The response papers are 1-2 double-spaced page written assignments that require you to engage with the course material to Essay

Class, just to clarify substantive posts. The minimum word count should be

Class, just to clarify substantive posts. The minimum word count should be no less than about 75 words so about 4 sentences at least. Substantive posts must be more than an agreement of another classmate’s or professor’s post, but you can add information that you’ve learned through your studies with scholarly sources.

Post 1:

Class, how would you define qualitative data versus quantitative data? Please reply for substantive credit.

Post 2:

Can anyone define the difference for me between an independent variable and dependent variable? Please reply for substantive credit.

Post 3:

Statistics is the science of using math to collect and analyze numeric data, identify trends, and create evidence-based practice (Helbig & Ambrose, 2018). Statistics in healthcare is used to support empirical data to either support or disprove a hypothesis. Florence Nightingale used statistics to prove her correlation between sanitation and a decrease in mortality. By using quantifiable evidence, it was irrefutable and thus created a trend in the industry that is followed to this day.   

William Augustus Guy was a doctor in the 1800s that developed statistics for forensic medicine and his theories are used to this day (Brown, 2019). His book, “Principles of Forensic Medicine”, laid the foundation of probability in modern day forensics.

References:

Brown, G. H., (2019). William Augustus Guy. Royal College of Physicians. Retrieved from https://history.rcplondon.ac.uk/inspiring-physicians/william-augustus-guy

Helbig, J., Ambrose, J., (2018). What Are Statistics and Why Are They Important to Health Science? Applied Statistics for Health Care. Retrieved from https://lc.gcumedia.com/hlt362v/applied-statistics-for-health-care/v1.1/#/chapter/1

5 Stakeholder Analysis and Evaluation Goal Matrix PJM 6125 Project Evaluation Prof.

The response papers are 1-2 double-spaced page written assignments that require you to engage with the course material to Essay Sociology Assignment Help 5

Stakeholder Analysis and Evaluation Goal Matrix

PJM 6125 Project Evaluation

Prof. PhD.

Stakeholder Analysis and Evaluation Goal Matrix

July 31st, 2022

Group5:

Contents

Part 1: Stakeholder Analysis 3

Part 2: Evaluation Goal Matrix 8

Part 3: Explanation of Evaluation Tools 9

Part 4: Performance Dashboard 12

Reference: 13

Part 1: Stakeholder Analysis

Project Title: Contact Center Store Support Test & Implementation

Date Prepared: July 31st, 2022

Project Manager: Group 5

ID

Stakeholder

Position/Role

Influence

Interest

Type of Stakeholder

Stakeholder Expectations

Stakeholder View of Project

Stakeholder Management Strategy

Notes

1

Project Management

Project Management

High

High

Internal

Projects must be fully developed on time, including planning and analysis.

Supportive

Regular review of project process

2

Business Analyst

Business Analyst

High

High

Internal

Projects must be fully developed on time, including planning and analysis.

Supportive

Regular review of project process

3

Paulette Larson

VP Contac Center

High

High

Internal

Accurate project estimates and financial analysis provided in Charter

Supportive

Regularly updated and informed

All financials should have supporting data ready for review when asked for

4

Angela Stevens

In-Bound Director

High

High

Internal

Develop and implement customer retention strategies and customer relationships

Supportive

Maintain a list of employee information project planning

5

Lowell Guerrero

In-Bound Supervisor

Moderate

Low

Internal

Assist in developing and implementing customer retention strategies and client relationships

Neutral

Keep abreast with adjustments and workflow

6

Kenny Medina

Technical Writing Manager

High

Moderate

Internal

Help with contact center technical support

Supportive

Keep an eye on the technical procedure and quickly identify the demands

7

Mathew Huff

Contact Center Sales Director

Moderate

Moderate

Internal

Develop service strategies and lead a team of sales representatives.

Neutral

Keep up with new service descriptions and client satisfaction.

Need to understand the details of the new services and changes

8

Wayne Sherman

Contact Center Operations Director

Moderate

Moderate

Internal

Support the VP of Contact Center with more specific recommendations and overall operation of the department.

