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GENERAL INFORMATION
Employee Name Vitor Bacalhau Employee # 25245
Evaluator Name Hamilton Abreu BU#/RC BU155/RC389
Loan BU
Project Name Oni Project #
Date 11-03-2003 Perf Period 01-09-2000 to 31-08-2001

Employee Signature __________________ Date ________________

Evaluator Signature __________________ Date ________________
Evaluator Signature* __________________ Date ________________
Evaluator Signature* __________________ Date ________________
* Obtain additional signatures as required by BU.

I. ASSIGNMENT, ROLE(s), KEY PERFORMANCE EXPECTATIONS

Assignment
Manage a system development project.

Key Performance Expectations

During this period Vitor will manage the Work Orders Implementation group, being responsible for the
implementation of work orders. The key expectations for this role are:

1. Reporting - Report to AMS Engagement Manager and Oni Client Managers. No matter of significant
importance or project achievement should go unreported to the Engagement Manager or to Client
Stakeholders.
Performance will be measured by the regularity and quality of internal status reporting and anecdotal
feedback received from the client.

2. Execution Management - Analyze new requirements, construct feasibility studies, design solutions,
estimate their level of effort and present work order proposals to the client. Plan, coordinate and manage
all activities of the project, ensuring the timely and successful implementation of all deliverables within the
planned timeframes. Plan and coordinate vacation, training and staffing needs. Build a trusting
environment, motivating the engagement members and obtaining their commitment to achievement of the
engagement objectives and of all commitments to the client.
This will be measured by: the smoothness of work schedules and team staffing changes necessary;
deviations to work plans or milestones not properly mitigated; general quality of the work managed as
measured by later detection of incidents; self and team's contribution to engagement-wide initiatives.

3. Risk Management - Identify project risks and issues that may prevent the accomplishment of
deliverables. Create respective contingency plans and mitigation strategies. Escalate to AMS Engagement
Manager any risks and issues beyond direct control.
This will be measured by the regularity of issue/risk identification, escalation and mitigation initiatives and
contributions, being that no issues or risks should go unidentified or be allowed to affect the project due to
lack of escalation or mitigation.

4. Performance Management - Create a trusting and supportive environment to enable AMS employees

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to meet their performance expectations. Set and regularly review the performance expectations for each
team member. Consistently provide constructive feedback to project members on their performance and
obtain commitment and ownership to act on that feedback. Regularly provide a formal performance review
for each team member.
This will be measured by the number of timely formal performance reviews provided, and by anecdotal
feedback received from team members during salary and performance discussions.

5. Quality Management - Adhere and ensure adherence to existing quality standards. Regularly review
quality standards and procedures and enhance them to introduce quality or productivity improvements.
Provide regular feedback into the Oni Quality Plan.
This expectation will be measured by the contributions to the Quality Plan and by the number of
non-compliances resulting from quality audits.

6. Financial Management - Display an active interest for the financial status of the engagement, together
with a constant attention for opportunities to increase the volume of billable work and the responsibilities of
the engagement in the client. Decrease unnecessary costs and expenses of running our business.
Generally contribute and take ownership for achievement of the engagement's financial goals.
This expectation will be measured by the number and volume of business generated and by the regularity
of suggestions for reduction of unnecessary costs.

The roles for the individual in this assignment are

Role
Project Manager

Other Roles (Data contained in this field is not available for query)

Changes to Expectations

II. PERFORMANCE SUMMARY - KEY CONTRIBUTIONS/RESULTS & PERFORMANCE NOT MEETING EXPECTATION

Vitor embodies some of the most solid Arbor/BP knowledge available at AMS. His mastery of Arbor/BP’s
customer data model, product model and rating functionality, together with a proficiency in most other
functional areas of the system, are widely recognized and resorted to, both internally at AMS and by the
client. He is constantly queried by those around him, and an almost certain source of answers for every
question that the client is faced with. Through Vitor, AMS has delivered solid results at crucial times for
Oni.

