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Management in IT. Participating in strategic planning Dr. Husam Osta 2012. Management in IT – Last Week. Principles of Management ( Trust/ Clarity/ Clear goals/ common sense of purpose ) Monitoring (what/ when/ why/ where/ how) Recruitment and Selection Management software tools
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Management in IT Participating in strategic planning Dr. HusamOsta 2012
Management in IT – Last Week • Principles of Management • (Trust/ Clarity/ Clear goals/ common sense of purpose) • Monitoring • (what/ when/ why/ where/ how) • Recruitment and Selection • Management software tools • (scheduling/ provide information) • Management Planning Processes
Management in IT • Strategic Planning • The purpose of strategic planning • Strategic objectives • contributing to disaster recovery plan • SWOT Analysis • use of IT in strategic planning
Strategic Planning • What is the purpose of strategic planning ?
Strategic Planning • The concept of strategy comes from military science. • Strategy is the art of winning wars. • In organisations strategy is important. • It is about winning in the work we do. • It is about organisational success. • Strategy is the "how" in an organisation. It is the way in which the organisation decides to achieve its mission.
Strategic Planning • The purpose of strategic planning • To set overall goals for your business • To develop a plan to achieve your goals • To arrange your priorities based on your plans should help you reduce and manage risks
Strategic Planning • How we do this: • Collecting a wide range of information about your project/business • Analyzing this information to build your basic schedule of your time table
Strategic Planning • The difference between • Strategic planning • Making a business plan
Strategic Planning • Strategic planning • The process of strategic planning is about determining the direction in which you want to take your business • Making a business plan • The purpose of the business plan is to provide the detailed route map that will take you in your desired direction.
Strategic Planning • Choosing the right strategy • When we are confronted by choices about what strategy to chose, it is often tempting to follow the strategy that we are personally interested in • However, personal interest is not the best way to make this kind of choice!
Strategic Planning • There are a number of things that we need to consider, such as: • Who do we want to serve? • what are their needs? • Does the strategy fit with our mission and values? • Will the strategy help us to achieve what is important to us?(e.g. uplifting the community, or making a profit) • Does the strategy build on what we are good at? Will we need to develop new skills? • Who else is doing the same kind of work as us? Or What kind of work is no one doing?
Strategic Planning • In small groups think of a small project (this could be related to your studies or business idea) and discuss these questions with your team to find a solution… • Who do we want to serve? • what are their needs? • Does the strategy fit with our mission and values? • Will the strategy help us to achieve what is important to us?(e.g. uplifting the community, or making a profit) • Does the strategy build on what we are good at? Will we need to develop new skills? • Who else is doing the same kind of work as us? Or What kind of work is no one doing?
SWOT analysis • The SWOT analysis is a valuable tool in your organizational analysis. • Assessing your organization’s strengths, weaknesses, market opportunities, and threats through a SWOT analysis is a very simple process • It can offer powerful insight into the potential and critical issues affecting a project
SWOT analysis • The SWOT analysis process • Carrying out an inventory of internalstrengths and weaknesses in your organization • Then your externalopportunities and threats that may affect the organization, based on your market and the overall environment
SWOT analysis • internal strengths and weaknesses • Is there a clear focus? • Quality of the work (Good standard? On time? Popular with the target group?) • Financial security? • Are your people professional? Committed? Hard-working? Motivated? Well -trained? Good at their job? • Relations with the community • Relations with donors • Ability to network with others in your sector
SWOT analysis • Or it could be -> SLOT analysis • Strengths, • Weaknesses/Limitations, • Opportunities, • Threats involved in a project
strategic objectives • strategic objectives which will state what the organisation wants to achieve • Strategic objectives are long term (3 - 5 years ahead) • good objectives must be SMART
SMART strategic objectives • Specific • Measurable • Achievable • Realistic • Time bound
SMART strategic objectives • Specific: so anyone who reads your objectives knows exactly what you meant • Measurable: so that you can measure whether you have succeeded or failed • Achievable by anyone, given the context you are working in
SMART strategic objectives • Realistic for your organisation given the resources you have. • Time bound Good objectives always have a time limit, or another definition of timing (e.g. how frequently something will happen).
Look at these objectives and discuss it in groups whether you think they are SMART or not. Explain why, and say how you would improve the objectives that are not SMART. • To deliver water to 1 million people • To deliver an excellent radio service in our area. • In the first year, the college will start literacy courses in 6 communities. There will be at least 1 group of 12 learners in each community. • To conduct a 3-week training programme, for 6 people - one from each community - who will learn how to co-ordinate the groups.
Research Methodology • To be able to participate in strategic planning you need to know how to do research • Technology available today gave us the chance to explore the world with few clicks • Sources: • Periodicals, • internet, • Conference, • People, • etc. …
Research Methodology • Sources: • Periodicals, (journals, scientific papers…) • Internet, (professional websites, e-books…) • Conference, (seminars, workshops….) • People, (social networking “online / in life”, specialists …) • etc. …
Accreditation • Any Project Management (PM) accreditation should support a claim that an accredited person is a Project Manager who has acquired the skills and methods necessary to do the job in a professional manner. • Therefore, the accreditation body should be widely recognized and accepted throughout the world (or at least region of interest) as evidence of a proven level of experience, knowledge and education in project management.
Accreditation • Examples of institutes: • IPMA: International Project Management Association • PMI: Project Management Institute • APM: Association for Project Management
Accreditation • Professional Qualifications:PMP accreditation requires significant amount of work and review in preparation of the exam • To be eligible, you must first meet specific educational and project or programme management experience requirements and agree to a code of professional manner. • The final step is passing a computer-based multiple-choice examination designed to objectively assess and measure your ability to apply project or programme management knowledge. • The examinations are administered globally with translation aids in 10 languages. They are available at 10 sites in the UK.