Neutral

Real-time operational procedures

9

Francis Scott

VP Store Repair Support

High

High

Internal

Analyze and maintain assets services.

Supportive

Keep an eye on assets analysis. Provide better customer services and assets.

Slow down some demands so analysts can focus on their jobs.

10

Bill Caldwell

Facility Ops Process Manager

Moderate

High

Internal

Streamlining phone numbers and reducing call volumes from each group.

Supportive

Focus on solutions rather than too much planning.

11

Laurie Morris

Store Repair Manager

Moderate

Moderate

Internal

Prevent wrong number calls.

Neutral

Keep an eye on issues and provide effective solutions.

12

After Hours Support

After Hours Support

Moderate

High

External

To be aware and prepared for the increased workload

Negative

Be aware of things that may affect this department’s workload

Ready and competent group

13

Store Managers

Store Managers

Low

High

External

Streamlining phone numbers.

Supportive

Keep abreast of project progress.

14

Delivery Drivers

Delivery Drivers

Low

Low

External

To be informed of critical information that affects their duties.

Neutral

Essential communication only

15

Call Agents

Call Agents

Low

Moderate

Internal

Provide customers with support satisfaction reports and daily workflow

Unsupportive

Continuous monitoring of their work processes and avoiding the risk of employee turnover

Column Name

Column Description

Stakeholder

In this column, begin identifying key stakeholders for the project. Once you have a few of the key stakeholders identified, facilitate a brainstorming meeting with the Project Team. As you meet with the stakeholders you have identified, ask them for additional people/groups that you should include.

Position

Indicate where this stakeholder resides in the organization. This information may be helpful later on in the development of the communication plan.

Influence

(For, Neutral, Against)

Use this column to indicate the extent to which the stakeholder will have influence (impact) over the project. If a stakeholder is identified as being neutral or against the project, further risk management and change management analysis may need to be conducted. If a stakeholder is for the project, are their opportunities to exploit this to influence others or the project?

Power / Interest

This column should be populated after completing the Stakeholder Power / Interest Grid. Indicate the extent to which this stakeholder has the power to block or advance the project and their interest in the success or failure of the project.

Project Team expectations of Stakeholder

Use this column to document what this stakeholder needs to provide to the program or project

Stakeholder expectations

Use this column to capture the stakeholder’s needs, requirements, and expectations regarding the project.

Stakeholder management strategy

This column should indicate the extent of how the project team will manage the power or influence the stakeholder may have over the project

Preferred Mode of Communication

Use this column to document the stakeholder’s preferred mode of communication (email, in-person meetings, etc.)

Notes

Document other helpful notes that are relevant to the stakeholder / project

Part 2: Evaluation Goal Matrix

ID

Goal

Measurement Type

Metric

Tool

1

Within Budget

Efficiency

Budget below $25,000

Earned Value

2

The First Phase on Schedule

Efficiency

Complete 1,000 primary and secondary calls by March

Earned Value

3

The Second Phase on Schedule

Efficiency

Achieve 100% store participation by August

Earned Value

4

No more than 10% of resources can be used

Efficiency

No more than 10% of all resources in total for each department

Resource Usage Chart

5

Categorize all calls as primary or secondary support

Effectiveness

More than 95% of calls categorized as primary or secondary support within 60 days by the test

