PRJMANA Sample

I.
Project Overview
Company Background:
It all began when Mr. John Jeric Cantillon started his first food kiosk, Potato Giant, along
Fidel Reyes Street, Manila in the year 2007. With the vision of setting up the largest food network
in the food industry along with the intention of catering to different kinds of people, he strived
hard to expand the business by opening kiosks in different locations. In 2009, he transferred his
first kiosk to the Agno Food Court and established three additional food kiosks in the area. By the
year 2013, he decided to expand his business by putting up more kiosks in places near universities
such as Philippine Womens University, De La Salle University Manila, and Ateneo de Manila
University. As another year passed, he decided to transform his sole proprietorship business into
a corporation, which was then named Storm Carts Enterprise Inc. This change allowed the
company to open more company-owned stores and franchised stores along the University Belt.
Presently, the company has a total of 20 food kiosk branches and 8 different concepts namely,
Flaming Giant, Perikoko, Melt Kitchen, Milay, Not Enough Thyme, Chunky Monkey, Taroshii,
and the most popular from all of them, Potato Giant.
Company Vision:
Operate as the leading franchise company in the Philippines, while maintaining standard
processes and expanding menu and catering services for every person, regardless of social status
or education, to enjoy quality and innovative food concepts.
Company Mission:
Make and offer good to go, affordable a la carte refreshments and consumables through
franchise kiosks and serve fast, prompt, and customer-prioritizing catering services.
Company Organizational Chart
Figure 1.1 Storm Carts Enterprise Inc., Organizational Chart
Brief Description:
Storm Carts Enterprise Inc. is continuously expanding its business to various locations, and
each additional kiosk or franchise will also mean more jobs and positions to be filled out by new
employees. The success of the enterprise as a whole will depend on the performance of each of
these kiosks and branches. Furthermore, the performance of each kiosk will be influenced by the
people who work there on a day-to-day basis. To be able to maximize good performance, it is
important for the Human Resources Department of the company to hire the right people at the right
time. As of right now, the company has no formal process in the hiring and selection of new
employees, meaning there are no concrete written company guidelines being followed when it
comes to hiring processes such as number of interviews, assigned interviewers, and the like. The
formalization of the hiring and selection process will make the entire activity easier for HR
Management, and may also improve the overall quality of newly hired employees accepted into
the company since the screening of job applicants will be thorough and clear.
Taking a page from the companys vision, Storm Carts aims to expand its reach to every
person regardless of social status or education for them to enjoy quality food concepts. This vision
of reaching out to others alongside with the steady success over the years calls for the company to
give more back to the community. With this in mind, the project team is tasked to plan and execute
a livelihood program aimed at helping a target community.
With the idea of the companys first livelihood program, as well the hiring of new
employees mentioned beforehand, in mind, there will be two separate projects to be done. Each of
these projects will have their own set of objectives, deliverables, and outcomes which are
independent to each other but will both ultimately help the company.
As mentioned, each of the two projects will have their own objectives. The first project
aims to initiate the companys first livelihood program that would benefit a target community. The
second project aims to formalize the Hiring and Recruitment Process of New Employees which
could help the company to screen new job applicants more efficiently.
To satisfy these objectives, there will be expected outputs to be done by the project team
with the guidance of the company. One of the outputs of this project plan is the planning execution
of a Livelihood Program that is aligned with the vision and specifications of the company. Another
output of the project plan will be an Employee Hiring Manual that would give the HR of the
company a formal guide to follow when hiring and selecting new job applicants.
Profitability and Competitive Effect from Project Completion:
Livelihood Program
The initiation of the companys first livelihood program is an important action to be taken
when it comes to the aspect of corporate social responsibility. The act of giving back to the
community is an essential part of being a helpful business to society. Furthermore, this livelihood
is not only aligned with the vision and mission of the company, but may also make other people
more aware of the company and give a good first impression. The project team aims that by the
end of this project, the company may be able to have a good basis for every future livelihood
program they plan to do.
Formalization of Hiring and Recruitment Process of New Employees
As for the Hiring and Recruitment Process of new employees, it will be good for the
company to have a concrete set of guidelines to follow in the hiring, screening, and recruitment of
new job applicants especially since it plans to continue to expand its operations. The Employee
Hiring Manual, which will be the expected physical output of the project, will provide a uniform
process that will ease the job of management and will create a fair and even way of selecting from
a pool of applicants.
II.
Project Objectives
Main objectives:
To plan, execute, and evaluate the companys first Livelihood Program
To formalize the hiring and selection process of new employees in the company by creating
an Employee Hiring Manual
Time goals:
The implementation of the internship proper will start at January 15, 2016 and both projects
are expected to be completed on or before March 30, 2016. The group is expected to
complete both projects within this time period as well as provide progress reports to keep
the company up-to-date. Furthermore, meetings with the company representative will be
conducted when needed to plan the things necessary for the projects.
The first project to be done will be the Livelihood Program. It is expected to start during
January 15, 2016 and end on February 22, 2016.
The second project to be conducted by the team will be the creation of a Hiring Manual.
This project will be started while the first project is in the middle of implementation and
will be worked on simultaneously. The second project is expected to start at February 6
and expected to end at March 1, 2016.
Budget goals:
The total cost of both projects is estimated to be Php 5358.00. The breakdown of the costs
are shown in Part VI of the paper. The project team is expected to implement the project
while staying in the proposed budget as much as possible. The project team will also look
for ways to decrease the costs needed for the project without sacrificing project quality.
The Livelihood Program is expected to have an estimated cost of Php 4379.00. The
breakdown of the costs are shown in Part VI.
The Hiring Manual, which is the second project to be done by the project team, has an
estimated cost of Php 979.00. Again, breakdown of the costs are shown in Part VI of the
paper.
Performance goals:
The Performance Goals of the Livelihood Program are as follows:
1.) To plan and develop a suitable livelihood program
This project is an essential part of the corporate social responsibility aspect of Storm
Carts, Inc. With this in mind, the project team, with the guidance of the company
representatives and project adviser, shall plan a meaningful livelihood program that
will be aligned with the vision and mission of the company as well as be beneficial
to the targeted community who will participate in it.
2.)
To prepare and initialize the program based on agreed specifications
Once the program has been finalized, the project team shall continue with
organizing the needed resources for the event. This task may include looking for a
venue, preparing any needed documents or permits, looking for speakers, as well
as provide any and all needed resources for the program. The resources should be
monitored accordingly and costs must not go over the planned budget as much as
possible.
3.) To evaluate the outcomes of the program and provide substantial feedback
The project team will evaluate the outcome of the seminar based on their
observations and on external feedback. The evaluation made by the project team
should be meaningful and suggestions on how to improve the program.
The Performance Goals of the Formalization of Recruitment Process are as follows:
1.) To discuss and review the current hiring process and finalize the needed procedures
Before making the Employee Hiring Manual, the project team will consult with the
HR Department to find out the needed procedures to be included in the formal
hiring and selection process. After thorough consultation with the HR, the project
team must make a draft of all necessary procedures and guidelines that will be
incorporated into the project output. This draft shall be presented to top
management for approval and all revisions will be acted upon by the project team
accordingly.
2.) To create an official Employee Hiring Manual for the company
Once the final list of procedures has been made, the project team is tasked to design
and produce a clear and concise Employee Hiring Manual to be used by the HR
Department. The manual should clearly define all the steps needed in screening and
hiring a new job applicant in the company. Furthermore, the manual should follow
all specifications agreed upon with the company. As mentioned, the manual will
serve as a guide for HR managers in the screening of new job applicants and will
help them make the entire procedure as uniform as possible.
III.
General Approach
Wheelwright and Clark Criteria:
Based on the Wheelwright and Clark criteria, these two projects are very different. As the
formalization of the Hiring and Recruitment of New Employees shall enhance the existing
processes of the company this shall be a Derivative Project. On the other hand, the Livelihood
Program which is the first to be done by the company shall be a Platform Project since it will be
the platform and basis for the company to follow and to continue similar future projects on.
Livelihood Program - PLATFORM PROJECT

