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Drive the IT Processes

Drive the IT Processes. How To Best Meet Your Mission. Outline of Presentation. Evolution of Management Concerns Strategic Planning The Mission Strategic Excellence Positions Goals and Objectives Action Plans Operating Plan and Budget Results Management. RESULTS. STRATEGIC PLAN.

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Drive the IT Processes

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  1. Drive the IT Processes How To Best Meet Your Mission

  2. Outline of Presentation • Evolution of Management Concerns • Strategic Planning • The Mission • Strategic Excellence Positions • Goals and Objectives • Action Plans • Operating Plan and Budget • Results Management

  3. RESULTS STRATEGIC PLAN OPERATIONAL PLAN MANAGEMENT Mission Analyses Control System Goals Key Result Areas Results Objectives Operational Objectives Corrective Action Strategies Performance Indicators Reward System Financial Projections Action Plans Budgets Integrated Planning Process

  4. The evolution ofManagement Concerns

  5. Evolution of Management Concerns

  6. Strategic Planning

  7. Business, Operational, Strategic ? • Business PlanNormally prepared to acquire financing • Operational PlanIdentifies specific results to be accomplished within a given time period • Budget Expresses operational plan in financial terms • Strategic Plan Identifies the basic concept and direction of an organization

  8. Strategy Regulations Mission and Statement Laws Action Annual Strategy Plans Budget Issues Strategy *Strategic Excellence Positions Strategic Planning Process

  9. The Mission

  10. “I firmly believe that any organization in order to survive and achieve success must have a sound set of beliefs on which it premises all its policies and actions... “Next I believe that the most important single factor in corporate success is faithful adherence to those beliefs... “And, finally I believe if an organization is to meet the challenge of a changing world, it must be prepared to change everything about itself except those beliefs as it moves through corporate life.” Thomas Watson, Jr.

  11. The Mission • Purpose • Values

  12. Mission Shared purposes provide FOCUS by driving strategy. Shared values provide CONTROL by guiding execution.

  13. Strategic Excellence Positions Without focus

  14. Strategic Excellence Positions

  15. Strategic Excellence Positions Strategic success means to achieve better and more stable results than the competition. Achieving that requires superior competence, or the ability to excel, in a set of distinctive capabilities which have special value to a particular part of the marketplace. Note that excellence by itself is not enough. It must be excellence in areas of strategic significance, i.e., that determine the outcome of competition in the marketplace. That strategic excellence then forms the basis for the organization to achieve better results than the competition. In this sense it is a position which the organization “occupies” from which follows strategic success.

  16. Company SEP Honda Quality Gillette Innovation Rolls Royce Status/Prestige Microsoft Integration APC Nodes ? Strategic Excellence Positions

  17. SEP Example BMIA Example • Provide for the Unified Presence of the bread machine industry category in its marketplace • Provide for intra-industry communications within the bread machine industry.

  18. Goals • Define the key areas in which to expect strategic results and what is expected. • Not measurable as stated, but contain factors that will be measurable as Objectives. • With Mission and SEPs determine what Objectives should be selected.

  19. Objectives • Statement of measurable results. • Tied to Goals, provide the basis for operational planning and budgeting. • Four general characteristics: • Starts with the word “To” • Specifies a single measurable result • Specifies a target date or time span for Completion • Must be realistic and attainable, but represents a significant challenge.

  20. Innovative Problem Solving Regular/Routine Three Classes of Objectives

  21. Action Plans • Specify steps or actions required to attain an objective. • Designate who will be held accountable for seeing the each step or action is completed. • Define when these steps or actions will be carried out. • Define resources needed to be allocated in order to carry out the required steps or actions. • Define feedback mechanisms needed to monitor progress within each action step.

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