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Effective Organization Analysis Tools That Involve & Engage ISPI –Charlotte, July 12, 2012 © CMP Associates, 2012. All rights reserved. CMP Associates CMP Associates By Carol M. Panza, MBA, CPT

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Page 1: Effective Organization Analysis Tools That Involve & Engage...Effective Organization Analysis Tools That Involve & Engage ISPI –Charlotte, July 12, 2012 ... Research New Product

EffectiveOrganization Analysis

ToolsThat Involve & Engage

ISPI –Charlotte, July 12, 2012

© CMP Associates, 2012. All rights reserved.

CMP AssociatesCMP Associates

ByCarol M. Panza, MBA, CPT

Page 2: Effective Organization Analysis Tools That Involve & Engage...Effective Organization Analysis Tools That Involve & Engage ISPI –Charlotte, July 12, 2012 ... Research New Product

Analysis Tools that Involve & Engage(IFTDO 2012 Kuwait)

6/25/2012

©CMP Associates, 2012. All rightsresesrved. 1

© CMP Associates, 2012. All rights reserved.

Organization Map

How an Organization Works

President

VPFunction A

Director Aa

Manager

SpecialistA

SpecialistB

Director Ab

VPFunction B

VPFunction C

VPFunction D

ManagerDa

SupervisorEa

SupervisorEb

TeamLeader

ManagerDb

ManagerDc

Organization Chart

CMP AssociatesCMP Associates

FDA

PharmaCoUSA

PharmaCoInt'l

ResearchNew ProductDevelopment

(NPD)

Finance

TechnicalOperations

(Manufacturing)

QualityAssurance

Sales &Marketing

CommercialDevelopment

Compounds

•IND•IND Updates•NDA•Deficiency Response•Information (as Requested)

ResearchEmphasis

•IND Response•Deficiency Letters•Information Requests•NDA Response

LicensedProductOpportunities

•Manufacturing Spec's•Packaging or Handling

Requirements•NPD Plan

QALots

QA Results/Revision Spec's

Product

Corporate Direction/Strategy

Unmet Needs (Market Intelligence)

Launch •Quantities

Forecasts •Orders •

•Information•Study

Funding

•Therapy/Product Concepts• New Product Information

•Market Intelligence•Concept Test Results•New Product Strategy

•Budgets•Budget Results

•Raw Materials•Equipment•ProcessTechnology

Vendors

MARKET

Orders

Payments

•Jobbers•Hospitals

•Pharmacies•Physicians•Patients

HumanResources

StaffLaborMarket (To all)

(To all)

© CMP Associates, 2012. All rights reserved.

Analysis Tools (maps)The People

A Practical and Engaging Perspective

FDA

PharmaCoUSA

PharmaCoInt'l

ResearchNew ProductDevelopment

(NPD)

Finance

TechnicalOperations

(Manufacturing)

QualityAssurance

Sales &Marketing

CommercialDevelopment

Compounds

•IND•IND Updates•NDA•Deficiency Response•Information (as Requested)

ResearchEmphasis

•IND Response•Deficiency Letters•Information Requests•NDA Response

LicensedProductOpportunities

•Manufacturing Spec's•Packaging or Handling

Requirements•NPD Plan

QALots

QA Results/Revision Spec's

Product

Corporate Direction/Strategy

Unmet Needs (Market Intelligence)

Launch •Quantities

Forecasts •Orders •

•Information•Study

Funding

•Therapy/Product Concepts•New Product Information

•Market Intelligence•Concept Test Results•New Product Strategy

•Budgets•Budget Results

•Raw Materials•Equipment•ProcessTechnology

Vendors

MARKET

Orders

Payments

•Jobbers•Hospitals

•Pharmacies•Physicians•Patients

HumanResources

StaffLaborMarket (To all)

(To all)

CMP Associates

CMP Associates

What if . . .

© CMP Associates, 2012. All rights reserved.

Shared understandingand common picture ofhow the organizationworks?

Everyone involved,invested and engaged inorganization success?

Effective way to transferor build ownershipamong the people?

Page 3: Effective Organization Analysis Tools That Involve & Engage...Effective Organization Analysis Tools That Involve & Engage ISPI –Charlotte, July 12, 2012 ... Research New Product

Analysis Tools that Involve & Engage(IFTDO 2012 Kuwait)

6/25/2012

©CMP Associates, 2012. All rightsresesrved. 2

© CMP Associates, 2012. All rights reserved.

Graphically Anchored PI/PM Model

CMP Associates

© CMP Associates, 2012. All rights reserved.

Begin with the Marketplace

The Organization

SuppliersCustomer

Market

CMP Associates

© CMP Associates, 2012. All rights reserved.

Customer Driven & Adaptive

The Organization

Suppliers

CustomerMarket

1

2

CMP Associates

Page 4: Effective Organization Analysis Tools That Involve & Engage...Effective Organization Analysis Tools That Involve & Engage ISPI –Charlotte, July 12, 2012 ... Research New Product

Analysis Tools that Involve & Engage(IFTDO 2012 Kuwait)

6/25/2012

©CMP Associates, 2012. All rightsresesrved. 3

© CMP Associates, 2012. All rights reserved.

Internal Customer-Supplier Network

The Organization

FunctionA

FunctionC

FunctionB

CMP Associates

© CMP Associates, 2012. All rights reserved.

How It’s Structured(Vertical Reporting Relationships)

PRESIDENT

ENGINEERING PURCHASING CUSTOMERSERVICE

SALES

CMP Associates

© CMP Associates, 2012. All rights reserved.

How It Operates(What Happens in the White Space)

PRESIDENT

ENGINEERING PURCHASING CUSTOMERSERVICE

SALES

“Organization” “Customer”

CMP Associates

Page 5: Effective Organization Analysis Tools That Involve & Engage...Effective Organization Analysis Tools That Involve & Engage ISPI –Charlotte, July 12, 2012 ... Research New Product

Analysis Tools that Involve & Engage(IFTDO 2012 Kuwait)

6/25/2012

©CMP Associates, 2012. All rightsresesrved. 4

© CMP Associates, 2012. All rights reserved.

Link to Function & Job Requirements

CMP Associates

Engineering

Purchasing

CustomerService

Sales

Step1

Step2

Step3

Step5

Step4

Output Output Output OutputOutput

© CMP Associates, 2012. All rights reserved.

Performer-Level Expectations

ExpectationsConsequences(Incentives &Sanctions)

Feedback

COMPONENTS OF THEPERFORMANCE ENVIRONMENT

Performer Skills & Knowledge/Required Resources

CMP Associates

© CMP Associates, 2012. All rightsreserved.

