Where can you find the primary/other stakeholders and major final output of the Unit/Offices?

Basecamp 2028: a world-class Army that is a source of national pride.

It is the link between the desired future state and crafting a responsive Strategic Objectives where a result will help in the achievement of the desired target.

The following are the current Strategic Perspectives being used for Strategy Map except:    

Basecamp 2016: a well-equipped Army that has established a respectable image in Asia

It is the first step in Scorecard Execution Management Process.

These are the three (3) major lenses that the PA anchors its transformation.

It is the evaluation of the progression of activities that a Unit/Office performs to deliver its major final output in order to understand where opportunities for improvement lie.

This is the why and heart of the Unit/Office transformation. All Unit/Offices Strategic Objectives anchors on it.

It reconcile and align new and existing systems into a single coherent and logical framework; delineate responsibilities, clarify roles, cover gaps and ensure timely delivery of outputs.

The PA calls for transformation because of the following Public Perception, except

In Personal Scorecard, Professional Objective should be aligned with the Unit/Office Strategic Objectives. Personal Scorecard has seven (7) facets such as: Professional, Educational, Physical, Social, Financial, Spiritual, and Environmental

Strategic direction must be converted into clear statements. It is a statement of what a Unit/Office wants to achieve.

Diagram that shows the Unit/Office’s strategy on a single page. It’s great for quickly communicating big picture objectives to everyone in the Unit/Office.

Transformation takes time, and there will be several changes of members of the Unit/Office ATRTWG or SMC, to ensure consistent interpretation and reduce ambiguity of the Strategic Objectives, this must be accomplished:

This is a monitoring tool to ensure that the strategy execution is on track. It depicts the status of Performance Measures and Strategic Objectives. 

It defines where the efforts of the unit or office should be concentrated in order to attain its desired organizational or societal outcome

Objective alignment series 2010 & 2014 tells us to align the Unit/Objectives 1 is to 1; If new Unit/Office Strategic Objective arises, align into New; If not applicable to the Unit/Office, does not include into PA Strategic Objective Alignment

There are three (3) prescribed templates in crafting Strategic Programs – Program/Project Management Plan (PMP) and Program/Project Schedule (PS).

This is also an important document that contains the formula, where/how the data needed for the formula is acquired, frequency it is reported, reason behind choosing it, baseline, targets, and accountability.

This is a type of measure that tell whether you are likely to achieve the goal.

Measures will move to its desired target with an appropriate intervention. This is where all activities including its timeline of implementation is listed.     

Alignment Matrix series 2017 identifies Direct Contributors (PAMU/HPA Offices) that will carry over the Strategic Objectives of the PA to their respective Unit/Office.

MSAB Meeting can be conducted ahead of the result of Strategy Review and Programs Review?

Operating expenditures are costs incurred by Government in the exercise of its administrative, regulatory, or service functions.

Strategic Programs (PMP & PS) can be crafted after the APB for FY+1 has been approved to ensure that all PAPs in the Strategic Programs are funded.

A group of activities and projects that contribute to a common particular outcome. It should have unique expected results or outcomes, a clear target population or client group external to the agency, a defined method of intervention to achieve the desired result and a clear management structure that defines accountabilities.

What is a valid BTG Statement based from the following?

Scoreboard and Dashboard (SB/DB) Review is being conducted in decentralized manner. (i.e. By Coy/Platoon/Squad or By Branch/Section) SB/DB Review should be conducted weekly or as frequent as possible to ensure strategy execution.

Who approves the Strategic Programs – Program/Project Management Plan (PMP) and Program/Project Schedule (PS)?

Personal Scorecard Review or Assessment should be conducted every when?

Mission Essential Task List (METL) or activities depicted in the SB/DB should always be funded in the APB. Status of the BTGs is dependent on the status of the METL or activities in the SB/DB. (i.e If 70% completed for all METL, status of BTG is 70% also)

Programs Review Reports and Strategy Review Reports are important as a _____________________ of the Commander. 

Programs Review is being conducted by the Unit/Office ATRTWG or SMC every when?

What is the basis or baseline document for Programs Review?

Strategy Review is being conducted by the Unit/Office ATRTWG or SMC every when?

What is the basis or baseline document for Strategy Review?

The following are being reviewed during Programs Review, except?

The following are being reviewed during Strategy Review, except?

During Programs Review, what can you deduce based on the following situation? Performance Measure Status is Red while Implementation of the Strategic Program Status is already Green.

During Strategy Review, what can you deduce based on the following situation? Performance Measure Status based on the Actual vs Target is 400% Green.

PA Major Units (PAMU) can also conduct Strategy Refresh.

There is no difference between the conduct of Programs Review and Strategy Review.

To sustain the transformation initiative of the Unit/Office, this __________________________ must be link in the Unit/Office strategy.

In Scorecard Execution Management Process, Strategic Communication is everywhere.

The following are the different communication platforms that can be used as a tool for Strategic Communication, except?

Hierarchy of PAPs can be used to easily fill-up the Program/Project Schedule (PS) for the details of Major Deliverables (4L PAPs), Activities (5L PAPs) and Deliverables (7L Specific PAPs).

It depicts how the PA proposes to spend the appropriations approved by the President. It is crafted using a ‘top-down, bottom-up process’, which means that the subordinate units are required to craft their respective APBs subject to the approval of the Headquarters Philippine Army (HPA).

Alignment Tree Framework series 2017 guides the Operating Units (Brigade, Battalions and Coys) to align their Strategic Focus and/or Core Approaches to their respective mother PAMUs.

In six (6) other perspectives of Personal Scorecard you can choose whoever is your Accountability Partner provided they can give honest feedback to you, how about to your Professional Objective? Who should be your prescribed Accountability Partner?