strategic planning first entry - that everybody should know

STRATEGIC PLANNING

ABDULLAH ALKHADRAWY, PMP, RMP

VISION

MISSION

OBJECTIVES

STRATEGIES

IMPLEMENTATION

MONITOR & CONTROL

IDEOLOGY/ CORE

VALUES

F I R S T E N T R Y

2


Prepared by BSc. Civil Engineering (V. Good HONS)

2006 Graduation Project (Project Management)

2006.(Excellent graded) Achieved PMI-PMP® April2011 Achieved PMI-RMP® April2016 Certified by Primavera Inc. ® : Advanced

user for Primavera P6 (2008). Certified by Primavera Inc. ® : Advanced

user for primavera Contract Manager 12 (2009).

Working as: Sr. Planning Engineer

Abdullah Ahmed Al-Khadrawy

3

mailto:[email protected]

https://www.linkedin.com/in/abdullah-ahmed-pmp-rmp-24aa2b23

http://www.slideshare.net/abdullahalkhadrawy

ABDULLAH ALKHADRAWY, PMP, RMP 4

Strategic Planning

•Organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. It may also extend to control mechanisms for guiding the implementation of the strategy .


Strategic Planning1) VISION2)

MISSION 3) OBJECTIVES4) STRATEGIES

5) IMPLEMENTATION6) MONITOR & CONTROL

6

1) VISION



1) VISION

VISION

• Each firm should determine certain core values and purpose to be followed and planned based on them.

• The firms core values and purpose constitutes its core ideology and remain relatively constant.

• They are independent of industry structure and the project/product lifecycle.

2) MISSION


10

Mission Statement

• Captures the essence of why the organization exists – Who we are, what we do.• Explains the basic needs that you fulfill.• Expresses the core values of the organization.• Should be brief and to the point.• Easy to understand.• If possible, try to convey the unique nature of your organization and the role it plays that differentiates it from others.


11

2) MISSION

CORE VALUES

VISIONARY GOALS

CORE PURPOSE

• Communicate the firms core ideology (the vision) and its visionary goals.

• Generally be represented by three components:

1.CORE VALUES

2.CORE PURPOSE

3.VISIONARY GOALS


12

2) MISSION

CORE VALUES

VISIONARY GOALS

CORE PURPOSE

1.CORE VALUES: Few values (i.e. around five). Reflect the deeply assessed values of

the organization. Independent the current industry

environment, and the management fads.

Will not change even if the organization changed the applied industry.

Fixed against business/ circumstances / or industry changes.

E.g. excellent customer service, pioneering technology, creativity, integrity, & social responsibility.


13

2) MISSION

CORE VALUES

VISIONARY GOALS

CORE PURPOSE

2. CORE PURPOSE: The organization's fundamental

reason for being. Broad, fundamental and enduring; A good purpose should serve to

guide and inspire the organization for years, perhaps a century or more.


14

2) MISSION

CORE VALUES

VISIONARY GOALS

CORE PURPOSE

3. VISIONARY GOALS: The lofty objectives that the

company's management decides to pursue.

Describes some milestones that the company will reach in the future and may require a decade or more to achieve.

Longer term and more challenging than strategic or tactical goals.

Challenging enough so that people nearly gasp when they learn of them and realize the effort that will be required to reach them.


15

2) MISSION

CORE VALUES

VISIONARY GOALS

CORE PURPOSE

3. VISIONARY GOALS (CONT.):Most visionary goals fall into one of the following categories: Target - quantitative or qualitative goals

such as a sales target or Ford's goal to "democratize the automobile.“

Common enemy - centered on overtaking a specific company such as the 1950's goal of Philip-Morris to displace RJR.

Role model - to become like another company in a different industry or market. For example, a cycling accessories company might strive to become "the Nike of the cycling industry."

Internal transformation - especially appropriate for very large corporations. For example, GE set the goal of becoming number one or number two in every market it serves.


