It s not the plan it s the planning
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It’s Not the Plan, It’s the Planning. SIGUCCS 2010. Planning Strategically. Boundaries?. Planning creates change Change doesn’t come from new technology Plan holistically for entire system systēma , meaning a set of interacting or interdependent objects forming an integrated whole

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It s not the plan it s the planning

It’s Not the Plan,It’s the Planning

SIGUCCS 2010


Planning strategically

Planning Strategically


Boundaries

Boundaries?

  • Planning creates change

  • Change doesn’t come from new technology

  • Plan holistically for entire system

  • systēma, meaning a set of interacting or interdependent objects forming an integrated whole

  • Systems help us recognize how everything depends on everything else


History is over so get over it

History is over, so get over it.

  • 1970’s

    • Monolithic formal top-down

    • Prescient but unreadable

  • 1980’s

    • Organic and touchy-feely and outside the box

    • Ideas yes, execution no

  • 1990’s

    • Y2k myopia

    • Emerging planning & project management link


A new journey

A new journey.

  • Previous plan had gathered moss

  • External consultants have issues

  • Simple process


Are we there yet

Are we there yet?

  • If you don’t know where you are going then any road will get you there

  • Planning is a process, not a project

  • Repeatable and continuously improvable

“Plans are nothing; planning is everything.”

Dwight D. Eisenhower


Change is constant

Change is constant.

  • New students every term

  • New technology every minute

  • New pedagogical ideas

  • New demands for resource optimization

  • Planning strategically to expect complexity, change, and chaos


Add another layer of abstraction

Add another layer of abstraction.

  • Time horizon

  • Personal impact

  • Degree of collaboration

  • Ease of understanding

  • Stepping stones

Vision

Strategy

Operations

Tactics


It s not the plan it s the planning

Plan

Plan

GOVERNANCE

STRATEGIC PLANNING

ANNUAL SERVICE PLAN

PERFORMANCE PLAN


It s not the plan it s the planning

Do

Do

DECISION

RECOMMENDATIONS

PROGRAM

INITIATIVES

INTEGRATED

PROJECTS

ASSIGNED

TASKS


Check

Check

Check

Annually evaluate strategic success

Measure goal progress quarterly

Assess personal achievements


It s not the plan it s the planning

Fix

Fix

Fine tune strategy

Realign resources & schedules

Create personal improvements


Integrated process

Integrated process

Fix

Plan

Do

Check

GOVERNANCE

DECISION

RECOMMENDATIONS

Vision

Fine tune strategy

Annually evaluate strategic success

STRATEGIC PLANNING

PROGRAM

INITIATIVES

Strategy

Realign resources & schedules

Measure goal progress quarterly

ANNUAL SERVICE PLAN

INTEGRATED

PROJECTS

Operations

Create personal improvements

Assess personal achievements

PERFORMANCE PLAN

ASSIGNED

TASKS

Tactics


Thinking strategically

Thinking Strategically


Layering technologies

Layering technologies

Evolutionary

Dependency


Layering technologies1

Layering technologies

Client

Value


Early to beta late to production

Early to beta, late to production.

  • “Son of Newton”

  • Test, learn, assess risk

  • Balanced portfolio of risks


Consequences

Consequences

Return

High Low

Open source learning management system

Open source ERP administration system

Low High

Risk

Open source server operating system

Open source desktop productivity tools


Sources of information

Sources of information

  • Who do you trust?

  • Blending accountability with perspective

  • Using research

“The nicest thing about the future is it always starts tomorrow.”


Working strategically

Working Strategically


Question everything

Question everything.

  • How do we leverage our existing assets?

  • What prototypes should we experimenting with?

  • How do we socialize everything we do?

  • Are we following our customers’ priorities?

  • What can we stop doing?

  • What did we miss?

  • How do we get better?

  • Are we enjoying the journey?


Goals

Goals

  • Primary point of connection with institutional strategy

  • Strategic goals are choices

  • 3 to 5 years

“We are continually faced by great opportunities brilliantly disguised as insoluble problems.”

Lee Iacocca


Objectives

Objectives.

  • Goals are not prioritized

  • Objective used to achieve a goal

  • Objectives are:

    • Concrete

    • Specific

    • Mutually independent

    • Tangible deliverables

  • Goal =  (Objectives)

Goal

Objective 2

Objective 5

Objective 1

Objective 3

Objective 4


Why plan

Why plan?

  • If you don’t know where you are going, any road will get you there.

  • Simply reacting is a high risk survival strategy

  • Systems are a large tangible asset and unplanned risk is unacceptable

  • Strategic plan explains your investment strategy


Some experiences

Some experiences.

  • Takes longer than expected

  • Short = useable

  • Value is in the conversations, not the document

  • Forces departmental scope & mandate discussion

  • Pull vs. push

  • Internally & externally competitive


Are we there yet1

Are we there yet?

  • Nope.

  • Metrics give a partial picture

  • Planning an ongoing dialogue

  • Obsolescence is instant

  • Infinite improvement cycle


It s not the plan it s the planning www blurb com bookstore detail 960910

It’s not the Plan,It’s the Planningwww.blurb.com/bookstore/detail/960910

SIGUCCS 2010


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