Benchmarking/ Fault Tree Analysis

6

20% reduction in total airtime

Effectiveness

Increase the number of stores by 10%

Benchmarking/Regression Analysis

7

Average call processing time is less than 5 minutes

Effectiveness

Each connecter to complete a level 1 support call less than 5 minutes

Benchmarking

8

Callers on hold for less than 3 minutes

Effectiveness

10% more stores and average call handling time less than 5 minutes

Trend Analysis

9

Higher customer satisfaction per call

Effectiveness

Increased training for each operator

Trend Analysis

10

Support the team in improving technical analysis capabilities

Impact

10% reduction in response time

Causal Analysis

11

Increased problem-solving skills for operators

Impact

Average call processing time is less than 5 minutes

Failure Mode and Effect Analysis

12

Increased staff bonding across the three stores

Impact

Decrease in call transfer time across three stores

Causal Analysis

13

15% increase in the probability of recommending our services to others

Impact

15% increase in consultant satisfaction

Regression Analysis

Part 3: Explanation of Evaluation Tools

Tool 1 – Earned Value

Earned value analysis (EVA) is a quantitative strategy. It enables project managers to evaluate a project’s burden in ways other than just reviewing cost and progress reports (Bryde & Joby, 2018). It enables us to monitor the project’s progress and calculate the project budget and costs for better project evaluation. As a project manager at a contact center, EVA appears to be the finest tool for assessing goals and KPIs to align with budget and timeline. To assess if we are succeeding in our on-budget objectives, we will utilize the Earned Value Tool and the $25,000 measure. Like this, by March and August, respectively, we will utilize the Earned Value tool and the Phase I and Phase II indicators to assess whether we are succeeding in staying under budget. A correct comparison and reference of the deadlines and timetable must be maintained; therefore, statistics and logistics need to be checked. The project manager and the project team work together to conduct the assessment using EVA. to comprehend the time and work put into the creation of the program. Paulette Larson (VP Contac Center), the business analyst, and the project manager will thus work together on the EVA evaluation.

Tool 2 – Resource Usage Chart

The Resource Usage Chart gives projects visibility by, among other things, showing whether resources are being used too little or too much. The Resource Usage Chart will gather various data and provide managers with a view into the amount of time their staff is devoting to projects. It equips project managers with the resources needed to operate more freely, enabling them to avoid issues or swiftly address them on their own. It maintains the project’s direction. Project manager and Paulette Larson, VP Contac Center, were the parties involved in using the tool to complete the evaluation.

Tool 3 – Benchmarking

Benchmarking enables the establishment of standards and their comparison with most recent production. With the use of this tool, main and secondary call times may be compared and benchmarked against industry norms by week, by month. The data from this tool will help the team determine whether the contact center improvement has improved the efficiency of problem solving. The decisions project managers make to remedy a lagging position will be based on benchmarking, which will provide the firm a competitive edge and aid in project performance monitoring. Benchmarking will be assisted by the management of the stores and departments by Project Manager and Business Analyst Paulette Larson, VP of the Control Center.

Tool 4 – Fault Tree Analysis

System-level faults can be investigated using the graphical tool known as fault tree analysis. It is essentially a top-down method for figuring out the underlying events that lead to system-level faults by combining several lower-level events using Boolean logic (Hyun, Choi & Lee, 2015). In order to meet the target of classifying over 95% of calls as primary or secondary support within 60 days, this tool aids programs in analyzing the reasons why they fail. The business analysts who will oversee this tool’s study will receive help from the managers at each shop by providing call data. Based on the examined causes of failure, Paulette Larson and the program manager will create improvement strategies.

Tool 5 – Regression Analysis

Projects can use regression analysis to identify the variables that affect the target issue. Regression analysis enables a project to clearly identify which aspects are most crucial, which ones may be disregarded, and how these factors interact. In order to achieve the project’s objective of a 20% decrease in total airtime and 15% increase in the probability of recommending our services to others, the project manager and business analyst will examine whether there is a correlation between the number of stores and airtime as well as whether the number of shops may be raised by 10%. Technical Writing Manager Kenny Medina and the business analyst must collaborate on an examination of the data provided by each store manager for this tool.

Tool 6 – Trend Analysis

Trend analysis is a trend analyzing technique which was originally used to technically analyzing the past and current stock price movements to attempt predicting future stock price movements based on those trend data observed in the analysis. In the modern project management, businesses and companies often expand on this trend analysis tool as an extension of its original use on predicting stock price to more management-related tasks. In this case, we are to use the trend analysis as an evaluation tool to collect the past and current call data and do a full technical analysis on how call-holds can be made less than 3 minutes. Then, to use the data we gathered from the analysis to perform a chart showing the trend using temporal method, one of the methods within trend analysis tool. Furthermore, we can also use trend analysis to analyze customers’ satisfaction level from the data in surveys provided at the end of each call to evaluate and plan on how to achieve higher customer satisfaction per call.

