Metodología para implementar marcos ágiles en los equipos de servicio al cliente especializados en quejas y reclamos

dc.contributorLandazabal Soto, Jefersson
dc.creatorTorres Oviedo, Jean Karlo
dc.date.accessioned2023-09-04T22:08:29Z
dc.date.accessioned2023-09-06T13:45:36Z
dc.date.available2023-09-04T22:08:29Z
dc.date.available2023-09-06T13:45:36Z
dc.date.created2023-09-04T22:08:29Z
dc.date.issued2023-08-31
dc.identifierTorres Oviedo, J. K. (2023). Metodología para implementar marcos ágiles en los equipos de servicio al cliente especializados en quejas y reclamos [Tesis de posgrado] Universidad Santo Tomás, Bucaramanga, Colombia
dc.identifierhttp://hdl.handle.net/11634/51963
dc.identifierreponame:Repositorio Institucional Universidad Santo Tomás
dc.identifierinstname:Universidad Santo Tomás
dc.identifierrepourl:https://repository.usta.edu.co
dc.identifier.urihttps://repositorioslatinoamericanos.uchile.cl/handle/2250/8680114
dc.description.abstractThis study addresses the challenge of implementing the agile Scrum framework in customer service teams specializing in complaints and grievances. Despite the wide acceptance of Scrum, its effective implementation in different contexts is problematic due to a lack of specific guidance. This is particularly evident in the Customer Service industry, where complex problem solving is required. Our main objective is to develop a specific methodology for implementation in these teams, to improve the customer experience and increase service efficiency. This method, called FIDel, integrates the DMAIC cycle and the agile Scrum framework, and acknowledging a Scrum INC case study, incorporating Lean elements and the Pareto principle. Preliminary results indicate that the FIDel methodology can improve customer satisfaction, the ability to resolve more requests and team motivation, while avoiding ScrumButs. However, it underlines the need for these methodologies to be scalable, structured, and aligned with the principles and values of the agile manifesto. It is hoped that this work will contribute to the improvement of Scrum adoption in contact centers, significantly improving the customer experience, and strengthening the position of agile frameworks in the customer service industry.
dc.languagespa
dc.publisherUniversidad Santo Tomás
dc.publisherMaestría Dirección y Gestión de Proyectos
dc.publisherFacultad de Ingeniería de Telecomunicaciones
dc.relationAl-Zewairi, M., Biltawi, M., Etaiwi, W., & Shaout, A. (2017). Agile Software Development Methodologies: Survey of Surveys. Journal of Computer and Communications, 05, 74–97. https://doi.org/10.4236/jcc.2017.55007
dc.relationBarsky, J. D., & Labagh, R. (1992). A Strategy for Customer Satisfaction. Cornell Hotel and Restaurant Administration Quarterly, 33(5). https://doi.org/10.1177/001088049203300524
dc.relationBazrkar, A., Iranzadeh, S., & Feghhi Farahmand, N. (2017). Total quality model for aligning organization strategy, improving performance, and improving customer satisfaction by using an approach based on combination of balanced scorecard and lean six sigma. Cogent Business and Management, 4(1). https://doi.org/10.1080/23311975.2017.1390818
dc.relationBeck, K., Beedle, M., Van Bennekum, A., Cockburn, A., Cunningham, W., Fowler, M., Grenning, J., Highsmith, J., Hunt, A., & Jeffries, R. (2001). Manifesto for agile software development.
