SERVICE

MANAGEMNET
SPECIALIZATION
Delivering Excellent Customer Service Experience
Today’s Agenda

• Needs of a customer
• Moment of Truth
• Steps in Service Excellence
• Dealing with a Difficult Customer
WHO ARE THE CUSTOMER?

A customer buys goods and services from a seller or a provider.

TYPES OF CUSTOMERS:

• Internal customers- directly connected with the company.

• External customers- customers who are the organization.

Needs of a Customer

• Practical Need- business need of a customer; the

reason why they contracted your business or
organization.

• Personal Need- emotional need of the customer.

MOMENT of TRUTH

A Moment of Truth occurs whenever a customer comes in contact

with your organization and focus either a negative or positive memorable
impression.
STEPS IN SERVICE EXCELLENCE

Acknowledging the customer

Establishing Rapport

Active Listening

Exceeding Expectations

Confirming satisfaction
ESTABLISHING RAPPORT
Rapport is defined as a close sympathetic relationship where there is
mutual trust.

When we have established rapport with our customer, we gain our

customer’s trust, which makes them comfortable talking to us.

This makes it easier for us to assist them or resolve their concern.

ACTIVE LISTENING
When listening actively, there is a conscious effort to hear not only the
words that another person is saying, and try to understand the speaker’s
complete message.

To become an active listener, you should:

Pay attention.
Show that you are listening.
Provide feedback.
Avoid interrupting the speaker and allow him to finish.
Respond appropriately.
EXCEEDING EXPECTATIONS

Exceeding Expectations is going an extra mile for

the customer. This proactive effort makes our customers
feel valued.
STEPS IN DEALING WITH AN ANGRY
CUSTOMERS

1. Listen and respond with empathy.

2. Ask questions to get the specifics of the complaint or
issue.
3. Summarize the customer’s issue to get an agreement.
4. Offer a choice of alternatives to fix the issue.
5. Let the customer decide which alternative to use.
6. Follow through on what you have agreed on.
7. When possible, do something extra.
 Service Management
Specialization
Service Culture
Project Management Initiation &
Planning
What is a project?

A project is a unique endeavor to produce a set

of deliverables within clearly specified time, cost
and equality constraints.
 A project must meet two requirements:

They are temporary undertakings - they have a specific start

and end.

They have an end result - something must be completed or

created out of them.
Which of these are Projects?

a) Organizing a Family reunion

b) Setting a Home Network

c) Playing mobile games

d) Doing chores ate home

e) Renovating the kitchen

What is Project Management?

The skills, tools and management processes

required to undertake a project successfully.
Project Management Comprises:
 A set of skills.
Specialist knowledge, skills and experience are required to reduce the level
of risk within a project and thereby enhance its like hood of success.
 A suite of tools
Various types of tools- such as document, templates, planning software, audit
checklist, and review forms- are used by project managers to improve their
chances of success.
 A series of processes
Various management technologies and processes are required to monitor and
control time, cost, quality and scope on projects.
Meet the People Involved in a Project:

o Stakeholders
Persons or organizations actively involves in the project, or whose
interests may be positively or negatively affected by execution or
completion of the project; they determine if a project is successful.

o Sponsor
A person or group providing the financial resources for the project; a
sponsor may also be a stakeholder.
oProject Manager
Person assigned to achieve the project objectives.

oTeam Members
Persons reporting directly or indirectly to the PM, and are
responsible for performing project work as a regular part of
their assigned duties.
Project Lifecycle
• Problem/opportunity is identified and solution is agreed upon.
• Project formed to produce the solution.
• Project scope is defined.
• Project team formed.
• GO/NO-GO decision
• Plan is put into action
• Deliverables are physically constructed and presented to the
customer for acceptance.
PROJECT INITIATION

Activities under Project Initiation:

Develop business case

Established terms of reference
Appoint project team
Set up a project office
 BUSINESS CASE
Once the need, problem or opportunity has been identified, a
business case is created.

• A detailed definition of the need, problem or opportunity.

• The recommended solution and a generic implementation plan.

The business case is approved by the sponsor and the required

funding is allocated to proceed with the project.
Terms of Reference

After the solution has been agreed and funding allocated, a

project is formed and a detailed Terms of Reference (also
called Project Charter) is drafted.
Terms of Reference includes the following information:

o Vision, objectives, scope and deliverables- what has to be achieved.

o Stakeholders, roles and responsibilities- who will take part in it.
o Resources, financial and quality plans- how it will be achieved.
o Timeframe/ Schedule- when it will be achieved.
o Assumptions, constraints, or risks.

