Initiativa - Q3 Performance Plan

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Initiativa - Q3 Performance Plan by Mind Map: Initiativa - Q3 Performance Plan

1. Cashflow analysis

2. Define candidate profile and search

2.1. University

2.2. Personality traits

2.3. Testing of traits

3. Sales

3.1. Ripley Mockup & Proposal

3.1.1. Study LeSS model

3.2. Review Pipepline

3.2.1. BHP

3.2.2. VTR

3.3. Consalud business Case

4. Admin Init

4.1. Send contract Ripley and HES to Invoice

4.2. Pay SII

4.2.1. Postergar IVA to Manaje Cashflow > Avisar Jaime

4.2.2. Pagar IVA Postergado

4.3. Invoice ella pending Comissione

4.3.1. Grupo EFE

4.3.2. Enaex

4.4. SMU Invoice 5 hours bolsa

5. Coaching Sally

5.1. Meeting psych laboral

5.2. Profile SC

5.3. Role Andrea

5.4. Define leadership model

6. Opportunity folllowu

6.1. Ripely mail

6.2. Transelec short term props

6.3. Saam - mail change in agenda

7. Topdown Level CFO only >

8. Personal Activities

9. 1. Leadership

9.1. Key Tasks

9.1.1. Talk Required Structure with Ingrid

9.1.2. Build Performance Plan

9.1.3. Build Investors Business Plan and Offer

9.1.4. Slow down in prestentations to speed up

9.2. @sometime

9.2.1. Use Cicle of Promises

9.2.2. Get Personal coaching sessio

10. 5. Finance and Operations

10.1. Init Cashflow

10.1.1. O2C

10.1.1.1. 4 MM Transelec S Curve

10.1.1.2. Grupo EFE - Send Invoice 1/1

10.1.1.3. ?? Grupo EFE

10.1.2. P2P Critical (2.2) < 31/12

10.1.2.1. 1.6 MM Rent

10.1.2.2. 0.120 Victor

10.1.2.3. 0.180 Telefono

10.1.3. P2P Manageble

10.2. Manage Providors Outstanding

10.2.1. Planview

10.2.2. Marcela

10.2.3. Loreto

10.2.4. Consultec

10.3. Admin gastos up to date

10.3.1. Luca ingresar boletas

10.3.2. AO Aprobar boletas

10.4. Key Lessons Learned

11. 3. Client Relationships

11.1. Close PSA

11.1.1. Transelec PSA SCurve

11.1.2. Transelec PSA Horas adicionales acompañamiento y traning VPO (change management?)

11.2. Close Q2

11.2.1. Transbank

11.2.2. Correos

11.2.3. BHP

11.2.4. Banco Bice

11.3. CA Attack

11.3.1. Metro

11.3.2. Falabella

11.3.3. Nexus

11.3.4. BCI

12. 2. Human Capital Alignment

12.1. Key Tasks

12.1.1. Generar RerformaJR Consultan

12.1.2. Define Hiring Strategy

12.1.3. Prep Performance Based Interview and ask CV Gabriel

12.2. Hiring Consulting Manager

12.2.1. Hiring of new Consulting Mgnr

12.2.1.1. Draft Consulting Profile Consultant

12.2.1.2. Draft Performance Profile Consulting Manager

12.2.1.3. Read Lou Adler hiring

12.2.1.4. Update web & LinkedIn

12.2.1.5. Update intranet

12.2.2. Gte Consultoria

12.2.2.1. Validar Perfil con Joaquin

12.2.2.2. Manadar a José Ramon en venuezuela

12.2.3. Consultor Junior

12.2.3.1. Post linkedin Add o mover en red?

12.2.3.2. Validar consultors actuales CA

12.3. Hire JR Consultant

12.4. Transfer Plan Andres

12.4.1. Smart Objectives

12.4.1.1. S - Transfer of all Customer Projects, Environment and Consulting Knowledge in a integrated google document, to asure 0 impact in our customers and consulting organization and be a guide for new consultants to start inflight

12.4.1.2. M - Deliverables (Breakdown in PP /Leankit for Transfer)

12.4.1.2.1. Customer Situation and Status Document -one document per customer

12.4.1.2.2. Customer Conversation on Transfer and Sign off on document

12.4.1.2.3. Knowledge Transfer - Document // Add on to what is in intranet

12.4.1.2.4. Onboarding Template in Leankit

12.4.1.3. A - agreed upon

12.4.1.3.1. Andres must sign of on acceptance of plan that includes exact deliverables

12.4.1.3.2. Deliverable is only accepted once validated with each customer and finally signed off by Aarnout

12.4.1.3.3. Daily Progress Tracking of Cards and Document

12.4.1.3.4. Andes must asurre smooth sailing with customer protecting Initiativa Image

12.4.1.4. R - realistic

12.4.1.4.1. Andres must present time estimate, to be validated

12.4.1.4.2. Min 2 weeks i assume

12.4.1.5. T - time-based

12.4.1.5.1. OK; i understand you want to go in one week. For me ok but only if all is completed. I think 2 weeks is realistic, but if you can do it all at the quality i need as indicated