dc.relationCampos, U., Lopes, A., Barbosa, S. D. J., & Conte, T. (2019). Empirical Studies Concerning the Maintenance of BPMN Diagrams: A Systematic Mapping Study. SEKE, 325–430
dc.relationCartaxo, B., Araújo, A., Barreto, A. S., & Soares, S. (2013). The Impact of Scrum on Customer Satisfaction: An Empirical Study. 2013 27th Brazilian Symposium on Software Engineering, 129–136. https://doi.org/10.1109/SBES.2013.10
dc.relationCervone, H. F. (2011). Understanding agile project management methods using Scrum. OCLC Systems & Services: International Digital Library Perspectives, 27(1), 18–22. https://doi.org/10.1108/10650751111106528
dc.relationCOPC Inc. (2023). COPC ® Lean Six Sigma for Contact Centers Performance Improvement for Today’s Contact Centers. http://www.copctraining.com/LinkClick.aspx?fileticket=o0z8SahWJ6s%3D&tabid=303&mid=1023
dc.relationEloranta, V.-P., Koskimies, K., & Mikkonen, T. (2016). Exploring ScrumBut—An empirical study of Scrum anti-patterns. Information and Software Technology, 74, 194–203. https://doi.org/https://doi.org/10.1016/j.infsof.2015.12.003
dc.relationFlores-Cerna, F., Sanhueza-Salazar, V.-M., Valdés-González, H.-M., & Reyes-Bozo, L. (2022). Metodologías ágiles: un análisis de los desafíos organizacionales para su implementación. Revista Científica, 43, 38–49.
dc.relationGershon, M., & Rajashekharaiah, J. (2013). How many steps to quality? From Deming cycle to DMAIC. Int. J. of Productivity and Quality Management, 11, 475–489. https://doi.org/10.1504/IJPQM.2013.054271
dc.relationGlover, W. J., Farris, J. A., & Van Aken, E. M. (2014). Kaizen events: Assessing the existing literature and convergence of practices. Engineering Management Journal, 26(1), 39–61.
dc.relationGupta, S., & Sharma, M. (2018). Empirical analysis of existing lean service frameworks in a developing economy. International Journal of Lean Six Sigma, 9(4), 482–505. https://doi.org/10.1108/IJLSS-03-2016-0013
dc.relationHiren, D. (2023). The Three Pillars of Empiricism (Scrum). In Scrum.org. https://www.scrum.org/resources/blog/three-pillars-empiricism-scrum
dc.relationHoltzhausen, N., & de Klerk, J. J. (2018). Servant leadership and the Scrum team’s effectiveness. Leadership & Organization Development Journal, 39(7), 873–882. https://doi.org/10.1108/LODJ-05-2018-0193
dc.relationHu, K., Allon, G., & Bassamboo, A. (2016). Understanding Customer Retrials in Call Centers: Preferences for Service Quality and Service Speed. Manufacturing and Service Operations Management, 24(2). https://doi.org/10.1287/msom.2021.0976
dc.relationJacobson, R., Sören, J., Raabe, J., & Wienke, L. (2019). Bringing agile to customer care. McKinsey. https://www.mckinsey.com/business-functions/operations/our-insights/bringing-agile-to-customer-care#:~:text=By empowering agents through an,efficiency while lowering operational costs.
dc.relationLeite, H. dos R., & Vieira, G. E. (2015). Lean philosophy and its applications in the service industry: a review of the current knowledge. Production, 25, 529–541.
dc.relationMagodi, A. Y., Daniyan, I. A., & Mpofu, K. (2022). Application of Lean Six Sigma to a small enterprise in the Gauteng province: A case study. South African Journal of Industrial Engineering, 33(1), 190–204.
dc.relationMann, C., & Maurer, F. (2005). A case study on the impact of scrum on overtime and customer satisfaction. Agile Development Conference (ADC’05), 70–79. https://doi.org/10.1109/ADC.2005.1
dc.relationMoen, R. (2009). Foundation and History of the PDSA Cycle. Asian Network for Quality Conference. Tokyo. Https://Www. Deming. Org/Sites/Default/Files/Pdf/2015/PDSA_History_Ron_Moen. Pdf.