Linkages-Organization Results Focus

Expectations& Standards

Performer Skills & Knowledge &Required Resources

Consequences(Incentives &

Sanctions)

Feedback

FunctionA

FunctionB

FunctionC

FunctionD

Customer

Us (The Suppliers)

Raw Materials

Products

Products

Subprocess “Accomplishments”

Step 1 Step 2 Step 3 Step 4

Performer Expectations

Supervisor

Technician

Operator

Linking OrganizationResults to Performer

Expectations

CMP Associates

Page 6: Effective Organization Analysis Tools That Involve & Engage...Effective Organization Analysis Tools That Involve & Engage ISPI –Charlotte, July 12, 2012 ... Research New Product

Analysis Tools that Involve & Engage(IFTDO 2012 Kuwait)

6/25/2012

©CMP Associates, 2012. All rightsresesrved. 5

CEI Exercise (Business Case)

© CMP Associates, 2012. All rights reserved.

Discuss (within your small group):

•Where the issue listed next to yourmap actually occurs on the map.

•Who has to be party to addressing,or deciding whether to address eachissue.

•What information you would need to help your client decidethe cost/benefit of addressing or failing to address each issueand to prioritize all issues for management action planning.

Prepare at least one reason that it is important to take this kindof look at your client organization early in any project effort.

CONSUMER ELECTRONICS -USA

MARKETPLACE

CONSUMERELECTRONICS

INT’L

Consumer Electronics -USA, Macro Map

©CMP Associates - February27, 2000

TPD

Sales

Credit

CED(Distribution)

Merchandising

Marketing

Sportie

DepartmentStore Retailers

OtherRetailers

For Approval/Feedback•Promotional Literature•Display (In Case, TOC) Sketches•Display (In Case, TOC) Prototypes•Counter Cards•POP/Posters

Planning

•Orders•Allocation Requests•Retailer Requirements

Sportie

SalesAdministration

West

East

•Approval Requirements--Counter Cards--POP/Posters--Giveaways--Gift with Purchase

•Media Ads•Giveaways•Gift with Purchase•Feedback Requirements

•Sales Aid Requests•Feedback (Sales Aids)•Retailer Requirements

•Model Maintenance•Allocations•Incoming Goods ETA’s•Special Requirements (by retailer)

Orders(Pick Slips)

Released Orders (Pick Slips)

•Model/Line Selection•Target Proposal•Purchase Plan by Style by Month•Model Maintenance Requirements

•Model Maintenance•Shipment ETA•CED Priorities

•Sales Targets (by Retailer/Rep)•Product Allocations•Market Intelligence Requirements

•Updated QRS•Product Information•Order Status•Substitution Suggestions•Additional Information Requirements•PO Extension Requests•Credit Status Issues

•Product Information•Order Status•Substitution Suggestions•Additional Information Requirements•PO Extension Requests•Credit Status Issues

•Information/ClarificationRequirements

-Allocations-Model Maintenance-Special RetailerRequirements

•Goods Arrival Notice

•Instructions/Guidance•Status Questions

•Sportie FAB’s•Assortment Demo.•Buying ProcessInformation Request

•OTB/PO Requests

•Orders•Buying Process Specs.•Special Requirements

•Orders•Buying Process Specs.•Special Requirements

•Retailer InformationRequests

•Assistance Requests

Credit Status Updates(Information)

•Inventory Issues/Status•Display Maintenance Info.•Competitor Intelligence

•Display Set•Display “Replenishment”•Brand Training (FAB’s)•Sales Assistance•Inventory & Display Status Identification•Market Intelligence

•Estimated Demand-Current Customers-Potential Customers

Sportie

•New Module Options•New Model Options•Financial Targets•Production Commitments•Model Maintenance•Shipment Advice

•Sales Aid Requests•Feedback (Sales Aids)•Retailer Requirements

DataBase

CMP Associates

© CMP Associates, 2012. All rights reserved.

Examples

Organization Maps created asanalysis tools …

But, that achieved more . . .

CMP Associates

© CMP Associates, 2012. All rights reserved.

GTS –T1/High Cap Task ForceTask Force Objective

Improve the competitive position of GTS T1 High Cap servicewithin the marketplace (Meet competitor performance levels)

(Analysis Tools) MapsMaps built with the task force to:•guide and coordinate the analysis process•obtain commitments from all contributing functions to enable theimplementation of improvement actions

CMP Associates

TELECOM ENTERPRISES OF AMERICA (TEA) MARKETPLACE

COMPETITORS

TARGET

CUSTOMERS

High CapProposals(60 days)

High CapProposals

Sales &Marketing

Planning

Engineering

Purchasing CentralOffice

(Installation)

Orders

•Network Integrity•"Project" Approval

Equipment Lists

Purchase Orders

•Work Orders•Equipment Lists

•Product Specs•Proposed "Solutions"

M arket Intelligence

SUPPLIERS

•Equipment•M aterials/Supplies

•DecisionM akers

•Wants andNeeds

•InstallationRequirements

Completed WO's(Installations)

•Updated Equip-ment Lists

•AssociatedM aterials Lists

T-M ail (Orders)WO Feedback

Telecom Enterprises of America -- AFTER

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6/25/2012

©CMP Associates, 2012. All rightsresesrved. 6

© CMP Associates, 2012. All rights reserved.

GTS –T1/High Cap Task Force

CMP Associates

TELECOM ENTERPRISES OF AMERICA (TEA) MARKETPLACE

COMPETITORS

TARGET

CUSTOMERS

High CapProposals(60 days)

High CapProposals

Sales &Marketing

Planning

Engineering

Purchasing CentralOffice

(Installation)

Orders

•Network Integrity•"Project" Approval

Equipment Lists

Purchase Orders

•Work Orders•Equipment Lists

•Product Specs•Proposed "Solutions"

Market Intelligence

SUPPLIERS

•Equipment•Materials/Supplies

•DecisionMakers

•Wants andNeeds

•InstallationRequirements

Completed WO's(Installations)

•Updated Equip-ment Lists

•AssociatedMaterials Lists

T-Mail (Orders)WO Feedback

Telecom Enterprises of America -- AFTER

© CMP Associates, 2012. All rights reserved.

GTS –T1/High Cap Task Force

© CMP Associates, 2012. All rights reserved.

GTS T1/High Cap - continued

CMP Associates

Project Objectives Achieved

Not only met, but exceeded, competitor performance results(time from order to installation) establishing a competitiveadvantage through a durable results-focused managementsystem

Plus . . . People Involvement and Engagement

•We’re all in this together -- Dramatic change from “blaming”theInstallation function to documenting the critical contributions of eachfunction and the implementation of a start date jeopardy system

•Task force members felt empowered by their ability to obtain seniorexecutive support on the front end and the durable results achievedwhich far exceeded their objectives

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Analysis Tools that Involve & Engage(IFTDO 2012 Kuwait)

6/25/2012

©CMP Associates, 2012. All rightsresesrved. 7

© CMP Associates, 2012. All rights reserved.

