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Lesson 5 - Status Reports

Yash Trivedi, Krishna Chavda, Tilak Jethwa, Mandeep Singh Sohal,

Hit Bharti, Mohamad Shujauddin

PJM 6210 – Communication Skills for Project Managers

26 October 2023

Northeastern University
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PROJECT OVERVIEW

In this case study we are creating 2 different status reports based on the communication plan

previously developed. On that basis we have created 2 different phase 1 status reports for

different stakeholders which highlight that there is not a one size fits all communication plans

and for effective communication practices we need to tailor accordingly.

Status charts help inform the stakeholders of technical information in an interactive manner and

give a complete picture of the call center case study. Below were the following objectives to be

achieved in phase 1 -

• Execute a 60-day trial

• Categorize all incoming calls as 1st or 2nd level support

• Analyze call data to assess project feasibility

• Create a success measure by gathering any meaningful data from the above steps

As part of the low power/high interest quadrant (Quadrant 2) we will keep the stakeholders

informed with a technical and detailed summary of data consisting of graphs and other measures

that go with the status report of the project.

While representing Quadrant 3 where we must present to senior management, we would provide

a high-level brief but pertinent status update to the project that let them remain engaged with the

project while also not subjecting them to an information overload.

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HIGH POWER/ LOW INTEREST – QUADRANT 3

PROJECT STATUS REPORT

Project Name: Contact Center Case Study
To support the three departments with a single, centralized number and
Project Goal:
handle all first-level support calls through a single point of contact.
Project manager Chris Bolick
Project sponsor Paulette Larson (VP Contact Center)
Stakeholders Janis Freeman (Store Repair Director)
Submission Date: October 28, 2023
PROJECT STATUS

An increase of 7% in the three support groups' operational efficiency.

First-level support is handling 25% of contact level support calls, which is above the necessary

KPI.
RED – Action Required AMBER – Needs Attention
Legend
GREEN – On Track

STAKEHOLDER EXPECTATIONS

• Utilize a single contact to handle all first-level support calls.

• Fewer calls were routed to the three support groups.

RECOMMENDATIONS

• To secure consumer data, additional security precautions ought to be taken.

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• Reduce contact center agents' workload by implementing self-service options like chat-

bots and interactive voice responses.

RISKS & ISSUES

• Security flaws or data breaches that could jeopardize client information.

• Unexpected budget overruns brought on by unanticipated costs like new software and extra

training.

MILESTONE STATUS

• Phase 1 completed.

• Analyzed call data to find practicality of scope.

ACTION ITEMS

• To allocate any more budget overruns from contingency funds

• Implement breakup of Level 1 and Level 2 calls based on the region of the call center
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LOW POWER/HIGH INTEREST – QUADRANT 2

PROJECT STATUS REPORT

Project Name: Contact Center Case Study
To support the three departments with a single, centralized number and
Project Goal:
handle all first-level support calls through a single point of contact.
Project manager Cris Bolick
Project sponsor Paulette Larson (VP Contact Center)
Kenny Medina (Manager of Technical Writing)
Lowell Guerrero (Contact Center Supervisor)
Stakeholders
Store Repair Manager
Call Agents
Submission Date: October 28, 2023
PROJECT STATUS
In contrast to fleet and operational support analysts, store repair support analysts continue to

handle the bulk of incoming calls.

Repair assistance for stores better than fleet and operational support in 45% of first-level calls
According to state statistics, 35% of all calls come from Districts 600, while 20% come from
Wisconsin.
RED – Action Required AMBER – Needs Attention
Legend
GREEN – On Track

STAKEHOLDER EXPECTATIONS

• To cut down on the number of calls the department receives.

• To enhance the text documentation's technical scripts.

RECOMMENDATIONS
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• Reasonable allocation of call volumes across the three support divisions.

• To guarantee a continuous level of service across all communication channels, use a

multichannel approach.

RISKS & ISSUES

• Due to the high number of calls received, store repair support analysts and agents are

overworked.

• Difficulties in leading a multicultural workforce or providing multilingual and culturally

sensitive customer service to a global client.

• Inability to scale up or down in response to shifting client demand, which leaves CSR’s

overworked or idle.

MILESTONE STATUS

• Phase 1 completed.

• Analyzed call data to find practicality of scope.

ACTION ITEMS

• Schedule a review with all management stakeholders

• Resolve store repair support analysts continuing to handle bulk of incoming calls
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Summary

In Lesson 5 of the "Communication Skills for Project Managers" course, we explore the art of

crafting effective status reports, focusing on the "Contact Center Case Study" project. The key

lesson here is the importance of tailoring status reports to meet the distinct needs of stakeholders,

a principle that involves recognizing two main categories of reports:

1. High Power/Low Interest Status Reports: These are designed for high-level executives with

limited time, emphasizing concise, non-technical language and highlighting critical high-level

indicators, including overall progress, budget, and major milestones.

2. Low Power/High Interest Status Reports: Tailored for those actively involved in daily

project operations, these reports offer in-depth, technical information, covering specific task

updates, challenges, risks, and detailed metrics.

Additionally, the lesson addresses the approach to creating status reports, which involves

understanding stakeholders' power and interest levels, adapting content and format accordingly,

and utilizing a color-coded system for clarity. The differentiation between high-level and in-

depth reports ensures that communication matches the audience's requirements.

In conclusion, this lesson underscores the significance of customizing communication for

effective project management. Recognizing that one size does not fit all, this approach aligns

reporting with stakeholders' specific characteristics, ultimately contributing to the project's

success.