Cmgt/410 Project Proposal Essay

2. A client station wherever your workers will ready to handle requests that can come back on phone.

Stakeholders are one of or the most essential cornerstones of projects. As a matter of fact stakeholders are the reason why projects are commissioned. Project success or failure is interrelated to stakeholders’ acuities of value created by a project and the nature of relationship established with the project team. Someone somewhere needs a service/product; hence a project is required to achieve that; required as long as stakeholders are involved and onboard. This area interests me because of how much impact stakeholders have on projects, it is also interesting because some projects are started without the knowledge of stakeholders because the sponsors make express decisions that its what they need. This can either go positive or not but none the less engaging stakeholders is crucial even if its just for support. The ongoing current debate, which has been on for years, is that do stakeholders really make or break projects.

The project stakeholders for this project are the people with an interest to make money off the product by putting money into the idea phase of the product. These stakeholders involvement will mostly be financial to get the product advertised to the public, they may also want a say in the design of the product since fresh ideas are always welcomed.

A new and formal customer management system will be installed to enable every Riordan employee to have efficient and instant access to every customer's information. This change is because of difficulties concerning both employees and customers. Customers have been dissatisfied with call waiting times and the inability to speak with a customer

Process Stakeholders – The stakeholders of the project have been identified in the Project Management Plan and outlined with roles and responsibilities.

The objective of this project is to make communications between all the existing division offices with a new division office of J. Smith & Associates firm throughout the region and also remote satellite offices using networking technology. After implementing this project, it internal communications will make easier to all employees and customers to be connected to the firm and each other and to access data from any of the office.

For years, businesses have been using PBX technology to route calls. Traditional PBX offered organizations their own private telephone network, allowing the business to share a number of outside lines, to make inbound and outbound phone calls. Most companies that have large numbers of employees, and multiple phones, cannot survive without PBX technology. Traditional PBX systems feature standard office phone aspects such as call routing, auto-attendants, voicemail, fax-integration, user shortcuts, and are capable of sophisticated applications. The original PBX technology was a cumbersomely large piece of hardware that was

To address a VoIP solution, we need to examine the benefits, as well as any potential drawbacks and costs. The main advantages of a VoIP system are a decreased run rate, mobility of the phone systems, service functionality including soft phones, and the ability to retrieve voice mail and faxes with an email client. Some potential drawbacks are the initial cost of implementation, it is a time sensitive application and therefore susceptible to network packet loss, latency, jitter, and loss of power would result in loss of phone access.

However, it is difficult to identify and categorize stakeholders because it is a quite subjective procedure and depends on the perspective of each manager (Mishra A., Mishra D., 2013). Moreover, it is unlikely to satisfy every stakeholder since their interests are usually conflicting and are likely to change during the project lifecycle. Hence, the challenge for the project manager is to evaluate stakeholder needs for the project and decide which needs are more important to be covered (Assudani and Kloppenborg, 2010). Stakeholder management is a difficult procedure since there is no standardized process or method to be applied. Project managers, which will be responsible for that, should have a lot of experience, skills and capabilities to manage the relationships with the stakeholders. Project managers should apply stakeholder management effectively to minimize the uncertainty created by the stakeholders and lead the project to a success. For this reason, there is a project stakeholder management (PSM) systematic process which can help managers to deal with stakeholders. In this process, there are six steps that a manager should follow in order to complete successful projects (Karlsen, 2002). In the first step the manager should determine the purpose of the stakeholder management process and plan the activities. Second and very important step is to identify existing and

In this paper I have investigated the career of an operations manager at a call center. A call center is a central customer service operation where agents (often called customer care specialists or customer service representatives) handle telephone calls on behalf of a client. Clients include mail-order catalog houses, telemarketing companies, computer product help desks, banks, financial service and insurance groups, transportation and freight handling firms, hotels and IT companies.

The Project call center is valuable for the organization as the organization has no call focus, and it is useful in expanding consumer loyalty. The Project call focus will convey computerization to the dissension recording process, it will diminish the turnaround time by 75% and will spare the time, and the present handling time is four to eight hours. As for the costs, the venture requires $ 8.5 million to be spent in the two quarters in the following year; the reality about this venture is that the vast majority of the work will be outsourced. The organization has the systems significant to these ventures, and the primary objective, which is the development of organization by 10 % can be accomplished as the organization can concentrate on its principle business and the workers time connected with the dissension preparing will be diminished. The organization has an objective to build consumer loyalty by 15 % and the venture call focus will fulfill these clients as the expert outsourcing will expand the effectiveness and it will acquire

At the core of any good business and call center is a strong platform in place that meets the current needs of the company and the ability for growth in the future. This proposal is to identify which vendor I suggest that can not only meet our current needs but also give us flexibility in the future. I will establish my findings and reasons for selecting the proposed platform from a specific vendor. To determine the best fit for our needs, I will be evaluating the following vendors to narrow my selection from Avaya, Genesys, and Interactive Intelligence.

This paper examines the importance of stakeholder identification for project management, outlines various strategies for identifying stakeholders, discusses the implications and identification of project management bias in analyzing stakeholders, and discusses the addition of stakeholder management as a new body of knowledge within A Guide to the Project Management Body of Knowledge (PMBOK Guide) by the Project Management Institute (PMI).

There seems to be agreement on an understanding of the importance of identifying project stakeholders especially the central stakeholders. While previous studies put emphasis on systematic identification of stakeholder and provide its significance, the evidence gathered from this study shows that stakeholder identification is rarely carried out systematically, instead rely on client-identified stakeholders, and majorly use contract document. This may results to what Yang and Shen (2015) called “random stakeholder management”. The danger is some key stakeholders may be neglected, who can affect future project undertakings. Unrevealed stakeholders may unexpectedly appear and request changes to project and so it is imperative to identify all stakeholders in each project stage, their necessities and expectations (Ackermann and Eden 2011). This can be

This paper examines the importance of stakeholder identification for project management, outlines various strategies for identifying stakeholders, discusses the implications and identification of project management bias in analyzing stakeholders, and discusses the addition of stakeholder management as a new body of knowledge within A Guide to the Project Management Body of Knowledge (PMBOK Guide) by the Project Management Institute (PMI).