Spearheaded a project to define, forecast and manage the reallocation of 20,000 customer accounts from two closed call centers to non-impacted centers. Responsibilities included querying large amounts of customer data to forecast timing of reallocation as well as monitor progress to minimize revenue loss and abandoned customers. Result was 100% movement of customer base within two months and no abandoned customers while maintaining adequate workloads for both impacted and non-impacted sales force.

1. Business Systems Analyst
Presentation
Patrick McCarver

2. Contents
1. Project Background
2. Methodologies Utilized
3. Business Systems Analyst Role over the
Assignment/Project
4. Challenges
5. Outcomes
ASSIGNMENT

3. Assignment / Project
Background
In the 2nd quarter 2017, YP determined additional call centers would be
closed as they were no longer fiscally viable.
The Jacksonville, and eventually Madison Heights call centers needed to be
closed by September 29th 2017. They were notified of the closures on July
24th; impacted individuals would be allowed to stay until closure and
expected to handle as many customers as possible. Non-impacted centers
needed to be prepared to absorb the remaining workload.
Task:
• Forecast workforce needs in non-impacted centers.
• Calculate customers needed to keep impacted centers busy until
closure.
• Monitor activity and movement of customers during transition with
minimal impact to results and customer satisfaction.
• Communicate with all departments on project status.

4. Assignment / Project
Background
Jacksonville:
• Initial Headcount: 72
• Final Headcount: 53 (loss of 19 sales people)
• Number of customers transitioned or closed: 12,000
• Close announcement: 7/24
• Center close date: 9/29
Madison Heights:
• Initial Headcount: 42
• Final Headcount: 39 (loss of 3 sales people)
• Number of customers transitioned or closed: 8,000
• Close announcement: 7/24
• Center close date: 9/29
* Responsible for 40,000 total customers throughout the project.

5. Methodologies Utilized
While many of the non-functional requirements and business process
modeling were well defined and utilized, my focus was on two main areas.
Data modeling- collected large amounts of data to; forecast workforce
needs, track activity and monitor account transition. (Utilized from start to
finish of the project.)
• 40,000 customers would be impacted during the project.
• Over 220 sales people impacted by the project, 114 of which were part
of closing centers.
SWOT Analysis- assessed our project plan based on past experience and
current expectations.
• Strength- we have done this project before so there is a road map.
• Weakness- we are working under a tighter deadline and we have a new
corporate structure involved.
• Opportunities- Established methods and procedures I created allowed
for a nimble and scalable process.
• Threats- Disgruntled employees not effectively doing their job during
closure.

6. Methodologies Utilized
Tools:
• Access Database- Provided data for weekly view of all available and
assigned customer base.
• Excel- Used to create dashboard view of impacted customers and
forecast workforce needs. Shared with project team weekly.
Role players:
• Operations- Provide overall guidance throughout the project, track
progress and make recommendations based on outcomes.
• Human Resources- Managed the people portion of the project; closure
announcement, on-boarding and off-boarding of employees and
compensation.
• Real Estate- Assured that all assets and buildings were secured and
accounted for upon closure.
• Market Assignment- Once customer movement needs were identified,
they were responsible for moving those accounts quickly and
accurately.
• Sales- Impacted sales people were given incentive to stay until closure
and earn income. Non-impacted employees were prepped to begin
taking on more workload.

7. Business Systems Analyst Role
I was tasked with creating a calendar view for the number of customers in each
center to monitor activity and workforce needs along with identifying any
pinch points in the complete transition of those customers. Then make
recommendations based on my findings.
• The calendar identified by month how many customers we were required to
service.
• Based on historical trends the average closes expected were then calculated
and remaining business days identified.
• Formula: (Total number of customers/business days/avg. closes per
day)=workforce need
• Using that data, the workforce model forecasts how many accounts non-
impacted centers could handle based on their current headcount.
• I worked with our assignment department to assure identified clean
customers were moved to non-impacted centers while impacted
centers kept in-progress customers.
• If an overage was identified, those additional customers would be
considered for a postal mail campaign. (Ultimately not needed)
• I communicated weekly on the project status with the entire team.
• Throughout the process, I also monitored daily activity in all centers to
assure no customers would be orphaned upon center closure.

8. Business Systems Analyst Role
I was tasked with creating a calendar view for the number of customers in each
center to monitor activity and workforce needs along with identifying any
pinch points in the complete transition of those customers.
Row Labels Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17
Birmingham CC 738 2,236 2,182 2,342 2,903 2,152
Jacksonville CC 327 1,317 1,294 1,437 1,876 1,331
Telesales DQ 249 909 961 1,214 1,623 1,030
Grand Total 1,314 4,462 4,436 4,993 6,401 4,512
Closes Per Day Calculation 1.4 1.4 1.4 1.4 1.4 1.4
Closes Per Day Calculation DQ 1.6 1.6 1.6 1.6 1.6 1.6
Working Days 14 23 20 22 20 15
Workforce Need Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17
Birmingham CC 37.7 69.4 77.9 76.0 103.7 102.5
Jacksonville CC 16.7 40.9 46.2 46.7 67.0 63.4
Telesales DQ 11.1 24.7 30.0 34.5 50.7 42.9
Grand Total 67.0 138.6 158.4 162.1 228.6 214.9
Current
HC HC Overage Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17
102 Birmingham 54.3 110.3 124.1 122.7 170.7 165.9

9. Challenges
Challenge: One week prior to announcement of the closure of
Jacksonville and project start YP was bought by DEX Media.
Solution: While we were unsure of the future of the project,
much of the ground work was laid and we were prepared to
shift dates and implement contingency plans.
Challenge: The newly formed company quickly identified
Madison Heights as an additional center they wanted to close
in tandem with Jacksonville.
Solution: The dashboards, methods and calculations I created
were already scalable, so I was able to pivot quickly to show
the impact of closing an additional center.
Challenge: Upon merger of YP and DEX, many key role players
were immediately replaced and needed to be brought up to
speed.
Solution: I quickly summarized the data and project status to
assure we were still on task and included them on weekly
status updates.

10. Outcomes
On time:
100% movement within two months of 20,000 customer accounts from
impacted to non-impacted call centers.
• Jacksonville- monitored the closure and transition of 12,000
customers to Birmingham center in roughly 45 days. All while
forecasting workforce capacity as the Birmingham center
ramped up headcount and handled their already established
20,000 accounts.
• Madison Heights- Transitioned 8,000 customers to a newly
formed sales team in Missouri in roughly 45 days.
On budget:
No orphaned customers during the transition. Maintained a full
workload of accounts for impacted reps to work and maintain an income
during closure. Accurately forecasted workforce needs to handle
transition of accounts for the non-impacted centers. All while
maintaining acceptable revenue results.
At the completion of closures, I provided a summary and status outcome
to the project team.