How can you break down a large project into smaller tasks for customer experience?

Na empresa trabalhamos com diversas áreas em formatos de squads, uso de metodologias ágeis. Definimos o escopo na reuni?o de planejamento (planning), com base na voz do cliente, e trabalhamos os temas na sprint (trabalhos com dura??o de 15 dias). Os encontros com os times s?o diários (daily), implementamos as melhorias e medimos através dos KPIs pré-combinados. Discutimos e analisamos os resultados nos encontros de review, retro e envolvemos demais líderes e executivos no Comitê de Clientes.

Destaco que neste ponto da jornada é necessário dividir a execu??o em duas partes: 1. Empatia: a ideia é entender profundamente o ponto de vista do usuário e envolver ativamente com as pessoas para saber o que pensam, sentem e precisam. Isso geralmente envolve entrevistas, observa??o direta e imers?o no ambiente do usuário. O objetivo é capturar as necessidades reais das pessoas, indo além do que elas dizem, para descobrir o que realmente desejam e necessitam. 2. Defini??o do Problema: Aqui, a equipe analisa as informa??es coletadas durante a fase de empatia para identificar padr?es e insights e formulam o problema de forma clara e específica, focando nos aspectos fundamentais que precisam ser resolvidos.

Let's say we're improving the customer experience of an online store. Instead of trying to fix everything at once, we can use a method called Kaizen. First, we focus on one area, like the checkout process. We break it into smaller tasks, like making the payment easier or improving order tracking. By working on these small tasks, we gradually make the whole shopping experience better. Kaizen helps us take small steps to create a big impact on customer satisfaction. "Happy customers are like confetti for your business—small moments of joy that make everything brighter!"

It's also so important to define what is NOT in scope. The biggest killer of projects is scope creep (when things not originally planned out are added on), and you can avoid this from happening early on by having clear definitions.

Breaking down a large project into smaller tasks for customer experience involves several steps. 1- Identify the overarching goal of the project. 2- Define milestones. 3- Segment it into manageable phases or reach the milestones. 4- Put those tasks in the right order. 5- From there, break each phase into specific tasks such as research, design, implementation, and testing. 6- Add the tasks to your calendar.

Agile often is a more customer centric frame work: Agile: Customer-Centric: Regularly adapts to evolving customer needs. Flexibility: Embraces changes and encourages quick responses. Collaboration: Fosters cross-functional team collaboration. Incremental Progress: Achieves customer value in short cycles. Feedback-Driven: Gathers and incorporates feedback for improvements. WBS: Structure: Hierarchical task breakdown for clarity. Planning: Detailed project planning and execution. Control: Precise management of task dependencies and deadlines. Comprehensive: Covers the entire project scope at the start. Well-Suited: For projects with fixed, well-defined requirements.

"There's a great saying: start with an end in mind! Clarifying the scope is absolutely important for the successful delivery of the best-in-class customer experience. In addition to that step, I work on mapping the customer experience journey and identifying all the interaction points. Together with my team, we brainstorm potential bottlenecks and suitable solutions. The LEAN methodology works well with the PDCA (Plan, DO, Check, ACT) process, minimizing business risks and significantly reducing customer churn."

Through a quick and accurate explanation of the benefits of the project and providing realistic examples that have actually succeeded, the most important thing is to be confident, precise, and expressive to attract the client’s attention and be able to convince him of your self-confidence. The client will trust your project.

Flexibility and adaptability should be keep components on any WBS. Setting teams,priorities, team managers, objectives etc. is something that any project manager can handle. If we want to achieve max CX we need to inspire our people to work simple and innovative. If we come up with a plan that breaks down to tens of bullets CX goes bye bye… but if we come up with symbiotic environment on projects tasks energy will flow??

Breaking down work into smaller tasks simplifies complexity, enhances clarity, and facilitates efficient progress, ensuring manageable steps toward project completion.

While the Eisenhower matrix is a useful tool for prioritizing tasks, a counterpoint to consider is "Dynamic Prioritization". This approach involves continuously reassessing and reprioritizing tasks based on changing project circumstances. It acknowledges that task importance and urgency can evolve, making flexibility and adaptability essential for effective project management, particularly in fast-paced and dynamic environments.

You also have to continuously use an outside/in approach that takes into account the needs of your customers. There is a tendency to focus on the items we think are the most impactful even if we start with our customers' needs as we move through the process on improving the experience.

Imagine you have a big puzzle to complete. Instead of trying to do it all at once, you start by taking one small piece of the puzzle and putting it in the right spot. You keep doing this with more and more pieces until the whole puzzle is finished. That's a bit like how we break down a big project into little tasks for customer experience. We do a little bit at a time, make it better, and keep going until the project is all done. This helps us do a great job, just like how slowly building the puzzle makes a beautiful picture. We call this approach "Kaizen" because it means continuous improvement.

One of the things I find especially helpful is to break down deliverables into phases. By dividing each deliverable into smaller, logical phases, you can organize the project and identify key milestones. Additionally, when considering how to prioritize tasks, strategically applying Parkinson's Law and the '80-20 rule,' also known as the Pareto Principle, can be highly effective.

