NAZARIO A. MACALINTAL JR.,MD,FPCP,FPCCP,ALMIJuly 20th, 2011

Project Goals Resources

Project Goals Review

History Objective Creation Update

Provide solution for its full utilization

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Who? When? What? How?

Project Goals

Relationship to other projects Immediate: Upgrading of sales force NMA’s

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Project Goals

High-level timing goals To properly document the correlation of granted

NMA with the sales force performance and accordingly upgrade their authorization levels;

To clean the NMA files of non-utilized authorization (to clean the 1300+ files of non-performing agents)

To provide avenues for upgrading or downgrading of levels as they become due

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Description of project in non-technical terms – Our Needs Correlative update on how agents

performed in their NMA Policy Setting on Who gets to be

Upgraded - or Downgraded. Who evaluates? Which parameters?

when do these parameters become available? Who records these parameters? How do these parameters reach office?

By what process? Timeline?

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Competitive Analysis

Competitors As per our Presidents’ directive, we need to be

competitive Strengths

The institution had been doing it before but has not been active for several years now …

Weaknesses The institution had been doing it before but has not

been actively monitored for several years now … May 2011 NMA is GROSSLY lacking in update NO CORRELATION WITH PERFORMANCE

WHY? Click for CompetitiveAnalysis document

Current Technology Current technology being used for NMA

benefits Current Standards being adopted

benefits Current Standards specifically being

ignored drawbacks – Present set-Up does not allow

us to monitor in real-time how assigned NMA’s are attained , relating it to sales performance

Benefits of ignoring the need for correlative update - NONE

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New Technology

New technology being used benefits

New Standards being adopted benefits

New Standards specifically being ignored drawbacks & benefits

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Team/Resources

Assumptions about resources allocated to this project People –

Sales force - makes the sales Marketing - reports the Sales / Production Underwriting - grants NMAs (in the past).

Marketing handled it subsequently. Marketing - makes the correlation between

sales and granted NMAs. Recommends upgrade

Underwriting – endorses upgrade / downgrade upon seeing the correlative update

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Team/Resources

Assumptions about resources allocated to this project Equipment –

With what software is it done ? Can present system allow one to monitor

it and automatically correlate it with assigned NMAs?

how does concerned department (s) do it?

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GRANTED NMA

PRODUCTION

REAL-TIMECORRELATIVE UPDATE

APPROPRIATE NMA GRANT

UPGRADE

DOWNGRADE

Team/Resources

Assumptions about resources allocated to this project Locations –

Where is correlation of NMA with Sales Performance done? Makati? Pasig? How does it get shared?

support & outside services Can our MIS do the job? Other options?

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Procedures 1

Highlight any procedural differences from regular projects of this type Must create rules for

Nomenclature change? Current names:

GP Class I, GP Class II, SP Class I, SP Class II, SP Class III

Question : “Why two class I’s – one in GP one in SP ?

Suggestion : remove ambiguity GP Class N, GP Class O , SP Class I, SP Class II,

SP Class III Retain SP Classes to lessen introduction of new

names Click for Procedures Document

Procedures 2 Highlight any procedural differences

from regular projects of this type Must create rules for

Who Should Oversee the Granting of NMAs From whom to whom? Who Maintains?

Assigning Granting NMA Levels for New Agents Agents who deserve upgrade Agents who do not perform Policies for downgrading

Click for Procedures Document

Procedures 3

Highlight any procedural differences from regular projects of this type Must create rules for

Who SHOULD monitor , maintain and provide other concerned departments of sales force’s correlative NMA-Production status

How should MIS provide assurance that such program continues to provide 24/7 correct reporting?

Click for Procedures Document

Schedule

Review high-level schedule milestones here Completion of entries on NMA stata of agents Correlation of NMA vs. Production of each agents Nomenclature correction on NMA designation Policy setting for Downgrading NMA levels to non-

performing agents Assigning of NMA Maintenance to those who can

maintain it well. MIS support to plan and provide real-time correlation

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Current Status High-level overview of progress against

schedule On-track in what areas

?? Behind in what areas

Nomenclature potential ambiguity Un-updated NMA status Non-existent NMA-Production correlation Un-updated monitoring of granted NMA

Ahead in what areas ???

Unexpected delays or issues

Related Documents

Click for Marketing Plan

Click for Budget

Click for Post Mortem

Submit Questions

Plans of Actions

Immediate Priority: Second Priority:

Medium Term: Long-Term Plan:

NAMMA