Nikki's Projects and Programs

Program Management Plan

Program Name: Operations Efficiency

Program Duration: January 2015 – June 2024

Program Sponsor: DFW The UPS Store Area Office

Program Manager: Nikki Duncan

Prepared By: Nikki Duncan

1. Program Objectives

The objective of this ongoing program was to establish and continuously improve operational systems to enhance communication, streamline internal processes, and provide scalable support for internal staff and franchisees. Internal processes evolved from a paper-based system to a web-based platform that was updated weekly to support the increasing complexity of operations and growth in both franchisee numbers and Area Office staff.

2. Program Scope

In-Scope:

Selection and implementation of tracking tools provided by Home Office.
Quarterly review of processes to incorporate feedback and adapt to evolving needs.
Development of a centralized system for tracking:

Compliance
Franchise renewals
Ownership transfers
New store openings
Quarterly audits
Training and support assignments

Providing operational support for challenges such as pandemic responses and organizational buyouts.

Out-of-Scope:

Store-level operational management beyond data provided to Area Office.
Long-term maintenance of the system post-closure of Area Office operations.

3. Stakeholders

Primary Stakeholders:

Franchisees (approximately 60 in 2015, grew to 130 by 2024).
Area Office leadership team (grew from 2 to 13 team members).

Secondary Stakeholders:

Home Office teams providing regulatory requirements and compliance tools.
IT or vendor teams for ongoing support and development.

4. Key Deliverables and Outputs

Initial Setup:

Transition from a paper-based system to a Home Office-supported web-based platform.
Train Area Office staff on the new tools and establish foundational processes.

Ongoing Maintenance:

Evaluate existing processes for communication and tracking efficiency.
Adjust tools and workflows based on team feedback and Home Office updates.

New Feature Development:

Implement features for greater visibility into compliance tracking, franchise renewals, ownership transfers, and new store openings.
Develop shared access in Teams to centralize all resources, improving team efficiency.
Add features such as new data dashboards, reporting tools, and compliance automation as needed.

Ad Hoc Project Integration:

Support for unforeseen needs like pandemic response (e.g., tracking PPE distribution or temporary closures).

Knowledge Management:

Maintain a repository of training materials, tutorials, and documentation for long-term continuity.
Conduct continuous training to ensure team adoption of new tools and processes.
Maintain documentation to onboard new team members and sustain process knowledge.

Program Closure (2024):

Transition processes and responsibilities as part of the Home Office buyout.
Document program outcomes and lessons learned.

5. Program Timeline and Milestones

Phase	Timeframe	Key Milestones
Initial Implementation	Jan 2015	· Transition from paper-based system to web-based platform. · Tool selection and rollout.
Ongoing Improvement	Jan 2015 – Apr 2024	· Quarterly updates. · Incorporate feedback loops. · Adapt approaches and platforms for new challenges.
Program Closure/Evolution	Apr – Jun 2024	· Finalize business operations due to Home Office buyout. · Transition ownership of processes/tools.

6. Program Governance Structure

Leadership:

Program Sponsor: DFW Area Office Leadership.
Program Manager: Nikki Duncan.

Decision-Making:

A collaborative team process where decisions about platform updates and improvements are made based on stakeholder feedback and data-driven priorities.

Communication Channels:

Bi-monthly team check-ins to monitor progress and address challenges.

7. Program Resources

Human Resources:

Team of 13 Area Office staff members for design and ongoing feedback.

Financial Resources:

Salary covered continued updates and maintenance costs.
Additional resources were needed for modern technology platforms (SharePoint and Teams) when introduced.

Tools and Platforms:

Team-sharing platform with integrated features for tracking operations.

8. Risk Management

Risk	Likelihood	Impact	Mitigation Strategy
New operational demands (e.g., pandemic, training, HO requirements)	High	High	· Build flexibility into platform design. · Establish scalable processes.
Platform obsolescence	Low	Medium	· Plan for regular upgrades or transitions.
Team turnover	Low	Medium	· Maintain robust training materials and documentation. · Provide continuous training for new tools.

9. Continuous Improvement Framework

The program adopts a Plan-Do-Check-Act (PDCA) cycle for continuous improvement:

Plan: Collect user feedback, analyze new requirements, and identify opportunities for improvement.
Do: Implement enhancements and address gaps identified during reviews.
Check: Measure the impact of updates through user surveys, operational metrics, and stakeholder reviews.
Act: Standardize successful changes and plan for the next iteration.

10. Success Metrics

Efficiency Metrics:

Reduction in manual tracking by 50% since the program’s inception.
85% usage rate of the platform among team members.

Operational Metrics:

Improved compliance and audit tracking efficiency by 30%.
Faster turnaround for ad hoc project support (e.g., pandemic response).

Satisfaction Metrics:

Significantly higher satisfaction rate from franchisees and team members.

