project report consolidated

NameNipun SawhneyAmit JangaleTanay GurjarSurajit Bhattacharya

ContentsProject CharterVoSCTQ TreeProcess MapImprovement Targets

Project Charter

General Project Information

Project Name

Project Sponsor

Project Manager

Email Address

Phone Number

Organizational Unit

Process Impacted

Expected Start Date

Expected Savings

Estimated Costs

Green Belts Assigned

Black Belts Assigned

Describe the Problem or Issue, Goals, Objectives, and Deliverables of this Project

Problem or Issue

Purpose of Project To reduce the average time taken to close a ticket from 60 min to 50 min .

Business Case

Goals / Metrics

Define the Project Scope and ScheduleWithin Scope All the tickets handled by offshore team.

Outside of Scope End to end tickets handled by onshore team

Tentative Schedule

Define the Project Resources and CostsProject Team

Support Resources

Special Needs

Define the Project Benefits and Customers

Expected Completion Date

Data taken from 1st Jan'12- 31st Dec '12,based on … number of transactions shows the average time taken to close a ticket is 60 minutes in normal circumstances which is high compared to six sigma standards.

Technical Support Department generates incident tickets for the issues raised via calls, emails or web chat by Pathway customers. As per the requirement the tickets are routed through relevant departments to resolve the issue. The tickets are expected to be closed within the SLA.Design and develop a complete set of solutions to address root causes behind the inefficiencies in the tickect closure procedure.. Determine the causes behind ticket entries not processed and / or processed incorrectly. Determine the full extent of the problem through data analysis, interviews, and other tests. Develop solutions for improving the processes and monitor the results of the implemented solutions.

Expected Deliverables

Project Charter, Stakeholder Analysis, Thought Process Map, Critical to Quality Characteristics, Pareto Chart of Errors in Cost Data, Attribute Measurement System Analysis, Baseline DPMO / Sigma Levels, Root Cause Analysis, Hypothesis Testing, Statistical Process Control Charts, Proposed Solutions, Pilot Tests, Solutions Rating Matrix, Error Proofing, Improvement Implementation Plan, Control Plans, Standard Operating Procedures, Training Modules, and Project Summary Close Out

Process Owner

Key Stakeholders

Final Customer

Expected Benefits

Describe Project Risks, Constraints, and AssumptionsRisks

Constraints

Assumptions

Prepared by:

Project Charter


Reducing Ticket closure time of Software complaints from 60 min to 50 minSIBM-PUNE and Indian Statistical Institute-Pune

Amit Jangale

9860982027

Information Technology Office

Monthly Performance Reporting

February 1, 2013

March 1, 2013

Team-A

Amit Jangale, Nipun Sawhney, Tanay Gurjar and Surojit Bhattacharya


To reduce the average time taken to close a ticket from 60 min to 50 min .

Define the Project Scope and ScheduleAll the tickets handled by offshore team.

End to end tickets handled by onshore team

Key MilestoneForm Project Team / Preliminary Review / Scope

Finalize Project Plan / Charter / Kick Off

Define Phase

Measurement Phase

Analysis Phase

Improvement Phase

Control Phase

Project Summary Report and Close Out

Define the Project Resources and CostsAmit Jangale, Nipun Swahney, Tanay Gurjar and Surojit Bhattacharya

At least two of the core team members will need network access to the Project Management System.


[email protected]

Data taken from 1st Jan'12- 31st Dec '12,based on … number of transactions shows the average time taken to close a ticket is 60 minutes in normal circumstances which is high compared to six sigma standards.

Technical Support Department generates incident tickets for the issues raised via calls, emails or web chat by Pathway customers. As per the requirement the tickets are routed through relevant departments to resolve the issue. The tickets are expected to be closed within the SLA.Design and develop a complete set of solutions to address root causes behind the inefficiencies in the tickect closure procedure.. Determine the causes behind ticket entries not processed and / or processed incorrectly. Determine the full extent of the problem through data analysis, interviews, and other tests. Develop solutions for improving the processes and monitor the results of the implemented solutions.Project Charter, Stakeholder Analysis, Thought Process Map, Critical to Quality Characteristics, Pareto Chart of Errors in Cost Data, Attribute Measurement System Analysis, Baseline DPMO / Sigma Levels, Root Cause Analysis, Hypothesis Testing, Statistical Process Control Charts, Proposed Solutions, Pilot Tests, Solutions Rating Matrix, Error Proofing, Improvement Implementation Plan, Control Plans, Standard Operating Procedures, Training Modules, and Project Summary Close Out

Project Management Office staff will provide some administrative help. Projects that are reviewed may get tasked to help with data gathering and collection.

mailto:[email protected]

Chief Network Officer

Lower time to solve customer complaints and increase the customer satisfaction level.