The start of a the companys first livelihood program is considered a Platform Project since
the outcomes and feedback of the event will serve as the basis for any similar programs to be
conducted in the future. The project is basically the start of a possible long list of future programs
directed at helping a community.
Employee Hiring Manual - DERIVATIVE PROJECT
One of the expected outputs at the end of the Internship proper is an Employee Hiring
Manual that will formalize the hiring and recruitment processes of new job applicants in the
company. This project is a Derivative project since it well help enhance the current hiring methods
by making it uniform for each and every new job applicant.
As mentioned, the project aims to make a uniform hiring and selection process for all future
job applicants. The uniformity will make the task of HR managers easier since they will have a
concrete guideline to follow every time a new applicant comes along.
Figure 3.1 Mind Map for Livelihood Program
The livelihood program will be divided into 5 sections that the group will have to tackle in
order to move the project towards completion. Each section will briefly describe what will be the
expected tasks for the project.
The project will start with the planning phase. First the group will have to meet with the
client in order to review the project to be undertaken. After that, the group members will continue
with the assigning of tasks in order to distribute the labor according to their strengths and
weaknesses. The group will then be tasked to find a community where the program will be
conducted. The group will have to assess the technical, operational, economic, and schedule
feasibility of the discussed project.
The group will have to assess if the project in that community will bring positive economic
benefits to the company. Operationally, the proposed project should be within the capabilities of
the company. As for schedule, the project managers are tasked to allot the tasks within a specified
time frame to accomplish it. It is also important to know whether the company has the technical
expertise to handle the project because the project requires that the attendees be given training.
Potential problems are also sorted in order to strengthen the risk management of the project.
The first potential problem will be the weather. The activity cannot push through if the weather is
bad. It would also be not conducive for learning if it were too hot. Another potential problem will
be the willingness of the participants to participate in the activity. Last problem is the number of
participants. The project managers might overestimate and bring too many equipment on the
activity day or the participants might be too many and the equipment and materials will not be
enough to accommodate them. Once the assessments have been made, the group will proceed to
reviewing the gathered information with the OJT adviser and client. From that meeting, the group
will come up with a list of potential target communities. It will then be a task of contacting
community representatives from the list of potential communities. The group members will then
choose the community who is most willing to accommodate the activity. Once chosen, the group
members will have to meet the community representative to brief him or her of the program to
come.
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The program will then be the next concern of the group. From the data gathered, the group
will now be able to organize the program needs. The group has to set the date, time, and venue of
the program. The group will also have to allocate budget for the activity. The budget may be given
by the client or we could propose it to them. Next, the group would have to create the program
flow wherein each activity must have an allotted time. It is ideal that the program starts at 9:00 am
and ends at 5:00 pm the same day or earlier. As the program nears execution, the group has to
know the expected number of participants in order to prepare contingency plans for exceeding
participants.
The program should be able to acquire basic equipment such as venue and sound system,
and most importantly, resource speakers that will deliver the knowledge to the participants. Each
of the participants will be given a seminar kit that includes a pen, some pieces of paper, a notebook,
and the activity primer. After the seminar, participants will be given certificates of participation to
recognize that they have actively participated in the event while the keynote speakers will be given
a certificate of appreciation for their effort in delivering talks. The training equipment which are
also cooking equipment will be provided by the company and as well as the ingredients.
Finally, the project managers have to assess the immediate impact of the livelihood
program to the participants by conducting informal interviews and handing-out questionnaires.
Here, the project managers will be able to receive external feedback. On that same day, the group
members will consult each other too. To finally end the project, the group would document the
livelihood program. Documentation will include the expenses report, things that went right and
wrong, photographs, and/or videos. The group members will submit a formal report for the
company and will upload the program highlights in their website and social media accounts. This
documentation may serve as future reference for the company should they wish to conduct a
similar activity.
With the successful execution of tasks, the group is expected to deliver a successful first
livelihood program for the client. It is important that the group members always refer to the
program flow in order to keep the activity running smoothly.
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Figure 3.2 Mind Map for Formalization of Hiring and Recruitment Process
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An employee hiring manual is the specific deliverable of the formalization of hiring and
recruitment process. In order to accomplish this project, the project managers must be able to
analyze the current process, consult with the human resources personnel, design the employee
hiring process and employee hiring process primer, present it to top management, and finally make
copies of it for the company.
The project managers should take into consideration the internal and external processes in
the analysis phase. The internal process will talk about how an applicant is screened. It will contain
how the HR staff reviews the resumes submitted to them. They would select who to interview and
how to conduct it. It may be done by phone, group, or one-on-one. The project managers must also
analyze how the company creates contracts or make offerings to potential new employees. The
external process will only talk about how the new employee applicants apply for a job in the
company. The project managers may conduct an analysis on how the company may receive
resumes. It can be digital or physical. It is also important to take into consideration the set HR
policies of the company in order to align the project accordingly.
The project managers will then design an official employee hiring process along with an
employee hiring process primer. The process will be designed using the data gathered from the
analysis and consultation with the HR personnel.
The proposed design will be presented to the HR Manager and CEO in order to heed their
suggestions and ask for their approval. The medium selected will be a primer so that it will be
