PART V

LESSON 1: Project Management Initiation and Planning

I.OVERVIEW

When discussing project management phases, the mention of project life cycle is inevitable. So
what’s the difference? The project phases make up a project life cycle, and as such, the phases
are tailored to fit a project’s needs.

According to the PMBOK® Guide, the elements of a project life cycle should define:What work
must be accomplished; What deliverables must be generated and reviewed; Who must be
involved; How to control and approve each phase and Determining these elements will take a
project from start to finish. It provides a systematic, timely, and controlled process that benefits a
project’s stakeholders. This helps PMs define what needs to be accomplished before moving onto
the next phase of a project.

II. LEARNING OUTCOMES

After successful completion of this lesson, you will be able to:

1. Define the processes involved in implementing the project plan

2. Explain the task associated with the initiation and planning phases of the project life
cycle.
3. Describe the steps in project initiation?
4. Identify the methods use in the initiation phase and its effects with the planning
phase?

COURSE MATERIALS

Project Management is the application of knowledge, skills, tools, and techniques to a broad
range of activities in order to meet the requirements of a particular project.” There are five phases
of project management and if the lifecycle provides a high-level view of the project, the phases
are the roadmap to accomplishing it.

5 Phases of Project Management

Phase 1: Project Initiation

This is the start of the project, and the goal of this phase is to define the project at a broad level.
This phase usually begins with a business case. This is when you will research whether the project

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is feasible and if it should be undertaken. If feasibility testing needs to be done, this is the stage
of the project in which that will be completed.

Important stakeholders will do their due diligence to help decide if the project is a “go.” If it is given
the green light, you will need to create a project charter or a project initiation document (PID) that
outlines the purpose and requirements of the project. It should include business needs,
stakeholders, and the business case.

Phase 2: Project Planning

This phase is key to successful project management and focuses on developing a roadmap that
everyone will follow. This phase typically begins with setting goals. Two of the more popular
methods for setting goals are S.M.A.R.T. and CLEAR:

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 S.M.A.R.T. Goals – This method helps ensure that the goals have been thoroughly
vetted. It also provides a way to clearly understand the implications of the goal-setting
process.
 Specific – To set specific goals, answer the following questions: who, what, where,
when, which, and why.
 Measurable – Create criteria that you can use to measure the success of a goal.
 Attainable – Identify the most important goals and what it will take to achieve them.
 Realistic – You should be willing and able to work toward a particular goal. 
Timely – Create a timeframe to achieve the goal.

C.L.E.A.R. Goals – A newer method for setting goals that takes into consideration the
environment of today’s fast-paced businesses.

 Collaborative – The goal should encourage employees to work together.

 Limited – They should be limited in scope and time to keep it manageable.
 Emotional – Goals should tap into the passion of employees and be something
they can form an emotional connection to. This can optimize the quality of work.
 Appreciable – Break larger goals into smaller tasks that can be quickly achieved.
 Refinable – As new situations arise, be flexible and refine goals as needed.

During this phase, the scope of the project is defined and a project management plan is
developed. It involves identifying the cost, quality, available resources, and a realistic
timetable. The project plans also includes establishing baselines or performance
measures. These are generated using the scope, schedule and cost of a project. A
baseline is essential to determine if a project is on track.

At this time, roles and responsibilities are clearly defined, so everyone involved knows
what they are accountable for. Here are some of the documents a PM will create during
this phase to ensure the project will stay on track:

Scope Statement – A document that clearly defines the business need, benefits of the
project, objectives, deliverables, and key milestones. A scope statement may change
during the project, but it shouldn’t be done without the approval of the project manager
and the sponsor.
Work Breakdown Schedule (WBS) –This is a visual representation that breaks down the
scope of the project into manageable sections for the team.
• Milestones – Identify high-level goals that need to be met throughout the project
and include them in the Gantt chart.
• Gantt Chart – A visual timeline that you can use to plan out tasks and visualize
your project timeline.
• Communication Plan – This is of particular importance if your project involves
outside stakeholders. Develop the proper messaging around the project and create
a schedule of when to communicate with team members based on deliverables
and milestones.

Risk Management Plan – Identify all foreseeable risks. Common risks include unrealistic time
and cost estimates, customer review cycle, budget cuts, changing requirements, and lack of
committed resources.

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Project planning

Checklist BEFORE starting the Planning Stage:

• Benefits and costs of the project have been clearly documented
• The objectives and scope have been defined
• Project team members have been appointed
• A project office has been set up
Project Scope
The scope statement outlines the result of project will produce and the terms and conditions under
which the team will perform the work. It includes:
• Justification —How and why the project came to be , the needs it addresses , the scope
of work to be performed , and how it will affect and be affected by other related activities .

Project Resources
The resource plan is a detailed assessment of the resources required to complete our project tasks
.
• Types of resources—labor, equipment and materials
• Total quantities of each resource type
• Roles, responsibilities and skill-sets of all human resources

Project Finances
The financial plan estimates the amount of money required for each stage of project . It
quantifies the cost of labor, equipment and materials, and defines an expense schedule,
which enables PM to analyze forecast versus actual spending throughout the project.