ODP HR Function ExampleProject Objective

Identify improvement opportunities for HR function from an overall“outside-in”/client perspective as well as for key processes

(Analysis Tools) Maps

Map showing the internal and external interdependencies between partsor internal processes within the HR function and their customers andsuppliers (both internal and external to ODP)

For each part/process we developed the process maps for how itserviced its internal and/or external customers

Employment Law

Lawsuit Avoidance and Caseload Management Process

Questions Obtained (&Logged)/ Issues & Risks (&Potential for “Occurrence”

in other Situations orStates) Determined/

Documented

In co m in g la wsu its a re a lrea d y lo g g ed a n dreviewed to id en tify tren d s a n d d eterm in e th e

n eed fo r p ro a ctive stra teg ies to m in im ize fu rth errisk a n d /o r rela ted su ites. Co n sid er crea tin g a lo gto reco rd q u estio n s co m in g in to th e Em p lo ym en tLa w a rea , b y typ e a n d p o ten tia l im p a ct (a s well a s

a p p lica b ility to o th er a rea s o r S ta tes) . S u ch a“d a ta b a se”wo u ld b e im p o rta n t in d evelo p in g

co m p reh en sive wo rklo a d a n d p ro d u ctivityin fo rm a tio n . I t wo u ld a lso b e in p u t th a t wo u ldsu p p o rt reco m m en d a tio n o f p ro a ctive step s o rp ro g ra m s to a vo id la wsu its o r m in im ize O D P’s

fin a n cia l exp o su re.

Action Alternatives &/orResource RequirementsDetermined & Presented(Follow-up Requirements

Determined & Scheduled, asAppropriate)

D ep en d in g u p o n th e level o f risk a n d rela tedfin a n cia l exp o su re, it m a y b e a p p ro p ria te to

co n sid er req u estin g a n d sch ed u lin g fo llo w-u p fo rp o ten tia lly h ig h im p a ct q u estio n s ( issu e a rea s) .Co n sid er d evelo p in g a n d im p lem en tin g a VERY

sh o rt a n d ea sy to u se feed b a ck d evice fo r“cu sto m ers/clien ts”wh o ca ll in to Em p lo ym en tLa w. I f it is sh o rt a n d ea sy en o u g h , it co u ld b ep ro vid ed to a ll ca llers. O r, a p ercen ta g e co u ld b eg iven th e o p p o rtu n ity to p ro vid e feed b a ck o n th e

q u a lity/va lu e a n d tim elin ess o f th e g u id a n ce(service) th ey receive. (S u ch a d evice wo u ld likely

h a ve a p o sitive PR effect a s well a s p ro vid in gva lu a b le feed b a ck fo r m a n a g em en t o f th e u n it

a n d fu tu re p la n n in g .)

Charges/LawsuitsObtained & Logged/ Issues(Including Risks, ImmediateImpact & Future or Related

Risks) Determined &Documented

A m ea su re o f th e “su ccess”(va lu e) o f g u id a n cep ro vid ed to ca llers, wo u ld b e th e n u m b er,

p ercen ta g e a n d fin a n cia l im p a ct o f th o se th a tco m e in la ter a s la wsu its, i.e., th a t were n o t

a vo id ed , o r, p erh a p s, n o t m in im ized versu s th eestim a ted va lu e o f la wsu its a vo id ed .

A lo g o r reco rd is a lrea d y in p la ce to ca p tu re th etyp es o f ca ses o r issu es rep resen ted b y la wsu itsfiled a g a in st O D P. Co n sid er a u g m en tin g th is

d a ta b a se b y a d d in g a n in d ica tio n o f th e d ifficu ltya n d /o r rela tive stren g th o f th e O D P p o sitio n

rela tive to a n y su it. S u ch a “weig h tin g ”m ech a n ism co u ld h elp in a rrivin g a t a rea listicp ro d u ctivity estim a te. I t co u ld a lso h elp to p u t

resu lts a ch ieved in to th e p ro p er co n text.

Cases “Defined”&Prioritized (Issues, ODP

Case “Strength,”&Financial or OperatingImpact Determined)

In o rd er to su p p o rt th e q u a lity a n d p ro d u ctivity o fca selo a d m a n a g em en t , so m e b a sic d a ta (o ver

tim e) n eed s to b e a va ila b le reg a rd in g th e n a tu rea n d vo lu m e o f in co m in g ca ses a n d q u estio n s a n d

th e h a n d lin g o f th a t wo rklo a d th ro u g h th e“Em p lo ym en t La w Ca se Ma n a g em en t Pro cess.”

•# (a n d %) o f ca ses b y ca se stren g th a n da va ila b ility o f critica l/req u ired d o cu m en ta tio n

•# (a n d %) o f ca ses b y ca se typ e o r issu e a rea

•# (a n d %) o f ca ses b y “va lu e”o r O D P cu rren t a n dp o ten tia l fin a n cia l exp o su re (su ch a s th e p o ten tia lfo r o th er like/a n a lo g o u s ca ses, rela ted o r “fo llo w-o n ”ca ses) , i.e., p o ten tia l exp o su re in a d d itio n toth e va lu e o f th e cu rren t ca se

•# (a n d %) o f ca ses th a t co u ld h a ve rea so n a b lyb een a vo id ed co n sid erin g p revio u sly receivedsim ila r o r rela ted ca ses o r situ a tio n s in wh ichq u estio n s co m in g in to th e Em p lo ym en t La w a reap ro vid ed a “h ea d s u p .”

Case by Case DismissalPotential Determined /

Action Alternatives (withCost/Benefit) Defined &

Recorded (or Updated) forthe Current Caseload

Wh a t a re th e fa cto rs th a t a re weig h ed to esta b lish th e co st/b en efit b y a ctio n a ltern a tive o f a d d ressin g ea ch n ew ca se in th e cu rren t ca selo a d ? Fo r exa m p le, th o u g hth ere m a y b e a sh o rt term fin a n cia l co st/b en efit ra tio n a le fo r p la n n in g to try to settle a ca se versu s ta kin g it to co u rt ( if d ism issa l p o ten tia l is lo w o r n o n existen t) ,

th ere m a y b e lo n g er term “co sts”fo r settlin g a ca se if settlin g sets a p reced en t a n d en co u ra g es o th er sim ila r ca ses to b e filed .

Dismissal Obtained?

Exit

Settlement Obtained?

Yes

Exit

Litigators or LitigatorAlternatives Identified &Prioritized by Issue/CaseType & Attorney “Track

Record”

Firm Selected (FeesEstablished as Negotiated)

& Contract In Place

Th e q u a lity o f p erfo rm a n ce h ere is b a sed u p o n Em p lo ym en t La w’s a b ility to m a tch ca ses to th e stren g th s o f a va ila b le litig a to rs. I t is a lso a n a rea in wh ichth e a b ility to n eg o tia te a rea so n a b le fee stru ctu re is a va lu e a d d ed . (Po in ts o f co m p a riso n h ere in clu d e th e fees stru ctu re n eg o tia ted with th ese sa m efirm s b y O D P Co rp o ra te co u n sel, “sta n d a rd ”fees b y ca se typ e a n d ca se stren g th , a s well a s, fees ch a rg ed to o th er clien ts b y selected firm s - - if th a t

in fo rm a tio n ca n b e o b ta in ed ) .

