Revision as of 11:13, 10 August 2014

Ted's "ROC" Projects

Southern Division ROC, September 2009

Resource Optimization Center (ROC)

What Is The "ROC"?

The "ROC", or Resource Optimization Center is a business unit tasked to support the creation and adoption of “best practices” needed to maximize Customer Care resources. The ROC’s mission statement is to:

Drive efficiency and maximize Customer Care resources in the Southern Division through improved forecasting, call routing, workforce utilization, 3rd party allocation and oversight, and dynamic resource management.

The ROC will consolidate key WFM functions at Division:

• Forecasting Aggregation & Validation
• Call Routing Oversight, Avaya Skill Template Management
• Real-Time Monitoring and Incident Management
• Third Party Management, Forecasting & Real-Time Monitoring
• Bi-directional Interface with other functional departments
• Universal IVR Monitoring and Customer Experience Management
• Adoption of the WFM Best Practice Playbook

ROC Mission Statement

The ROC's mission is not to simply re-allocate call traffic, but to drive efficiencies in all areas of resource management, through both strategic planning (forecasting) and improved tactical execution (real-time management). The ROC's core goal is tied to a structured Event Management system. Through this Event Management system, the ROC creates cases to document periods of time throughout a day in which a call center fails to operate within Service Level targets. The method of capturing these events is tied to a fixed cause-effect fishbone, allowing for consistent conclusions to be reached by the ROC Analyst working an event.

This analysis is central to the ROC's core goals. In providing daily case analysis, the ROC will capture patterns where failure in some area of resource management has led to a degradation in service level. The cases provide support to determine where investments need to be made to improve methods used in strategic planning and real-time resource management in a call center.

In summary, successful execution of the ROC's goals requires consistency across the call routing technology deployed, and in the software application utilized for workforce management (forecasting, scheduling and real-time management). Without a common ACD and WFM platform, with standard definitions, the ROC would be severely limited in its capability to do comparative analysis.

ROC Deployments

Comcast - Southern Division

Construction begins on ROC electrical work

I launched my first ROC Project at Comcast on June 22nd, 2009, with the goal to deploy the operation in 90 days. Standard project management discipline was used for planning, organizing, and managing resources associated with the ROC project. This project is managed through Quickbase. The ROC Project was categorized into 5 groups, with 85 tasks. After 90 days, 56 of the 95 tasks are 100% complete, with the remaining "in-progress" tasks in the areas of:

1. Completion of hiring of analysts
2. Building of SOPs for both Real-Time and Strategic operations, and
3. Application & Software development.

The ROC Project finished on target for deployment, and under budget, with the completion of most major launch tasks on or before September 22nd. September 22nd marks the Soft Launch of the ROC Control Room, with equipment installed, and hired resources deployed. The following phase focused on the application configuration and SOP establishment, which continues to be fine-tuned throughout Q4, 2009 - Q1, 2010. The next major milestone completed was a full Operational Launch; after sufficient application tuning and SOP development is developed to provide beneficial input into overall resource management, the ROC will Operationally Launch. This milestone was reached October 22nd. The final 60 days of 2009 will be utilized to expand SOPs, fine tune applications, and begin to establish recommendations for optimizing resources and routing.

Comcast - 4 More ROCs

After completing the Southern Division ROC, I was asked to help facilitate 4 additional ROCs at Comcast for the West Division, the East Division, the North Central Division and one for National HQ. I also transitioned to a national role at Comcast as we brought the 4 additional ROCs into production.

MetLife - A New ROC

MetLife ROC, July 2014

MetLife ROC, Dayton, OH

After seeing the way the ROC model helps drive visibility into optimizing contact center operations, I proposed and secured funding to build another ROC, this time at MetLife. This funding was secured in 2013, and our ROC Command Center was officially launched on July 24th, 2014 in Dayton, Ohio. The work at MetLife not only focuses on the same transparency on our contact centers' performance, but this project involved a complete re-engineering of the workforce management approach. Significant work included:

• Create a Command Center: Leading edge command center that will provide improved visibility to live call queues, improved incident response times and interval level service consistency.
• Dashboard Development & Consulting: Consulting services in support of the design, development and testing of a real-time reporting dashboard using IQ & SitScape to acquire, display and analyze datasets from existing systems.
• IEX Functionality Upgrades: Reconfiguration of the IEX database to utilize the multi-skill technology that exists but is not currently utilized in the tool.
• CMS Skill Template Standards: Evaluate, Optimize and Develop fixed CMS skills template inventory to meet business needs.
• IEX Skill Mapping & Configuration: Accurate IEX skill mapping which will allow full utilization of the multi-skill simulation module.
• Enhanced Incident Management: Migrating current state Incident Management processes owned by Brian Murphy's team into ROC model for more efficient incident handling.
• Long Term Capacity Plan Development: Robust Long Range planning tool to plan and optimize center resources and performance. And, continued data integration into capacity planning tool; IVR and collision calendar.
• Examine Flex Staffing Options to Optimize Schedules:
  • Flex Staffing Model: Create a volunteer based flex staffing model to optimize utilization of human capital.
  • Schedule Optimization: Schedule Quality Index recognition via improved schedule mix options, vendor schedule integration.
• WFM, ROC Standards Creation & Implementation: Comprehensive creation of operational/break-fix/change management standards and process documentation to drive operational discipline.
• Manage Talent Up-skilling: Job Family Re-alignment, Recruiting current positions, up-skilling, training, GOSC job migration. On site classroom training for ROC team on running simulations in a multi-skill environment.
• Scorecard Development: Reporting Measures of success from ROC enhancements and WFM re-engineering.
• Collision Calendar: establish a company-wide collision calendar system for events that have the potential to impact CSSG. As events are known in advance, the ROC is responsible for forecasting the impact of these events.