informative as well as having pleasing appearance. In this phase, the group members will also
consult again the HR Manager and CEO in order to check for any details overlooked.
Once the proposal is approved, the project managers will proceed to the production of the
primers. There will be a soft copy that can be readily available in the companys intranet in order
for it to be editable and easily reproduced. The hard copy will be for ease of consultation of the
HR staff in the recruitment process for new employees.
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Figure 3.3 Interface Map for Livelihood Program
The livelihood program project is to be implemented by the project managers for the
benefit of the poorer communities and for the company, Storm Carts Enterprises Inc. as well. In
doing so, the project managers would need to coordinate with Storm Carts Enterprises Inc., the
companys staff, and the representatives from the chosen community. The project managers are in
charge of organizing the whole event and will communicate with a partner community for approval
of the said event. The company will provide a budget for them to allocate for the things needed for
the event proper. The project managers will propose a project plan and the program flow of the
event to the company for approval and review. Should there be any changes, the company will
give the specifications they want and the project managers will adhere to that. The livelihood
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program project is to be implemented by the project managers for the benefit of the poorer
communities and for the company, Storm Carts Enterprises Inc. as well. In doing so, the project
managers would need to coordinate with Storm Carts Enterprises Inc., the companys staff, and
the representatives from the chosen community. The project managers are in charge of organizing
the whole event. The company will provide a budget for them to allocate for the things needed for
the event. The project managers will propose a project plan and the program flow of the event to
the company for approval and review. Should there be any changes, the company will give the
specifications they want and the project managers will adhere to that. The project managers will
plan the event logistics such as time and venue and will coordinate with the community
representatives who will confirm the time and venue available for the event. The project managers
will also ask for confirmation from the community representatives regarding the number of
participants who can attend the event. During the event proper, the project managers will be
present, the community participants will participate, and the company staff will facilitate in the
training portion of the event.
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Figure 3.4 Interface Map for Formalization of Hiring and Recruitment Process
The formalization of the HR recruitment and selection of new employees is essential for
the company as it will serve as a uniform basis for the process. This project to be implemented
begins with the project managers as they consult the HR representative through an interview
regarding their current recruitment and selection process and document the information as well.
The project managers would later propose a project plan to be approved by the HR representative.
Once approved, the project managers will construct the formalized guidelines for the manual and
submit it to the HR representative for approval. Should there be any requested improvements or
specifications, the project managers will take note of these and apply them. When finished, the
project managers will submit the final document to the company owner for overall approval.
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SWOT ANALYSIS
Strengths:
One of the major strengths of Storm Carts Enterprises Inc. is the strategic location of their
food kiosks, since these kiosks are located near universities and soon, in malls and other public
places as well. Since these locations have high foot traffic, the revenue potential for the company
is also high. Second, these franchises are easily accessible to low capital entrepreneurs. This allows
it to proliferate across the metro in these high foot traffic areas. It also affords them flexibility in
terms of the scale of their operations within a locale. While under the same franchise, they do not
cannibalize each others profits because they cater to different tastes and demographics. The
company also has a stable and organized top management, which makes decision-making and the
flow of information from top to bottom management a lot easier for the company.
Weaknesses:
One of the companys weaknesses is their inefficient social media accounts/pages. These
pages are fully-functional but mostly inactive, thus defeating its purpose of raising awareness
about the companys franchises and their products. Another weakness is their disorganized lower
management. This is evident in their promotional schemes that differ per branch, instead of
following a uniform one all under the same brand.
Opportunities:
One opportunity of the company is the fact that they have not yet engaged in corporate
social responsibility. With the implementation of the livelihood project, the company will be able
to give back to the poorer communities, raise awareness about the company and its brands, and
even have potential investors for their mobile kiosks (padyak). Also with the building reputation
of the companys brands, they also have a growing number of franchises which leads to continual
expansion of the business, therefore, there will be a higher probability of profits earned.
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Threats:
Competitors from the same line of business want the companys current clients as their
own as well, thus competing for market share. Another threat is the possibility of close competitors
to imitate the companys products and packaging designs since these things are known to be one
of the companys competitive advantages among others.
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IV.
Contractual Aspects
Internship Agreement
The company and the students of De La Salle University - Manila have agreed upon that
they shall keep any and all information exchanged between the two parties confidential. The
students are obliged to do their best in executing and completing both projects. They are obliged
to execute, document, and evaluate a Livelihood Program for a company. Also, the group is
obliged to form a Hiring Manual for the company. The company and the students also agreed to
have a regular meeting upon the discretion of the company representative. This is to ensure that
the students and the company are going towards the same direction. Both parties are also expected
to abide by the rules and regulations of both De La Salle University and the company.
Confidentiality Agreement
The agreement implies that the students engaged with Storm Carts Enterprise, Inc. will
make sure that all information on trade secrets, technology, manufacturing process, quality
assurance methodologies, product formulation, production capacities, documents and manuals and
other technical matters will be made classified as confidential in nature and proprietary to the
company. This agreement assures that the students will be able to access all needed information
for the needs of the culminating activity.
4.1 Detailed description of all deliverables:

1) CD containing all the files from the event
The deliverables for the livelihood project would include the full documentation of the
event, the pictures taken from the event itself, and an article to be written and edited by the project
team themselves, all to be stored in a CD to be given to the client. This is for the clients ease of
access and will allow him to make use of these files for the things he might need it for such as if
he plans to have it published on the companys online website and for future purposes as well.
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2) Employee Hiring Manual
The deliverables for the formalization of the recruitment and selection process of the
company is a proposed employee hiring manual. This manual is a tangible, printed and bound copy
of the proposed hiring processes.
Proposed Outline for the Employee Hiring Manual:
I.
Announcement of job opening

A. Job descriptions
1. Job titles
2. Skill requirements
B. Methods
1. Advertising
a) Printed
b) Digital
2. Referrals
II.
Application requirements
A. Resume
B. Other required documents
III.
Interviewing and screening

A. Necessary questions
B. Qualities preferred
IV.
Background Check & Reference Check
V.
Verification of Employee Qualifications
VI.
VII.
Acceptance/Reject applicant
Employee Orientation
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4.2 Agreements on delivery dates:
The project team is given the majority of the term to deliver the project deliverables, though
it is best to finish the projects as soon as possible, with the best possible quality, and before the
actual internship proper deadlines. Following the calendar of activities for the internship, both
projects should be completed and submitted to the company on or before March 30, 2016. A
progress report shall be submitted to the project adviser as well as to the company representative
during the halfway point of the internship proper, namely between February 17, 2016 and February
23, 2016, for the company to know the project teams progress. The project team will also conduct
meetings every two weeks if possible to keep the project schedule up-to-date and to check if both
projects are progressing accordingly.
4.3 Incentives and penalties for non-compliance

As for the groups PRC-MGT, the project assistants grades will be based from two (2)
people in charge, namely the assigned faculty adviser, and the officer in charge of the group in
Storm Carts Mr. John Jeric Cantillon. Failure to deliver project deliverables will result in a grade
of 0.0 for the groups PRC-MGT course.
Note: All documents should be submitted or else each will merit a grade of 0.0 due to failure to do
needed requirements.
4.4 Specific changes in the deliverables
Any specific or requested changes to the project guidelines and deliverables will first be
thoroughly reviewed by the project team with the guidance of the project adviser. The impacts,
advantages, and disadvantages of all requested changes will be evaluated for its feasibility. All
accepted changes will be consulted with the company representative for approval. All changes
made must be feasible within the prescribed schedule of the internship proper and the project team
must still be able to accomplish the project deliverables on or before the set deadlines.
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4.5 Project Review Dates and Similar Agreements
Project Review Dates will be conducted by progress reports created by the project team
and submitted to both the project adviser and company representative. This is to ensure that
everything is going according to the project plan.
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V.
Schedules
Figure 5.1 Livelihood Project WBS
The work breakdown schedule is basically about the project deliverable. It shows a
breakdown of the whole project. It also provides the tasks to done primarily, so it organizes the
work to be done. In this work breakdown schedule, there will be five tasks that will be done. This
task are essential for the livelihood program to be a success
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Figure 5.2 Formalization of Hiring and Recruitment Process WBS
The work breakdown schedule is basically about the work that needs to be accomplished
to complete the project. In this work breakdown schedule, there will be five tasks that will be done.
The formalization of the recruitment and hiring process of the organization requires constant
communication with the organization to get the right input.
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Table 5.1 Gantt Chart
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The Gantt chart shows the tasks to be accomplished in the project. The group has decided
to finish the livelihood program first because it is believed to be the most challenging. The
livelihood project will start on January 15, 2016 and will end on February 22, 2016. Sundays will
not count as work days. Work days will be from Monday to Saturday. Meetings with the client
will most likely be held on a Friday or Saturday. Two things to remember are the progress reports
to be submitted on February 17-23 for the first and March 30 as the deadline for the second.
The livelihood project starts with meeting the client. The group has to consult the client on
the future tasks to be carried out. After that, the group will assign tasks based on the linear
programing chart. Revisions on the responsibilities will also be discussed here. Next, the group is
tasked to find a target community where the livelihood program will take place. The group would
be expected to have contact persons in the communities. There is a mandatory meeting with the
client and faculty adviser. This will be a great opportunity for the group to increase the chances of
delivering a successful output. The faculty adviser together with the client will be able to provide
a lot of meaningful feedback that the group can use on the project. The group now assesses which
community to implement the program. The group returns to the client to report and ask for the go
signal to start preparations for the program. Then, setting the date, time, venue, budget, and
program flow will be simultaneously done. After that, the group has to prepare the logistical needs
of the program, know the number of participants, and of course look for a resource speaker. Come
the day of the livelihood program, it will be expected that all project managers will be participating
heavily on the proper execution of the program. The next day will be Sunday and the group
deserves a rest. On Monday (February 22), the group will evaluate the project.
Creating the employee recruitment manual will start on February 6 by analyzing the current
process. The project is expected to end by March 1. After analyzing the current process, the group
has to consult the HR manager in order to progress with the project. The group has to validate that
all data gathered is correct and will provide meaningful information. Then, the process is
formalized. At the same time, the group will create a design for the primer. After completing the
design and process, the group has to present it to the owner and HR manager for approval. After
approving, the group will then proceed to printing the hard copies of the recruitment process. It
will be submitted to the owner and HR manager.
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Figure 5.3 PERT-CPM Network (AON)
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Paths:
A-B-C-D-E-F-P-Q-R-T-U-V = 40 days (critical path)
A-B-C-D-E-F-P-Q-S-T-U-V = 40 days (critical path)
A-B-C-D-E-F-G-H-K-N-O = 33 days
A-B-C-D-E-F-G-H-L-N-O = 28 days
A-B-C-D-E-F-G-I-M-N-O = 33 days
A-B-C-D-E-F-G-J-M-N-O = 33 days
Table 5.2 PERT-CPM Table
Letter
Task
Predecessor
Duration (Days)
Slack
Meeting with Client
Assigning of Tasks
Finding a Target
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Community
D
Meeting with client and OJT

faculty adviser
Meeting with community

representatives
Assess Gathered Data
Consultation with Client
Set Date, Time, and Venue
Set and Allocate Budget
Create Program Flow
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Determine number of
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participants
L
Find resource speaker
H,J
Prepare logistical needs
I,J
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Livelihood Program
K,L,M
Project Evaluation and
Documentation
P
Analysis of Recruitment
process
Consultation with HR
Design Hiring Process
Design Hiring Process
R,S
Primer
T
Present Proposal to Top