The terms of reference is what stakeholders sign off. Thereby

authorizing the project.
 Project Team
Once the scope of the project is defined in detail, The project team is ready
to be appointed.

• Although a project Manager can be appointed at any stage of the project, she
or he will need to be appointed prior to the establishment of the project team.
• The project manager documents a detailed Job description for each project
role, and appoints a person to each role based on the person’s relevant skills
and experience.
 PROJECT OFFICE
The project office can be a physical or virtual environment. Components of a
project office, whether physical or virtual are:

Communications- telephones, computer, network, email, Internet access, file

storage, database storage, and backup facilities.

Documentation- methodology, processes, forms, and registers.

Tools- for accounting, project planning, and risk modeling.

 Checklist BEFORE Starting the Planning Stage:
• Benefits and costs of the project have been clearly documented.
• The objectives and scope have been defined
• Project team members have been appointed
• A project office has been set up.

Once you have ticked all these items, you are now ready to undertake
detailed planning to ensure that the activities performed in the execution
phase are properly sequenced, resourced, executes and controlled.
Activities under Project Planning:
Define the project scope to ensure everyone understands what is
included and not included in the project
Asses the project resources needed to undertake all projects tasks.
Prepare the project finances to determine how much money is needed
to execute each stage or the project.
Make a project checklist to ensure that all task have been identified and
activities will be done in under of priority.
Create a project schedule to keep the whole team on track throughout
the project.
Set validations processes to ensure project quality meets stakeholders
expectations.
Draft a communication plan that will outlines how project
communications will be carried out.
Identify project risks, or those events or conditions that might impact
the outcome of the project, and document ways to address them or reduce
their impact.
Set a procedure for project procurement or the purchase of products or
services from external sources.
 PROJECT SCOPE
The scope statement outlines the results a project will be produce and the terms and
conditions under which the team will perform the work. It includes:

o Justification- How and why the project came to be, the needs it addresses, the scope of
work to be performed, and how it will affect and be affected by other related activities.

o Objectives- The products, services, or results the project will produce (also referred to as
deliverables).

o Product Scope description- The features and functions of the product, services, or results
the project will produce.
o Product acceptance criteria- the process and criteria for accepting.
Completed products, services, or results.

o Constraints- Restrictions that limit what the team can achieve, how and
when they can achieve it, and how much achieving it can cost

o Assumptions- Statements about how the team will address uncertain

information as they conceive plan and perform the project.
 PROJECT RESOURCES
The resource plan is detailed assessment of the resources required to complete all project tasks.

Types of resources- labor, equipment and materials.

Total quantities of each resources type.
Roles, responsibilities and skills-sets of all human resources.
Items, purposes and specifications of all equipment resource.
Items and quantities of material resource.

A schedule is assembled for each type of resource so the PM can asses the resource allocation of
each stage in the project.
Project Finances

The financial plan estimates the amount of money required for each
stage of the project.

It quantifies the cost of labor, equipment and materials, and defines

an expense schedule, which enables PM to analyze forecast versus
actual spending throughout the project.
Project Checklist
A checklist identifies all required tasks and defines the order in
which they should be done. It can ensure that the work is proceeding on
schedule.

Team members knows what is expected of them and when.

Team members know the dependencies between tasks.
Team manager can track the progress of the project.
 Project Schedule
The schedule identifies when each tasks must be completed and who is responsible for its completion.

To be able to build a project schedule, it would help to first create a Work Breakdown Structure (WBS).

WBS captures project tasks in a visual and organized manner.

It involves the decomposition of the project into a smaller, manageable, deliverables, which facilitates
budgeting and assignment of responsibilities.

WBS can be used to determine the capital path of the project and create the project schedule.

