WCI LEADERS

DEVELOPMENT
A B C D E
AL PROGRAM
Woodfields Consultants Inc.
 AGENDA

01 02 03 04

Summary of Training Findings and Project Management Roll Out Plan

Needs Analysis & Recommendations Process Development
Individual
Development Plans
WCI NEEDS ANALYSIS REPORT (TNA)
Rationale and Objectives
WCI as a consulting firm aimed to transform the real assets
(employees and clients) and make them satisfied and happy.
However, there are challenges to face such as profitability, process
and procedures, project management, facing the new normal, existing
departmental issues, employee retention, client retention, retirements
and successions. Moreover, externally, there’s pandemic, worst
economy; debt to GDP ratio is more than 60%; potential debt
defaults; politics: new administration, and the competitions. These
challenges can be dealt with ensuring a happy, satisfied and
competent employees.

To answer the developmental program needs of WCI, the Training

Needs Analysis has been conducted to understand the competency
gaps of the leaders and successor in the achievement of the long and
short-term thrusts of the organization.
Scope and Limitations/Data Gathering

Scope:

 The scope is limited to the leaders’

assessment of the competency gap for
identified Core and Functional Values

 Data Gathering was done via self-

assessment, rating of immediate head,
interview of external consultant, and
observations of top management.
 SUMMARY OF
ASSESSMENTS, KEY
FINDINGS, PROCESS
CHECK AND
OBSERVATIONS
 Leads 1 Competency Gaps
Engineering
Portfolio/
Critical Review,
Excellence in Organizational Relationship Product Problem Program
Leadership Decision Design and
Execution Awareness Management Knowledge Solving Management
Making Decision
Making

Ahdore Jacinto 1 1 1

Henry Medina 1 1 1 1 1

Jake Gates 1 1 1 1 1

Nelson De
Guzman
1 1 1 1 1 1
 Leads 2 Competency Gaps
Engineering
Portfolio/
Critical Review,
Excellence in Organizational Relationship Product Problem Program
Leadership Decision Design and
Execution Awareness Management Knowledge Solving Management
Making Decision
Making

Kristine
Martinez
1 1

Patricia
1 1 2 2 1
Esguerra

Sheen
1 1 1
Macarasig

Jean Mercado 1 1 1

Marvy Tulio 1 1 1 1 1 1

Jan Villavert 1 1 1 1 1 1 1
LEADERS INDIVIDUAL DEVELOPMENT
PLANS (IDP)
“The heart of human excellence often begins
to beat when you discover a pursuit that gives
you a sense of meaning, joy, or passion.”
-Terry Orlick
 Excellence in Execution

3
Jan

1 2
Jean Jean
Encourage team
Setting Goals and Deliver quality reports members to do stand-
Deadlines and studies up meetings 2x/month

4
Shai

5
Sheen
Improve setting strategic
Training of one- goals coupled with action
downs and team plan for the team
members 
 Leadership

1 2
Marvy Jean
Improve productivity Improved engagement
by benchmarking or or commitment or
setting of standards productivity

3 4
Jan Sheen
Expand horizons of Individual
direct report during Development Plan
coaching session (IDP) of staff
 Critical Decision Making

1 2
Kristine Jean
Generate several options (at 100% of problems are provided
least 3) before deciding a with alternatives and solutions on
solution, document the time; backed-up with information,
results risks assessed.

Sheen

4
Shai

5
Presentation of structured framework
Provide end year Budget Encourage ideas from the Team
Forecast; Regular meetings with Senior
3 to 5-YR Feasibility Engineers
Document bottlenecks and
Study of URPD
corresponding solutions
Portfolio/Program Management

1 2
Kristine Marvy
Analyze and recommend
Portfolio is always action points on Integrated
updated and managed well Project Trackers; Masterlist
(technically and of Expenses; Masterlist of
Manpower Scheduling
financially).

3 4
Jan Shai
Develop of Business Plan for
Suggest improvement in the
CY 2023
monitoring tool to track
Propose changes in the
deliverables, expenses, and
departmental targets more that
collections for the year would provide more impact
 Financial Operations
Management Management

