STRATEGIC AND OPERATIONAL PLAN

Diposting oleh Agungmulyadii di 20.13


 NAME : AGUNG MULYADI
PBU 7 BATCH 3
STP SAHID JAKARTA 

Operational planning
An operational planning is a subset of strategic work plan. It describes short-term ways of achieving milestones and explains how, or what portion of, a strategic plan will be put into operation during a given operational period, in the case of commercial application, a fiscal year or another given budgetary term. An operational plan is the basis for, and justification of an annual operating budget request. Therefore, a five-year strategic plan would need five(5) operational plans funded by five operating budgets.
Operational plans should establish the activities and budgets for each part of the organization for the next 1 – 3 years. They link the strategic plan with the activities the organization will deliver and the resources required to deliver them.
An operational plan draws directly from agency and program strategic plans to describe agency and program missions and goals, program objectives, and program activities. Like a strategic plan, an operational plan addresses four questions:
  • Where are we now?
  • Where do we want to be?
  • How do we get there?
  • How do we measure our progress?
The OP is both the first and the last step in preparing an operating budget request. As the first step, the OP provides a plan for resource allocation; as the last step, the OP may be modified to reflect policy decisions or financial changes made during the budget development process.
Operational plans should be prepared by the people who will be involved in implementation. There is often a need for significant cross-departmental dialogue as plans created by one part of the organization inevitably have implications for other parts.
Operational plans should contain:
  • clear objectives
  • activities to be delivered
  • quality standards
  • desired outcomes
  • staffing and resource requirements
  • implementation timetables
  • a process for monitoring progress.

Strategic Planning

Overview

Business Improvement Architects provides an approach to strategic planning that systematically reviews the past, analyzes the present, and then sets out future goals on the basis of a realistic assessment of key opportunities and customer needs. This process requires preparation and input from all individuals involved in the development and execution of the strategic plan.
Throughout the session, participants work, both within the full group, and where appropriate, in smaller groups, to develop the strategic plan.
This session will benefit management responsible for the development of strategic and operational plans for their department and/or organization.

Outcomes

  • A full understanding of the process of strategic planning.
  • Clarification of the "Vision" and "Mission" of the organization or the department.
  • Creation of the key strategic objectives.
  • Evaluation of the risks which might prevent the successful implementation of each key strategic objective.
  • Identification of the key business priorities required to implement each key strategic objective.
  • Development of the operational effectiveness plan.

Pre-Session Requirements

  • All participants undertake a review of the Organization's and Department's history.
  • Collection of customer feedback (whatever may be available which says what you have done well and haven't done well).
  • Participants should spend some time thinking about what they would like to see as possible future goals and objectives, which the Organization and/or Department should work towards.
  • All participants develop a "Situation Analysis" to present at the session which will include:
    • A summary of what they have individually accomplished in their area over the past couple of years.
    • A cross-section of their best and worst internal/external customers along with their feedback on customer satisfaction.
    • A review that highlights: performance strengths, weaknesses, current goals, structure and ways of operating and emergent opportunities and threats facing the Organization and/or their Department.
    • Any benchmarking information that may be available.
  • Feedback from their own staff regarding what they would like to see in the future.

Session Process

The First Day of the Session
  • Review the business Situation Analysis:
    • Reports from members of management.
    • Review and discussion of customer feedback.
    • Overview of the entire .Strategic Planning process
    • Development of complete synopsis of the past and current situation...with general discussion on future competitive situation.
    • Review of Benchmarking information, if available
  • Define the vision for the Organization and/or Department. This vision will reflect, ideally, a description of what the organization/department will look like in 2 to 3 years from today.
  • Discuss (if applicable) linkage to the Organization's mission.
  • Develop a mission statement linking to this vision as well as links to the Organization's perspectives.
  • Develop Key Strategies to reach the mission.
  • Develop a list of those strategies, which you want to reach in Year 1 and in Year 2.
The Second Day of the Session
  • Complete a Risk Assessment on each Key Strategy.
  • Evaluate the strengths, weaknesses, opportunities and threats (risks) associated with each Key Strategy.
  • Determine which Key Strategies will remain in the final plan and which cannot be achieved over the next 1 - 2 years.
  • Develop the priorities (based on the strengths, weaknesses, opportunities, threats, etc.)
  • Agree on the priorities for the next one to two years.
  • Identify objectives for each Key Strate
The Third Day of the Session
  • Develop a detailed action plan that includes all major activities to accomplish the key strategies and related objectives and a completion date. It should include responsibilities by staff to make The Strategic Plan happen.
  • Develop the implementation plan:
    • Who will do it?
    • What will they do?
    • When will they do it?
    • How will they do it?
    • What resources are required?
    • What costs are required?
    • How will the plan be monitored and measured?
  • Agree on the measurable outcomes to be derived by reaching each of the priorities through the agreed-upon strategy and plan.
  • Determine date to review the final strategic plan, once compiled.
  • Determine the responsibility for ensuring the strategic plan is successfully executed.
  • Identify Key Performance Metrics and Assumptions.
  • Discuss the communication requirements to all staff.
  • Discuss how to successfully execute the Action Plan within the constraints of resources, time and budget.

Post-Session Requirements

  • Develop the final 2-year strategic plans.
  • Develop the final 1-year business plan.
  • Develop the final operational effectiveness plan to ensure successful execution of the first year of the plan      

 

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