2) MISSION STATEMENT EXAMPLES

To Explore the Universe and Search for Life and to Inspire the

Next Generation of Explorers

To Make People Happy


16


Today, shared values are more essential than ever before-for enterprises, for individuals and for the globally integrating society of the 21st Century.Dedication to every clients successInnovation that matters – for our company and the worldTrust and responsibility in all relationships

McDonald’s brand mission is to be our customers’ favourite place and way to eat. Our worldwide operations are aligned around a global strategy called the Plan to Win, which center on an exceptional customer experience – People, Products, Place, Price and Promotion. We are committed to continuously improving our operations and enhancing our customers’ experience.


17

18


At Microsoft, our mission and values are to help people and

businesses throughout the world realize their full potential

Google’s mission is to organize the world’s information and make

it universally accessible and useful.ABDULLAH ALKHADRAWY, PMP, RMP

3) O B J E C T I V E S


20

3 ) O B J E C T I V E S

• Guided by the business vision• Measurable financial and strategic objectives.• Financial objectives involve measures such as:

sales targets and earnings growth.• Strategic objectives are related to the firm's

business position, and may include measures such as market share and reputation.



4) S T RAT E G I E S

4 ) S T R AT E G I E S

• First step to make environmental scan.• Then make studies and analysis till the limit

that is necessary for guiding the business strategy.

• Making market analysis using the useful tools e.g. SWOT analysis, or Porter’s five forces model.


23

4 ) S T R AT E G I E SSWOT analysis• Four elements in a 2×2 matrix.• Strengths: characteristics of the

business that give it an advantage over others

• Weaknesses: characteristics that place the business at a disadvantage relative to others

• Opportunities: elements that the business could exploit to its advantage

• Threats: elements in the environment that could cause trouble for the business


24

4 ) S T R AT E G I E SPorter’s five forces model• A graphical representation of Porter's

five forces• Framework that attempts to analyse

the level of competition within an industry and business strategy development.

• Draws upon industrial organization (IO) economics to derive five forces that determine the competitive intensity and therefore attractiveness of an Industry.

• Attractiveness in this context refers to the overall industry

Industry

Rivalry

Bargaining

power of

suppliers

Threat of

substitute

products

Bargaining

power of

customers

Threat of new entrant

s


4 ) S T R AT E G I E S• Given the information from the environmental scan,

the company should match its strengths to the opportunities that it has identified, while addressing its weaknesses and external threats.

• This is accomplished through strategy formulation.• To attain superior profitability, the company seeks to

develop a competitive advantage over its rivals.• A competitive advantage can be based on cost or

differentiation.• The strategy main target, to build a plan shall lead

the firm to the success (achieve the objectives).ABDULLAH ALKHADRAWY, PMP, RMP 25


5) IMPLEMENTATION

5) IMPLEMENTATION• The selected strategy is implemented by means of programs,

budgets, and procedures.• Implementation involves organization of the company's

resources and motivation of the staff to achieve objectives.• The way in which the strategy is implemented can have a

significant impact on whether it will be successful. • In a large company, those who implement the strategy likely

will be different people from those who formulated it. • For this reason, care must be taken to communicate the

strategy and the reasoning behind it. Otherwise, the implementation might not succeed if the strategy is misunderstood or if lower-level managers resist its implementation because they do not understand why the particular strategy was selected.



6) MONITOR & CONTROL

6) Monitor & Control

• Continuous activity being applied as parallel to the business implementation.

• The implementation of the strategy must be monitored and adjustments made as needed.

• Evaluation and control consists of the following steps:• Define parameters to be measured• Define target values for those parameters• Perform measurements• Compare measured results to the pre-defined

standard• Make necessary changes


30

6) Monitor & Control

• Deming Model:

• Plan, Do, Check, Act• Repeat.• Record and apply the lessons

learned.• Plan


CONTACTS


mailto:[email protected]

https://www.linkedin.com/in/abdullah-ahmed-pmp-rmp-24aa2b23

http://www.slideshare.net/abdullahalkhadrawy

strategic planning first entry - that everybody should know

Business