Project Schedule
The schedule identifies when each task must be completed , and who is responsible for its
completion .
To be able to build a project schedule , it would help to first create a Work Breakdown Structure
(WBS) . WBS captures project tasks in a visual and organized manner .

Project Quality
The quality plan helps ensure that the quality expectations of stakeholders are clearly defined and
can be reasonably achieved .
• Defines what quality means in the context of the project .

This is as crucial as the financial plan—delivering results according to pre-agreed quality standards
set by the stakeholders is a major indicator of project success.

Project Communications
A communication plan ensure that team and the stakeholders understand how they will be
informed of the progress of the project.
Communication is essential throughout the project—all stakeholders and team members need to know
any project updates, especially changes to the project plan.
A communication plan simply specifies how communication within the project team and with the
stakeholders will be done.

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Project Procurement

The procurement plan identifies the elements of the project that will be acquired from external
suppliers .
It provides a detailed description of the product—goods and services to be procured from
suppliers , the justification for procuring each product externally as composed to from within the
business , and the schedule of procurement .

The procurement plan not only identifies the product that will be procured from external sources
, and also prescribes a procedure for the procurement itself.

IV.ACTIVITIES/ ASSESSMENT

Discussion Questions:

1. Answer the following questions: (10 points each)

a. What is project initiation and planning?

b. What are the five phases of project planning?
c. What are the steps in project initiation?
d. What is the planning phase of project management?

2.Come up with a project proposal with complete tasks

associated with Initiation and planning applying the S.M.A.R.T. Goals method. (20 points)

Practical Exercise under Project Initiation:

PICK one project from the list earlier and create a scenario from it to illustrate what happens in
project initiation—for example , organizing a family reunion .

Your uncle and his family are visiting for the first time after 10 years of
living abroad. You think it would be a great opportunity for your elders to
be reacquainted, and for the younger generations to meet one another
and establish ties. You want to organize a family reunion.

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Lesson 2: PROJECT IMPLEMENTATION

I.OVERVIEW

After you have carefully planned your project, you will be ready to start the project implementation
phase, the third phase of the project management life cycle. The implementation phase involves
putting the project plan into action. It’s here that the project manager will coordinate and direct
project resources to meet the objectives of the project plan. As the project unfolds, it’s the project
manager’s job to direct and manage each activity, every step of the way. That’s what happens in
the implementation phase of the project life cycle: you follow the plan you’ve put together and
handle any problems that come up. The implementation phase is where you and your project
team actually do the project work to produce the deliverables. The word “deliverable” means
anything your project delivers. The deliverables for your project include all of the products or
services that you and your team are performing for the client, customer, or sponsor, including all
the project management documents that you put together.

II. LEARNING OBJECTIVES

After successful completion of this lesson, you will be able to:

1. Define project implementation.

2. Describe the steps in project implementation.
3. Identify the different stages of implementation .
4. Define the processes involved in implementing the project plan

III. COURSE MATERIALS

Implementation simply means carrying out the activities described in your work plan. Executing a
project in the water and sanitation sector is a very complex mission, as it requires the coordination
of a wide range of activities, the overseeing of a team, the management of budget, the
communication to the public, among other issues. Independent of whether it is a social project to
raise the awareness and promote hygiene or it is a construction project for service delivery, there
is a certain process that has to be followed. The following lines will give you an introduction into
the implementation of projects in sustainable sanitation and water management, and highlights
key aspects that have to be taken into account for a successful implementation
Phase 3: Project Implementation

This is the phase where deliverables are developed and completed. This often feels like the meat
of the project since a lot is happening during this time, like status reports and meetings,
development updates, and performance reports. A “kick-off” meeting usually marks the start of
the Project Execution phase where the teams involved are informed of their responsibilities.
Tasks completed during the Execution Phase include:
• Develop team
• Assign resources
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 • Execute project management plans
• Procurement management if needed
• PM directs and manages project execution
• Set up tracking systems
• Task assignments are executed
• Status meetings
• Update project schedule
• Modify project plans as needed

While the project monitoring phase has a different set of requirements, these two phases often
occur simultaneously.

Advantages
 Implementation gives the opportunity to see the plans become a reality
 Execution of projects allows end-users to have access to better services and living
environment
 Success stories and experiences can be shared with specialists from other cities and
towns, encouraging others to adopt similar approaches, which in turn may improve water
resources management in the local area

Disadvantages

 Evidence of corrupt practices in procurement will undermine the entire process and waste
precious resources (Philip, et al. 2008).
 Poor financial planning can lead to budget constraints in the midst of implementation The
decision on when a project is complete often causes friction between implementers and
the community.
 Completion for the implementer is quite straightforward. It is defined by contracts,
drawings, and statutes. Communities have a more practical approach to completion. Once
the project produces the benefits for which they agreed to undertake it they see no reason
to spend further time and money on it (DFID 1998) (NETSSAF 2008).
Objectives of the Implementation Phase
The objectives of the implementation phase can be summarized as follow:

• Putting the action plan into operation (PHILIP et al. 2008).