Interface Provided &Litigators Supported as

Required

Decisions Obtained & CaseManagement Perfor-mance Determined (&

Reported)/ Future Implica-tions Determined & Proac-

tive Strategies Defined

Exit

•U p d a ted Ca se Ma n a g em en t “S ystem ”(Reso lu tio nIn fo rm a tio n b y Ca se, Ca se S tren g th &/o r Issu e)

•Tren d s (Reso lu tio n Ra tes b y “Meth o d ”, Issu e/I ssu eCa teg o ry, To ta l Co st, To ta l T im e)

•Future Risk s/Vulnera b ility (Po tentia l Ex p o sure)

Co n sid er d evelo p in g p ro d u ctivity in fo rm a tio n o n cea d a ta b a se is in p la ce to ca p tu re b a sic

in fo rm a tio n a b o u t th e weig h ted vo lu m e a n d va lu eo f th e ca selo a d a n d th e a ctu a l h o u rs (co st)

in vested versu s exp ected o r “sta n d a rd ”h o u rs/co st.

Co n sid er d evelo p in g ca selo a d m a n a g em en tq u a lity m ea su res th a t lo o k a t th e reso lu tio n o f

ca ses co n sid erin g :

•th e stren g th o f O D P’s p o sitio n (d ifficu ltym ea su res)

•th e p o ten tia l a d d itio n a l risk/exp o su re with likeo r rela ted ca ses (a n d a n a b ility to elim in a te o r

m in im ize th e fin a n cia l im p a ct)

•p o ten tia l ca ses a vo id ed (via g u id a n ce p ro vid ed inresp o n se to in co m in g q u estio n s)

•p o ten tia l ca ses a vo id ed via p ro a ctive a ctio n s tob rin g releva n t p a rts o f th e o rg a n iza tio n in to

“co m p lia n ce”

Compliance Process

•Cu rren t Em p lo yees•Fo rm er Em p lo yees•Ap p lica n ts•”S p ecia l In terest G ro u p s”

Litigants/Complainants

ODPHRProfessionals

•”La wyer Letters”•La wsu its

•Q u estio n s•Req u ests fo r G u id a n ce•Ad d itio n a l In fo rm a tio n•Co rp o ra te

•S h a red S ervices•Field

•Req u ests fo r Cla rifica tio n•Req u ests fo r Ad d itio n a l In fo rm a tio n

•G u id a n ce (&/o r Reso u rces)•Fo llo w-u p Req u est (& S ch ed u le)•”Clien t”Feed b a ck Req u est

Q u estio n s

•New Ca ses•U p d a ted Prio rities (Existin g Ca ses)•Ca selo a d D a ta Ba se (Ca selo a dMa n a g em en t “S ystem ”)

Federal (& State?)Employment Law

Compliance RequirementsMaintained Up-to-Date/

Changes & SignificantTrends Highlighted

ODPDiversity

•H ig h Im p a ct D iversity I ssu es &/o r Ca ses•Leg isla tive Tren d s (& S tro n g Lo b b ies)•G o a l & Pla n Cla rifica tio n Req u irem en ts( fo r th e Field )

FederalGovernment

States ( ?)/State

Agenciesor Entities

•Co m p lia n ce “Ru les”/Req u irem en ts•Pa st Au d it Resu lts•Im p ro vem en t/Actio n Req u irem en ts•Au d it Fo llo w-u p S ch ed u le (a sAp p ro p ria te) •Em p lo yee Ma n a g em en t “Ru les”

•Leg isla tive Ch a n g es•Em p lo ym en t La w (H ig h Pro file) Ca ses•Co n tra cto r Req u irem en ts•S p ecific Bid /Co n tra ct Req u irem en ts

ODP Compliance ResultsCompiled & Reported (as

Scheduled/Required)/Improvement

Opportunities AreasIdentified

•”Ru les”/ Co m p lia n ce Req u irem en ts•”S elf Au d it”o r O th er O D P Co m p lia n ce Jo b Aid s

•Wo rkfo rce Resu lts•Im p ro vem en t O p p o rtu n ity Area s

Improvement ActionsDocumented (Against SelfAssigned Goals &/or AuditRequirements) & Reported/Changes or Enhancements

Determined as Possible

•Im p ro vem en t Actio n Pro g ra m s & Pla n s•Im p lem en ta tio n Pro g ress & In -Pro cess Resu lts

External Audit ProcessFacilitated/Supported &

“Answer”or AuditResponse Requirements

Obtained, Assigned &Follow-up Scheduled

•Au d it Resu lts•Actio n Req u irem en ts

•Actio n Req u irem en ts (S p ecific Assig n m en ts)•Fo llo w-u p S ch ed u le

Severance Process

H o w ca n /sh o u ld “in tellig en ce”g a th erin g resp o n sib ilities b e sh a red with o th er H R a rea s in o rd er to su p p o rt p ro a ctive a ctio n sa n d p ro g ra m s to a vo id co m p lia n ce issu es, fin es a n d /o r la wsu its? (Fo r exa m p le, sh o u ld D iversity b e resp o n sib le fo r

id en tifyin g , tra ckin g a n d rep o rtin g o n issu es, tren d s a n d h ig h im p a ct/p ro file ca ses th a t fa ll in to th e wo rkfo rce d iversity a rea ? )

H o w a re S ta te level co m p lia n ce req u irem en ts h a n d led a n d is th ere a sp ecific ro le fo r u p p er level H R p ro fessio n a ls in th e field , inth is reg a rd ? I f th ere is, wh a t jo b a id s o r o th er reso u rces ca n /sh o u ld b e p ro vid ed b y Em p lo ym en t La w (Co m p lia n ce) to

p ro p erly su p p o rt a n d fa cilita te th ese effo rts?

Wh a t a re th e fo rm a t a n d tim in g req u irem en ts fo r in fo rm a tio n a n d rep o rtin gin toCo m p lia n ce fro m o th er a rea s su ch a sD iversity.

Wo rklo a d fo r Co m p lia n ce in clu d e req u ired rep o rtin g to th e Fed era l g o vern m en t, to S ta te a g en cies a n d in su p p o rt o f sa lesco n tra cts. I t a lso in clu d es ven d o r certifica tio n , a n o n g o in g lia iso n ro le with D ep t. o f La b o r, Im m ig ra tio n , etc., a s well a s,su p p o rt fo r th e co n stru ctio n o f extern a l b id s b y O D P Na tio n a l S a les a n d in resp o n se to EEO C issu es/co m p la in ts. Th e cu rren t

wo rklo a d a p p ea rs to p reclu d e a n a b ility to fo cu s o n p ro a ctive step s/d a ta g a th erin g , a n a lysis a n d rep o rtin g . Th is isa g g ra va ted b u t a co n tin u ed n eed to ru n rep o rts in two system s u n til Peo p leS o ft ca n b e d eb u g g ed ( in clu d in g a u d it

ca p a b ilities) a n d a n a lysis/rep o rtin g ca p a b ilities en h a n ced . (Wo rklo a d - tem p o ra ry o r p erm a n en t - h a s n o t yet b eenca lcu la ted in term s o f th e tim e va lu e o f o u tp u t p ro d u ce a g a in st la b o r h o u rs in vested .)