Doc Ronnie’s
Observations
Project Appraisal

Understanding of
Financial Statem
en
Balance Sheet, C t, Risk Managemen
ash t
Flow, Break-even Implementation
RHE’s observations
based on the Analysis of financi
al Project Closure
employees’ actual Statement
(Contract
performance. Management)
 Project Management Process Implem Check
Project Initiation Project Planning
 Project Appraisal  Develop Project Management
 Develop Project Plan
Charter  Scope Planning
 Develop Preliminary  Scope Definition
Project Scope Statement  Create WBS
 Activity Definition
 Activity Sequencing
 Activity Resource Estimating
 Activity Duration Estimating
 Schedule Development
 Cost Estimating
 Cost Budgeting
 Human Resource Planning
 Communications Planning
 Risk Management Planning
* Non-  Risk Identification
Implementation of  Risk Response Planning
process
 Plan Purchases and Acquisition
Execution and Monitoring Project Closure
 Direct and Manage Project  Project Closure
Execution  Contract Closure
 Perform Quality Assurance
 Acquire Project Team
 Develop Project Team
 Information Distribution
 Monitor and Control Project
 Integrated Change Control
 Scope Verification
 Scope Control
 Cost Control
 Perform Quality
 Manage Project
 Performance Reporting
 Manage Stakeholders
 Risk Monitoring and Control
 Contract Administration
FINDINGS AND RECOMMENDATIONS
 Findings Strategic Planning
 The need for Strategic Plans to be integrated
down to the department plans
01 (Values Clarification
and KPIs Integration)
 To include the Long Term Goals which is to
Innovate and marketing of new products and
services; Saturating International Market; Short
Term Goals by Doc Rey for: Top Management:
Project Management
Strategy Management-> Execution of Strategies
(Strategy Loop); BDMD: Accounts 02 Process Development
Management -> Retention of and Expansion of
Business with Present Clients; and Development
of New Clients; PMG: Increase Profitability;
Efficient Project Management; High Employee Recommendations Integration and
Engagement; CSG: Decrease OH costs; Implementation of
Automation; Process and Procedures; Employee Before the Start of 03 Process Dev all
Retention Training Interventions Departmentss
 The need to develop process and procedures
such as PM and Quality Assurance and the
integration of PM processes to PMG and CSG
departments Functional Curriculum
 The identified competency gaps to achieve the
long and short-term goals are Financial
04 Development
Management, Program Management,
Leadership, Decision Making and Execution
Skills
 Current position holders will be near retirement Implementation of

and successors will be the focus of development
Identified successors will be ready in 1 to 2
05 Core Comptencies
Program
years from now
 Department Head’s mandate is to develop the
competencies of their people
 Recommended Action Plan
SEP 22 OCT 22 NOV 22 DEC 22 JAN 23 FEB 23

Strategic Planning (Crystallization of

Plans and Values and Integration of
KPIs per Department)

Project Management Process Development & Integration

Curriculum Development for Technical Competencies

Core Competencies Program Implementation (Leadership, Problem Solving and

Critical Decision Making)
Project Management Process Development & Project
Management Process Development & Integration
Initiating Phase Process Group
PM Process
Develop Project Charter
Develop Preliminary
Project Scope Statement
- Situation Analysis
- Analysis of Project Stakeholders
- Developing Stakeholder Strategy
Planning Phase Process Group
PM Process
Develop PM Plan
Scope Planning
Scope Definition
Create WBS
Activity Definition
Activity Sequencing
Activity Resource Estimating
Activity Duration Estimating
Objective Sep 22 Oct 22 Nov 22 Dec 22 Jan 23 Feb 23 Marc 23
Developing the project charter that formally
authorizes the project or a project phase.
Developing the preliminary project scope
statement that provides high-level scope
description.
Objective Sep 22 Oct 22 Nov 22 Dec 22 Jan 23 Feb 23 Marc 23
Document the actions necessary to define, prepare, integrate,
and coordinate all subsidiary plans into a project management
plan.
Creating a project scope management plan that documents
how the project scope will be defined, verified, controlled, and
how the WBS will be created and defined.
Developing a detailed project scope statement as the basis for
future project decisions
Subdividing the major project deliverables and project work into
smaller more manageable components.
Identifying the specific schedule activities that need to be
performed to product various project deliverables.
Identifying and documenting dependencies among schedule
activities.
Estimating the type and quantities of resources required to
perform each schedule activity.
Estimating the number of work periods that will be needed to
complete individual schedule activities.
 Planning Phase Process Group
PM Process Objective Sep 22 Oct 22 Nov 22 Dec 22 Jan 23 Feb 23 Marc 23

Analyzing activity sequences, durations, resource requirements,

Schedule Development
and schedule constraints to create the project schedule.

Developing an approximation of the costs of the resources

Cost Estimating
needed to complete project activities.

Aggregating the estimated costs of individual activities or work

Cost Budgeting
packages to establish a cost baseline.

Identifying which quality standards are relevant to the project

Quality Planning
and determining how to satisfy them.