In WBS, deliverable are broken down several level until its most basic detail. The topmost level is typically
called project, while the lowest is called a work package.
 Project Planning
Family
Project Reunion

Sent Book Reserve Raise

Level
invitations
2 components
caterer venue funds

Make Select Select Solicit

guest list Work package
caterer venue donations

Using the WBS as basic, the capital path Diagram shows the duration of each tasks, and which sequence of
activities takes the longest time. It also shows the dependencies among tasks.
 Project Quality
The quality plan helps ensure that the quality expectations of stakeholders are
clearly defined and can be reasonably achieved.

o Defines what quality means in the context of the project.

o List clear and unambiguous quality targets for each deliverable-Each quality targets
provides a set of criteria and standards that must be achieved to meet the expectations
of the custom.
o Outlines a plan of activities that will be met-a quality assurance plan.
o Identifies the techniques used to control the actual level of quality control plan.
 Project Communications
A communications plan ensures the team and the stakeholders understand how they will
be informed of the progress of the project. It essentially answers the following questions:

I. What information is it to be communicated and in what format?

II. When will the information be communicated and in what intervals?
III. Who will be responsible for building and managing the information and which
stakeholders will receive it.
IV. Where will the information be stored?
V. How will the information be distributed?
Project Risks

A risks plan documents foreseeable project risks and

prescribes a set of actions to be taken, both to prevent the risks
from occurring and to reduce its impact if it does happen.
Project Risks

Risks level are assessed based on a 1-5 scale.

1. : Causes minor adjustments

2. : Sacrifices the lowest priority performance factor.
3. : Sacrifices the medium-priority performance factor.
4. : Sacrifices the highest-priority performance factor.
5. : Causes total failure.
 Project Procurement

The procurement plan identifies the element of the project that will be
acquired from external suppliers.

It provides a detailed description of the products- goods and services-to be

procured from the supplier, the justification for procuring each product.
Externally as opposed to from within the business and the schedule of
procurement.
 Service Management
Specialization
Service Culture

Project Implementation
Today’s Agenda

• Project Implementation

• Putting the Plan into Action

• Monitoring at Checkpoints
 Project Implementation
Project implementation is usually the longest stage of the project. This
is when the project plan is actually activated, deliverables are
constructed, and project activities are done.
 PUTTING PLAN INTO Activate Plan
THE ACTION Build Deliverables

Delegation
Project Volunteerism
Decision-Making
Implementation MONITORING AT
Activities CHECKPOINTS

FORMATIVE
EVALUATION
Putting the Plan into Action

In this phase, the deliverable are built, and project plans

are activated.

Two ways to build deliverables:

• Waterfall
• Iterative
Ensuring High Level of Team Work

It is important that the project team works together. Therefore,

as Project Managers, we must ensure that all members are
highly involved in project activities through:

• Delegation
• Volunteerism
• Decision-Making
 Putting Plan into
the Action

Project Monitoring at Regular Meetings

Implementation Checkpoints Monitor and control
Activities ongoing activities

Formative
Evaluation
Monitoring at Checkpoints

Monitoring and Controlling includes:

• Where we are
• Where we should be
• How can we get on track
• Influencing the factors
Guidelines for Meetings

• What has happened?

• What still needs to happen?
• What problem is the team facing?
• What are hotspots and possible resolutions?
Management Processes

• Time Management • Cost Management

• Quality Management • Change Management
• Risk Management • Issue Management
• Procurement Management • Acceptance Management
• Communication Management
 Putting Plan into
the Action

Project Monitoring at
Implementation Checkpoints
Activities

Implementation
Evaluation
Formative
Progress Evaluation
Evaluation
 Service Management
Specialization
Service Culture

Project Evaluation and Closure

Project Evaluation

Project Evaluation is the part of the last phase of Project

Management.

This phase provides the project team the opportunity to look back
and share their thoughts on how the project went and give their
suggestions and recommendation if the project was to be done again.
Project Closure Activities

Summative
Evaluation

Project Closure
Project Closure Activities

Summative Post-
Implementation
Evaluation Review

Project Closure
Summative Evaluation

A Summative Evaluation is a documented post-

implementation review of the project.

This evaluation assesses the project’s performance

against the established objectives and followed the
management process outlined in the planning phase.
Project Closure Activities

Summative
Evaluation

Administrative
Closure

Project Closure Post-Implementation

Meeting
Project Report
Celebration
Administrative Closure

• Closure and cancel all supplier contracts

• Tally invoices with payments made
• Hand-over project documentation
• Conduct performance review for project team members
• Have project completion signed to confirm project closure.
Post-Implementation Meeting

A meeting done at the end of the project is called Post-

Implementation Meeting.

This is where the project team talk about the project’s

successes, challenges and opportunities.
The Project Report

A document that summarizes the project and the

actual work accomplished by the project team.
Celebrate!

And to top it all up, celebrate the success of

your project!