• Achieving tangible change and improvements (PHILIP et al. 2008).
• Ensuring that new infrastructure, new institutions and new resources are sustainable in
every aspect (MORIARTY et al. 2007).
• Ensuring that any unforeseen conflicts that might arise during this stage are resolved
(MORIARTY et al. 2007).
• Ensuring transparency with regard to finances (MORIARTY et al. 2007).
• Ensuring that potential benefits are not captured by elites at the expenses of poorer social
groups (MORIARTY et al. 2007).

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Tips for Implementing Successful Projects
• Field management staff must make time to establish an atmosphere of candour and trust
with partners during implementation so that concerns may be raised (and often resolved)
informally.
• Realistic long-term planning of finances is key to the implementation of an action plan (see
also financing and sources of funding).
• A communication strategy can be used to raise awareness (see PPT) of the positive
benefits for the community, as well as explaining that there are necessary trade-offs, such
as the introduction of water pricing, which will not please everybody. This will help to further
strengthen local ownership of the plan and encourage public participation in the
implementation of projects.
• At the end of a planning and implementation cycle, a press release is useful to highlight
successful stories and announce the publication of a final document such as a water report
(see also media campaigns).
• Expectations among stakeholders and the general public are likely to be high following the
participatory approach to the development of the preceding stages of the planning
process. It is therefore important that actions are visible and demonstrate tangible results
early to build confidence in the process.
Project Implementation

Project implementation is usually the longest stage of the project . This is when the project plan is
actually activated , deliverables are constructed , and project activities or done .

Putting Plan into the

Action

Monitoring at Checkpoint

Formative Evaluation

Implementing a project can be the longest stage in terms of time duration . This stage also typically
consumes the most resources and energy of the project team .
Project implementation has two major phases:

• Putting the Plan Into Action

• Monitoring and Controlling

• Formative Evaluation

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Typical activities in Project Implementation

Putting Plan into the Activate Plan

Action Build Deliverables

Delegation
Volunteerism
Monitoring at Checkpoint
Decision-Making.

Formative Evaluation

Putting plan into actions

In this phase , the deliverables are built , and project plants are activated .

Two ways to build deliverables:

• Waterfall way — Each activities undertaken in sequence until the deliverable is finished.

• Iterative way — Recursion of each deliverable is constructed until the deliverable

requirements of the plan or the customer .

Ensuring High Level of Teamwork

It is important that the project team works together .Therefore , as Project Managers , we must
ensure that all members are highly involved in project activities through:

• Delegation—Delegate task to members you cannot be in all places at the same

time. Effective delegation is important , as you must and trust tasks properly .
Delegation also allows one to work on other important tasks and empowers others
when they learn new skills .

A good candidate has:

• the optimal skills to execute the task at the moment

• a high level of interest in the area
• a need to further develop in a particular area
• the time to do the task

• Volunteerism—Volunteerism provides opportunities for people to volunteer for

certain tasks or roles as this can help make participating in the project more
meaningful for them .

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 • Decision-making—Guidelines on decision making and levels of authority should
also be made clear , as well as interim are final reports may be required.

A series of management processes is necessary to monitor and control project implementation .

This allow the project manager to see potential issues and variances from the project plan . This
way , we can easily find a work-around to troubleshoot the issue.

Management Processes
• Time Management • Cost Management
• Quality Management • Change Management
• Risk Management • Issue Management
• Procurement Management • Acceptance Management
• Communication Management

Time Management

Time Management is the process within which time spent by staff doing project tasks is recorded
against the project plan . This process allows the project manager to see if tasks are completed
on time and to control time spent on each task .

Cost Management

Cost Management formerly identifies , approves , records all costs and payments made within the
project . This controls the way costs are incurred by making sure that only approved expenses
take place .

Quality Management

Quality Management is a process by which the quality of the outputs is assured and controlled for the
project , using QA and quality control techniques .

Change Management

Change Management defines , evaluates and approves any changes to the project plan , which
includes deliverables , scope , timelines , or resources . This helps the project manager track
changes as they occur and control the effect they have on the team and the project .

Risk Management

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As there are changes , there may also be risks to the project . Risk management is the
process by which this are formally identified , quantified , and manage during the project
. When they are identified the soonest , the impact can be quantified and immediate
action can be taken to prevent it from actually happening .

Issue management

This is the method by which issues currently affecting the ability of the project to produce
the required deliverable are formerly managed . Issue management is done when there
are issues that need immediate attention such as lack of funds , insufficient resources or
tight deadlines . Procurement Management

Procurement Management is a process by which the product is sourced from an external

supplier .
This process is implemented whenever the project requires purchasing from an external
supplier.

Acceptance Management

Acceptance Management is the process by which project outputs and other deliverables
are presented to the project sponsor client for review and sign-off .

Communication Management

Communication is an important factor in managing a project . Communication

management is the process by which formal communication is identified , created ,
reviewed and sent within a project . Proper communication of any development , change
or reports should be sent to the organization and all stakeholders .