11. Lessons Learned

Continuous Training and Reinforcement:

Regular reminders and training sessions were necessary to ensure Area staff consistently utilized tools like Teams effectively.

Centralized Resource Sharing:

Implementing pull access for all team members significantly improved efficiency, as all relevant information was available in one location.

Enhanced Visibility:

Increased visibility of tracking tools for projects such as compliance, renewals, ownership transfers, and new store openings reduced missed deadlines and improved compliance.

Quarterly Process Evaluations:

Regular evaluations ensured that communication and processes remained aligned with the growing complexity of the Area Office and the franchisee network.

12. Program Legacy

As the program concluded with the Home Office buyout, its legacy included:

A scalable system that successfully supported the growth of the Area Office from 30 to 130 stores.
A culture of continuous improvement, adaptability, and collaboration among Area Office staff.
Enhanced operational efficiency and compliance, which contributed to the success of franchisees.

13. Lessons Learned

· Continuous Training is Critical

One of the most significant insights gained from this program was the necessity of ongoing training and reinforcement. While transitioning to a web-based platform streamlined processes, maintaining consistent usage among Area Office staff required regular training sessions, reminders, and hands-on support. Ensuring proper adoption of tools like Microsoft Teams and SharePoint proved essential for maximizing efficiency and sustaining long-term operational improvements.

· Centralized Information Enhances Efficiency

The shift from a paper-based system to a centralized digital platform greatly improved operational efficiency. By providing a single source of truth for compliance tracking, franchise renewals, ownership transfers, and new store openings, franchisees and Area Office staff gained better visibility into critical business operations. This consolidation minimized redundancies, reduced errors, and improved response times.

· Visibility Drives Accountability

The introduction of enhanced tracking tools improved deadline management and compliance adherence across the organization. By offering greater transparency into store-level requirements and progress, stakeholders became more accountable for their responsibilities. This increased visibility also enabled faster identification of potential bottlenecks and facilitated proactive intervention to mitigate risks.

· Flexibility is Key to Success

The ability to adapt to evolving business needs was crucial to the program’s success. This was particularly evident during external disruptions such as the COVID-19 pandemic, where the program had to pivot quickly to support temporary closures, PPE distribution, and compliance adjustments. A scalable, responsive operational system enabled the Area Office to address unforeseen challenges without compromising efficiency.

· Quarterly Evaluations Ensure Relevance

To maintain alignment with evolving business needs, the program incorporated quarterly process evaluations. These reviews allowed for timely adjustments to workflows, improved communication channels, and ensured that tracking tools remained effective as franchise operations expanded. Regular feedback loops contributed to a culture of continuous improvement and enhanced operational agility.

· Legacy of Continuous Improvement

As the program concluded with the Home Office buyout, its lasting impact was evident in the streamlined operational framework it established. The scalable system successfully supported the Area Office’s growth from 30 to 130 stores, while fostering a culture of adaptability, collaboration, and strategic decision-making. The foundation laid by this program will continue to benefit franchisees and operational teams beyond its formal conclusion.

Conclusion

The Operations Efficiency Program demonstrated the value of proactive leadership, strategic planning, and continuous improvement. By leveraging technology, reinforcing training, and maintaining flexibility, the program successfully enhanced communication, streamlined processes, and supported long-term operational growth. These lessons will serve as guiding principles for future initiatives aimed at improving business operations and stakeholder engagement

Project Management Plan

Project Title: JavaPOS to Dynamics 365 MPOS Conversion

Project Duration: September 2020 – November 2021

Project Sponsor: DFW The UPS Store Area Office

Project Manager: Nikki Duncan

Prepared By: Nikki Duncan

1. Introduction

The purpose of this project was to transition 112 franchise locations from the outdated JavaPOS software to the modern Dynamics 365 MPOS platform. This conversion aimed to improve operational efficiency, ensure technical support compliance, enhance data security, and provide franchisees with updated technology and processes to better serve their customers.

2. Objective

Convert all 112 franchise locations to the Dynamics 365 MPOS platform within 12 months while ensuring the smooth implementation of supporting technologies, comprehensive user training, and alignment with updated SKU structures and pricing.

3. Scope Management

In Scope:

Collaboration with franchise owners to align customized JavaPOS SKUs with Home Office approved Dynamics 365 SKUs.
Review and update pricing structures.
Configuration of associates as Workers assigned to Positions in Dynamics Back Office.
Creation and distribution of training materials, including videos, Quick Reference Guides (QRGs), podcast-type audio files, and a supporting website.
Procurement and installation of customer-facing monitors and new pin pads for credit card processing.
Assistance with onboarding new vendor accounts for credit card processing.
Hosting multiple Zoom sessions a week to provide one-on-one screen-sharing support as needed.

