Order Management Redesign

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Order Management Redesign
Start up Implementation Team Member
Meeting November 3, 2005
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Presentation Overview

• Order Management Redesign Project Background
• Whats been done so far?
• Highlights of Planned Changes
• Anticipated Results
• Implementation Approach and Timeline
• Whats going on right now?
• Whats the plan going forward?

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Project Background

• What is Business Process Redesign?
• The critical analysis and radical redesign of
  existing business processes to achieve
  breakthrough improvements in performance
  measures.
• What are Order Managements Goals in pursuing a
  Redesign effort?
• Determine optimum staffing levels to perform work
  
• Recommend methods for working together
  effectively
• Ensure cross-functional interdependencies work
  smoothly
• Develop standards and metrics
• Determine flexibility of Pinnacle to permit
  modifications

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Project Background Guiding Principles

• Increase Client Satisfaction by redesigning
  processes that are Seamless Invisible to
  customers
• Align work processes with Pinnacle Functionality
• Recommend Motivating Achievable performance
  standards
• Design to demonstrate Competence Responsiveness
  to our clients
• Improve Staff Satisfaction Productivity
• Represent our Entire Organization
• Research Best Practices

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Project Background The Design Team

• Who
• Judy Pincus (Finance) - Karla Lacy (OM/OP)
• Silvio Castrillo (PCG) - Frank De Martini (Help
  Desk)
• Erich Snow (Fac/Eng.) - Jay Larson (IM)
• What
• Examined current structures and processes,
  developed recommendations for changes
• Results
• A new tiered model for order processing
• Creation of a control desk function and billing
  inquiry office
• A new organizational structure to support the new
  processes

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Recommendation Highlights

• Pinnacle/ITService Site can meet client need for
  auto-confirmation of orders with upcoming
  enhancements
• Direct phone line to Order Management for order
  placement is still necessary for residential
  clients
• Offer improved and more frequent training for
  staff and clients.
• Evaluate, update and distribute documentation for
  staff and clients, rebuild a client Contact
  program
• Maximize IT Services Site auto-population features

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The Anticipated Result

• Improved Client Satisfaction
• Adequate staff ratios available to perform work
  and improve morale
• More efficient Order Process
• Processes will be built around Pinnacle as the
  core system
• Cross functional interdependencies work smoothly
• Development of standards and metrics to improve
  quality of service

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Pre-Implementation Work

• Steering Committee Sponsor recommendation
  review
• Final approval of recommendations
• Hired Project Manager
• Clustering of Recommendations
• Development of Implementation Charter
• Development of Teams Charters

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Accomplishments

• Paperless process in Order Management
• Billing office formed
• Co-location of Order Processors and Billing staff
• OM Remedy Queue ACD inquiry distribution
  reengineered
• Facilities Engineering designs Fiber Optics
  circuits in lieu of Order Processors

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Implementation

• Make the Design Teams recommendations REALITY
• Implement a new Order Management process flow
• Implement formal training program for Order
  Processors
• Implement new IT Service Site Enhancements
• Implement a Service Offering review process
• Update Operations Processes Procedures
• Update Improve Web Documentation Education
  for clients

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OM Redesign Implementation Teams
Employee Communication
Staff Training
OM/Restructuring
Service offerings
OM/Pinnacle
Core Team

Client Communication, Marketing and Training
IT Services Site
Operational Procedures Processes
Web Documentation
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The Implementation Team

• Sponsor Jay Kohn
• Steering Committee Jan Cicero, Jim Knox, Bert
  Stubbs, John Freshwaters, Fred Hannson,
• Project Manager Christine Yelda

Team Leads Team Name
Nancy Ansaldo Shared Services Operations Web Documentation
Susan Arsenault Order Processor Staff Training
Karen Cox Order Management/Restructuring
Vicki Hallett IT Services Site
Teresa TJ Janeway Client Communication, Marketing and Training
Kathy Lucas Order Management/Pinnacle
Judy Pincus Service Offerings
Erich Snow Operating Procedures Policies
Christine Yelda Employee Communication
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Implementation Approach

• Implementation November 2005 to May 31, 2006
• Develop, deploy/pilot
• Evaluate pilot results, make adjustments as
  necessary
• Put new organization structure in place
• Communicate with clients, transition new
  structures and processes into production
• Refine processes

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Team Structure Responsibilities

• Individual Team
• Lead
• Member (s)
• Subject Matter Expert
• Receiver/Liaison
• Developer
• Ad Hoc Member
• On call to teams for information, communication
  and expertise
• Develop detailed plan for installing new
  processes
• Carry out implementation tasks
• Develop goals and metrics

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Oversight

• Sponsor Steering Committee
• Champion of project
• Liaison with executive directors
• Reviews approves Implementation plan
• Authorizes action
• Holds members of organization accountable
• Monitors results
• Reports progress to Organization
• Ensures sufficient time resources are made
  available
• Manages changes that need to be made within
  functions
• Resolves technical issues that need to be
  escalated

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Next Steps

• Team Start up
• Team meetings scheduled by leads in November
• Review team charter
• Set team operating ground rules processes
• Develop detailed work plan timeline
• Determine metrics to measure
• Develop resource plan
• Status reports to core team
• Prepare for steering committee review of
  recommendations

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Expectations Opportunities

• Alignment with Strategic Initiatives
• Business Affairs
• IT Services
• Priority work for IT Services, part of IPPs
• Thinking and working differently
• Managing Change deliberately consciously
• Cross collaboration is the way to success
• You are the experts and know our systems best

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Questions?