct13-OctGantt ChartThe Gantt chart below represents the development schedule, at the category level, for the entire project. Note: the diagram is in a larger format in Appendix B.Change Management PlanChanges to the scope and budget of this project will have to be approved by Jane MacKenzie-Smith, the project sponsor for PJE. Changes to the budget, such as adding an outside vendor will have to be approved by Jane MacKenzie-Smith. Other factors, such as training of the TOs that may alter the schedule, will be handled by the SME’s after receiving approval from the project manager and Jane MacKenzie-Smith. All technological restraints, such as phone failures or computer glitches that may alter schedule or budget, will be handled by the Jane MacKenzie-Smith the Project Sponsor and the PJ Enterprises IT team. PurposeThe purpose of the change management plan is to ensure the project stays within scope and budget given unforeseen variables that arise throughout the project lifecycle. By assigning potential problems to specific people this ensures that these problems will be handled quickly and accurately, while keeping the project within scope and budget. GoalsThe goal of the change management plan is to ensure that the project meets the defined goals within the schedule and agreed upon budget. The change management plan also aims to improve an organization by changing how work is completed. This plan will change management in certain areas in order to improve the organization processes. Any changes to the project will be defined, recorded, tracked and approved by relevant parties through the Change Control Process as defined below.Change Control ProcessThe change control process will be used to track changes to the project. These changes can be anything that will affect the budget, scope, schedule and/or deliverables of the project. The chart and flowchart outline Change Requests steps:StepDescriptionGenerate Change Request (CR)A submitter completes a CR Form and sends the completed form to the Project ManagerLog CR StatusThe Change Requestor Program Manager enters the CR into the CR Log. The CR’s status is updated throughout the CR process as needed.Evaluate CRProject Manager will review the CR and provide an estimated level of effort to process, and develop a proposed solution for the suggested changeAuthorizeApproval to move forward with incorporating the suggested change into the project/product will be made by the Project Manager and/or Project SponsorImplementIf approved, make the necessary adjustments to carry out the requested change and communicate CR status to the submitter and other stakeholdersChange Control LogProject Name: PJ Enterprises Product Reference Guide TrainingProject Manager: Greg OdachowskiProject Change Control Log Author: Greg OdachowskiProject Description: Development of a Product Reference Guide and scenario-based training on how to use the guide for PJ Enterprises to help telephone operators product knowledge leading to increased sales and lower customer rmationDescriptionChange Request # Assigned number of change request for tracking purposes.Date RequestedThe date the change request was createdRequesterIndividual completing the change request form and point of contact.Change DescriptionSummary of the change request to include the potential impact to the project, or benefits of the change.PriorityA code that provides a recommended categorization of the urgency of the requested Change request (High, Medium, Low)Decision Approved Yes/No/On HoldDecision reached by stakeholders to initiate, decline or continue further review of change request.Status: In Progress/Completed/CanceledCurrent status of change request as of logged date.Date Canceled/ImplementedRecorded date for cancelation or implementation of initiated change request.Additional CommentsAny additional comments or relevant information.ResponsibilitiesThe following individuals have reviewed the Change Management Plan and agree with the procedures as they have been presented. Any changes to this Management Plan will be coordinated with and approved by the following stakeholders.Person ResponsibleResponsibilitiesGred Odachowski, Project Manager, ID GurusReviews change requests and determines the required modifications to the project plan. Coordinates proposed solution for requested change.Sarah Commons/Maria Gomez; TO Supervisors and SME, Pamela Wirth, Instructional DesignerReviews any suggested changes to the training plan for the telephone operators, provides input to the project sponsor. Ray Johnson, Assistant Merchandising ManagerReviews any suggested changes to the Product Reference Guide content or format, consults with PJ IT team as needed, provides input to the project sponsor. Jane MacKenzie-Smith, Project Sponsor, PJ EnterprisesInitiates and submits CR Form to Project Manager Approves suggested changes to move forward with modifications.Project Plan ApprovalsApprovalsApproved by:NameRoleSignatureDateJane MacKenzie-SmithPJE SponsorDesign Document forProduct Reference Guide TrainingDocument DescriptionThis design document outlines the course the ID Gurus will deliver and includes details about the skills the participants will acquire, the technology used, and how the participants will be assessed. Purpose of the CourseThe purpose of this course is to provide training to the telephone operators (TO) on how to use the Product Reference Guide, which the ID Gurus are in the process of developing (see Appendix F for initial design samples). This guide will reduce the number of order-related customer complaints by 25% by the end of 2015. The Product Reference Guide will increase productivity of the TOs by providing all product information in a searchable format during phone orders. This guide will also help the TOs upsell and cross-sell during phone orders. Audience DescriptionThe telephone operators are currently all women and range in age from 18 to 60. For many, this is their first job. All operators have graduated from high school or earned a GED. Some of the TOs have completed college courses, but none have college