Out of Scope:

Development of the Dynamics 365 MPOS platform customization (managed by the Home Office).

4. Time Management

The project was completed within a 12-month timeline with completion before EOM November 2021, accommodating a self-scheduling approach for franchisees. Each store’s conversion process spanned approximately 3 months, with 9-13 stores converted per month to achieve the target.

Approach:

Self-Scheduling: Franchisees were empowered to choose their installation dates, allowing them to work backward to meet necessary prerequisites.
Phased Process: Each store was guided through a structured sequence of tasks to ensure readiness for conversion:

Phase 1: Establish credit card vendor account.

Phase 2: Order and install pin pads and customer-facing monitors.

Phase 3: Perform SKU cleanup to align with Dynamics 365.

Phase 4: Update pricing to ensure consistency with the new system.

Phase 5: Complete training on Dynamics 365 MPOS using provided resources.

Phase 6: Complete setup of sale tax functionality.

Phase 7: Complete setup of Workers, SKUs, and Pricing in Dynamics 365 Back Office.

Phase 8: Execute conversion to Dynamics 365 MPOS on the scheduled date.

Implementation Strategy:

Rolling Conversions: Stores were converted in batches of 9-13 each month, ensuring manageable workloads for the project team and sufficient support for each franchisee.
Milestone Tracking: A shared Excel project tracker was used via Microsoft Teams to monitor the progress of each store through the phases, ensuring adherence to timelines and identification of potential delays.
Targeted Support: The support team provided proactive assistance to stores that lagged behind their milestones, ensuring they met their self-scheduled deadlines.

Monthly Conversion Breakdown:

Month 1-3: Initial outreach and setup for early adopters, creating case studies to encourage other franchisees.
Month 4-12: Full-scale implementation, balancing conversions evenly across the remaining months to avoid bottlenecks.

This self-paced yet structured approach allowed for flexibility while maintaining project momentum, ensuring all 112 stores were successfully converted within the 12-month window.

5. Stakeholder Engagement

Key stakeholders included:

Home Office: Provided the customized Dynamics 365 MPOS platform and overarching technical support.
Area Staff: Served as liaisons to franchisees, providing guidance and support throughout the project.
Franchise Owners: Responsible for aligning SKUs, updating pricing, completing training, and ensuring their stores met technical and operational readiness.
Store Associates: End users who required training on the new system.

6. Risk Management

Identified Risks:

Franchise owners failing to meet conversion deadlines, risking loss of technical support.
Potential removal of unsupported computers from the VPN network.
Resistance to change from franchisees or associates.
Outdated computers in the store would need to be replaced.
Supply chain shortages resulting from COVID impacted the materials needed for replacement computers.
Franchisees and associates did not complete needed training.
Conversions halted by Home Office for several months.

Mitigation Strategies:

Proactively identified franchisees most likely to miss deadlines and provided targeted support.
Delivered one-on-one help to owners requiring additional assistance.
Reinforced urgency through communication campaigns and stakeholder engagement.
Monitored progress closely to address issues early.
Continue working on background tasks during Home Office’s freeze on conversion appointments.

7. Deliverables

The project delivered the following:

Training Videos: Step-by-step guidance on using Dynamics 365 MPOS.
Quick Reference Guides (QRGs): Printable resources for daily tasks.
Podcast Audio Files: Accessible training for busy stakeholders.
Website: Centralized hub for all training and project resources.

8. Tools & Processes

The project team utilized the following tools and processes:

Excel: For data tracking, SKU alignment, and price adjustments.
Microsoft Teams: For collaboration and communication.
WordPress: For building the training resource website.
MovieMaker: For producing training videos.
PowerPoint & Publisher: For creating training materials and presentations.
Zoom: For one-on-one screen-sharing sessions to individually guide franchisees through the process.

9. Budget Management

No formal budget was allocated to the project, as technology purchases and additional costs were managed directly by franchisees. Support staff salary exceeded $50,000 in terms of time spent on conversion focused tasks.

10. Outcomes

The project successfully achieved all objectives:

All 112 stores completed the conversion on time.
Franchisees and associates were equipped with necessary training and resources.
Many stores experienced sales increases of up to 20%, highlighting the project’s operational and financial benefits.
Post-conversion support was provided by the Area Office via Zoom for one year to ensure franchisees had the tools needed for continued success.

11. Lessons Learned

Proactive Engagement: Early identification of at-risk stakeholders significantly improved project outcomes.
Multi-Channel Training Delivery: Offering varied training formats increased accessibility and effectiveness.
Change Management: Transparent communication and hands-on support reduced resistance to the new system.
Continued Progress: Continued progress on locally manageable tasks ensured success when Home Office halted conversions for 3 months. Stores were ready to schedule conversions immediately when the scheduling hold was removed.