Tool 7 – Failure Mode and Effect Analysis

Differently, from Root Cause Analysis where it reactively analyzing the cause and effect in a process to identify the root cause of the issues in a project, Failure Mode and Effect Analysis proactively and systematically evaluating the potential issues in a process to identify where and how it may fail. Furthermore, it can also evaluate the relative impacts on variously differently failures. In our case of helping the operators improve their problem-solving capabilities, we need to firstly assess their problems and what tasks they usually have issues with and why. Then, we analyze the reason they might encounter these problems which may leads to potential effect and failure of our project. Lastly, we assess and identify the parts of the process which are mostly needed for improvement and implement strategy accordingly to help them.

Tool 8 – Casual Analysis

Similarly, to Root Cause Analysis, Causal analysis as an evaluation tool also capture and analyze data and statistics to establish relationships between cause and effect. The difference between the two evaluating analysis tools is that the Root Cause Analysis is more based on qualitative aspect, whereas the Causal analysis is more based on quantitative aspect. In our cases of helping the teams and stores in improving technical analysis capabilities and increasing staff bonding and relations across various stores, we need analyze cause and effect of stores and teams’ capabilities to perform technical analysis and the potential issues that could negatively impact the staff relations to understand correlations and sequences to the issues. Then, we will establish and design specific modules to help the process in our project to systematically improve the overall performance of each team.

Part 4: Performance Dashboard

Tool 1 – Earned Value

The Earned Value chart represents lines of budget, actual cost and earned value, which are measures of how much progress has been made. The lines on the chart show each of these measures, as well as a timeline showing how they change as the project progresses. Earned value calculations are shown in green. You can see the rows that show the planned value, earned value and actual cost, and the variance. The variance between Planned Value and Earned Value is the Schedule Variance (SV). The difference between earned value and actual cost is the cost variance (CV). The trend line also continues, showing the forecast (expected completion or ETC) and the budget to complete (BAC). This dashboard will be updated quarterly by project managers and data analysts.

Tool 2 – Resource Usage Chart

MS Project can link the WBS to resource usage and generate resource dashboards that allow project managers and Paulette Larson, Vice President of the Contact Center, to more clearly and visually show if resources are being over- or under-utilized, providing visibility into the project. The project manager will be responsible for making monthly updates and reporting back to Paulette Larson, Vice President of the Contact Center. The first bar chart resource stats horizontal coordinates are the individual employees and vertical coordinates are the working hours. The blue color represents the actual work time, the orange color represents the remaining work, and the gray line is the baseline work. When the gray point falls in the orange range it means that the project is behind schedule. The second bar graph represents the percentage of work done by all resources. This graph allows you to see which resource is used the most in the project.

Tool 3 – Benchmarking

This dashboard depicts the frequency of primary and secondary calls with a baseline target of 100%. The folded lines are primary calls, secondary calls, primary call baseline and secondary call baseline. The horizontal coordinate is the week, and the vertical coordinate is the probability of converting all calls into primary and secondary calls. The business analyst will update this dashboard on a monthly basis.

This line graph shows the average call handling time for a call center, with a benchmark of less than 5 minutes. The horizontal coordinate is the frequency of each call time, and the vertical coordinate is the call time. The orange line is the benchmark, above the orange is a failure that needs attention. The business analyst will update this dashboard on a weekly and monthly basis.

This line graph corresponds to the performance target id6 call time should be reduced by 20% after the upgrade. The target is reached when the blue dash is below the yellow dash. The business analyst will update this dashboard on a weekly and monthly basis.

Tool 4 – Fault Tree Analysis

The Fault Tree Dashboard provides a high-level overview. The drill-down feature of the Fault Tree Dashboard allows you to get the appropriate analysis information directly from a chart, table or graph the underlying cause of the failure. Project managers can track performance goals ID 5 through the Fault Tree Dashboard. The dashboard is updated monthly by the project manager.

