Project Prioritization: Contact Center Automation (part 3 of 4)

In corporate environments, getting a project prioritized often requires more than data and technical specifications. A compelling story can transform a project from a dry proposal into an initiative that resonates with stakeholders, generating the enthusiasm and support needed for approval. Drawing from years of experience in the contact center industry, our expert Jim Simmons, founder of Queueless and former VP of Productivity and Initiatives of Synchrony Financial, offers his insights on how to craft a story around your project that engages decision-makers and paves the way for prioritization.

How important is it for you to build a “story” around your project?

This is where I see a lot of people get tripped up. There’s an assumption that others share the same passion for the project as you do, expecting it to “sell itself” on data points and cost savings alone. While these elements are essential, there’s a significant difference between presenting a return on investment (ROI) and convincing senior leaders of a project’s necessity.

For me, building a story is just as important as validating data or calculating benefits. When creating a story, the goal is to bring others along, engaging both advocates and detractors by aligning the project with their values and priorities. This story needs to be relevant and should highlight how the project contributes to something meaningful for the audience. In other words, the story should make them care. It’s about drawing a connection between the project’s benefits and what matters most to your stakeholders, whether that’s efficiency, security, or innovation.

What method do you think is best for sharing your project’s story?

In my experience, the story is not a single document or one-time presentation; it’s a combination of tools and touchpoints. It’s PowerPoint presentations, data-filled spreadsheets, survey responses, and having that elevator pitch ready when someone asks about the project’s progress. Building a compelling case involves engaging stakeholders at multiple levels and having resources ready to address any specific question or concern that may arise.

When I was making the case for contact center automation with Intradiem, I had a variety of materials prepared for different audiences. For those interested in functionality, I had white papers on hand. For timeline inquiries, I created specific slides. When presenting to Finance, I leaned on a spreadsheet detailing cost-benefit analysis. Keeping my manager updated with regular progress was another critical component. All these resources were part of a larger story that I built over time, ensuring that the project stayed top-of-mind for everyone involved. Without these materials, I wouldn’t have been able to effectively communicate the project’s scope, goals, and impact.

Is it necessary for every project to have a compelling story attached to it?

If you want to give your project the best chance of prioritization, then yes, a compelling story is essential. I often compare this to buying a car. If two salespeople are offering the same car, and one simply shares specs—like fuel efficiency, horsepower, and color—while the other talks about safety, their personal experience driving it, and how a friend loves the same model, which one are you more likely to buy from? The second salesperson’s approach creates a connection beyond the facts, helping you visualize what it would be like to own the car.

It’s the same with IT projects. By the time a project reaches IT’s radar, it’s typically been vetted for technical and security requirements. However, if two projects seem equally feasible, the one with a compelling story, where the sponsor knows the project inside-out and can clearly articulate its impact, will more likely get prioritized. The story doesn’t just inform; it creates a vision of the project’s role in the organization’s future, which is especially important when you’re competing for limited resources.

What advice would you offer to someone who is creating their project’s story?

First, work closely with your vendor partners—they should be experts in telling the story of their product. Leverage their knowledge and ensure they can explain their story to you effectively. I’ve had vendors who weren’t strong storytellers, and it left me in the uncomfortable position of being a stand-in salesperson. On the other hand, effective vendors can provide invaluable resources, from white papers to customer testimonials, that strengthen your case. For example, during the Intradiem project, their team was always available when I needed materials, from IT documents to client success stories, making it easy to pull together the necessary components for our story.

Second, understand that building a compelling case is a process, not a single presentation. It’s the culmination of many tasks over weeks or even months. Continually step back and look at the big picture. After calculating cost benefits, consider who would be most interested in this information and how you’ll share it. For instance, if you hear someone in a finance meeting express concerns about meeting financial goals, be ready to suggest how your project might help close that gap. Keeping the project in mind and integrating it into various discussions ensures it’s seen as a valuable solution.

Finally, develop a concise visual that communicates the essence of your project at a glance. I’ve found that you need multiple versions of your project pitch: a two-minute summary, a 15-minute overview, and a 30-minute deep dive. Each version should be readily available so you can adjust to your audience’s needs. Visual aids and flexible storytelling allow you to present the project’s importance efficiently, whether you’re in a quick hallway conversation or a formal presentation.

Read the series – Project Prioritization: Contact Center Automation

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