Formative evaluation

At the end of the implementation phase , the project should be evaluated to ensure the
project has achieved its objectives as planned this can be performed in two ways:

• implementation evaluation—This evaluation assesses whether a project is being

implemented is planned such as delegation of the right members , task
completion , adherence to schedule , budget , etc .

• Progress evaluation—This evaluation assesses progress in meeting goals by

comparing current results with set targets .

Phase 4: Project Performance/Monitoring

This is all about measuring project progression and performance and ensuring that
everything happening aligns with the project management plan. Project managers will
use key performance indicators (KPIs) to determine if the project is on track. A PM will
typically pick two to five of these KPIs to measure project performance:

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  Project Objectives: Measuring if a project is on schedule and budget is an
indication if the project will meet stakeholder objectives.

 Quality Deliverables: This determines if specific task deliverables are

being met.

 Effort and Cost Tracking: PMs will account for the effort and cost of
resources to see if the budget is on track. This type of tracking informs if
a project will meet its completion date based on current performance.

 Project Performance: This monitors changes in the project. It takes into

consideration the amount and types of issues that arise and how quickly
they are addressed. These can occur from unforeseen hurdles and scope
changes.

 During this time, PMs may need to adjust schedules and resources to
ensure the project is on track.

Business case

Once the need , problem or opportunity has been identified , a business games is created
.

• A detailed definition of the need , problem or opportunity

• The recommended solution and the generic implementation plan

Activities under Project Initiation :

• Develop business case

• Establish terms of reference

• Appoint project team

• Setup a project office

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 IV. ACTIVITIES/ASSESSMENT

Discussion Questions:

1. Answer the following questions : (5 points each)

a, What is project implementation?

b. What are the steps in project implementation?
c. What are the stages of implementation?

2. Make a narrative report on the tasks associated with project

implementation following the different phases. (30 points)

Activity: Down Memory Lane

The objective of this activity is to help the students understand the phases of project
management and how to handle issues that typically occur during a project .

INSTRUCTION: remember a past project and note how the project was implemented .
You may share with me how the project was done:

• Name of the project

• What was it? (for school , club , community , personal , etc.)

• What was the objective of the project ?

• How is the project executed ?

• What were the issues the team encounter during project implementation ?

• How were these issues manage ? What did the team due to troubleshoot the
issues ?

• Where there any changes ? How did this impact the project ?

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Lesson 3: Project Evaluation and Closure

I.OVERVIEW

The purpose of the Evaluation & Close phase is to provide a fixed point at which
acceptance for the project products is confirmed and to recognise the project objectives
have been achieved and end-user acceptance has taken place. Bringing a project to an
end requires a different management style that focuses on details as well as an analysis
of the decisions that were made. If the end product of the project is something that will
need to be operated, or maintained, by someone else (either an individual, group,
department, or whole institution) then it must be turned over to the people responsible
for the product after the project has been completed. This group may even choose to
perform their own inspection or testing of the project to determine if the project team has
met its goals for quality and that all elements are present and complete. Typically, this
type of testing has already been agreed upon (and scheduled) in the Project Initiation
Documentation.

II.LEARNING OBJECTIVES

After successful completion of this module the students should be able to :

1, Define closure project management

2. Describe the different phases of closing the project
3. Enumerate and describe the checklists use in project closure
4. Understand the evaluation phase in project management and its importance.

III. COURSE MATERIALS

Phase 5: Project Closure and Evaluation

The purpose of the Evaluation & Close phase is to provide a fixed point at which
acceptance for the project products is confirmed and to recognise the project objectives
have been achieved and end-user acceptance has taken place. Bringing a project to an
end requires a different management style that focuses on details as well as an analysis
of the decisions that were made.

If the end product of the project is something that will need to be operated, or maintained,
by someone else (either an individual, group, department, or whole institution) then it
must be turned over to the people responsible for the product after the project has been
completed. This group may even choose to perform their own inspection or testing of
the project to determine if the project team has met its goals for quality and that all
elements are present and complete. Typically, this type of testing has already been
agreed upon (and scheduled) in the Project Initiation Documentation.

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A formal closure is more successful than a slow drift into use as it recognizes the project
has completed, the project team can be disbanded, costs can no longer be incurred by
the project and the operational regime must now take the project has completed, the
project team can be disbanded, costs can no longer be incurred by the project and the
operational regime must now take over. You can read more about project evaluation and
closure.

The outcome of this module is the successful closure of your project by ensuring that all
of the activities associated with this step are completed. To assist with this process,
you'll need a copy of the Evaluation & Close Checklist, and the Project Closure Report.
The checklist will guide your actions during this step - check off the actions as they are
completed. These actions are directly linked to sections in the Project Closure Report
and will help you to complete this important document.

The Evaluation & Close phase includes the following stages:

The Hand over the project products step which includes both the formal hand-over of the
project and the follow-on actions.

The Evaluate the project step that seeks to assess the effectiveness of the project.