dc.relationMorgan, B. (2019). 50 Stats That Prove The Value Of Customer Experience. https://www.forbes.com/sites/blakemorgan/2019/09/24/50-stats-that-prove-the-value-of-customer-experience/?sh=270806804ef2
dc.relationMuehlen, M. z., & Ho, D. T. (2008). Service Process Innovation: A Case Study of BPMN in Practice. Proceedings of the 41st Annual Hawaii International Conference on System Sciences (HICSS 2008), 372. https://doi.org/10.1109/HICSS.2008.388
dc.relationParasuraman, A. P., Zeithaml, V., & Berry, L. (1988). SERVQUAL: A multiple- Item Scale for measuring consumer perceptions of service quality. Journal of Retailing.
dc.relationProject Management Institute. (2017). PMI Pulse of the profession. https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/pulse-of-the-profession-2017.pdf
dc.relationRadnor, Z., & Johnston, R. (2013). Lean in UK Government: internal efficiency or customer service? Production Planning & Control, 24(10–11), 903–915. https://doi.org/10.1080/09537287.2012.666899
dc.relationSchwaber, K., & Sutherland, J. (2021). The Scrum Guide. 2020. Accessed April.
dc.relationSCRUM INC. (2020, January 1). Agile Customer Service: How to Scrum in an Interrupt Environment. Https://Www.Scruminc.Com/How-to-Scrum-in-an-Interrupt-Environment/.
dc.relationSuárez‐Barraza, M. F., Ramis‐Pujol, J., & Kerbache, L. (2011). Thoughts on and its evolution. International Journal of Lean Six Sigma, 2(4), 288–308. https://doi.org/10.1108/20401461111189407
dc.relationSutherland, J. (2001). Inventing and Reinventing SCRUM in five Companies. Cutter IT Journal, 14(21), 5–11.
dc.relationSutherland, J. (2014). Scrum: the art of doing twice the work in half the time. Currency.
dc.relationUluskan, M. (2016). A comprehensive insight into the Six Sigma DMAIC toolbox. International Journal of Lean Six Sigma, 7(4), 406–429. https://doi.org/10.1108/IJLSS-10-2015-0040
dc.relationVan Aken, E. M., Farris, J. A., Glover, W. J., & Letens, G. (2010). A framework for designing, managing, and improving Kaizen event programs. International Journal of Productivity and Performance Management, 59(7), 641–667. https://doi.org/10.1108/17410401011075648
dc.relationVerwijs, C. (2023). Thinking By Sprinting: What Cognitive Science Tells Us About Why Scrum Works. In Scrum.org. https://www.scrum.org/resources/blog/thinking-sprinting-what-cognitive-science-tells-us-about-why-scrum-works
dc.relationVölzer, H. (2010). An Overview of BPMN 2.0 and Its Potential Use BT - Business Process Modeling Notation (J. Mendling, M. Weidlich, & M. Weske, Eds.; pp. 14–15). Springer Berlin Heidelberg.
dc.relationYepes, J. D., Calvache, C., & Gómez, O. S. (2015). Revisión sistemática acerca de la implementación de metodologías ágiles y otros modelos en micro, pequeñas y medianas empresas de software. Revista Tecnológica ESPOL – RTE, 28, 464–479.
dc.relationZwetsloot, I. M., Buitenhuis, M., Lameijer, B. A., & Does, R. J. M. M. (2015). Quality Quandaries: Increasing the First Time Fix Rate in a Customer Contact Center. Quality Engineering, 27(3), 393–400. https://doi.org/10.1080/08982112.2015.1036297
dc.relationCervone, H. F. (2011). Metodología para implementar marcos ágiles en los equipos de servicio al cliente especializados en quejas y reclamos [Tesis de posgrado] Universidad Santo Tomás, Bucaramanga, Colombia
dc.rightshttp://creativecommons.org/licenses/by-nc-sa/2.5/co/
dc.rightsAbierto (Texto Completo)
dc.rightsinfo:eu-repo/semantics/openAccess
dc.rightshttp://purl.org/coar/access_right/c_abf2
dc.rightsAtribución-NoComercial-CompartirIgual 2.5 Colombia
dc.titleMetodología para implementar marcos ágiles en los equipos de servicio al cliente especializados en quejas y reclamos


Este ítem pertenece a la siguiente institución