Identifying and documenting project roles, responsibilities, and

Human Resource Planning reporting relationships, as well as creating staffing management
plan.

Determining the information and communication needs of the

Communications Planning
project stakeholders.

Deciding how to approach, plan, and execute the risk

Risk Management Planning
management activities for a project.

Determining which risks might affect the project and documenting

Risk Identification
their characteristics.

Prioritizing risks for subsequent further analysis or action by

Qualitative Risk Analysis assessing and combining their probability of occurrence and
impact.

Numerically analyzing the effect on overall project objectives of

Quantitative Risk Analysis
identified risks.

Developing options and actions to enhance opportunities, and

Risk Response Planning
reduce threats to project objectives.

Plan Purchases and Determining what to purchase or acquire and determining when
Acquisitions and how.

Plan Contracting Documenting products, services, and results requirements

Executing, Monitoring and Control Phase Process Group
PM Process Objective Sep 22 Oct 22 Nov 22 Dec 22 Jan 23 Feb 23 Marc 23

Direct and Manage Project Executing the work defined in the project management plan to
Execution achieve the project’s requirements defined in the scope statement.

Applying the planned, systematic quality activities to ensure that

Perform Quality Assurance
the project employs all processes needed to meet requirements.

Acquire Project Team Obtaining the human resources needed to complete the project.

Improving the competencies and interaction of team members to

Develop Project Team
enhance project objectives.

Making needed information available to project stakeholders in a

Information Distribution
timely manner.

Monitoring & controlling the processes used to initiate, plan,

Monitor and Control Project
execute, & close a projects to meet the performance objectives
Work
defined in the PM plan.

Reviewing all change requests, approving changes, and controlling

Integrated Change Control
changes to the deliverables and organizational process assets.

Collecting and distributing performance information. This includes

Performance Reporting
status reporting, progress measurement, and forecasting.

Managing communications to satisfy the requirements of and

Manage Stakeholders
resolve issues with project stakeholders.

Tracking identified risks, monitoring residual risks, identifying new

Risk Monitoring and Control risks, executing risk response plans, and evaluating their
effectiveness throughout the project lifecycle.

Managing the contract and relationship between the buyer and

seller, reviewing and documenting how a seller is performing or
has performed to establish required corrective actions and provide
Contract Administration
a basis for future relationships with the seller, managing contract-
related changes, and when appropriate, managing contractual
relationship with the outside buyer of the project.
Closing Phase Process Group
PM Process Objective Sep 22 Oct 22 Nov 22 Dec 22 Jan 23 Feb 23 Marc 23

Finalizing all activities across all of the Project

Close Project Management Process Groups to formally close the project
or a project phase.

Completing and settling each contract, including the

Contract Closure resolution of any open items, and closing each contract
applicable to the project or a project phase.
CURRICICULUM DEVELOPMENT FOR TECHNICAL
COMPETENCIES
 Technical Competencies Roll Out
Financial PM Roll Out
Management (Execution,
(Accounting for Monitoring and
Non-Accountants) Control Phase)

PM Roll Out PM Roll Out

(Initiation or (Project Closure
Preparation Phase) Phase)

PROGRAM/
PM Roll Out
Portfolio
(Planning Phase)
Management
 Core Competencies Program Roll Out
TransformationaL Leadership
This is a 5-session program that can be done over a 2
to 4 week period. It is designed to create a
Leadership Mindset for Managers. It teaches the
participants how to develop a leader’s perspective
instead of having a mentality of an individual
contributor or a rank & file staff.
High Performance Leadership
This course is a 5-half day program which is
designed to teach the participants proven principles,
techniques and strategies for engaging every team
member and improving the team’s overall
performance. The course can be taken over an 8 to
10 week period.
Excellence in Execution
Design to learn on how to focus on critical
priorities and identify sources of misalignment
among differrent parts and silos of the
organization. Create an execution calendar,
including identifying possible obstcles to
execution and crafting contingency plans
Problem Solving and Decision
Teaches learners to clarify the issues that matter in
complex situations and determine how concerns should
be prioritized and handled. Teaches learners to find cause
by organizing and analyzing key factual information
about the problem. Teaches learners to clarify the purpose
of their decisions and form clear, measurable objectives.
They evaluate an appropriate range of alternatives and
assess related risks prior to making a decision
CORE COMPETECIES TRAINING ROLL OUT
Leadership PM Roll Out
Development (Execution,
Program Monitoring and
Control Phase)

Problem Solving PM Roll Out

and Decision- (Project Closure
Making Workshop Phase)

PROGRAM/
PM Roll Out
Portfolio
(Planning Phase)
Management
Thank you!