Project Queue Keep Customers Informed and Supportive

There is typically no shortage of project work for the average Projects organiza
tion. Other than ongoing systems management, support and administrative operatio
ns, much of what goes on in Operations is treated as project work. While duratio
n, complexity and degree of end-user interest may vary, eventually, each project
will compete for its share of attention.....thus presenting the Project manager
with a scheduling dilemma, and a public relations nightmare.
To mitigate this situation, effective and proactive communication is vital, and,
the Project Queue can be a useful tool in that communications process.
Consider the benefits of a project queue....
The project queue establishes a track record for projects planned, completed and
underway.
The project queue documents key assumptions and expected DELIVERABLES for all
projects.
The project queue demonstrates the extent to which team is involved in key bus
iness initiatives.
The project queue illustrates its attention to business objectives in planning a
nd choosing projects.
But, also weigh the risks......
A project queue may raise questions and conflicts about chosen projects, expecta
tions and priorities. However, this is not necessarily as bad as it sounds; if
PROJECT SCOP and objectives have not been properly structured and defined, it i
s better to find out sooner, rather than later.
Consider the contentâ ¦.
Whether your queue is on paper, distributed via e-mail or created on the company
intranet, there are a three steps to meaningful content:
Be brief and to the point
Emphasize project results and benefits
Include the basics .....
WHO: who is the project for, and who is involved in planning and execution?
WHAT: what is the project about, including scope & objective?
WHERE: where will the project take place?
WHEN: when will the project start and end?
WHY: the reasons and benefits to be realized?
Suggested Topics and Sections for the Project Queueâ ¦.
Project Demographics
List the name of the project & any related subprojects, project location, Projec
t Manager name and contact information (phone number, location, e-mail).
Project Sponsor & Customer
List the names and contact information for project sponsors, vendors and custome
rs.
Project Description
Describe major project goals, objectives and scope of work - be as concise as po
ssible.
Key Assumptions
State key assumptions forming the basis for successful project completion.
Project Timing & Milestones
Identify starting and ending dates for major deliverables and milestones.
Status
State current project status, and include descriptions of next steps and phases.
Also needed to include the technical status in break up wise and also over all s
tatus with dependencies with time lag and lead subjections.
References
To keep the queue brief and to the point, include references to documents and fi
les providing more detailed project information.

Produce the result.....

Since the Project Queue is used to publicize current and future projects, carefu
lly consider the method of production and distribution. Choose the method that
will both draw the most attention and also increase the likelihood that the queu
e will actually be read. You will also need to plan distribution frequency and
schedule content updates. Depending on the nature of your projects, you may cho
ose to produce monthly or quarterly queue updates, with more frequent updates fo
r critical projects.
In addition, be sure to allocate sufficient time and resources for queue prepara
tion, but remember to keep it simple. To that end, establish a standard format
, and choose a readily accessible system for production and distribution, one th
at allows for easy edits and updates. Time devoted to queue preparation should b
e focused and limited.
Once you weigh the value, prepare your content, and determine the method and fre
quency of distribution......get ready to queue it up!
Subject
Customer Acceptance
Purpose
To obtain final customer acceptance of the completed works
Scope
If the customer has been involved in the test & commissioning activities, this p
rocess should be a simple formality, if not then the customer will need to be of
fered the completed system, or parts thereof, for inspection, test and/or trial.
Any matters arising that either prevent acceptance, or cause acceptance to be i
ssued on a conditional basis, must be captured as part of the Defect and/or Chan
ge Control Registers.

INPUT
-
Site Verification Plan, Commissioning Records, Defects Register template, Design
Change Register
1
Project Manager / Project Engineer
Release System for Customer Trails
When the system, or parts thereof, are considered practically complete and able
to be used for the intended purpose, the customer should be notified in writing,
with an offer to witness / accept the system, or part thereof.
If there are known defects or outstanding works at this time that are likely to
influence the customer's acceptance or rejection of the offer to witness & accep
t the system, these should be identified (refer to Defect & Outstanding Works Re
gister)
2
Project Manager / Project Engineer
Agree Operational Trials / Acceptance Test Requirements & Criteria
Where practicable, try to gain customer approval based upon attendance at or sup
ply of prior test & commissioning results / records.
In the case of large or complex system/s, detailed acceptance test requirements
and criteria should have been documented and agreed in advance in the Site Verif
ication Plan. If not, then this will need to be completed. A schedule may be r
equired to co-ordinate activities if many parties are involved over an extended
period of time.
3
Project Engineer
Prepare for Operational Trials / Acceptance Tests
Ensure roles & responsibilities are communicated clearly
Authorised operators & verifiers have adequate system access - particularly if o
perational trials are to be conducted by persons other than Company
Documentation is prepared ready to record test outcomes
4
Project Engineer / Customer
Conduct Operational Trials & Acceptance Tests
Ensure results & outcomes are captured adequately; to enable validation against
the appropriate acceptance criteria
Where necessary, mark up as-built records to capture any adjustments or fine tun
ing made during the trials / tests. This may include changes to:
Functional Specification
Software Configuration Manual
Detailed design schedules
Detailed design drawings
5
Project Engineer / Technician
Software backup / save
If any changes were made to
ing the trials / tests then
If the trials / tests occur
ic backups may be necessary
configurable software settings and/or parameters dur
a software backup must be taken
over an extended period of time then multiple period
to minimise risk