Management
Approval and Revisions
Submit printed and digital
employee hiring manual
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VI.
Project Cost/Resource Requirements
Table 6.1 Resource Requirements for Livelihood Program
Resources
Quantity
Cost
Packed lunch/Merienda
40 servings
Php 4000
Bond Paper
1 Ream
Php 179
Ball pens (HBW)
40 pcs
Php 200
Php 4379
Total:
The proposed budget for the livelihood program includes expense estimates for possible
resources to be used for the event proper. These resources include food and writing materials for
the participants. The stated quantity is set at 40 for the estimated number of participants.
Table 6.2 Resource Requirements for Formalization of Hiring and Recruitment Process of
New Employees
Resources
Quantity
Cost
Bond Paper
1 Ream
Php 179
Ring Bind
1 pc
Php 30
Ink Printer
1 cartridge
Php 770
Total
Php 979
The costs projected for the formalization project are mainly focused on the production of
the physical copy of the Employee Hiring Manual. This includes the paper and ink needed to
print out the pages of the manual as well as the fee needed for binding purposes.
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During project implementation, the group will monitor all costs to be incurred by the
project as well as assess whether all activities are being done within the budget. To do this, the
group may use methods such as quantitative control techniques like critical ratio.
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VII.
Personnel
Table 7.1 Personnel Requirements for Livelihood Program
Personnel
Skill Requirement
Description of work
Deinla, Ronnel A.
Communication skills
Coordinate with the
Manalo, Charles N.
Flexibility
company and the
Venturina, Gabriella S.
Attentiveness
community
Yu, Kathleen Candis
Ability to coordinate well
B.
Proactive
Take note of all the

specifications
May invite participants
for the livelihood
program
Document the event by
taking pictures and
creating the writeups
Host the program
Plan the event logistics
Create program flow
Evaluate project
outcomes by providing
substantial feedback and
suggestions for future
events
32
Table 7.2 Personnel Requirements for Formalization of Hiring and Recruitment Process
Personnel
Skill Requirement
Deinla, Ronnel A.
Attentiveness
Manalo, Charles N.
Pays close attention to
Yu, Kathleen Candis B.
detail
Description of work
Take down the
important information
provided by the HR
Communication skills
manager in the
Listening skills
interview.
Writing and editing

skills
Ask questions and

clarifies any concerns
and confusions
regarding the process
Propose official hiring
procedures
Take note of any
requests and
specifications from the
owner/representative
33
VIII.
Potential Problems
Table 8.1 Potential Problems for Livelihood Program
Exceeds/Lack of participants
The community representatives might not have

full cooperation with the rest of the residents of
the community, thus not properly relaying the
details about the event. Another possibility is if
the community representatives mishandle the
pre-registration of the event, resulting to the
lack/ exceeding number of participants.
Problem with logistics (venue, time, program,
The community representatives may have
etc)
sudden changes in schedule and inform the

group late, but shortly prior to the event,
resulting to the sudden change in time and
unavailability of venue. It is also possible for
the group to have rented equipment that would
malfunction,
therefore
having
technical
difficulties on the event itself. A mismanaged

program is also possible if there is a lack of
informational materials and supplies of the
things needed for the workshop and a
disorganized program flow.
Failure to follow program flow and schedule
It is possible that the groups allotment for the

time frame for each activity was not exact,
meaning the activities that follow might start
late and end later than the specified time. Also,
it is possible that some of the activities could to
34
take longer than expected. This is also possible

due to delays of the start time.
Budget Conflicts
It is possible for the group to have budget

mismanagement
resulting
to
conflicts
regarding the budget. This is likely to happen

if the estimated budget and costs to cover the
costs was incorrect and when the costs to be
incurred exceed the budget allotted.
Program did not Meet Desired Objectives
It is possible that the desired objectives for the

event cannot be fully achieved towards the end
of the activity, and a factor for this can include
the
cooperation
and
attention
of
the
community. If they choose not to give much

attention to the activity they are attending,
despite the careful planning and proper
execution of the event, the objectives of
imparting the knowledge regarding business is
not achieved.
35
FAILURE MODE AND EFFECT ANALYSIS
Table 8.2 FMEA for Livelihood Program
Failures
Severity
Likelihood
Detectability
RPN
Ranking
Exceeds/Lack of
324
576
245
Budget Conflict
294
Does not meet
147
participants
Problem with
logistics (venue,
time, program,
etc)
Failure to follow
program flow and
schedule
planned
objectives
Based on the failure mode and effect analysis above, the potential failure with the highest
RPN is the problem with logistics, with a total of 576. Second is the possibility of
exceeding/lacking of participants with an RPN of 324. Third is the budget conflict with an RPN
of 294. Fourth is the failure to follow the program flow and schedule with an RPN of 245. Lastly
is when the planned objectives are not met with 147.
Our most severe, most likely, and most detectable possible failure is the problem with
logistics, and with that being said, we can conclude that the problem with logistics should be
prioritized the most. The group should be proactive regarding this along with the other possible
36
failures so that we may prevent them for occurring, as they can greatly affect the success of the
project to be implemented and result to the failure of the project.
Contingency Plans for:
1. Problem with logistics

-
In the case where problems regarding logistics may occur such as the sudden change in
time and unavailability of venue, the group will have other contacts of service/product
providers for backup and for quicker and easier replacement.
2. Excess/Lack of participants
-
It is also possible that there would be excess/lack of participants on the actual event. If in
the case there is an excessive number of participants, they will be notified regarding the
first come, first served basis in terms of the giveaways, and for the hands-on portion of the
workshop. In the case of the lack of participants, we will encourage and invite the people
living within the area along with the help of the community representatives.
3. Budget Conflict
-
In the case of having budget conflict, specifically over-budget, the group will minimize the
additional expenses and the expenses that are not as important.
4. Failure to follow program and schedule

-
If in case the set program flow was not followed due to possible delays of the start time
and the wrong estimation of time allotted for certain parts of the event, the group will have
to shorten activities that are not of top priority. This may mean shortening the length of
some scheduled activities or skipping them altogether. These actions will be done with the
utmost consideration that the overall quality of the program will not decrease.
5. Does not meet planned objectives