Severance Terms (Offer/s)Obtained & Clarification or

Additional InformationRequested as Required(Completed Checklist)

Th e S evera n ce Ch ecklist is a n exa m p le o f a jo ba id ( fo r H R G en era lists) crea ted b y Em p lo ym en tLa w to en su re th a t co n sisten tly a ccu ra te a n dco m p lete in fo rm a tio n is received o n th e fro n t

en d (a s req u ired ) to p ro p erly d rive th esevera n ce p ro cess.

Ea ch RIF is d ifferen t. Th is la ck o fsta n d a rd iza tio n keep s it a “m a n u a l”p ro cess. I tis fu rth er co m p lica ted b y la ter ch a n g es fro m th e

field o n a co n tin u in g b a sis

Severance Agreements (&Due Dates) Prepared &

Distributed to HRGeneralists / Follow-up

Scheduled

•List o f Em p lo yees•S evera n ce Term s (Ch ecklist)

•S evera n ce Ag reem en ts•S p rea d sh eets (S ep a ra te)- ( to Co m p en sa tio n )

- - Na m e, ID , La st D a y, Co m p en sa tio n In fo rm a tio n- ( to Ben efits)

- - Na m e, ID , La st D a y, Ben efits In fo rm a tio n

Action Requirements (bySigned Agreement)

Distributed to Payroll &Appropriate HR Specialty

Areas

Agreements ObtainedOn -Time as Required

?

Yes

Ad d itio n a l In fo rm a tio n o rCla rifica tio n (a s Req u ired )

Fo llo w-u p /D u e D a te Rem in d ers

No

Actio n Req u irem en ts (b y H R S p ecia lty)

Th is p ro cess is o p era ted o n ly a s req u ired . An d ,th e efficien cy o f th e o p era tio n o f th e p ro cessd ep en d s, in p a rt, o n th e lea d - tim e p ro vid ed to

Em p lo ym en t La w b y lin e m a n a g em en t.

Th e a llo wa b le p erio d fo r sig n in g a g reem en tsd iffers fo r em p lo yees d ep en d in g u p o n wh eth er

th ey a re o ver o r u n d er 4 0 yea rs o ld .

No te th a t th e co m p letio n o f th e p ro cess toim p lem en t a g reem en ts is u n d er th e co n tro l o f H RG en era lists, sin ce it g o es o u t o f th e co n tro l o f

Em p lo ym en t La w wh en severa n ce a g reem en ts a rep rep a red fo r sig n a tu re a n d sen t to H R G en era lists.Wh en is th e fo llo w-u p co n ta ct m a d e if a g reem en tsa re n o t o b ta in ed ? Th a t is, is th e co n ta ct m a d e

with en o u g h lea d - tim e to su ccessfu lly execu te th ea g reem en t with in th e a llo tted tim e fra m e?

ODPPayroll

Actio n Req u irem en ts

Draft Sub Process Flows (for Discussion Only) --Updated September 3, 2003

© CMP Associates, August 18, 2003.

Yes

NoNo

O u tco m es (Ca se Ma n a g em en t In p u t)O u tco m es (Ca se Ma n a g em en t In p u t)

•U p d a ted Ca se Ma n a g em en t “S ystem ”(Reso lu tio nIn fo rm a tio n b y Ca se, Ca se S tren g th &/o r Issu e)

•Tren d s (Reso lu tio n Ra tes b y “Meth o d ”, Issu e/I ssu eCa teg o ry, To ta l Co st, To ta l T im e)

•Future Risk s/Vulnera b ility (Po tentia l Ex p o sure)

Additional Informationor Clarification Providedas Requested/Required

S ig n ed /Neg o tia ted S evera n ce Ag reem en ts

In co m in g issu es/q u estio n s a n d co m p la in tsca n n o t b e co m p letely a vo id ed even with

p ro a ctive resea rch ( in tellig en ce g a th erin g ) a n da n a lysis. H o wever, th e n u m b er o f su chq u estio n s a n d co m p la in ts o r th e exten t o f

co n seq u en ces (p a rticu la rly fin a n cia l) ca n m o stlikely b e m in im ized . T im e to d evo te to th is a read ep en d s o n a n a b ility to m a n a g e th e o n g o in gco m p lia n ce rep o rtin g , ven d o r certifica tio n a n db id /sa les su p p o rt wo rklo a d . T im e req u ired tom eet th e o n g o in g wo rklo a d is g rea ter in th ecu rren t tra n sitio n en viro n m en t d u rin g wh ichtim e a d d itio n a l tim e is req u ired to d eb u g a n d

su p p o rt Peo p leS o ft.

•EEO1 A nnua l Filing (Federa l)•A ff irma t iv e A ct io n Pla ns (4 9 )•M ult iy ea r C o ntra cts•Bids ( in suppo rt o f N a t io na l Sa les)

ODPNational

Sales Bid S u p p o rt Req u irem en ts/Req u ests

Co m p lia n ce Resu lts (Rep o rts)

(Questions & ComplaintsObtained & Response

Requirements Determinedor Confirmed) PerformanceResults/Status Researched

& Reported

•Issu es/Q u estio n s(D o L, S S A, Wa g e & H o u r, Etc.)

•EEO C Co m p la in ts

•In fo rm a tio n (a s Req u ired )•Co m p la in t Resp o n se

•Req u ests fo r Ca se-S p ecific Resea rch•Req u ests fo r Ad d itio n a l In fo rm a tio n

•Prio rit ies D etermined (IssueV o lume & Issue V a lue o r C o st )

•Turno v er R a tes/Trends•Pro mo t io n R a tes/Trends•Hiring & Select io n Perfo rma nce

Th e p reva len ce o f wo rka ro u n d s in th e field m a y b e so m e o f th e rea so n th a t th e in teg rity o f Peo p leS o ftd a ta h a s n o t b een o p tim ized o r m a in ta in ed . Th e cu rren t p ra ctice is to d evelo p n eed ed in fo rm a tio n tod rive rep o rtin g via th e “o ld ”wa y/d a ta a n a lysis reso u rces a n d th en ru n rep o rts in Peo p leS o ft to en su reth a t rep o rtin g is co m p leted o n tim e a n d a ccu ra tely. Peo p leS o ft d a ta issu es ca n th en b e iso la ted fo r

tro u b le sh o o tin g .

1 ) Reg a rd in g d a ta in teg rity ca u se b y co n tin u in g wo rka ro u n d s, eith er crea te co n seq u en ces fo r u sin gwo rka ro u n d s o r “fix”th e p ro ced u res a n d p o licies so th a t th e rea so n s fo r wo rka ro u n d s a re elim in a ted

a n d , th en , in sta ll co n seq u en ces fo r n o n co m p lia n ce.

2 ) Reg a rd in g Peo p leS o ft rep o rtin g ca p a b ilities ( su p p o rtin g th e q u ery p ro cess wh ile n o t jeo p a rd izin gth e p ro d u ctio n en viro n m en t) co n sid er a n in terim step p rio r to in vestin g in wo rkfo rce a n a lytics. Th a t is,co n sid er th e sh o rt term o p tio n o f crea tin g a co p y o f Peo p leS o ft ea ch n ig h t a n d ru n n in g th e co p y o n a

sep a ra te server d ed ica ted o n ly to rep o rtin g .