degrees. Course DescriptionThis course will help the TOs learn how to navigate through the Product Reference Guide. During the training session, the tool’s functionality will be explained and demonstrated. Participants will be given an opportunity to practice searching for product information. This training is primarily for the TOs, but can be used to train the supervisors, as well. Course Seat TimeThis course is 4.5 hours 80 minutes in length.Instructional Architecture/Strategy for CourseThe architecture of this course consists mainly of directives given in a procedural style. This instructor-led course will include demonstrations, exercises, and role-plays.Major Course ObjectivesAt the end of the training, TOs will be able to:Locate product information in the PRG to answer customer questionsMake recommendations to customers using the PRG categoriesUse the “related items” function in the PRG as a tool for cross-selling and upselling during a call. Identify which key sections of the PRG should be used to efficiently answer customer questionsUse the Customer FAQ drop down to answer common customer questions. Use the Category drop down to guide customers to purchase general or seasonal catalog items. Successfully locate and answer questions about a product using the product item number feature within the electronic PRG.Successfully locate and answer questions about a product using the keyword feature within the electronic PRG.Learn how to use PRG to access items that are more expensive, and may be of interest to the customer to up sell. Learn how to access products using the PRG to find items that are similar to cross sellLearning Assessment for CourseThere will be no formal assessments for this course. Exercises and role plays are included in the training session to ensure that the TOs have an opportunity to practice and get immediate feedback from the trainer. Course OutlineThe detailed outline below represents the entire training for the telephone operators in using the Product Reference Guide. This training could be used as-is or modified for other company employees, such as supervisors. Course IntroductionIntroductionOverviewAnswering a telephone call using a scriptExerciseProcess of up selling or cross selling and finalizing an order Lesson 1: Answering a Phone CallIntroductionAnswering a phone call using the scriptRole PlayAssessmentLesson 2: Answering product question using the product reference guideIntroduction to Product Reference GuideFinding objects using the Product Reference GuideRole play AssessmentLesson 3: Up sell and cross selling of goodsIntroductionDemonstrate skills involved in up selling and cross selling goodsRole PlayAssessmentLesson 4: Closing the order, using computer systemIntroductionUsing the computer system Closing order using the computer systemRole PlayAssessmentReview and SummarySummary of Answering a Phone CallSummary of Product Reference GuideSummary of Up Selling and Cross SellingSummary of Computer System and Closing the OrderMediaSlides will be used to display information during the training session. Participants will be supplied with a spiral-bound learner guide that they can reference during the training. Development ToolsProduct Reference Guide (PRG) will be built using HTML coding or advanced Microsoft Sharepoint functionality on PJ Enterprises intranet site. ?Training materials will be developed using a MS Word template and PPT.The Product Reference Guide training will be developed using software such as PowerPoint, Excel and/or Word.Development TimeThe development of this training course will require 150 hours of work. This does not take into account any previous work handled for task analysis, job analysis or document preparation. Support requirementsIn order to complete the course, PJ Enterprises management will help the Gurus in the following ways via SMEs or written sources:Obtain detailed steps and guidelines for tasksProvide any needed documents electronicallyAdhere to additional training scheduleManage printing of training materialsReview all documents in a timely manner, giving feedback on accuracy and completeness of materials, including steps, guidelines, scenarios, accurate product information and other product knowledgeWork with ID Gurus to ensure training is scheduled and trainees are presentID Gurus will ask for assistance from management in role playing scenarios.OwnershipThe Instructional Design Gurus will maintain all materials for one year after completion of the training, after which PJ Enterprises will maintain the materials. If PJ Enterprises would like the ID Gurus to continue maintenance of the documents, the ID Gurus will provide a proposal as to the scope and costs of the services provided.Project Sign-offPlease sign below indicating agreement with the proposed course plan and approving start-up of the development phases.Instructional DesignerDateProject Manager/SponsorDateAppendix A?: WBS for Product Reference Guide TrainingAppendix B: Gantt Chart1245235565785Appendix C: Job Task AnalysisAppendix D: Detailed Course Outline A discussion of learning theories used in the construction of the course outline is described below (see Application of Learning Theories to Course Outline).Mins.Task / Topic / Key Concept MethodObjective AssessmentVisuals / Media Support1A &1B5Course Introduction Course OverviewCourse ObjectivesPresentation of Facts (Learners will be recognizing basic course information)N/AN/ASlides will be presented by instructor with appropriate visuals and overall course objectives.2A15 Introduction to the Main Menu of the PRG:Keyword SearchQuick LinkCategory Drop DownDemonstration & Presentation of Facts(Learners will be recognizing basic facts about the PRG) Identify which key sections of the PRG should be used to efficiently answer customer questionsN/A: Assessment of this objective will occur at the end of the course, after TO’s have had hands on practice with each section. Demonstration of the PRG and projected PPT slides with key points referenced. Activity: Instructor Hot Seat (Learners will ask the instructor customer questions and the instructor will point out which part of the PRG should be used to answer the question.) 