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Strategic Planning. Ontario University Collaborative December 2013. Objectives. Understand the value of having a plan Create/draft a strategic plan. Establishing A Strategic Plan.

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strategic planning

Strategic Planning

Ontario University Collaborative

December 2013

objectives
Objectives
  • Understand the value of having a plan
  • Create/draft a strategic plan
establishing a strategic plan
Establishing A Strategic Plan
  • There are three main categories of risks that clients must acknowledge before attempting to sustain a best-value environment
  • These areas include:
    • Performance risk (vendor fails to perform)
    • Political risk (resistance from internal/external parties)
    • Program risk (activities that jeopardize sustainability)
  • To mitigate these risks, the following should be performed:
    • Performance risk (implement the PIPS process without deviations)
    • Political risk (create and follow a strategic plan)
    • Program risk (create and follow a strategic plan)
mitigating risk
Mitigating Risk

Performance Risk

  • Vendors may not know how to accept accountability
  • Vendors may not know how to perform in best-value environment
  • Agency does not implement correctly or makes changes to the process

Political Risk

  • Program is not legal
  • Process is wasting money
  • Process is not being fair or process only picks favorite contractors
  • Process is not open and it limits competition
  • Non-performing vendors who don’t like the program
  • Internal personnel that do not want to change

Program Risk

  • Agency loses discipline once program has been successful
  • Agency expands the program too rapidly (speed is our enemy)
  • Agency does not buy into the basic concepts and theory
the strategic plan
The Strategic Plan
  • A strategic plan is essential to the long-term success of a best-value program
  • The strategic plan must be established before beginning a pilot program and should be documented in writing
  • By having the strategic plan in writing, all decisions can be minimized by simply following the outline of the plan
  • The majority of users do not have a strategic plan (as simple as they sound, clients have a difficult time creating and following them)
contents of the strategic plan
Contents of the Strategic Plan
  • Overall Objective of Agency (include how BV ties into this)
  • Goals of the BV Program
  • Measurements (that will be used to assess if goals are being met)
  • Tactical Plan (detailed plan, schedule, actions to be performed)

Sound Simple???

slide7

SAP Financial Systems

PACMAN

Key Personnel

SRP Accounting Department

SRP Reporting Department

Individual Records/Accounts

Project Info

Cost Info

Previous Reports

Individuals’ Records

ANALYSIS OF CURRENT SYSTEM:

(2 Months)– To obtain data on 10 projects

(3 Weeks) – To compile data

(6 Hours) – To generate useful information

(3 People) – Required to obtain data

Performance Data

what is a strategic plan
What is a Strategic Plan?
  • Roadmap
  • Where you’re going
  • How you plan to get there
  • How you will know you have arrived
  • How to help the next group reach their destination
value
Value
  • Helps the team align on the plan
  • Creates a living document for everyone to reference
  • Helps everyone to know if they are on track
  • Communicates where you want to be after a specific period of time and how someone can contribute
  • Especially helpful when project has a short duration and expects quick deliverables
  • Can be read by anyone (even if not affiliated with the project) and know what is going on at any point
where to begin
Where to begin?

Begin at the end!

  • What do you want to have achieved?
  • What will make you feel successful?
  • What will make you feel as if you spent your time wisely?
  • What does success look like?
  • How can you measure it?
think about
Think about

Independently, brainstorm by writing:

  • Your personal goal
  • Your group’s goal
  • Your organization’s goal

Ask yourself:

  • Do they have anything in common?
  • If so, what?

Organization

Department

Team

You

activity
Activity
  • What are your organization’s goal(s)? How is what you’re doing different from what you have done in the past?
  • At the end, how will you be able to tell people or prove to them that you have achieved this goal?
  • What does success look like? How can you tell you have arrived?
example
Example
  • Becoming more efficient
  • Starting your own company
  • Living a healthier lifestyle

Vision: To live a healthier lifestyle

how will you get there
How will you get there?
  • Schedule
  • Milestones
  • Deliverables
  • Education
  • Regular Meetings
recommendations
Recommendations

1-3 Pages (more concise, easier to reference)

  • Overview
  • Bullet Points
  • Year-by-year
  • Measurements of success (year-by-year)
  • Tactical Plan (separate by phases)
  • Education Plan
  • Stakeholders
  • Communication Plan
  • Benchmarks
  • Expansion Plan (internal and external)
summary
Summary
  • Definitions of strategic planning vary – roadmap
  • Greatest risks are political and program
  • Need to have a good idea of plan before beginning
  • It’s the key to alignment
  • Don’t forget your baseline
  • Think about the various levels (individual / group / organization / consortium level)
  • Discussion continues tomorrow (more detail/tactical)