To establish the credibility of Arbor/BP within Oni, the IT department needed to present the rest of the
business with the many product features that are readily supported. Vitor created and delivered an
Arbor/BP Out-of-the-box Functionality presentation that was solid and practical to an extreme. It provided
good ideas of concrete products that could be implemented with minimal time-to-market. Vitor delivered it
so outstandingly to Oni's marketing department that Oni requested its repetition to managers of other
departments.

Vitor excels at planning and directing the work of others. During the period under evaluation Vitor has
managed the implementation of all work orders at Oni, leading a team of 10 AMSers, and planning their
work and activities. Additionally to the management activities, it should be noted that Vitor has coordinated
or performed himself all the analysis work and produced a feasibility study for each work order. He
negotiates implementation options with the client, coordinates all implementation and testing activities that
occur at Oni, and ensures that terms of delivery are signed by the client upon delivery so that the project
financial administration can issue the respective invoice. The client has not, ever since Vitor started the
management of work orders, had reasons for complaint regarding the quality or timeliness of deliverables.

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This performance is, at all levels, outstanding.

Vitor has contributed significantly to our own Arbor/BP Overview 5-day training course, which is delivered
internally to AMSers and to client personnel. He is consistently a main contributor to the delivery and
enhancement of the course. As a recent example, Vitor took the initiative to create a half-day overview
without the practical elements to introduce his new team members to Arbor/BP. He communicated to
other project managers that he'd be delivering the overview to his team and invited participants. There
were many. He brought the southern region Training Coordinator into the loop, who is now going to adopt
this half-day overview as part of our training offers. All of this happened in three working days, without
failing any of his many other duties. This is typical of his performance.

Vitor's present assignment managing the implementation of work orders occurred naturally and, to an
extent, he practically took over the job himself. He achieved this by willingly accepting this responsibility,
executing to an outstanding level, participating in associated tasks and naturally becoming responsible for
those. Each time, Vitor has proved himself worthy or the utmost trust of his direct manager and acquired
further responsibility. This had the effect of freeing up his manager to concentrate on resolving AMS'
financial problems with Oni, and was indirectly key to their successful resolution.

III. COMPETENCIES and KNOWLEDGE/SKILLS/ATTITUDES

Growth Competency Current Level Target Level T/L Met

Growth

Other Competencies (Data contained in this field is not available for query)

Growth Knowledge, Skills and Attitudes Current Level Target Level T/L Met
Growth

Other Knowledge, Skills, or Attitudes (Data contained in this field is not available for query)

IV. MANAGEMENT COMMENTS

1. AREAS OF STRENGTH
Personal productivity.
Motivation and desire to play an effective role in the project.

2. MAJOR AREAS OF DEMONSTRATED GROWTH

Developed a significant body of expertise in Kenan/BP.
Financial management of work orders -- ownership of financial quotes.
Developed an accute sense of ownership of AMS's business.

3. AREAS FOR DEVELOPMENT

No major areas of particular note. It is left to Vitor to develop his skills as necessary.

V. OVERALL RATING FOR PERFORMANCE AND GROWTH

Grew little or Grew Grew significantly

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 none at all as expected
Far exceeds expectations X

Frequently exceeds
expectations
Consistently meets
expectations
Generally meets expectations

Generally does not meet

expectations
Consistently does not meet
expectations (Unacceptable)

VI. EMPLOYEE COMMENTS

SIGNATURES
Employee Name: Vitor Bacalhau Signed: Vitor Bacalhau Date: 01-04-2003
Evaluator Name: Hamilton Abreu Signed: Hamilton Abreu Date: 01-04-2003
Evaluator Name: Signed: Date:
Evaluator Name: Signed: Date:

DOCUMENT INFORMATION
Created By: Creation Date: Last Modified By: Last Modified Date:
Hamilton Abreu/AMS/AMSINC 11-03-2003 18:23:48 Hamilton Abreu/AMS/AMSINC 01-04-2003 10:34:35

AMS-wide Performance and Growth Evaluation Form 22-09-2004 4