12.4.2. Key Actions

12.4.2.1. Create Plan

12.4.2.2. Meet with Andres to get acceptance and let him estimate timing

12.4.2.2.1. So where where did you get a job?

12.4.2.2.2. Why do you want to transfer in one week?

12.4.2.2.3. OK, i have no problem if we can you agree on this output and you get all done under the defined standards

12.4.2.2.4. If neccesary use leverage

12.4.2.3. Cards with expected out put for pendings

12.4.2.3.1. Training VPO & Acompañamiento

12.4.2.3.2. Closing document on requierment Interface

12.4.2.3.3. Transfer SMU

12.4.2.3.4. Close Ticket on Current Interfase

12.4.2.3.5. Quotation and details son SLA Reporting

12.4.3. Coordinate documentation key activities

12.4.3.1. Ims

12.4.3.2. Tickets

12.4.3.3. Powerbi

12.4.3.4. Reporte

12.4.3.5. Migration between environments

12.4.3.6. Publish all to intranet and cards

12.4.3.7. Ongoing projects

12.4.3.7.1. Ims

12.4.3.7.2. Vpo

12.4.3.7.3. Enaex

12.4.3.7.4. Smu

13. 4. Service Execution

13.1. Key Tasks

13.1.1. Org Change Meeting Key accounts

13.1.1.1. Transelec

13.1.2. Codelco Interface Meeting Minutes

13.2. Daily Time Reporting

13.3. Daily Projectplace Tracking

13.4. Weekly ISRP Tracking

13.4.1. Add Risks

14. Context And Analysis

14.1. Scenarios - Capacity Planning $ and HH

14.1.1. A. Bootstrap

14.1.1.1. Sales Pipeline

14.1.1.1.1. Q4 2018

14.1.1.1.2. Jan

14.1.1.2. Most Likely - SMU Start

14.1.1.3. Worst Case - SMU Start Delayed to March or Later

14.1.1.4. Best Case - Traza

14.1.1.4.1. Fire Haussmann 31/12

14.1.1.4.2. Hire Gte Consulting (as soon as SMU Starts)

14.1.1.4.3. Hire Consuelo (1 march)

14.1.1.4.4. Junior Consultant -

14.1.2. B. Investors

14.1.2.1. Prepare initial valuation

14.1.2.1.1. 1-3 times average revenue last three years

14.1.2.1.2. Earmark shares

14.1.2.1.3. Business Plan with Destination of funds

14.1.2.1.4. Get Sander to write up termsheet

14.1.2.2. Discuss with Joaquin and Board

14.1.3. C. Close Business

14.1.3.1. Define potential Job oportunities

14.1.3.2. Close operations

14.1.3.3. Payoff Plan all debtos

14.2. Blue Hats Análisis

14.2.1. Facts

14.2.1.1. Cashflow

14.2.1.1.1. Monthly Burn Rate

14.2.1.1.2. Months of life

14.2.1.1.3. Recurring Revenue

14.2.1.1.4. Furture Cashfow 2018

14.2.1.2. Sales

14.2.1.2.1. Pipeline Status

14.2.2. Benefits

14.2.2.1. Perception and Back up of Planview

14.2.2.2. Quality Board of Advisors

14.2.2.3. Positive Economic Outlook

14.2.2.4. Use momentum of WRM event and followup

14.2.2.5. Deals to Close in Pipe

14.2.3. Caution

14.2.3.1. Cashflow is at critical levels and affecting/suffocation daily opps

14.2.3.1.1. Check out etical fatoring Transelec

14.2.3.2. Delegate and manage all Services activities, to not take up sales time

14.2.4. Feeling

14.2.4.1. Stressed because of all or nothing situation

14.2.4.2. Frustrated by lack of ownership and leadership in consulting team

14.2.5. Creativity

14.2.5.1. Change accounting funds to SDR Rep for followup and meeting generation

14.2.6. Process of thinking

14.2.6.1. Process of thinking

14.2.7. Initiativa Values

14.2.7.1. More explicit about values

14.2.7.1.1. Getting things done

14.2.7.1.2. Take ownnerhsip

14.3. Smart Objectives

14.3.1. S - specific

14.3.2. M - measurable

14.3.3. A - agreed upon

14.3.4. R - realistic

14.3.5. T - time-based

14.3.6. e-environment

14.3.7. Objectives 2

14.3.7.1. Specific

14.3.7.2. Measurable

14.3.7.3. Action Oriented

14.3.7.4. Result

14.3.7.5. Time frma

15. This Week

15.1. Plan q

15.1.1. Capacity plan

15.1.1.1. BHP

15.1.1.2. Ripley peru pilot

15.1.1.3. Banco BICE

15.1.2. Milestone report