This phase represents the completed project. Contractors hired to work specifically on
the project are terminated at this time. Valuable team members are recognized. Some
PMs even organize small work events for people who participated in the project to thank
them for their efforts. Once a project is complete, a PM will often hold a meeting –
sometimes referred to as a “post mortem” – to evaluate what went well in a project and
identify project failures. This is especially helpful to understand lessons learned so that
improvements can be made for future projects.

Once the project is complete, PMs still have a few tasks to complete. They will need to
create a project punch list of things that didn’t get accomplished during the project and
work with team members to complete them. Perform a final project budget and prepare
a final project report. Finally, they will need to collect all project documents and
deliverables and store them in a single place.

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 A. Project Evaluation
Post project evaluation may cover a variety of key items such as beneficiary impact,
financial compliance, legal covenants, actual achievements versus planned objectives
and targets utilizing a variety of methods, reports and audits.
B. Project Recycling
1. Output diffusion which may lead to policy/program and project
improvements.
2. Decision to expand, duplicate, abort or institutionalize project within the
organization permanently.
3. Identification of linkages or spillover investments.
4. Preparation of follow up investment proposals.

Project Evaluation
Project Evaluation is the part of the last phase of project management . This
phase provides the project team the opportunity to look back and share their
thoughts on how the project went and give their suggestions and recommendation
if the project was to be done again .

Summative Evaluation

Summative Evaluation

Project Closure

A summative evaluation is a document that post implementation review of project.

This evaluation such as two projects performance against the established
objectives and follow the management process outlined in the planning phase .

Summative Evaluation Post

Implementation
Review

Project Closure

Project Closure
Project Closure has the following components:
• Administrative Closure
• Post Implementation Meeting

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 • Project Report
• Celebration but before the project is formally closed , summative
evaluation must be completed.

IV.ACTIVITIES /ASSESSMENT

Discussion Questions:

1. Answer the following questions : (5 points each)

a. What is closure in project management?

b. Explain the phases of closing the project
c. What is a project closure checklist?
d. What are the tasks associated with in the evaluation and closure phase of project
management?

2. Make a simple project evaluation report. (30 points)

Practical Exercise: The Evaluator

List some questions that should be asked in a summative evaluation.

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 Appendix A: Case I
Case #1: LEADERSHIP CROSSROADS

An Operations Manager (OM) of an IT-BPM Company, CTO Ltd, was

asked by senior managers to look into a Quality Incident report (IR)
sent earlier that day citing compliance and performance concern
escalated for cent League Inc, performance concerns escalated for
client League Inc., a leader in gaming software development. Reports
forwarded by the Quality team stated how five (5) particular agents
have shown habitual noncompliance for items such as (1) using the
proper call holding procedure, (2) using required tools when
troubleshooting software usage and compatibility issues, and (3)
making an effort to up-sell software services and product license
extensions. A follow up concern expressed what appeared to be agent
toggling and an excessive use of auxiliary time (AUX) and after call
work (ACW). The reports were specific.

• Agents are allowed to place calls on hold as long as only a

threshold wait of not more than two minutes was utilized at any
time. Agents are expected to state the reason for placing calls on
hold, how long the wait will be, and to thank the customer as
graciously and sincerely as possible upon returning for allowing
the hold.
The reported agents appeared to not only practice extending these
holds; they were also abrupt in their manner of placing the calls on
hold without getting customer agreement. Various voice-of-
customer surveys have also been received for the same agents
detailing reasons for their dissatisfaction.
• Agents are required to use a tool connected to a High Speed
Internet Access that allows them to remotely access customer
programs in order to determine the extent of the software issue,
troubleshoot as extensively as possible, and to resolve them, if it
were at all possible. A reference number is system-generated at
the end of the entire troubleshooting process and this number
should be appended to cases documented for Client reference.
The reported agents appeared to not only have logged calls without
the troubleshooting reference number appended to the overall
notation; they also occasionally skipped the process of documenting
the calls altogether in a few isolated occasions, the agents skipped
troubleshooting issues for customers who were calling in as repeat
escalation cases.
• As an effort to generate additional revenue for the Client, agents
are required to deliver a scripted up-sell of software services and
product license extensions for issues that appear to have been
resolved. Following this, it is only on the customer's approval that
orders should be processed using customer information already

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 in the system. The Client gives out incentives for a high-rate of
actual sales generated after troubleshooting. successfully
resolved issues even without customer approval, creating cause
for dispute, further escalation, and/or order recalls. This also
meant that certain metric successes would have to be put in
question for unethical practice.
• Regarding the toggling and after all work abuse, Quality
recommended seeking the assistance of the workforce queue
management team to look into historical records indications of the
same.
According to previous workforce communication the same agents
were previously reported and then escalated for performance
review based on anomalous agent activities noted on monitoring
tools. Apart from the cited toggle, AUX and ACW issues, there
were also instances of illegal call drops/cuts.
Threads showed team manager reactions/responses to the said
reports and the compilation attached the original incident reports
which appear to have been first submitted a little more than three
months ago.
Communication noted that the team managers either forwarded
their commitment to coach their individual agents and/or defended
the stating the weight of customer issues that were received on
particular dates.