•S ite Visit Req u irem en ts/S ch ed u le•Fo llo w-u p Q u estio n s•Fo llo w-o n Actio n In tern a l “Co m p lia n ce”Rep o rtin g Req u irem en ts

G o a l & Pla n Cla rifica tio n Req u irem en ts( fo r th e Field )

Affirm a tive Actio n Pla n s(S ite S p ecific)

•Relea ses•S p rea d sh eets

Termination (in theSystem) Verifed

?

Yes

No

Term in a tio n Req u irem en ts(S ystem U p d a tes) - to th e“Field ”

© CMP Associates, 2012. All rights reserved.

ODP HR Function Example

CMP Associates

© CMP Associates, 2012. All rights reserved.

ODP HR Function Example

CMP Associates

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Analysis Tools that Involve & Engage(IFTDO 2012 Kuwait)

6/25/2012

©CMP Associates, 2012. All rightsresesrved. 8

© CMP Associates, 2012. All rights reserved.

ODP HR Function Example

CMP Associates

Project Objectives Achieved

Comprehensive set of improvement opportunities documentedfor HR function from an overall “outside-in”/client perspective aswell as for key processes (refined and validated –includingopportunities –first with relevant “process owners”)

Plus . . . People Involvement and Engagement

•Led to further more detailed analysis and use of mapsthroughout the function with clients and new hires

•HR Management empowered by their ability tohighlight/present (to EVP HR & senior team) importantimprove-ment opportunities with substantive plans toaddress them

•New EVP later used maps with findings package as a keytool in orienting himself to the company & HR function.

© CMP Associates, 2012. All rights reserved.

Project Objective

Comprehensive (performance-focused) store learning systemdesign and development resources

(Analysis Tools) Maps

“Picture" of the fit into the marketplace and the rest of thecorporation in order to service customers.

Map designed to: (with Store, District, and Region Managers)•document known facts•reality check understanding of “how it works”

OFFICE DEPOT

U pdated 5/ 25/99

•P roductS elections•TakeA Tickets

Delivery (Goods)Obtained

Pallet CountDiscrepancies

Ident ified &Document edor

R esolved

Cross Dock?

C arton Count &/orOther

D iscrepanciesIdentified &R esolved

Yes

N o (UP S, RP S,Fed E x)

Goods Receivedby Item, Labeled(SK U &/or Loca-

tion) & O/S D eter-mined & R esolu-

tion RequirementsD etermined

Overages& /orShortages &

Car rier P ick-upRequirementsReported asDocumented

Cart onC ountDocumented&

Entered (Key Rec# Obtained)

Goods R eceivedbyI tem, Labeled

(SK U &/orLocation), O/S

D ocumented &Inventory Updated

Inventory U pdated

CurrentlyStocked/POG'd

Item?

Yes

MerchandisingR equirements

(Location, DisplayType & Date)Determined/

Obtained

Lock-up It emsSegregated,Verified by

Management &Stored)

Goods Organizedfor S ellingF loor

Display orS tor age

Non-F urnitureItems?

Yes

No ( NewItems)

Furniture ItemsS tocked (as

"Planogrammed"/Or ganized forEasyAccess)

N o(Furniture)

Goods R eceived and Inventory U pdated (RECEI VIN G)

2 3

POG/Merchandise S etR equirements

Obtained &Implemented

MerchandiseD isplayed/ Orga-

nized toF acilitateCustomer

S election (as perPOG)

Set Maintained (toP OG standar d&

includingRecover y) , HolesIdent ified & Filled

(P ulled Dow n)

Zero OnH ands(OH) Identified/

Green D ot ted &Slow Moving

D isplaysHighlighted

GoodsMerchandised, Floor Displays & StockMaintained & CustomersA ssisted (STOCK ING)

Incoming FreightOrganized by

Aisle & Placed (onthe SalesFloor)

for Display orStorage

3 GoodsD isplayed(Holes Filled) &E xcessItemsS tored (Top

Stock)

Chronic Outs, OHAdjustment

R equirements &Slow Moving

ItemsI dentified&R epor ted

C ustomerAssistance

R equirementsDetermined

N eeds Confirmed,Goods

Located/FAB 'sP resented & A dd-

ons Proposed

Sufficient ProductKnowledge

?

Yes

N o (Unanswered Questions)Paper

CustomerAssistance

R equirementsD etermined

C ustomer Pr oductN eeds& Decision

Making CriteriaDefined&

C onfirmed

Equipment &/orS upplies

AlternativesD eter mined

( "Packaged") &P riced

Opt ions Pro-posed/P resented(Including FAB's

f orE ach)

Customer R equirem entsDetermined & " Solutions" Proposed (C ST/ F)

Order & C ustomerInf or mation or

Business C ar dObtained

(C ustomer D ataBaseU pdated)

Add-onsSuggested/

Pr esented asPossible

Follow -up/ Custo-mer Satisfaction

Determined &Additional S elling

OpportunitiesIdentified

S electionsA ssembled( for

P ur chase)

•P roduct S elections•A dd- on Suggestions•U nmet N eeds

5

SHOPPERS

MARKETPLACE

Custo mers

Lock-up It emRequirements

Identified &R equested (Take

A Ticket)

Custom erS elections

Scanned/PaymentR equir ements

D eter mined

P aymentC ollected,R ebates &C oupons

P rocessed &R eceipt Provided

Product OOS's,Gaps& C ust omer

SatisfactionIssuesIdentified&

Reported

Transacti ons C om pl eted/P ayment Obtai ned (CASH IER S)

6

7

8

Telemarketing orR ef er ralOptions

Proposed (asP ossible &

A ppr opr iate) 9

•Product Selections•Take A Tickets

Damaged, Defecti ve & D isconti nued Goods Returned orDestroyed (D & D/R TV)

•Th ank You's•S atisfaction Questions•A dd-on Suggestions

C ash & C heckR eceipts Reconciled/ Discrepanci es Identif ied, Corrected & PreventativeMeasures Implemented (CASH OFFI CE)

Products, Services, Paper PurchaseA dvice & A dd-onSug gestionsProvided (C OPY C ENTER )

•P roject Requirements•P roduct S pecifications•Technical Questions

DELIVERY CENTER

STORE

CRO SS DOCK

UPS/RPS/Fed Ex

•Signed Manifest /R eceivingD ocs•Damaged Cartons/Goods•Goods Delivered in Err or

•Goods•Manifest/

Receiving Docs

•Goods•Manifest/Receiving Docs

A/P Discrepancy Report

N o ( Unansw ered Questions)Technology & Furniture

New C ust omeror Job

?

Yes

C ust omer JobR equirements

Obtained,C lar ified &C onfir med

"Solution"A lternatives

Determined &P resented

(Including Tim e&C ost)5

Job "Order"Obtained &

Paym ent /D epositR equirements

D etermined

TurnaroundCommitments

N egotiated &/orC onfirmed(as

Appropriate)

Jobs Scheduled&/or C ompleted

(or Obt ained)P riced &

C ustomer Notified(asA ppr opr iate)

JobsP resented,C ustomer

SatisfactionConfirmed & Add-

ons Suggested(asP ossible)

Job SpecificationsOn File

?

