Project Plan Components IVR

Running head: A PROJECT CHARTER 1

A PROJECT CHARTER 3

A Project Charter

Student’s Name

Institutional Affiliation

A Project Charter

Project description and Scope

The Unclaimed Property Division in my county requires the installation of an interactive voice response (IVR) system to assist provision of customer services amidst heavy telephone traffic. The division consists of forty permanent employees that interact with customers on a daily basis through telephone calls as the public attempts to reclaim property funds. In the last twelve months, the division has received over 100,000 calls from potential claimants, and some of the calls have gone unanswered. Installation of the IVR system will assist the division’s agents to receive all calls from potential claimants without any call going unanswered.

Business case and Project Deliverables

The IVR system will increase the division’s capability to restore claimants’ property by 20%. The system will reduce the number of unanswered calls to zero while increasing customer satisfaction by 10%. Nevertheless, the project must be completed by four months, within a budget for seven developers and three agents of the division. The project manager should be prioritizing the quality of the system and the time of project completion as well as the budget (Williams et al., 2019). Once the system is ready, training of the agents should be conducted within the first month of installation. Measurable benefits of the system will include; agents handling more claimants per day, unhandled calls reduced to zero per day, and waiting time minimized to two minutes per caller.

Key stakeholders and Risks involved

The key stakeholders in this project are the finance director and the division’s manager. Funding will be received from the county treasury office, which is committed to promote service provision from the program. The main risk is that none of the team members have worked with the IVR system before. With anticipated growth of claims, the volume of calls will also increase, making the project an essential investment. The project manager is hereby, authorized to work with the division in negotiating for resources, delegating duties, and preparing a framework for completing the project within the specified time.

References

Williams, T., Vo, H., Samset, K., & Edkins, A. (2019). The front-end of projects: a systematic literature review and structuring. Production Planning & Control, 30(14), 1137-1169.