-
In the case where the planned objectives were not fully achieved towards the end of the
activity, the group will determine the reasons through a post-event analysis. Once
37
substantial evaluation is gathered, each member will give detailed suggestions on how to
improve future projects.
Table 8.3 Potential Problems for Formalization of Hiring and Recruitment Process:
Staff is not cooperative
The HR representative of Storm Carts may not

fully cooperate with us in regards to relaying
information during the interview to be
conducted. It is also possible for them to bend
the truth about their current system and even
leave out some details that may be important.
Problem with output after production
Upon completion of the manual, it is possible

for problems with production such as faulty
printing. Another is if the company wants to
add abrupt changes when the output has
already been completed. This will incur
additional costs if the output has already been
printed, along with possible delays as well.
Conflict of interest
It is possible that the produced output of the

group does not include some of the companys
specifications. The company representatives
may want a different layout, format, and
inclusions compared to what the group has to
offer.
Inconsistent information from the company
The
information
given
by
the
HR
representative may be vague, disorganized, and

hard to connect with one another.
38
Table 8.4 FMEA for Formalization of Hiring and Recruitment Process for New Employees
Failures
Severity
Likelihood
Detectability
RPN
Ranking
Staff is not cooperative
10
150
Problem with output after
60
Conflict of interest
256
Inconsistent information
90
production
from the company
Based on the failure mode and effect analysis above, the potential failure with the highest
RPN is the conflict of interest, with a total of 256. Second is the staff is not cooperative with an
RPN of 150. Third is the inconsistent information from the company with an RPN of 90. Lastly is
the problem with output after production with an RPN of 225.
The most severe, most likely, and most detectable possible failure is the conflict of interest
of the company representatives and the group in regards to the final output specifications. With
that, we can conclude that this problem should be given most attention to.
The group must be
mindful of the things that could be done if these problems may occur so that we may prevent them
for occurring for these things can greatly affect the success of the project to be implemented and
result to the failure of the project, and if they do occur, there will be a lower chance of failure.
39
Contingency Plans for:
1. Staff is not cooperative
If in the case where the staff is not cooperative in terms of providing the necessary and
accurate information, the group will have to explain to them the importance of the project and how
they could contribute to its success by those simple means. We would explain and convince them
on how it will be beneficial to the company.
2. Problem with output after production
If a problem with production would arise such as problems with the printing, appearance,
content, and presentability of the tangible output, the group will look for a different service
provider to produce a copy that meets their quality standards. If any abrupt changes are requested
after the tangible output has been produced, the group will adhere to these requests and produce
another copy with the specifications added already.
3. Conflict of interest
If there is a case of conflict of interest between the group and the company in regards to
the final output, the group will take note of the specifications and change requests of the company
and work on it as soon as possible to prevent further delays to the projects completion.
4. Inconsistent information from the company
Since it is possible for the company to give inconsistent information, making it difficult for
us to patch up all the ideas and organized it for the manual, we will simply clarify with the
representatives every single vague detail and speck of inconsistency that we encounter. We will
ask questions regarding the interrelation of the information specified as well to ensure that there
are no variances.
40
IX.
Expected Benefit/Impact of the Project
EXPECTED BENEFITS:
Livelihood Program:
The Livelihood Program aims to provide the target community with a fruitful experience
that may help in their future success. The community may gain valuable experience and knowledge
about business and proper practices that may aid them in improving their current business and
provide opportunities to expand the reach of their jobs. The company is also expected to benefit
from the program as it will widen and strengthen its relationship with its customers as well as
provide opportunities to gain more customers. Furthermore, since this will be the first program to
be conducted by the company, the proper implementation and evaluation of the Livelihood
Program may also serve as a suitable guide for other similar projects in the future.
Formalization of Hiring and Recruitment Process of New Employees:
The formalization of the Hiring and Recruitment process aims to give a concrete guide and
standard for the HR Department to follow when looking for new employees. These standards may
give the company a greater chance of finding the most suitable applicant to fit the requirements of
the job needed. The project will also streamline recruitment processes and make employee
screening easier for the managers since the whole process will be uniform and suitable to the
companys standards.
1. Methods of Project Evaluation
To ensure the strict compliance to the requirements of the project, the project team will
strictly follow all contractual aspects stated in the project proposal. The agreements made with the
client company with regards to budget, schedule, and performance quality shall be followed by the
project team to the best of their ability.
41
The group has also established a criteria sheet to evaluate whether the project is a success.
The criterion will determine if the project assistants strictly follow their project plan. This will
serve as insurance to the client that the project will be delivered of quality and on time and this
will also serve as a guide for the project assistants to ensure that the project is on track. Each
criterion will be given weight, which will come from the unanimous decision of the project team
members and the results of this decision will be reported to the managing director. The criteria are
as follows:
Table 9.1 Criteria Sheet
Criteria
Weight
Grade
Project Objectives
Project Team was able to set clear
goals and objectives
Project team was able to consult
thoroughly with company
representative regarding projects
20%
Projects are aligned with

company preferences
Project Implementation
Project Team was able to
properly execute both projects
Project team was able to stay
under proposed budget as much
as possible
50%
Project team was able to stay

under schedule as much as
possible
42
Project Evaluation
Project Team was able to
properly evaluate project after
completion
Project Team was able to face
any problems with timely
20%
contingency plans
Planned objectives and benefits
were met by project completion
Project Team
Project Team was well organized
and courteous
Project Team properly handled all
assignments given to them
Project Team complied with
10%
client requirements to the best of

their abilities
Total/Final Grade
2.
100%
Key Performance Indicators (KPI)
The following key performance indicators are expected to be seen at the end of the projects:
Successfully Executed Livelihood Program

-
One indicator for good performance would be the successful execution of the program
proper. The program may be deemed successful if all requirements were gathered and
allocated within the planned schedule and within the planned budget. Furthermore, the
43
program should receive positive feedback from the participants and must be helpful to both
the community and the company.
Substantial Program Evaluation and Suggestions
After the program proper, the group is assigned to evaluate the outcomes and come out
with suggestions and possible improvements for any future similar programs. These
evaluations and suggestions should have insights that would give the company possible
plans for future activities.
Helpful Employee Hiring Manual
The main output of the formalization of Hiring and Recruitment processes for New
Employees is the Employee Hiring Manual. The manual should contain the complete set
of official procedures and guidelines to follow whenever there are new job applicants.
Furthermore, the manual should be of suitable use for the HR Department of the company.
It should also look aesthetically pleasing and be produced on time and within the agreed
budget.
44
CONFIDENTIALITY AGREEMENT
I, Deinla, Ronnel, a student of the De La Salle University, INC. hereby binds myself and
agrees that all information on trade secrets, technology, manufacturing process, quality assurance
methodologies, product formulation, production capacities, documents and manuals and other
technical matters that Storm Carts Enterprise Inc. shall make available to me or that I may have
access to in connection with Storm Carts Enterprise Inc.s concern to enhance the training and
development of more and better information technology professionals by providing me technical
support in the form of training on the current and latest development in the computer industry shall
be used for the sole purpose of developing my assigned systems projects. All of these matters are
classified as confidential in nature and proprietary to Storm Carts Enterprise Inc.
I agree that such information shall be held in trust and in fiduciary capacity, and I hereby
undertake to prevent transfer of such information and assigns consciously and unconsciously, to
any party without written consent of Storm Carts Enterprise, Inc.
This Agreement shall be effective upon the signing hereof and shall continue to be in force
and effect even after the termination of this contract.
Signed this 3rd of December, 2015, in De La Salle University-Manila.
Deinla, Ronnel A.
Noted by:
Mr. John Jeric Cantillon