Tool 5 – Regression Analysis

The horizontal coordinate is the number of people surveyed and the vertical coordinate is the number of people who chose to recommend within the number of people surveyed. It can be observed that there is a 15% difference in the trend line formed by the two scatter plots, which can indicate a 15% increase in user recommendation rate. This dashboard will be updated monthly by the business analyst.

References

Bolick, C. (2019). Contact Center Storesupport Test & Implementation. Stakeholder Identification and Analys.

Bryde, D., Unterhitzenberger, C., & Joby, R. (2018). Conditions of success for earned value analysis in projects. International Journal of Project Management, 36(3), 474–484. https://doi.org/10.1016/j.ijproman.2017.12.002

Hyun, K.-C., Min, S., Choi, H., Park, J., & Lee, I.-M. (2015). Risk analysis using fault-tree analysis (FTA) and Analytic Hierarchy Process (AHP) applicable to shield TBM Tunnels. Tunnelling and Underground Space Technology, 49, 121–129. https://doi.org/10.1016/j.tust.2015.04.007

Project Management Institute. (2019). A guide to the Project Management Body of Knowledge (PMBOK guide) (6th ed.). Project Management Institute.

Welc, J., & Esquerdo, P. J. (2017). Regression analysis of discrete dependent variables. Applied Regression Analysis for Business, 213–227. https://doi.org/10.1007/978-3-319-71156-0_7

Step 1: Family Report 6 pages, based on family Notes Abstract Introduction

Step 1: Family Report 6 pages, based on family Notes

Abstract

Introduction

Family characteristics

Family interaction

Family functions

Recommendations

Conclusion

References (at list 3)

Step 2: Write an Individualized Family Service Plan (IFSP) Write an IFSP based on the family’s stated and observed priorities, the roles of intervention staff and families, and expected outcomes. Limit your plan to FOUR family outcomes (using the format which starts with “The family will…”). The plan will be designed using “recommended practices” for collaborative family involvement, with attention to the family system. Remember this is not a school-based IEP it is an IFSP based on family collaborative supports.

What is the nature of quantitative methodology? What types of measurements are

What is the nature of quantitative methodology? What types of measurements are best explored using quantitative methodology? Why? Based on your initial readings in Chapter 1 of the course textbook, how is this different from qualitative methodology? Explain.

Stevie response

Hello Class,

I apologize for the delay, will not happen again. The methodology is the study of methods and techniques for conducting research, there are four components that can be used ontology, epistemology, axiology, and methodology (Greenberger,2021). There are also levels of measurement for the variables such as ordinal, interval, and ratio. When reading Chapter 1 there are some differences from qualitative methodology, quantitative methodology focuses more on deductive methodology whereas qualitative focus more on observations, interviews, and focus groups. Qualitative methods do not involve measurement or statistics. Many times, qualitative methods are looked at as less scientific. Quantitative methodology is more subjective, I have done research both quantitative and qualitative I would say that I had much more flexibility within my research when I was using a qualitative approach because I did not have to use much statistical information.

Do you agree with steve ? yes or no- only 150 words plus reference apa 7 format

Molly

The quantitative methodology foundation bases itself on numerical measurements and statistics (Greenberger, 2021). Medical or scientific fields use quantitative methodology most often. One would engage in this method for the measurable data it provides. This statistical methodology does not include personal values or bias and should be limited to ensure the results are sound conclusions (Greenberger, 2021). The measurement forms in quantitative and qualitative research vary. Quantitative uses nominal, ordinal, interval, and ratio as measurement forms (Greenberger, 2021). The data comes from answers stemming from close-ended or multiple-choice questions from surveys, polls, and questionnaires. The measurements in quantitative methodology make it creditable.

The qualitative methodology does not include a vast sample size like quantitative research. The research for qualitative research is flexible, purposeful, and has real-life experiences. Each method has a point and is used for a specific reason. The problem, purpose, and research will determine the one suited for the research. Both of the methodologys’ have a purpose in today’s research world.

Do you agree with Molly ? Yes or no