6
Project Engineer
Document Defects or Changes
If defects are identified during the Customer Acceptance process, ensure these a
re captured in the Defect & Outstanding Works Register for appropriate action
If changes are requested during the Customer Acceptance process, or the customer
identifies "defects" which may require a design change to be implemented, ensur
e these are captured in the Change Control Regsiter.
OUTPUT
-
Customer Acceptance, Software backup, Software Revision Register, As-Built mark
up documents, Defects Register, Design Change Register
Subject
Customer Satisfaction Survey
Purpose
To provide a framework for the effective management of customer relationships.
1
Customer Representative, Key Account Manager/Project Manager
Introduce appropriate Customer Satisfaction Measurement form for the following a
reas to the Customer at the Kick Off meeting or other appropriate time.
Projects
Service
Determine whether the Customer is willing to participate in a survey conducted b
y the Company Customer Advocate.
If the customer is willing to participate in the customer survey, an on-site aud
it should be scheduled to coincide (at least once per annum) with the customer s
urvey. The on-site audit will be initiated as part of the customer survey follow
up process.
Customer Selection Criteria for inclusion in survey process
2
Customer, Customer Representative, Key Account Manager
The Customer should complete a Kick Off sheet. This will establish the level of
importance for each item throughout the project or service agreement and the fre
quency of the survey.
Once the Customer completes the form, the Customer or the Representative should
send it to the Customer Advocate, via e-mail, fax or internal mail.

3
Customer, Customer Advocate
Customer Advocate will contact nominated Customer and conduct survey by phone or
e-mail, based on the survey frequency agreed to by the Customer. The Customer A
dvocate will e-mail results to the nominated Customer Representative or Key Acco
unt Manager.
The Customer Advocate will distribute survey summaries to all locations and publ
ish the consolidated results on the Intranet.

4
Customer,
Customer Representative and Key Account Manager.
The nominated Customer Representative or Key Account Manager should review the s
urvey results with appropriate people and the Customer. Corrective action should
be generated as required. At the time of review, an on-site audit should be in
itiated so as to ensure that at least once per annum the on-site audit process i
s used in conjunction with the customer survey follow-up process.
5
Customer Advocate,
Customer, Key Account Manager and Senior Managers

Periodically (at least annually) or following the completion of a project, revie

w customer satisfaction information and trends with Management and Customers as
required.
Review measurement ratings for ongoing importance and appropriateness

Subject
Complaint Handling
Purpose
To provide a framework for handling of customer complaints
Scope
Applicable to all customer complaints received throughout the business
Step
Who
Steps/Notes
1
Complaint Recipient
(Originator)
Identify yourself, listen, record details and determine what the customer wants.
Confirm the details received.
Empathize with the customer in a courteous manner
Do not attempt to lay blame or be defensive
In as many cases as possible, all verbal complaints should be processed immediat
ely.
At a minimum, customers receive a preliminary reply at once, final decisions are
made within two weeks.
In the case of written complaints, customers should receive a preliminary reply
within two days, and a final reply on the matter within two weeks.
2
Complaint Recipient
(Originator)
If the complaint is simple and can be processed immediately, raise an OFI and n
ominate yourself as the Owner.
If the complaint is complex, assign a team leader, account manager or the Custom
er Advocate as the Owner to help you resolve the issue.
If the complaint is a process issue, raise a Corrective Action OFI or CAR to add
ress the root cause.
3
Owner / Originator
Investigates the complaint
In conjunction with the Originator, formulates a solution considering
warranty/contractual obligations
customer's expectations
cost/benefit of alternative solutions
the comprehensiveness and fairness of the solution
ability to perform the solution.
4
Owner / Originator
The Owner explains the course of action available to the customer
Originator/Owner ensure that the customer is informed the complaint is receiving
attention, without creating false expectations.
5
Owner / Originator
Advise the customer of steps taken
Check the customer is satisfied with the proposed action and, if not, advise alt
ernative courses of action.
Provide acknowledgement e.g. a thank-you letter, a telephone call.
6
Owner
Close the OFI or CAR
7
Originator
Follow up as appropriate and monitor to ensure that the customer remains satisfi
ed and receives feedback.

POME Lighter Vein:

Know Your Customers:
A disappointed salesman of Coca Cola returns from his Middle East assignment.
A friend asked, "Why weren't you successful with the Arabs?"
The salesman explained
"When I got posted in the Middle East, I was very confident that I would make a
good sales pitch as Cola is virtually unknown there. But, I had a problem I didn
't know to speak Arabic. So, I planned to convey the message through three poste
rs...

First poster: A man lying in the hot desert sand...totally exhausted and faintin
g.
Second poster: The man is drinking our Cola.
Third poster: Our man is now totally refreshed.
And Then these posters were pasted all over the place
"Then that should have worked!" said the friend.
"The hell it should had!? said the salesman. didn't realize that Arabs read fro
m right to left"