Senior management likewise requested a performance review for the

team managers and a review of their teams' performance and coaching
logs for the last quarter, stating that it was possible for termination to be
served based on the gravity of the offenses. At the same time and if it
were necessary, the teams were to be lined up for specialized training to
swing their performance back on track, nip in the proverbial bud further
development of similar habits within the line of business, and realign team
objectives with the company's goals.

Where necessary, they also agreed to consider retraining the agents if the
OM saw enough reason to retain them and instill better performance
values. They also agreed to take the OM's word into account while gravely
stating they expected the misses to be corrected and that a respect for
their processes be restored. Alarmed, the OM called on the managers of
these individually reported agents and requested to meet with them one
by one to discuss the incident reports and to countercheck facts before
sending out his feedback/recommendations. The OM knows that he would
have to rely on previous experience and what he knows as a former
agent— and later as a team manager and workforce officer— in order to
be the integrity of his account secure.

He is concerned that the named frontline managers' tenure would also be

put to question and it was ultimately up to him to turn their performance
around. What he found based on documentation and performance tracks
was not very encouraging, but he eventually saw this as an opportunity to
improve several aspects of the center's performance.

It was apparent that supposed coaching commitment aimed at correcting

certain behavior
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 • there is backup support where team manager managers may not
be available to provide it.
• Engaging agents and team managers through program-wide
activities that foster Corporate responsibility accountability and
community.

Moreover, it was agreed that the general staff needed to understand and
feel that they were business-owners and ultimately direct contributors to
the success of the center.
Commitment was secured and the OM communicated his appreciation for
the team's suggestions.

Seeing that the team's suggestions synched with what he had in mind for
the long term, the OM discussed developments with senior management
and implemented center-wide operational innovations with their approval:

• Shuffled agents from the five teams with non-performing to

inconsistently performing teams/agents that fell below the mean
based on an average stack ranking for the last two months
• Partnered team managers (tenured + less tenured, or weak +
strong) for synergy and arranged to apply the shuffling of this
partnership bi-annually.
• Engaged the attendance of three of the rolling month's best
performing agents to attend one of two Client calibration calls
scheduled in a month, and to have them submit their own feedback
or ask questions.

Steadily over the next six (6) months after changes were implemented,
the poorly performing agents realigned themselves and appeared to be
performing confidently, if not more competitively, alongside consistent
performers wherever they were assigned.

There was a stronger and more proactive collaboration between the

Operations, Quality and Workforce teams to ensure more or less equable
performance. On the other end, high-performing agents became more
forthcoming about best practices and proactively provided peer mentoring
while all team managers actively sought performance feedback and
development opportunities.
To reinforce the trend, team managers were given the option to seek
certification training and program-wide succession planning process was
updated to support the growth momentum from the ranks and on.

20
 GRADING SYSTEM

Class Standing 70%

(portfolio, projects, case analysis, summative tests)

Midterm/ Final Examinations 30%

--------
---------
100%

Midterm Grade + Final Term Grade = FINAL GRADE

___________________________________________________________________
_

REFERENCES

Books

• Service Culture Guide, 2013 by IT & Business Process Association of the

Philiipnes

• Philippines-Understanding the Filipino Worker and Organization, Ma. Regina M.

Hechanova, et al 2014

• Fundamentals of Marketing, Josiah Go & Chiqui E.Go (2010)

• Marketing Management 2nd Edition By Christian Homburg, Sabine Kuester,

Harley Krohmer 2012

21
 • Management in the Philippine Setting, Jose D. Baltazar, et al , 2012

• Total Quality Management, McGrawHill, 2012

Electronic/Online Sources

• https://www.verywellmind.com Components of Emotional Intelligence

• https://www.verywellmind.com Emotional Intelligence; A New Skill To Be
Added At The Workplace
• https://medium.com Qualities of People With High Emotional Intelligence
• https://www.whiteswanfoundation.org/ The Importance Of Self-Awareness
• https://positivepsychology.com/self-regulation/ What Is Self- Regulation
• https://www.indeed.com/career-adviceSocial Skills: Definition and
Examples
• https://www.upjourney.com Why Social Skills Are Important
• https://www.Indeed.com Six Examples Of Social Skills To Build Increase
Your Social Skills
• https://www.indeed.com/how-do-you-handle-stress Why Employers Ask
About How You Handle Stress?
• https//.www.andrewsobel.com Ways to Strengthen your Own Empathy
• https://www.ligsuniversity.com/en/blogpost/ Managers´ Display of Empathy
as a Stimulant for Employee Motivation
• https://www.bath.ac.uk/publications/coaching Common Benefits
of People Experience from Coaching
• https://www.nice.com/engage/blog Five Steps for Effective Workplace
Coaching
• https://www.7geese.com How to Effectively Conduct One-on-One
Coaching Sessions
• https://www.wikijob.co.uk/content/ What Is the Difference between Skills
and Competencies
• https://www.workforce.com/news/31-core-competencies-explained
Competencies listed by “cluster” (similar competencies related to a
common skill set)
• https//.www.mapconsulting.com › learning-and-development Take Charge
of Your Professional Growth
• https//.www.indeed.com/career-advice Career Development Goals
• https://www.businessoffashion.com/articles/careers Take Charge of Your
Learning at Work
• https//.www.yourarticlelibrary.com Service Expectations: Meaning, Types
and Models