Describe Project Risks, Constraints, and Assumptions


The Chief Network Officer owns the overall process of ticket closure. Each Project Manager must make sure they follow a set of procedures for capturing and reporting each step in the ticket allotment and closure. The Project Management Office provides oversight and support for the processes.All personnel assigned to IT Developmental Projects, including Project Managers, network engineers and consultants. All personnel who provide leadership support above the project level, including the Chief Network Officer, the CIO Staff, Directors and Senior Managers within the IT Department and outside departments or agencies that have an interest in customer satisfaction.

2. Bad Data .3. Implementation of Solutions - This project will most likely require changes in how Project Managers currently capture and process data. In some cases,

1. Resources available are limited .2. Limited time to complete project and get results3. Comlete procedure is complicated and simplification may dilute the results.

1. The project is following a Six Sigma DMAIC approach. The agency has limited experience in doing projects according to this methodology. This project assumes that all stakeholders will understand and accept the six sigma related work products and deliverables. 2. This project has support from the CIO and the Director of the PMO. This project assumes that this sponsorship and support is sufficient to push successful implementation of solutions that result from this project.

Project Charter



To reduce the average time taken to close a ticket from 60 min to 50 min .

Define the Project Scope and ScheduleAll the tickets handled by offshore team.

End to end tickets handled by onshore team

Start Complete###

February 1, 2013

February 2, 2013

February 5, 2013

February 9, 2013

February 15, 2013

February 20, 2013

March 1, 2013

Define the Project Resources and CostsAmit Jangale, Nipun Swahney, Tanay Gurjar and Surojit Bhattacharya

At least two of the core team members will need network access to the Project Management System.


Home

Data taken from 1st Jan'12- 31st Dec '12,based on … number of transactions shows the average time taken to close a ticket is 60 minutes in normal circumstances which is high

Technical Support Department generates incident tickets for the issues raised via calls, emails or web chat by Pathway customers. As per the requirement the tickets are routed

Design and develop a complete set of solutions to address root causes behind the inefficiencies in the tickect closure procedure.. Determine the causes behind ticket entries not processed and / or processed incorrectly. Determine the full extent of the problem through data analysis, interviews, and other tests. Develop solutions for improving the processes Project Charter, Stakeholder Analysis, Thought Process Map, Critical to Quality Characteristics, Pareto Chart of Errors in Cost Data, Attribute Measurement System Analysis, Baseline DPMO / Sigma Levels, Root Cause Analysis, Hypothesis Testing, Statistical Process Control Charts, Proposed Solutions, Pilot Tests, Solutions Rating Matrix, Error Proofing, Improvement Implementation Plan, Control Plans, Standard Operating Procedures, Training Modules, and Project Summary Close Out

Project Management Office staff will provide some administrative help. Projects that are reviewed may get tasked to help with data gathering and

Chief Network Officer

Lower time to solve customer complaints and increase the customer satisfaction level.

Describe Project Risks, Constraints, and Assumptions


Date: February 1, 2013

The Chief Network Officer owns the overall process of ticket closure. Each Project Manager must make sure they follow a set of procedures for capturing and reporting each step in the ticket allotment and closure. The Project Management Office provides oversight and support for the processes.All personnel assigned to IT Developmental Projects, including Project Managers, network engineers and consultants. All personnel who provide leadership support above the project level, including the Chief Network Officer, the CIO Staff, Directors and Senior Managers within the IT Department

3. Implementation of Solutions - This project will most likely require changes in how Project Managers currently capture and process data. In some cases,

1. The project is following a Six Sigma DMAIC approach. The agency has limited experience in doing projects according to this methodology. This project assumes that all stakeholders will understand and accept the six sigma related work products and deliverables. 2. This project has support from the CIO and the Director of the PMO. This project assumes that this sponsorship and support is sufficient to push

Home

Type StakeholdersCustomer End Customer

Business Management

Employees EmployeesProcess Employees

Sample Voice CTQWhy so much delay in resolving my problem? Customer satisfaction ratingI'll rate your service as poor, thus reducing your rating.Many tickets open for a long time Dissatisfied customers

Working here is frustratingticket closure time is too late and I am not in position to con Ticket closure time

Poor response/ rude response to customers' complaints

CODEZ1

Z2

Z3Y

Home

PROCESS To solve the customers compliants.