Yes

No

Due D ate &Modified or

S pecialR equirements

Obtained &Confirmed

Internal Job?

Yes

V endor"I nstructions"/

Order FormCompleted&Transmitted

(Faxed)

Vendor Turn-around C onfirmed

(& Follow -up"Scheduled &Completed as

Necessary)

ExternalCPC

Vendors

Vendor Order Form(Instructions)

•C ompleted Jobs•Vendor Invoices

Follow -up

Order Confirmation

R edo Requir em ents

No

V endor InvoicesApproved& Pay-ment Authoriza-

tion" Report"Prepared (Signa-

ture Obtained

ToFLORIDA

Return s, Exchanges & Other Special Transactions Completed (CUSTOMER SER VICE)

"S pecial Or der"Requirements

" Draw er s"Prepared & P riorDay'sN etC ash

Plus ChecksTotaled &

R ecor ded

Register TotalsD etermined &

Recorded/D iscrepancies

Identified &H ighlighted

DailyD epositsP repared&

System Updated(D eposit Amounts

K eyed)

TransactionIr regularitiesIdentified &Reported byRegister &

Cashier

Trends&Frequently

Occur ring Er rorCausesIdentified

& Resolved asP ossible

TelemarketingOr der

R equir ementsObtained &C onf irmed

Orders Entered,Delivery Dat eDetermined &

C ommunicated

16

C ompleted Jobs

Job Feedback (includingRedo Requirements)

•Pr oduct Selections•TakeA Tickets

•Feedback•Guidance•JobA ids•Training

Ret ur ned Goods&Receipts "Evalu-ated"/ RefundsAuthorized or

Refusal ReasonP rovided

Delivery Date

Orders

•Product (Deliveries)•Schedule C hanges/Updates

16

•Returned Goods•Problem( Reason)

S pecifications•Purchase R eceipt

D amaged & D efectiveGoods

Goods (Restock)

Damaged &D efective Goods

Obtained &Automatic R eturnItemsIdentified/

Returned

Good Merchan-dise & R epairable

ItemsMadeR esale R eady ,Priced& Placedfor R estocking

R eturn Authori-zations or OtherVendor Instruc-tionsObtained/On H andD &D

Minimized

R eturnedGoods

R eturnedGoods

•Clearance/ SpecialP riced Goods

•Stocking/D isplayInstructions

R TV NoticeObtained &

Return P rocess"Scheduled" /P rior-

itized in R eturnD ate Or der

Goods Located &Shipped & On-

H and InventoryData BaseU pdated

10

5

1311

12 14

15

ToFLO RIDAD eposit Advice

ReconciliationInformation

Bank

Goods Di spl ayed on the SalesFl oor (MERCH AND ISI NG)

P lanogram" Schedule"

Obtained/ M er -chandising (S et

&/or R eset) H oursAllocated

New P OG's&POG Updates

Obtained/R elatedGoods & Fixtures

Located &Assembled

PlanogramsC ompleted &/or

Associate E rrorsor OmissionsResolved as

Identified

•Planograms•MerchandisingA ssignments•Fixtu res( Locations)•Goods (Locations)

Goods

No(Fixtures)

Merchan dising Sto re Plann ing

•PlanogramSchedule

•Planograms

•P lanogramSchedule

•P lanograms

2

Goods

Goods

1

4

Co mpetitor s

Cont r ac tSales(BSD)

Tele -m ark et ing

Sales

17

Of fice

Depot E-Comm erc e

18 19

Market Oppor-tunity Established

or Confirmed &Goals In- Place/Communicated

(MAN AGE MEN T - SM/ASM)

Store BusinessD evelopment

PlansE stablished& "Resourced"

( Including Staffing& Training)

Market-basedPOGor Assort-ment Oppor tu-

nitiesIdentified &P resented/

"N egotiated"

20

S tore Merchan-dised & Perfor-

manceImprove-ment Opportu-

nities Identified &I mplemented

Small BusinessWant s& N eeds

Updated, SolutionSets Defined &R elationships

Established

21

(Interfaces)Oper at ing &

S elling ObstaclesIdentified &

Eliminated orMinimized

22

D ivision Adver-tising & S pecial

Programs/ Promo-tions Supported(R esources In

Place)

Store (or District)Special Pr ograms/

Pr omotionsImplemented &

Results R eported(S har ed)

23

Customer Base &C onversion(Shop-

pers to Custo-mers) Perfor-

mance Opport u-nities Identified

PerformerImprovement

RequirementsD et ermined,

Documented &C ommunicat ed

St oreR esultsE valuated/

ImprovementOpportunities

Det er mined &Reported

21

No

© CMP Associates 1999. All rights reserved.

CMP Associates

Office Supplies Example

© CMP Associates, 2012. All rights reserved.

Office Supplies Example

CMP Associates

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©CMP Associates, 2012. All rightsresesrved. 9

Project Objectives Achieved

•Confirmed fundamental relationships and store operatingprocesses (Map validated)

•Detailed process definition enabled/supported

Plus . . . People Involvement and Engagement

Store, District and Region Managers:•An objective picture and way to bring up important issues versus anappearance of complaining, defensiveness or rivalry

•Map uses:✓orienting new hires,✓career planning discussions,✓refining management measures,✓planning improvements at the store level, and so on

•Built active and proactive support for the learning system effort

© CMP Associates, 2012. All rights reserved. CMP Associates

Office Supplies Example

Telcordia Example

© CMP Associates, 2012. All rights reserved.

Project Objective

Identification of performance improvement opportunities withinthe Call Center/Help Desk for Technology Services (TS)

(Analysis Tools) Maps

Documented the relationships between the major parts of TS for keyservice areas (ex. Telephone, Voice Mail, Internal Apps., PC Support,Development Lab Mgt., External Client Services, etc.)

Documented the cross-functional sequence of accomplishments fromclient call to problem/question resolution by help desk agents (directlyor via Engineering, External Break-Fix Contractors or engineers fromanother part of TS)

SAIC

EXTERNALCUSTOMERS

Telcordia - Help Desk , PCM (Example)

Telcordia

IT

Non-VoiceProblemor

ServiceRequest

?

StrategicBusiness

Units

RemoteDelivery

Operations

SalesOffices

CorporateDepartments

ServiceRequests/Requirements

Yes (PSM)

Voice &Video

Services

No•Voice or VideoConferencingRequest•TelephoneInstallationRequirements•TelephoneProblemSpecifi-cations

Quick Call?

ACD

Yes

Help Desk

Information,Walk-Through orOther ServiceProvided &

Request Closed

2

•Information•Software or Other Walk-Through

•IR AssignmentNotification•Satisfaction Survey

GWINo

•IR/SR Specifications•IR/SR Resolution(Closed Ticket)

PSM SiteSupport

•Telephone Installation•Video Teleconference Services•Conference Bridge Services•EquipmentRepair

3

•QC ProblemSpecification•QC Call Resolution

Server Repairs

1

•CustomSoftware Products•Consulting Services/Support•Product Installations

HardwareProblem

?