• https://sloanreview.mit.edu Understanding Customer Expectations When Do

Customers Get What They Expect? Understanding the Ambivalent

22
• https://www.journals.sagepub.com Effects of Customers’ Service Expectations on
Satisfaction
• https://www.e.c.europa.com European Service Expectation Consumer In
Europe
• https://.www.salesforce.com State of the Connected Customer Report
• http:.//.www.eptica.com › blog › Customer service expectations – comparing Asia
and the West
• https://www.forbes.com The Key To Improving Asia's Service Culture
• https://www.salesforce.com Best Practices for Providing the Best
Customer Service
• https//.www.hult.edu › blog ›How Cultural Differences Impact Global
Business Environment
• https//.www.trainingindustry.com › Blog The Importance of a Global
Mindset
• https://www.marketing91.com/14-types-of-business-services Type of
Business Services
• https://blog.smarp.com/the-importance-of-company-values Company
Values:
Definition, Importance and Examples
• https://nectoday.com/wpcontent/uploads/2014/10/Best_and_Worst_Practic
es Best
(And Worst) Practices In Customer Communication
• https://www.ameyo.com/blog/customer-service-experience-the-good-the-
bad-andthe-ugly The Good Experience: Good Customer Service
Experience
• https://customerframe.com/2018/07/why-customers-are-important-to-
business/ Why Customers Are Important To Business
• https://www.tidio.com/blog/the-4-types-of-customers/FOUR 4) Types of
Customers: Driver, Analyst, Amiable and Expressive
• https://www.liveagent.com/academy/customer-interaction/ Introduction to
customer interactions
• https://www.strategy-business.com 10 Principles of Customer Strategy
• https://broadly.com/blog/examples-of-difficult-customers/ Examples of
Dealing With Difficult Customers
• https://www.kivodaily.com/technology 5 Critical
Components of a CRM Implementation
• https://www.business.qld.gov.au Principles Of Good Customer Service
• https://www.qualtrics.com/blog Customer Service Practices
• https://www.julienrio.com The Importance Of A Good Customers Service:
Case Study With Lufthansa

23
 Republic of the Philippine
POLYTECHNIC UNIVERSITY OF THE PHILIPPINES
Office of the Vice President for Academic Affairs
College of Business Administration

MIDTERM EXAMINATION
BUMA 30053: SERVICE CULTURE
1st Semester 2020-2021
Name ______________________ Section
________________ Instructions:

Read the questions and instructions carefully

• The exam must be taken completely alone. Showing it or discussing it

with anyone is forbidden.
• Exams will be marked as per the usual process for marking of end of
semester exams.

TEST I ENUMERATION
1 - 5 Enumerate the components of Emotional Intelligence
6 - 10 List down some examples of social skills
11 - 15 Ways of improving is self awareness
16 - 20 Importance of Empathy

TEST II POOL OF ANSWERS: Choose the correct answer from the

terms provided below

Empathy Self regulation Social skill Coaching

Competencies Motivation Self Awareness Career development
Collaborative management Customer Expectation Global
environment Career development Service Expectation Emotional
intelligence

21. The act of giving special classes in sports, a school subject, or a

work- related activity, especially to one person or a small group: .
22. Any set of behaviors or actions that individuals anticipate when interacting
with a company.
23. The lifelong process of managing learning, work, leisure, and transitions in
order to Move toward a personally determined and evolving
preferred future.
24
24. The ability to monitor one's own and other people's emotions, to
discriminate between different emotions and label them appropriately,
and to
use emotional information to guide thinking and behavior.
25 The process that initiates, guides, and maintains goal-oriented
behaviors. It is what causes you to act, whether it is getting a glass of
water to reduce thirst or reading a book to gain knowledge.
26 Refers to competence facilitating interaction and communication with
others where social rules and relations are created, communicated,
and changed in verbal and nonverbal ways.
27. Refers to the uncontrollable local and international interactions that
influence how a company operates.
28. The bringing of oneself or itself into a state of order, method, or uniformity
29. Defined as a collection of various management techniques that enlighten a
sense of unity and teamwork among managers, supervisors, and the
employees within a business organization., it also enhances the
efficiency and productivity of all the company.
30. The ability to see yourself clearly and objectively through reflection and
introspection.

TEST III. ESSAY Utilizing what you have understood from the given
reading materials, answer the following questions
concisely :

31 - 35 Which of the following components of self awareness do

you think is the most important ? Why?

a. Self Concept b. Thoughts c. Feelings d. Body

36 - 40 The ability to communicate effectively with others is a core

social skill do you agree or not ? Defend your answer by
citing situation applying the said social skill.