15.1.2.1. Slipped milestones

15.1.3. Update Cashfkow

15.1.3.1. Urgency of invoice end month

15.1.4. Prep request to Ingrid

15.1.4.1. How fix project slip

15.1.4.2. No holidays

15.1.4.2.1. Ok week 18 if all in place

15.1.4.2.2. Make yearly holidays roster now

15.1.4.3. Interview ao candidates

15.1.4.3.1. Universidad

15.1.4.3.2. Family

15.1.4.3.3. Use of scoring

15.1.5. Plan activities sally

15.1.5.1. Candidate Profiles and evaluations

15.1.5.1.1. Questions

15.1.5.1.2. Scorecard

15.1.5.1.3. Psych exams > ask what Paola uses

15.1.5.2. Leadership style

15.1.5.2.1. Performance tracking Ingrid

15.1.5.2.2. Hold accountable for deadlines

15.1.5.2.3. What is my style

15.1.5.2.4. Situational styles

15.1.5.3. General culture

15.1.5.3.1. Feasible to have people high on autonomy?

15.1.5.3.2. What guidelines and principals?

15.2. Factoring details and emails

15.3. Fix config smu

15.4. Plan send to max

15.4.1. Validate wit Andrea

15.5. Draft event from Andrea

15.6. Me

15.6.1. Priorizar

15.6.2. Nadar

15.7. Familiy

15.7.1. Kado Pap

15.7.2. Pay mesada

15.7.3. Call Pap

15.7.4. Salida Manquehue / Cerro san cristobal

15.7.5. Skate?

15.7.6. Swimming

15.8. Admin

15.8.1. Pay previred, all but AO Payments

15.8.2. Kill adt

15.8.3. Bring back router and close account telefonica

15.8.4. Update cashflow Personal to view by months

15.8.5. Update cashflow and Plan Payments due next week

15.8.6. Account Split

15.8.6.1. Itau all personal payment

15.8.6.1.1. Pay wages

15.8.6.1.2. Send to joint account

15.8.6.2. BCI House Accounts

15.8.6.2.1. Add all services

15.9. Marketing

15.9.1. Send Plan Max

15.10. Delivery

15.10.1. TImesheet pending cards & Exercise

15.10.2. Corp

15.10.2.1. Finance cards

15.11. Update ISRP

15.11.1. Approve Timesheets

15.11.2. Capacity Plan

15.12. Reiew SMU

15.12.1. Make cards all basic config input pendin

15.13. Get New Accountin Service

15.13.1. Plan B service in Defontana : which is external accountant

15.13.2. Key Criteria

15.13.2.1. Can work with contabline

15.13.2.1.1. Oficinas Contables Representantes

15.13.2.1.2. Get list of partner that work with Contaline

16. Key Strategies

16.1. Sell

16.1.1. Current

16.1.1.1. Transbank

16.1.1.2. Consalud

16.1.1.3. Ripley

16.1.2. Shortterm

16.1.3. CA Replacement

16.1.4. Build out network

16.1.4.1. ICARE

16.1.4.2. Board Members

16.2. Generate Partenering Conversations

16.3. Have Planview Partnering Meeting

16.4. Make ingrid responsable for all consulting

16.4.1. Paint future

16.4.1.1. Top down only

16.4.1.1.1. Large deals

16.4.1.2. Networking AO

16.4.1.2.1. Disconnect day to day

16.4.1.2.2. Confidence in you you can fully lead implementation

16.4.2. Meaning for your role

16.4.2.1. All config workshops lead by you

16.4.2.2. Daily progress trakinc

16.4.2.3. For me it has work knowing all config details > leave it up to you

16.4.3. Tracking and Measuring Ingrid

16.4.3.1. Enorce Planning and Schedueling, including Schedule review

16.4.3.1.1. Process

16.4.3.2. Enfore PM Reponsabliliites for Tracking and Execution

16.4.3.3. Enforce responsability for correct use of Progression Engine

16.4.3.4. All projectplace tasks on projects up to date

17. Key Lessons Learned

17.1. Deal Generation

17.1.1. Top down

17.1.1.1. Target Large Companies only

17.1.1.2. Worked

17.1.1.2.1. SMU (CFO)

17.1.1.2.2. Cencosud (CFO Inmobiliaria)

17.1.1.2.3. Ripley (CIO Santos)

17.1.1.3. Failed only bottom up

17.1.1.3.1. Consalud, Parque Arauco

17.1.2. RFPs

17.1.2.1. Positioning Gatner

17.1.2.2. Samples :

17.1.2.2.1. Codelco

17.1.2.2.2. Transelec

17.1.2.2.3. SMU

17.1.2.2.4. Transbank