PROJECT Reducing Ticket closure time of Software complaints from 60 min to 50 min

CTQ Tree

SIP

OC

Supplier ABCD Corporation

Input Incident Tickets

Process Code P P1 P2

Process Resolution of incident tickets

Resource Discover IT Solutions Ltd.

Output Resolved Issues

Customer ABCD Corporation Costomers

OBSERVATIONS(JAN-12 TO DEC-12)

C5

Week Count of Incident Tickets C5.1

1 492 63 C5.2

2 501 65

3 484 57

4 483 595 714 606 511 647 532 538 476 559 571 6410 489 6511 456 6112 415 6213 495 5814 428 5915 442 6016 426 60

HOME

Receive query

Understand query

Average time

17 454 6118 541 6319 527 6120 429 5821 450 5722 606 5523 439 6124 612 6225 457 6326 449 5827 492 5928 501 6029 492 5730 501 5531 484 6332 483 6133 714 6034 511 5635 532 6736 476 6537 571 5638 489 5539 456 5940 415 5841 495 6242 428 6143 442 6044 426 6045 454 5946 541 5747 527 5948 429 6249 450 6350 606 6551 439 5952 612 5853 457 5754 449 6255 492 6156 501 60Grand Total 27744 60

To solve the customers compliants.

Reducing Ticket closure time of Software complaints from 60 min to 50 min

P3 P4 P5 P6

Troubleshoot Resolve

C4 C3

C4.1 Skill level of employee C3.1

C4.2 SOP available C3.2

C4.3 C3.3

C4.4 C3.4

Escalate if necessary

Follow up/Communicate

Accurate time estimate to be given to the customer

about when would his problem be resolved

Communicating the solution clearly/forwarding the

problem statement to the technical centre clearly

without any loss of information

SOP for estimated times for recurring problems

Call back mechanism to customer from call center

(by same employee)

Telephone lines available with Technical Centre

No. of technical center employees



P7 P8

Record Close Ticket

C2 C1 Prompt reply

C2.1 C1.1

C2.2 C1.2

Listening skills C2.3 C1.3

Understanding the problem clearly in

minimum time

Pleasant tone of

conversation

Training provided to employees/skill level

Trainig provided to employees

No. of telephone lines/computers

SOP/Instructions available for each

problemWorking

conditions

No. of call center/technical center

employees

Motivation/Salary

No. of shifts/working hours

Congenial working environment



Y Z Ys

Customer Satisfaction rating Y1 Response Time

Y2 Quality of Response

Y3

Reduction in ticket closure time

Effectiveness of problem solution

Xs

Quick pickup of phone

Pleasant tone of conversation

Understanding the problem clearly in minimum time

Accurate time estimate to the customer about by when would

his problem be resolvedCommunicating solution clearly to the customer or forwarding problem statement to the

technical center clearly (without loss of information)

Flowchart- Handling Incoming callsHOME

Characteristics Sub-Characteristics Current Level Target

86% 98%

80% 100%

75% 90%

70% 100%

Listening skills 75% 90%

Congenial working environment 60% 85%

Motivation/Salary 60% 85%

No. of telephone lines/computers 30% 0%

12 15

No. of shifts/working hours Customer Satisfaction Score 66% 95%

SOP for estimated times for recurring problems

accuracy of estimated SOP times with actual closure times

Call back mechanism to customer from call center (by same

employee)No. of call backs made for closed tickets

Training provided to employees/skill level

Average trainee score in post-training review test

SOP/Instructions available for each problem

Average trainee score in post-training review test

Front-desk Employee Satisfaction score

Front-desk Employee Satisfaction score

No. of calls where customer has to hold the line for more than 30 sec before call attendant picks up

No. of call center/technical center employees

Calls handled per employee per hour

project report consolidated

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