Chief Executive Officer
Storm Carts Enterprise Inc.
45
I, Manalo, Charles, a student of the De La Salle University, INC. hereby binds myself and
agrees that all information on trade secrets, technology, manufacturing process, quality assurance
methodologies, product formulation, production capacities, documents and manuals and other
technical matters that Storm Carts Enterprise Inc. shall make available to me or that I may have
access to in connection with Storm Carts Enterprise Inc.s concern to enhance the training and
development of more and better information technology professionals by providing me technical
support in the form of training on the current and latest development in the computer industry shall
be used for the sole purpose of developing my assigned systems projects. All of these matters are
classified as confidential in nature and proprietary to Storm Carts Enterprise Inc.
any party without written consent of Storm Carts Enterprise Inc.
Manalo, Charles Audric N.
Noted by:

46
I, Venturina, Gabriella, a student of the De La Salle University, INC. hereby binds myself
and agrees that all information on trade secrets, technology, manufacturing process, quality
other technical matters that Storm Carts Enterprise Inc. shall make available to me or that I may
have access to in connection with Storm Carts Enterprise Inc.s concern to enhance the training
and development of more and better information technology professionals by providing me
technical support in the form of training on the current and latest development in the computer
industry shall be used for the sole purpose of developing my assigned systems projects. All of
these matters are classified as confidential in nature and proprietary to Storm Carts Enterprise
Inc.
Noted by:

47
I, Yu, Kathleen Candis , a student of the De La Salle University, INC. hereby binds
myself and agrees that all information on trade secrets, technology, manufacturing process, quality
other technical matters that Storm Carts Enterprise Inc. shall make available to me or that I may
have access to in connection with Storm Carts Enterprise Inc.s concern to enhance the training
and development of more and better information technology professionals by providing me
technical support in the form of training on the current and latest development in the computer
industry shall be used for the sole purpose of developing my assigned systems projects. All of
these matters are classified as confidential in nature and proprietary to Storm Carts Enterprise
Inc..
Noted by:

48
MGT Project Approval Form
Name of Organization: Storm Carts Enterprises Inc.

Address: 7895-C Lawaan St., San Antonio Village, Makati City, Philippines
Contact Person: John Jeric Cantillon
Designation: Company Representative
Project Title: Livelihood Program and Employee Hiring Manual Project Proposal for Storm Carts
Enterprise, Inc.
Brief Project Description: This project will initiate the companys first livelihood program and will
formalize the hiring and recruitment process of new employees.
Projected Number of Hours: 150

Expected Start/Finish Dates: January 15, 2015 to March 1, 2016
Expected Work Schedule:
January 15, 2015 to March 1, 2016
Proponents:
ID Number
Name
Signature
11307935
Deinla, Ronnel A.
11328851
11316322
11307943
I have examined the attached project proposal submitted by the above-mentioned proponents and
find it applicable for the requirements of PRC-MGT.
PRC-MGT Professor
Internship Coordinator
Harvey T. Ong
Harvey T. Ong
School Year
SY 2015-2016
SY 2015-2016
Term
1st Term
1st Term
Name
Signature
Date of Signature
49
This agreement is for the purpose of establishing the general conditions of the student's training.
The COMPANY,
Storm Carts Enterprises Inc.

895-C Lawaan St., San Antonio Village, Makati City, Philippines
agrees to accommodate the STUDENT INTERN
Deinla, Ronnel A.
who is an Business Management student of the Decision Sciences and Innovation Department of
De La Salle University-Manila for the purpose of receiving training in various
departments of the company. This training period will begin on
January 13, 2016 and will end in March 30, 2016.
(First day of training)
(Last day of training)
The following terms and conditions shall govern this agreement:
1. The COMPANY shall provide the STUDENT INTERN orientation and training on the
areas pertinent to his / her line of specialization.
2. The COMPANY shall commit to accommodate the STUDENT INTERN for three alternate
trimesters (including the current trimester), consistent with the requirements of the Business
Management Program of DLSU-Manila.
3. The training agreement shall not, in any way, constitute an employee-employer relationship
and the STUDENT INTERN shall leave the COMPANY free and harmless from any demand,
claim or complaint, whatsoever arising from this training agreement, except in cases of gross
negligence, malicious acts and criminal acts by the COMPANY or any of its officers and
employees.
50
4. The status of the STUDENT INTERN while on training shall be that of STUDENT
INTERN. As such, he/she shall not be entitled to any compensation and to any of the benefits
accorded to an employee.
5. The COMPANY will grant the STUDENT INTERN a training allowance equivalent to
75% of the minimum wage for every eight (8) hours of on-the-job training. In case of off-site
assignments, the STUDENT INTERN shall be provided the appropriate representation and
transportation allowance. [OPTIONAL]
6. The STUDENT INTERN shall conform to all the rules and regulations of the COMPANY
while on training.
7. The COMPANY shall not, in any way, be held liable for any injuries or accidents that the
STUDENT INTERN may suffer in the course of the training period.
8. The STUDENT INTERN shall not divulge any information that he/she may have access
to, and any such information will only be used for academic purposes.
9. Both the COMPANY and the STUDENT INTERN have the right to pre-terminate the onthe-job training if:
1. the STUDENT INTERN does not show the required interest, maturity, or disciplines
during the training period, or if there is serious misconduct
2. the COMPANY does not provide the kind of responsible training as agreed upon.
The terminating party will inform the Program Coordinator or Faculty Advisor of the grievance
before any decision to terminate is made and finalized. The Program Coordinator or Faculty
Adviser will intervene in order to rectify the situation in the interest of all parties concerned.
Storm Carts Enterprise, Inc.:
Student Intern:
_____________________
____________________
Deinla, Ronnel A.
Company Representative
cc:
The Chairperson, Decision Sciences and Innovation Department, DLSU-Manila
51
The COMPANY,

employees.
52
while on training.
Student Intern:
____________________
____________________
cc:
53
The COMPANY,

employees.
54
while on training.
Student Intern:
____________________
____________________
cc:
55
The COMPANY,

employees.
56
while on training.
Student Intern:
____________________
____________________
cc:
57
Other Supporting Documents
Project Action Plan

