(Mt) – Alabama Southern Community College Process Analysis Plan Paper

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Business Analysis – Leading by Influence, instead of Authority! Mini-case Developed By: Lilo Altali April 18, 2020 Organizational Overview Shout Apparel is a high-end fashion retailer, headquartered in New York, with offices in Tokyo and Paris. In 2017, the leadership team decided to close down twelve retail stores, and become a primary online retailer. Keeping two stores open, mostly for marketing purposes, in New York and Tokyo. In the fashion industry, it is common for high-end brands to have limited stores in fashion capitals. Customer satisfaction has been decreasing steadily since the close of retail stores, and everyone is blaming the customer’s online experience and pointing fingers at IT. As the Business Analyst for the Customer Success team, you were assigned to conduct an investigation on this – which led to the discovery that the problem was not IT or the online experience. Through your investigation, you found that the Customer Success Managers for Africa/Middle East and Europe had daily meetings with their customer service representatives and they had online documents that gave different customer scenarios and steps on how the staff member should respond. The Customer Success Managers for Asia provided a very detailed script on how to handle customer calls, but very little guidance in resolving customer issues. Many of the representatives for Asia told you in a focus group, that the Customer Success Manager does not provide guidance, leaving each representative to handle the issue how they see fit. Your North/South American representatives were the only virtual team (the rest were in office), they had monthly meetings and an excel spreadsheet with potential customer cases with a guide on responding to specific scenarios. You learned from an interview, one of the more senior representative started this spreadsheet to help her colleagues. The representatives keep it a secret from the Manager, for fear of being perceived to “undermine” or “overstep” the Manager. Further investigation found that outside the monthly virtual huddles with the CCO, the Customer Success Managers did not meet. The managers for Africa/Middle East and Europe territories are friends outside of work, and meet often since they both work out of the Paris office. You sent an anonymous survey to the customer service representatives and learned the following:  55% feel unheard  Only 25% are receiving the mandated monthly supervision meetings (as outlined in company policies)  45% have received disciplinary action from their Customer Success Manager  43% reported that it was “highly unlikely” for them to share the ideas they have  They reported that your top three priorities for Shout Apparel customer service should be: Streamlining documentation, training managers, and providing more detailed “how-tos” for when dealing with customer cases. The following is the department’s structure. Chief Customer Office (CCO) You – Senior Business Analyst (Customer Success) Customer Success Manager (North/South America) 12 Customer Service Representatives Customer Success Manager (Asia) 10 Customer Service Representatives Customer Success Manager (Africa/Middle East) 9 Customer Service Representatives Customer Success Manager (Europe) 12 Customer Service Representatives IT 6 Help Desk Representatives The CCO was extremely impressed with y our work – she decided to promote you to Senior Business Analyst. She would like you to present your diagnosis to her (Melissa Rooney), Fatima Ali – Chief Human Resource Office, Luke Obele – Chief Innovation office, and Linda Simmon PMO Director. At the meeting, she is going to share that you will lead this initiative. She would like you to use this meeting to get buy into your vision before you began the Business Analysis work. —————————————————————————————————————————————————————Congratulations – your meeting went great! You have the “thumps up” to move forward with the project. Since you are working in a more organizational leadership context, you should prepare high-level, concise plans that “hold the whole organization.” Keep in mind the difference in planning as a manager and planning as a leader from this week’s lecture! Assignment – Week 2:  Create a Balance Score Card for Shout Apparel’s Customer Success Department  Create a visual representation of the scope of work that you plan to do as part of this project  One page (maximum) plan for how you will assess current state  One page (maximum) plan for how you will determine the future state Resources that will help you – Week 2:  Textbook: Business Analysis and Leadership – Chapters 8, 9, 10, and 14  BABOK Techniques: o 10.3 Balanced Scorecard Pages 223- 225 o 10.8 Business Model Canvas Pages 236 – 240 o 10.13 Data Flow Diagrams (DFD) Pages 250 – 253 o 10.32 Organizational Modeling Pages 308-313 o 10.34 Process Analysis Pages 314 – 317 o 10.35 Process Modeling Pages 318 -323 o 10.40 Root Cause Analysis 335 – 337  Lessons #038; Texts from the 6610: Foundations of Business Analysis o BA Practice Guide o PMI Guide for Business Analysis  Your imagination and creativity  Supplemental readings and LinkedIn Learnings Keep in mind:  Your audience is the Customer Success Managers, Senior Leaders, and Sales Representatives.  You are the BA – you decide how present this information – there is no required medium.  You are not presenting any solution. We will use this case for the assignments in the following weeks:  Week 1: Leadership Presentation  Week 2: Process Analysis Plan  Week 3: Facilitation Agenda  Week 4: Conflict Mediation

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