The precedence diagramming method is a project planning technique that allows project managers to map out all the tasks in a project to plan the order in which they will be executed. This is done by using precedence diagrams, which are project network diagrams that show tasks, their duration and dependencies. Jira Software is a good project management tool that I use to plan, track and manage tasks.

While traditional project management involves estimating and allocating resources in a structured manner, one thing to consider is what we call "Resource Fluidity". This approach treats resources as more dynamic and interchangeable, allowing team members to work on multiple tasks and shift their focus in response to real-time project needs. It values adaptability over static allocation, enhancing project agility and responsiveness, which can be especially valuable in fast-changing industries and customer facing environments.

Jira is one the powerful agile boards which can be used to manage projects. It helps to keep the teams and organization in sync with the project timelines. Able to track the team's progress, priorities, and workload.

In estimation and allocation of resources as well as task, one need to schedule all this in addition and not just penned down to have at a glance reminders on a Ghant Chart to monitor progress, lags, delays, milestones etc This in itself is as effective and efficient to the success of the project. Failure to track progress affect over-all cost and project delivery timelines. You can use many tools that are available but I prefer the Microsoft Project.

In the face of unexpected delays or changes, resource allocation becomes crucial to adapt efficiently and navigate challenges effectively.

En agilidad, a veces esto se torna difícil, no obstante se puede dimensionar el esfuerzo comparado entre distintas actividades o tareas para estimar a partir de ello. Las experiencias anteriores harán que esta estimación sea cercana a la realidad y conforme se avanza en el desarrollo se puede ir ajustando la visión de complejidad que los distintos participantes del equipo tienen a partir de su aporte en la cadena de valor.

Regular communication with your team, stakeholders, and customers is vital. Keep them informed about project achievements, challenges, and feedback to ensure transparency and alignment.

Ideally, if you have at the entreprise level Customer journey framework in place and you have identified 5-7 key journeys = key customer goals For example: - Purchase a product/service - use your products/services - manage you products/services - receive help … - resign all your product and services with company X You have identified key performance I dictators (KPI) and can see how does the company deliver value to the customer on each of the journey and likewise which journey bring most value to the company… According to forester customer perceived value framework for each customer goal you focus on 3 metrics: - a voice of customer metric, - an operational metric and - a financial one. Keep track over time of the KPI along Journeys…

While tracking and adjusting project progress is standard, one other perspective to consider is Set-and-Forget Management. This approach suggests that for well-coordinated teams or straightforward projects, constant monitoring and adjustment may introduce unnecessary complexity and administrative overhead. It emphasizes establishing clear objectives, ensuring team autonomy, and relying on trust for efficient execution. The choice between tracking and adjusting or set-and-forget management should depend on the project's complexity and the team's level of self-management.

1.Get feedback from customers what can improve. 2. Give customers some recognition like “thank you purchase with Us. 3. Always update info your customer 3-6 months

"Você é incrível! Nunca fui atendida t?o bem em uma loja virtual. Você realmente entende do assunto", disse Ana, sorrindo. é assim que come?a uma história real que evidencia que o cliente quer ser bem atendido e n?o se preocupa com o formato... Foi ent?o que a surgiu a resposta no chat: "Obrigado pelo elogio! Fico feliz em poder ajudar. Devo mencionar que sou o rob? X e estou sempre aprendendo para trazer a melhor experiência aos nossos clientes." Ana ficou surpresa ao descobrir que estava interagindo com um rob?, mas ainda mais impressionada pela qualidade do atendimento que recebeu. Ela percebeu que a tecnologia estava realmente avan?ando e que a intera??o com rob?s poderia ser t?o satisfatória quanto com humanos.

Absolutely !, Breaking down a large project into smaller tasks for customer experience is important and complex. For an example, a large project of Customer Interface System upgration of an online portal, the main bottle neck is proper coordination. It is obvious that we assign every task with relavant resources but it will always required to coordinate with stakeholders through out. Online systems are always faces bugs and changes in specifications. If we do not coordinate it with relavant stakeholders, the project can lead to a big chaos. Always cooridnation plays the key activity of this project

Understand the goal/problem then break down the task in to smaller chunks. Have success at every step towards the final goal. Anything taking more than 4hrs should be broken down to smaller chunks(4 hrs or less). Lets say if task takes 4-8 weeks then it become overwhelming towards the ends as task is huge and prerequisite are overlooked when task is of longer duration. And then you ask for extension which may not be possible depending on project and client needs.

Breaking down a large project into smaller tasks for customer experience involves several steps. First, identify the overarching goal of the project, then segment it into manageable phases or milestones. From there, break each phase into specific tasks such as research, design, implementation, and testing. Ensure tasks are actionable, have clear objectives, and are interconnected to achieve the ultimate customer experience goal. This structured approach helps maintain focus, track progress, and ensure the end result aligns with the intended customer experience.

"In the realm of customer experience, breaking down a large project into smaller, manageable tasks is the key to success. It's a skill that ensures you can maintain focus and drive value at every step. From my experience in customer support and leadership, I've found that a simple framework can be a game-changer. Start by defining the project's goals and outcomes. Then, break it down into smaller, actionable tasks, set clear timelines, and allocate resources effectively. This approach not only keeps projects on track but also ensures consistent delivery of exceptional customer experiences, no matter the project's size or complexity