Deliverables: Livelihood program
Start Date:
1/15/16
Project Duration:
Due Date:
2/22/16
1 month and 4 days
Key Constraints and Assumptions: Project will finish within 1 month and 4 days
ID
Task
Prede
Dura
cessor
tion
Meet with client -
Assigning of
Start Finish Cost
Resources
Assigned to:
1/15/
1/15/1
Pen, paper
Project team
16
1/16/
1/16/1
Laptop
Project team
16
11
1/18/
1/28/1
Cellphone
Project team
days
16
1 day
1/29/
1/29/1
Laptop
Project team
16
1/30/
1/30/1
Laptop
Project team
16
2/1/1
2/4/16
Pen, paper
Project team
days
1 day
2/5/1
2/5/16
Laptop
Project team
1 day
1 day
tasks
3
Finding a target
community
4
Meeting with
client and OJT

faculty advisor
5
Meeting with
1 day
community
representatives
6
Assess gathered
data
7
Consultation
with client
58
Set date, time,
1 day
and venue
9
Set and allocate
Create Program
1 day
Determine
Cellphone
Project team
2/6/1
Pen,paper
Project team
2/6/16
Laptop
Project team
Cellphone
Project team
Project team
2/6/16
6
7
1 day
Flow
11
2/6/16
budget
10
2/6/1
2/6/1
PHP
4800
6
8
number of
12
2/8/1
2/19/1
days
2/8/1
2/13/1
Cellphone,
days
Laptop
12
2/8/1
2/19/1
Pen, paper
Project team
days
1 day
2/20/
2/20/1
Car, food,
Project team
16
drinks
2/22/
2/22/1
Pen, paper
16
participants
12
Find resource
8,10
speaker
13
Prepare
9,10
logistical needs
14
15
Livelihood
11,12,
program
13
Project
14
Evaluation
1 day
Project team
59
Project Action Plan

Deliverables: Employee hiring manual
Start Date:
2/6/16
Due Date:
3/1/16
Project Duration: 3 weeks
Key Constraints and Assumptions: Project will finish within 3 weeks
ID
Task
Predec
Duration Start
Finish
Cost Resources Assigned
essor
1
Analysis of
to:
6 days
2/6/16
recruitment
2/11/1
Pen, paper Project
team
process
2
Consultation
1 day
with HR
3
Design hiring
7 days
process
4
Design hiring
7 days
process primer
5
Present proposal
3,4
1 day
to top
2/12/1
2/12/1
Laptop
Project
2/13/1
2/19/1
2/13/1
2/19/1
2/20/1
2/20/1
Laptop,
Project
paper
team
2/22/1
2/27/1
Laptop,
Project
pen, paper
team
2/29/1
3/1/16
Php
Paper, ink
Project
70
, spine
team
team
Laptop
Project
team
Laptop
Project
team
management
6
Approval and
6 days
revisions
7
Submit printed
and digital
2 days
employee hiring
process primer
60
Linear Responsibility Chart

Responsibility
TASKS
Ron
Charles
Gab
Candis
Client
Faculty
Adviser
LIVELIHOOD PROGRAM
Meet with client
Assigning of tasks
Finding a target community
Meeting with client and OJT faculty
Meeting with community representatives
Assess gathered data
Consultation with client
Set date, time, and venue
Set and allocate budget
Create Program Flow
Determine number of participants
Find resource speaker
Prepare logistical needs
Livelihood program
Project Evaluation
advisor
61
NEW EMPLOYEE
RECRUITMENT MANUAL
Analysis of recruitment process
Consultation with HR
Finalize recruitment process
Design recruitment process primer
Present proposal to top management
Approval and revisions
Print and submit recruitment process
primer
Legend:
= Responsible
= Support
= Notification
= Approval
62

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I.

Company Organizational Chart

Figure 1.1 Storm Carts Enterprise Inc., Organizational Chart

Profitability and Competitive Effect from Project Completion:

Formalization of Hiring and Recruitment Process of New Employees

The Performance Goals of the Livelihood Program are as follows:

1.) To plan and develop a suitable livelihood program

To prepare and initialize the program based on agreed specifications

The Performance Goals of the Formalization of Recruitment Process are as follows:

2.) To create an official Employee Hiring Manual for the company

Wheelwright and Clark Criteria:

Livelihood Program - PLATFORM PROJECT

Employee Hiring Manual - DERIVATIVE PROJECT

Figure 3.1 Mind Map for Livelihood Program

Figure 3.3 Interface Map for Livelihood Program

4.1 Detailed description of all deliverables:

2) Employee Hiring Manual

Proposed Outline for the Employee Hiring Manual:

Announcement of job opening

Interviewing and screening

Background Check & Reference Check

Verification of Employee Qualifications

4.2 Agreements on delivery dates:

4.3 Incentives and penalties for non-compliance

4.4 Specific changes in the deliverables

4.5 Project Review Dates and Similar Agreements

Figure 5.1 Livelihood Project WBS

Figure 5.2 Formalization of Hiring and Recruitment Process WBS

Table 5.1 Gantt Chart

Figure 5.3 PERT-CPM Network (AON)

Table 5.2 PERT-CPM Table

Meeting with Client

Meeting with client and OJT

Meeting with community

Assess Gathered Data

Consultation with Client

Set Date, Time, and Venue

Set and Allocate Budget

Create Program Flow

Find resource speaker

Prepare logistical needs

Project Evaluation and

Design Hiring Process

Design Hiring Process

Present Proposal to Top

Approval and Revisions

Submit printed and digital

employee hiring manual

Project Cost/Resource Requirements

Table 6.1 Resource Requirements for Livelihood Program

Ball pens (HBW)

Table 7.1 Personnel Requirements for Livelihood Program

Coordinate with the

company and the

Yu, Kathleen Candis

Ability to coordinate well

Take note of all the

Pays close attention to

Writing and editing

Ask questions and

Table 8.1 Potential Problems for Livelihood Program

The community representatives might not have

Problem with logistics (venue, time, program,

The community representatives may have