No

MaintechHardware

Maintenance

Yes (IR)

•Software Corrections•Configuration Modifications•Technical Guidance (Software or Hardware)

•IR Resolution (Closed Tickets)•Software Issues

4

•IR Updates•IR Resolution (Closed Tickets)

No (IR Specification)

Dir

ecto

rM

an

ag

er

Help

Desk

Ag

en

t(F

ron

tL

ine)

Sec.A

dm

in.

RT

O

Past Year/PeriodPerformance

Results (T rends& Opportunities)

Determined

Changes &/orFuture ClientPerformanceRequirements

Obtained

ManagementPerformance

(Goals) & BudgetRequirements

Obtained

Help DeskPerformance

(Goals) & BudgetEstablished/Finalized

Metrics &Related Process

& PerformerManagement

System Updated

Updated Metrics& Related Pro-

cess & PerformerManagement

System Obtained

Updated Process& Performer

Goals & Moni-toring/FB T oolsCommunicated

Updated Process& Performer

Goals & Moni-toring/FB T ools

Obtained

Updated Process& Performer

Goals & Moni-toring/FB T ools

Obtained

Updated Process& Performer

Goals & Moni-toring/FB T ools

Obtained

System Sign-onCompleted &

Readiness Sta-tus Maintained

Up-to-Date

Calls Obtained/Customer NeedsConfirmed & Call

T ype VolumeIssues Reported

Agent Skil lProfi les (Inc ludingPrimary & Secon-dary) Maintained

Up-to-Date

Agents Hired &Scheduled(Workload

RequirementsSupported)

Quick Call(< 5 Minutes)

?

Yes

No

Call VolumeEstimated &

Agents (Inc ludingContrac tors)Scheduled

Client Serv ice (Productiv ity) Goal JeopardiesIdentified or Anticipated & Resolv ed

Call Queue &Wait T ime IssuesIdentified & Re-solved or Moni-toring Ass igned

Telcordia Help Desk

•Questions (hardware &software)•Installation Requirements•Breakdown/Issue Descriptions

Excessive Call Volume by Type

New Vers ionRelease or OtherGeneral ImpactIssues Obtainedor Determined

Front EndMessaging (HDEffic iency/Effec-tiveness) Oppor-tunities Identified

Front EndMessages

Developed &Implemented as

Required

Clients

(© CMP Associates, Draft for Discussion Only) - January 12, 2000

CMP Associates

Telcordia Example

© CMP Associates, 2012. All rights reserved.

SAIC

EXTERNALCUSTOMERS

Telcordia - Help Desk , PCM (Example)

Telcordia

IT

Non-VoiceProblem orServiceRequest

?

StrategicBusiness

Units

RemoteDelivery

Operations

SalesOffices

CorporateDepartments

ServiceRequests/Requirements

Yes (PSM)

Voice &Video

Services

No•Voice or VideoConferencingRequest•TelephoneInstallationRequirements•TelephoneProblem Specifi-cations

Quick Call?

ACD

Yes

Help Desk

Information,Walk-Through or

Other ServiceProvided &

Request Closed

2

•Information•Software or Other Walk-Through

•IR Assignment Notification•Satisfaction Survey

GWINo

•IR/SR Specifications•IR/SR Resolution(Closed Ticket)

PSM SiteSupport

•Telephone Installation•Video Teleconference Services•Conference Bridge Services•Equipment Repair

3

•QC Problem Specification•QC Call Resolution

Server Repairs

1

•Custom Software Products•Consulting Services/Support•Product Installations

HardwareProblem

?

No

MaintechHardware

Maintenance

Yes (IR)

•Software Corrections•Configuration Modifications•Technical Guidance (Software or Hardware)

•IR Resolution (Closed Tickets)•Software Issues

4

•IR Updates•IR Resolution (Closed Tickets)

No (IR Specification)

CMP Associates

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Analysis Tools that Involve & Engage(IFTDO 2012 Kuwait)

6/25/2012

©CMP Associates, 2012. All rightsresesrved. 10

Telcordia Example

© CMP Associates, 2012. All rights reserved.

Dir

ec

tor

Ma

na

ge

r

Help

Desk

Ag

en

t(F

ron

tL

ine

)S

ec

.A

dm

in.

RT

O

Past Year/PeriodPerformance

Results (Trends& Opportunities)

Determined

Changes &/orFuture ClientPerformanceRequirements

Obtained

ManagementPerformance

(Goals) & BudgetRequirements

Obtained

Help DeskPerformance

(Goals) & BudgetEstablished/

Finalized

Metrics &Related Process

& PerformerManagement

System Updated

Updated Metrics& Related Pro-

cess & PerformerManagement

System Obtained

Updated Process& Performer

Goals & Moni-toring/FB ToolsCommunicated

Updated Process& Performer

Goals & Moni-toring/FB Tools

Obtained

Updated Process& Performer

Goals & Moni-toring/FB Tools

Obtained

Updated Process& Performer

Goals & Moni-toring/FB Tools

Obtained

System Sign-onCompleted &

Readiness Sta-tus Maintained

Up-to-Date

Calls Obtained/Customer NeedsConfirmed & Call

Type VolumeIssues Reported

Agent SkillProfiles (IncludingPrimary & Secon-dary) Maintained

Up-to-Date

Agents Hired &Scheduled(Workload

RequirementsSupported)

Quick Call(< 5 Minutes)

?

Yes

No

Call VolumeEstimated &

Agents (IncludingContractors)Scheduled

Client Service (Productivity) Goal JeopardiesIdentified or Anticipated & Resolved

Call Queue &Wait Time IssuesIdentified & Re-solved or Moni-toring Assigned

Telcordia Help Desk

•Questions (hardware & software)•Installation Requirements•Breakdown/Issue Descriptions

Excessive Call Volume by Type

New VersionRelease or OtherGeneral ImpactIssues Obtainedor Determined

Front EndMessaging (HDEfficiency/Effec-tiveness) Oppor-tunities Identified

Front EndMessages

Developed &Implemented as

Required

Clients

(© CMP Associates, Draft for Discussion Only) - January 12, 2000

CMP Associates

Telcordia - continued

© CMP Associates, 2012. All rights reserved.

Project Objectives Achieved

•CC/HD performance from master performer to “world class”

•CC/HD certification with the highest rating ever by a wellknown 3rd party Call Center certifier

Plus . . . People Involvement and Engagement

•Map used to strengthen the relationship between the Call Centerand other parts of TS (partly due to treating them like customers)

•Map became an effective tool for evaluating potential changesand/or for implementing innovations within the Call Center/HelpDesk

•Shared with a new division about to start up and planning to offerCall Center/Help Desk services as an outsourcer

CMP Associates

© CMP Associates, 2012. All rights reserved.

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CMP Associates

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July 12, 2012 - ISPI Charlotte