This action might not be possible to undo. Are you sure you want to continue?
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 rocess should be a simple formality, if not then the customer fered the completed system, or parts thereof, for inspection, Any matters arising that either prevent acceptance, or cause ssued on a conditional basis, must be captured as part of the ge Control Registers. activities, this p will need to be of test and/or trial. acceptance to be i Defect and/or Chan
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 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. 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
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"
This action might not be possible to undo. Are you sure you want to continue?
We've moved you to where you read on your other device.
Get the full title to continue listening from where you left off, or restart the preview.