Activity 1 Describe the purpose of the operational plan and describe its relationship to the strategic plan. An operational plan sets specific projects or activities (consistent with the strategic plan) that will be conducted, and the timetable and resources needed for completing those projects or activities is a detailed document that outlines how the organisations strategic goals are able to be achieved. They are known as action plans or tactical plans. Whilst a Strategic plan is the process of comprehensive, integrative program planning that considers, at a minimum, the future of current decisions, overall policy, organisational development, and links to operational plans. An operational plan will include details of: •
Authors Pearce and Robinson (2009) suggest, a balanced scorecard “Is a set of measures that are directly linked to the company’s strategy,” “Directs a company to link its own long-term strategy with tangible goals and actions,” and “Provides a framework to translate a strategy into operational terms” (p. 202). A balanced scorecard is comprised of four perceptions: financial, customer, internal business process, and learning and growth (Pearce & Robinson, 2009). Utilizing Kaplan and Norton’s development of the balance scorecard AB Cleaners (ABC) evaluated its strategies relative to their mission and vision. The preceding matrix echoes ABC’s measurements, its targets, and supporting initiatives for each of the four perspectives associated with the
GenRays Matrix Template Project Management Knowledge Areas Project Integration Management Recommended Tool(s) Project Charter Project Management Plan Justification for Tool Project Charter will provide formal executive authorization and support for the project and will empower the Project Manager and the team with the authority to move forward with the project. Project Management Plan will bring together the various subsidiary plans and integrate them to support the successful execution of the project. Project Scope Management Scope Management Plan Scope Statement Requirements Management Plan Statement of Requirements Work Breakdown Structure (WBS) Scope Management Plan will provide a process to define the scope, control the scope and manage requests for change to scope during the course of the project. Given the broad range of expectations for the HRIS project, it will be important to align on consistent scope. Scope Statement will provide an approved scope for the project that will guide work efforts and align resource commitments.
PART 1 Q1. Explain how you will identify and understand the scope of the project you have been assigned? What documentation do you think you will need to source? In order to define the scope of a project, it is necessary to first establish the project objectives and it is the role of the project manager to see that their team or contractors deliver a result that meets the specified functions and features. To define a project scope, you must first identify the following things: • Project objectives • Goals • Sub-phases • Tasks • Resources • Budget • Schedule in the case of Red, it is the responsibility of the project manager to clearly communicate what the project is, who requires it, why, what is it designed to achieve, resources available, who will be involved and who will be affected by the end result.
difygfysgfiysdifygsiydfyff Contents 3.1 Design a system to manage and monitor quality standards in your chosen organisation 3.2 show that you have a quality culture which makes sure that processes are continuously improved 3.3 recommend relevant and realistic improvements in your systems 3.4 investigate and then report on the wider impact of your proposed changes within your organisation 3.1 Design a system to manage and monitor quality standards in your chosen organisation Contents 3.1 Design a system to manage and monitor quality standards in your chosen organisation 3.2 show that you have a quality culture which makes sure that processes are continuously improved 3.3 recommend relevant and
Develop a change management strategy for Fast Track, which you will present to management (your assessor) for approval, by following steps 3–8 below. 3. Identify change goals and specify: a. who/what is impacted b. how they are impacted c. when the impacts will be realised. 4. How are the identified change goals (from que 3) related to the organisation’s strategic plans.
Business Strategy Planning Business Strategy Planning | Questions | Page | P1 | Explain strategic contexts and terminology- mission, vision, objects, goal, core competencies. | 02 | P2 | Review the issues involved in strategic planning | 03 | P3 | Explain Different Planning Techniques. | 03 | P4 | Produce an organizational audit for a given organization. | 04 | P5 | Perform associate environmental audit for a given organization. | 05 | P6 | Justify the Importance of Stakeholder Analysis.
GenRays HRIS Project Charter GenRays New HRIS System Project Charter GenRays 3.7.2015 Table of Contents Project Title Purpose Description Objective Success Criteria or Expected Benefits Funding Major Deliverables Acceptance Criteria Milestone Schedule Approval Requirements Project Manager Authorized by Project Title GenRays New Human Resource Information System (HRIS) Purpose rename Problem/Opportunity Statement – (states the problem and/or opportunity that exists within the organization) GenRays Description – (explains the project initiative and its nature in terms of scope and user needs, including a reference back to the problem and/or opportunity stated earlier, with the reader clearly understanding why it is being undertaken) Objective – (explains in “broad executive terms” the tangible outcomes—what will be achieved through the successful execution and completion of the project; some attention given to the intangible outcomes that the project manager perceives at this point, as well) Success Criteria or Expected Benefits – (delineates what the return on investment will be by achieving the objective stated in “broad executive terms” stated in the earlier section; also details the metrics and baseline measures that will be used to determine actual level of benefits achieved; stress the notion of CSFs-Critical Success Factors) Funding – (identifies sources of funding, including amounts and dates of availability, recognizing those resources are limited and have been allocated to the project through a competitive process; someone else could have gotten them; Does the known budget at this point seem realistic in terms of what the project entails?) Major Deliverables rename Project Process Outcomes – (tangible artifacts/outcome of processes within and from each project phase—shows
Organizational Impact Innovation can be achieved through strategies that are directed toward unambiguous long-term goals and through strategies implemented with resolution, coordination, and the harnessing of organizational member capabilities and commitments (Stamm, 2003, p. 81). Strategy is defined as a plan selected to result in a specific future, such as a solution to a problem or an achievement (Stamm, 2003, p. 82). Process is the series of related tasks, i.e., planning or production collaboratively working together to achieve a result or design (Stamm, 2003, p. 298-299). Product is defined as a good, service, or idea that consists of tangible and intangible attributes that will bring about an exchange of value (Stamm, 2003, p. 64). Stamm (2003) defines service as “the predominantly intangible core attributes which customers purchase” (p. 293).
Strategic goals are significant objectives or final outcomes that relate to the longstanding endurance, worth, and development of the business. High-level bosses typically create objectives that reflect both efficiency and productivity. Standard strategic consist