41 - 50 Asking the right coaching questions means the difference

between one way interrogation and a dynamic learning
session .Given
the following coaching questions, which of the
following would you prefer ? Explain
your answer

a. What is happening?
b. How will you prepare for that?
c. Who will be impacted positively or negatively by
these Potential changes?
d. Where/When do you feel you are at your
personal best?

25
51 - 55 State your concept of professional competencies? Explain and
Cite some examples.

56 - 60 Provided below are skills for learning and development .

Select at least 3 and explain why do you think it is useful
in professional life

1. Empathize like A Poet

2. Reframe like A Child
3. Solve like A Hacker
4. Design like An Architect
5. Prototype like An Engineer
6. Measure like A Scientist
7. Learn like A Gamer

61 - 70 Compare and contrast American , European, and Asian Service

Expectations in terms of the following factors

l. Embrace technology
2. Put the customer at the heart of your business
3. Demonstrate the human touch
4. Continually innovate

----GOOD LUCK ----

26
 Republic of the Philippine
POLYTECHNIC UNIVERSITY OF THE PHILIPPINES
Office of the Vice President for Academic Affairs
College of Business Administration

FINAL EXAMINATION
BUMA 30053: SERVICE CULTURE
1st Semester 2020-2021
Name ______________________
Section________________ Instructions:

• Read the questions and instructions carefully

• The exam must be taken completely alone. Showing it or discussing it
with anyone is forbidden.
• Exams will be marked as per the usual process for marking of end of
semester exams.

Test I POOL OF ANSWERS. Chose the best answer from the terms provided
below that best describe the given statement
Organization Customer service Culture Values Mission Statement
Vision statement Customer interaction Coaching Planning
Values Customer satisfaction Project Implementation
Management Project Evaluation Satisfaction Measure
Project Closure Collaboration Processes
1. The process of guiding the development, maintenance, and allocation of resources
to attain organizational goal

27
2. A form of development in which an experienced person, supports a learner or client
in achieving a specific personal or professional goal by providing training and
guidance.
3. The act of taking care of the customer's needs by providing and delivering
professional, helpful, high quality service and assistance before, during, and after the
customer's requirements are met
4. The characteristics and knowledge of a particular group of people, encompassing
language, religion, cuisine, social habits, music and arts.
5. It explains your company's goals. It's a summary of what your company does for its
customers, employees, and owners.
6. Define as a 'person's feeling of pleasure or disappointment, which resulted from
comparing a product's perceived performance or outcome against his/her
expectations'
7. Describe the personal qualities we choose to embody to guide our actions; the sort
of person we want to be; the manner in which we treat ourselves and others, and our
interaction with the world around us. They provide the general guidelines for conduct
8. The communication between a customer and a company. interaction with a customer
is a chance to connect with them, delight them, and increase their retention and
advocacy
9. It is a measure of how products and services supplied by a company meet or surpass
customer expectation.
10. Involves handing over the deliverables to your customer, passing the documentation
to the business, cancelling supplier contracts, releasing staff and equipment, and
informing stakeholders of the closure of the project.
11. Is the process of two or more people or organizations working together to complete
a task or achieve a goal
12. . A one-sentence statement describing the clear and inspirational long-term desired
change resulting from an organization or program's work
13. Pertains to the phase where visions and plans become reality. This is the logical
conclusion, after evaluating, deciding, visioning, planning, applying for funds and
finding the financial resources of a project.
14. Refers to the phase is when the project plans are documented, the project
deliverables and requirements are defined, and the project schedule is created
15. Refers to the systematic and objective assessment of an ongoing or completed
project. and its aim is to determine the relevance and level of achievement of project
objectives, development effectiveness, efficiency, impact

TEST II Multiple Choice . Choose the correct answer from the items provided
below
16 - 20 Explain the following customer service skills and its
importance in Customer service ?

a. Attentiveness
b. Patience.
c. Ability to communicate clearly
d. Knowledge of the product
e. Willingness to learn
f. Time management skills

21 - 25 Which of the following feedback method is a way to measure

Customer service goals by asking customer their opinion? Why

28
 a. Sales data
b. Mystery shopping
c. Retention
d. Questionnaire

26 - 30 A customer approaches you and tells you of many complaints he has

about our service. You should first

a. Assume that he is just blowing off stream and ignore his

complaint
b. Ask for advice from your supervisor and let him handle this
situation
c. Validate the complaint from other resources

31 - 35 What type of service personnel issues would a customer satisfaction

Survey address ?

a. Politeness
b. Attentiveness
c. Helpfulness
d. All of the above

36 - 40 When Rebecca stopped at the Baker’s Man repair service , she

was given more service than she expected, What level of
customer service is this ?

a. Desired
b. Standard
c. Excellence
d. All of the above

TEST III. ESSAY Answer the following questions Concisely

41 - 45 Differentiate mission and vision statement

46 - 50 Enumerate and explain some organizational values or culture.

51 - 55 What do you think are the characteristics of a good

customer service?
56 - 60 Customers are vital component of businesses, why do
you think customers are important?

61 - 65 One of the most essential customer practice is “personalized the

service “ Explain how do you understand this statement.

66 - 70 Discuss the different phases of Project Management.

29