The Implementation Management Team is under the direction of a dedicated Project Director (PD) and is responsible for the overall management of the center implementation. He or she has extensive experience in all areas of call center operations, quality, reporting, construction, and technology. The director will direct the efforts of the various implementation team members to identify and track issues that affect the project or its timeline and to ensure appropriate project communication and corrective action. The director will escalate issues to senior management for resolution when appropriate.

The implementation team is composed of ten functional area owners who are responsible for managing a specific area of expertise. Each area owner is a senior CFS manager or director who has credibility and decision making authority within CFS. The owner ensures that the implementation is completed on time and with the quality expected. The owner works within each project area to obtain the necessary resources and run interference. Functional area owners are expected to dedicate 80 percent of their time to the implementation project. Additionally, they are expected to attend the project kick-off meeting and participate in weekly/biweekly project meetings and status conference calls. For a multi-center implementation, IMT members from the first site will participate in the implementation process of the second site, etc. This rolling transition helps CFS to provide excellent service through continuous improvement. Further, this method ensures consistent operational processes throughout every CFS operated site.

Transition to the CFS facility from a client's internal center or another vendor can be completed in several ways:


CFS utilizes a variety of project management processes, procedures and tools to ensure that effective communication takes place between CFS and its clients, and that all parties remain committed to the program transition.

Status reports for any transition to Customer Focus Services for new clients will be generated at regular intervals and sent to all key members of the CFS and the client's project teams. Status reports will record accomplishments and milestones for the interval period, identify issues to be addressed, and present plans for the upcoming interval period. This will help facilitate communication of progress on the transition.

In addition, on a regular basis, CFS account management and client teams meet to assess progress on the project and address any issues identified through the status reports. The meetings are designed to review status, resolve problems and ensure appropriate senior level communication to and from both CFS and or clients' executives.

In a start-up or transition mode to Customer Focus Services, project approval documents are completed by CFS during critical testing and implementation phases. These documents identify errors and aspects of the transition that are not yet in compliance; they are also used for new client sign-off when CFS deliverables have been successfully produced.

With clear communication and solid commitment on part of all team members, the end result will be an effective and efficient implementation and professional management of the new program.