2B20Navigation of the Quick Link drop down and sub-drop downs. Navigation of information on landing pages. Demonstration followed by application. Use the Customer FAQ drop down to answer common customer questions. Learners will participate in 2 activities that require them to navigate and use the PRG to answer questions. Demonstration of the PRG and PPT slides. 10Activity #1: Answer a question about holiday shipping & discuss as a group. 15Activity #2: Pair and share. Work with a partner to answer two different Customer FAQs. 2C10Navigation of the category drop down. Locating items in the General and Seasonal product catalog features of the PRG Demonstration followed by application.Use the Category drop down to guide customers to purchase general or seasonal catalog itemsLearners will select a customer question at random and teach back to the group. Demonstration of the PRG and PPT slides.20Activity: Draw a question out of a bowl and individually research the answer. Present findings to the group. 3A10Deep dive of keyword word search and product reference page. Presentation of facts about the PRG. N/AN/A Demonstration of the PRG and PPT slides.3B10Search by item numberDemonstration followed by hands on practice. Successfully locate and answer questions about a product using the product item number feature within the electronic PRG.Learners will participate in an activity that requires them to search by item number and share the correct answer. Demonstration of the PRG and PPT slides.10Activity #1: Customer has the item number but no computer access. Answer her questions using the PRG. 3C10Search by keyword Demonstration, exploration and practice. Successfully locate and answer questions about a product using the keyword feature within the electronic PRG.Demonstration of the PRG and PPT slides.10Exploration: Learners will explore using the keyword search for 10 minutes. 3D10Section SummarySummary and followed by Q&A PPT Slides 3C (cont)10Activity #2: Customer would like to order something similar to what he ordered last week. Use the PRG to answer his questions. 3D10Section SummarySummary and followed by Q&A PPT Slides 4A15Use various features in the PRG to upsell items to customers. Presentation of facts followed by application. Learn how to use PRG to access items that are more expensive, and may be of interest to the customer to up sell. Learners will complete a scored role play activity where they upsell a customer w/out being pushy. Demonstration of the PRG and PPT slides.15 Role Play Activity: Customer orders a basic duvet cover but mentions he’s not sure his wife will like it. ORCustomer orders Christmas pajamas for her granddaughter and there’s an option to upgrade to include a teddy bear in the same PJs4B15Use various features in the PRG to cross-sell items to customers. Presentation of facts followed by application. Learn how to access products using the PRG to find items that are similar to cross sellLearners will complete a scored role play activity where they cross-sell to a customer and recommend relevant items. 15Role play exercise: Customer mentions she’s buying a duvet for her daughter’s bedroom makeover, what else might you suggest? OR Customer is buying a nice robe for his wife’s birthday to give her the “spa” treatment.4D10Section SummarySummary and followed by Q&A PPT Slides Application of Learning Theories to Course Outline (Malcom Knowles & David Merrill)The target audience for this course will be entirely adult learners currently employed as telephone operators in the workplace; therefore, content must have a clearly defined goal. When presenting information to the adult student, it will be important to integrate this knowledge with information they already know from working at PJ Enterprises. Knowles also acknowledged the need for flexibility in learning styles and backgrounds of diverse audiences, especially with computers. The following objectives were designed to provide hands-on activities and task-oriented instruction to facilitate understanding. This also supports the data gathered by the ID Gurus, indicating a desire by the telephone operators for visual and interactive training presented in shorter segments. Because the target audience consists of currently employed telephone operators, some of whom have already been through previous training courses, several may have preconceived notions in regards to answering customer inquiries. In this case, learning can be delayed or obstructed. Knowles emphasized that adults benefit from instruction that allows them to discover things for themselves. In this situation, learners may benefit from not having a designated script, but rather guided instruction that allows flexibility in working with customers.David Merrill further provided a basis for effective lesson design with his context-performance matrix (CPM). The CPM matrix consists of two areas devoted to informational and knowledge content. The learner can either acquire the knowledge through two levels of performance: memorization or application. Within the informational domain are five main elements: facts, procedures, concepts, processes and principles. In order to construct an optimal learning experience, Merrill believed it was important to address both information elements and levels of performance. This course emphasizes instruction on each knowledge level for procedures and processes. Culatta, R. (2011). Andragogy (Malcom Knowles). Retrieved , K. Types of Information. Retrieved from E: Final AssessmentThere will be no formal assessments for this course. Exercises and role-plays are included in the training session to ensure that the TOs have an opportunity to practice and get immediate feedback from the trainer. Appendix F: Product Reference Guide Mock-upsThese are examples of screens from the Product Reference Guide, including the main screen accessed after login, a product page, and a category page. ................
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