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 4 MM Transelec S Curve Grupo EFE - Send Invoice 1/1 ?? Grupo EFE

10.1.2. P2P Critical (2.2) < 31/12 1.6 MM Rent 0.120 Victor 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 Draft Consulting Profile Consultant Draft Performance Profile Consulting Manager Read Lou Adler hiring Update web & LinkedIn Update intranet

12.2.2. Gte Consultoria Validar Perfil con Joaquin Manadar a José Ramon en venuezuela

12.2.3. Consultor Junior Post linkedin Add o mover en red? Validar consultors actuales CA

12.3. Hire JR Consultant

12.4. Transfer Plan Andres

12.4.1. Smart Objectives 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 M - Deliverables (Breakdown in PP /Leankit for Transfer) Customer Situation and Status Document -one document per customer Customer Conversation on Transfer and Sign off on document Knowledge Transfer - Document // Add on to what is in intranet Onboarding Template in Leankit A - agreed upon Andres must sign of on acceptance of plan that includes exact deliverables Deliverable is only accepted once validated with each customer and finally signed off by Aarnout Daily Progress Tracking of Cards and Document Andes must asurre smooth sailing with customer protecting Initiativa Image R - realistic Andres must present time estimate, to be validated Min 2 weeks i assume T - time-based 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 Create Plan Meet with Andres to get acceptance and let him estimate timing So where where did you get a job? Why do you want to transfer in one week? OK, i have no problem if we can you agree on this output and you get all done under the defined standards If neccesary use leverage Cards with expected out put for pendings Training VPO & Acompañamiento Closing document on requierment Interface Transfer SMU Close Ticket on Current Interfase Quotation and details son SLA Reporting

12.4.3. Coordinate documentation key activities Ims Tickets Powerbi Reporte Migration between environments Publish all to intranet and cards Ongoing projects Ims Vpo Enaex Smu

13. 4. Service Execution

13.1. Key Tasks

13.1.1. Org Change Meeting Key accounts 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 Sales Pipeline Q4 2018 Jan Most Likely - SMU Start Worst Case - SMU Start Delayed to March or Later Best Case - Traza Fire Haussmann 31/12 Hire Gte Consulting (as soon as SMU Starts) Hire Consuelo (1 march) Junior Consultant -

14.1.2. B. Investors Prepare initial valuation 1-3 times average revenue last three years Earmark shares Business Plan with Destination of funds Get Sander to write up termsheet Discuss with Joaquin and Board

14.1.3. C. Close Business Define potential Job oportunities Close operations Payoff Plan all debtos

14.2. Blue Hats Análisis

14.2.1. Facts Cashflow Monthly Burn Rate Months of life Recurring Revenue Furture Cashfow 2018 Sales Pipeline Status

14.2.2. Benefits Perception and Back up of Planview Quality Board of Advisors Positive Economic Outlook Use momentum of WRM event and followup Deals to Close in Pipe

14.2.3. Caution Cashflow is at critical levels and affecting/suffocation daily opps Check out etical fatoring Transelec Delegate and manage all Services activities, to not take up sales time

14.2.4. Feeling Stressed because of all or nothing situation Frustrated by lack of ownership and leadership in consulting team

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

14.2.6. Process of thinking Process of thinking

14.2.7. Initiativa Values More explicit about values Getting things done 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 Specific Measurable Action Oriented Result Time frma

15. This Week

15.1. Plan q

15.1.1. Capacity plan BHP Ripley peru pilot Banco BICE

15.1.2. Milestone report Slipped milestones

15.1.3. Update Cashfkow Urgency of invoice end month

15.1.4. Prep request to Ingrid How fix project slip No holidays Ok week 18 if all in place Make yearly holidays roster now Interview ao candidates Universidad Family Use of scoring

15.1.5. Plan activities sally Candidate Profiles and evaluations Questions Scorecard Psych exams > ask what Paola uses Leadership style Performance tracking Ingrid Hold accountable for deadlines What is my style Situational styles General culture Feasible to have people high on autonomy? 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 Itau all personal payment Pay wages Send to joint account BCI House Accounts 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 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 Can work with contabline Oficinas Contables Representantes Get list of partner that work with Contaline

16. Key Strategies

16.1. Sell

16.1.1. Current Transbank Consalud Ripley

16.1.2. Shortterm

16.1.3. CA Replacement

16.1.4. Build out network ICARE 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 Top down only Large deals Networking AO Disconnect day to day Confidence in you you can fully lead implementation

16.4.2. Meaning for your role All config workshops lead by you Daily progress trakinc For me it has work knowing all config details > leave it up to you

16.4.3. Tracking and Measuring Ingrid Enorce Planning and Schedueling, including Schedule review Process Enfore PM Reponsabliliites for Tracking and Execution Enforce responsability for correct use of Progression Engine All projectplace tasks on projects up to date

17. Key Lessons Learned

17.1. Deal Generation

17.1.1. Top down Target Large Companies only Worked SMU (CFO) Cencosud (CFO Inmobiliaria) Ripley (CIO Santos) Failed only bottom up Consalud, Parque Arauco

17.1.2. RFPs Positioning Gatner Samples : Codelco Transelec SMU Transbank