12. Conclusion

The JavaPOS to Dynamics 365 MPOS Conversion project exemplified the power of strategic planning, stakeholder engagement, and comprehensive training in achieving a successful large-scale technology implementation. By allowing franchisees to self-schedule their conversions and providing a structured phased approach, the project not only ensured technical compliance but also delivered measurable business benefits, including a 20% increase in sales for many stores.

Franchisees felt fully supported by their Area team throughout the process. Trust was enhanced through transparent communication and consistent follow-through by the project manager, fostering a collaborative environment. The project strengthened relationships between the Home Office, Area Staff, and franchisees, creating a foundation for continued success and future initiatives.

Project Management Plan

Project Title: Print Production Training Initiative

Project Duration: February 2011 – March 2012

Project Sponsor: DFW The UPS Store Area Office

Project Manager: Nikki Duncan

Prepared By: Nikki Duncan

1. Introduction

The Print Production Training Initiative’s aim was to train franchise locations in print services, familiarize them with their equipment capabilities as well as enhancements they could plan for, and foster a culture shift to prevent sending customers to competitors. The project, conducted from February 2011 to March 2012, involved training fifty-three store locations in the DFW area, completing 530 modules. This effort included store owners, managers, and select associates, with training provided free of charge by the DFW Area Office. The project was a success, resulting in a significant increase in the network's print market share and laid the foundation for long-term growth.

2. Project Goals and Objectives

Goal: Equip franchise locations with the knowledge and confidence to discuss, sell, and manage print production effectively, thereby increasing customer retention and revenue.
Objectives:

Train at least one representative per store in print services.
Ensure familiarity with job ticket processes across all associates.
Overcome resistance and fear related to print services and technology.
Increase the network's market share in print services.

3. Scope Management

In Scope:

Preparation:

Curriculum developed by Home Office and Cal Poly Tech.
Trainer certification at Cal Poly Tech to be completed by Project Manager.

Delivery:

Delivery of 530 training modules to fifty-three store locations.
One-on-one and group training sessions tailored to participants' skill levels.
Focused on practical application, including how to complete job tickets confidently and use existing equipment to grow market share.

Supplementary Activities:

Vendor tours to build confidence and understanding of outsourcing options.
Personalized risk mitigation strategies to address owner concerns.

Out of Scope:

Immediate technology and equipment upgrades, as these were deferred to a later phase.

4. Time Management

February 2011: Training rollout began.
March 2012: Training was completed.

5. Stakeholder Engagement

Primary Stakeholders:

Franchise owners, managers, and associates
DFW Area Office staff
Home Office (training development oversight)

Secondary Stakeholders:

Customers benefiting from improved print services
Print vendor partners (for outsourcing needs and new equipment sales)

6. Risk Management

Identified Risks:

Owner resistance to change in training and product offering requirements.
Perceived limitations of existing equipment.
Assumption that specialized, graphic designer skills would be required.
Fear of required investment in equipment and technology.

Mitigation Strategies:

Reassured owners of training flexibility and no upfront costs.
Highlighted the primary goal of enhancing communication about print production.

· Organized tours to print vendor’s outsource production center to demystify print processes and make market share growth an attainable goal.

7. Deliverables

Training binders with each module for each trainee.
Files to practice print job exercises.

8. Tools & Processes

The project team utilized the following tools and processes:

Microsoft Office: For tasks like mail merges, document design and editing, and presentations.
Adobe Creative Cloud: For tasks like photo editing, mail merges, and intro design work.
Fiery / Fiery VUE / Command Workstation: For management of printing through color printer and greater control of color and print queue.
Printers: For production of print jobs.
Finishing Equipment: For finishing jobs including padding, cutting, binding, and laminating.

9. Budget Management

Total Budget: $40,000, based on cost of $75 per module to be trained.

10. Outcomes

The project successfully achieved all objectives:

All fifty-three locations were trained, with over 530 modules delivered.
Every store had at least one trained representative by project completion. Multiple stores trained their entire staff.
Associates were equipped with foundational knowledge to interact with customers and manage job tickets effectively.
Local network's market share in print services increased more than 60%, establishing it as a major player.

11. Lessons Learned

Effective Training Practices:

Compassionate, empathetic facilitation tailored to skill levels.
Facilitating one-on-one and group formats for maximum impact.

Communication:

Proactive identification and removal of roadblocks through clear, multi-channel communication.

Change Management:

Engaging stakeholders with personalized approaches to build trust and overcome resistance.

12. Conclusion

The initiative successfully addressed the resistance and skill gaps within franchise locations, fostering a cultural and operational shift toward embracing print services. The success of the project highlights the importance of empathetic leadership, clear communication, and phased implementation for sustainable growth.

Continued training sessions held quarterly over the next couple years, and additional training requirements by Home Office, ensured continued traction of the change.