Subject: project management

Relief and Recovery Efforts Gone Haywire In the first week of November 2013, typhoon Yolanda devastated the province of Leyte that left thousands of casualties and many more homeless. As there were plenty of things that were needed to be done for subsequent rescue and relief as well as recovery efforts, the Department of Interior and Local Government (DILG) under Secretary Mar Roxas which was also the lead agency of the National Disaster Regional Coordinating Council (NDRCC) took the helm. The Department of National Defense (DND), the Department of Social Welfare and Development (DSWD), and several other departments and agencies were also part of the council. The local government units (LGUs) of at least 30 cities and municipalities of both the provinces of Leyte and Samar that were hit hard by the typhoon were also naturally part of the rescue, relief, and recovery efforts. As the devastation of the typhoon became an international issue after the incident hit the internal press and showed the havoc wrought by Yolanda, outpouring of financial and in-kind donations from all over the world came pouring in. For its part, the Philippine government also declared the provinces of Leyte and Samar under states of calamities enabling both the national government and local government units to release almost P30 billion budget for the relief and recovery efforts. In Tacloban, the capital of Leyte, which was the worst hit by typhoon Yolanda, Mayor Alfred Romualdez, wanted that his city be prioritized by DILG especially for the release of funds and donations, which Secretary Roxas refuted, saying that all cities or municipalities hit by the typhoon were priorities and no special preferential treatment can be afforded to any LGU at all or so the DILG Secretary claimed. In project management term, the DILG used the waterfall method to cascade efforts and activities down to the LGUs thus leaving some affected cities and municipalities detached, and many people affected by the typhoon, left to fend for their own even two weeks after the typhoon devastation. Had an agile approach to the gargantuan relief and recovery efforts been adopted instead of waterfall project management, activities would have been faster and more directed especially to those affected, and corruption in the distribution of relief goods and in-kind donations would have been minimized.

Question: 1. Time context

2. Viewpoint

3. Central problem

4. STATEMENT OF OBJECTIVE

A. MUST OBJECTIVE

B. WANT OBJECTIVE

5. Areas of consideration SWOT

analysis

Strength

weakness opportunity

treats

6. ALTERNATIVE COURSES

8.FINAL DECISION

9.DETAILED ACTION PLAN