Details

Implementing and Sustaining Your Strategic Plan


Implementing and Sustaining Your Strategic Plan

A Workbook for Public and Nonprofit Organizations
Bryson on Strategic Planning, Band 4 1. Aufl.

von: John M. Bryson, Sharon Roe Anderson, Farnum K. Alston

38,99 €

Verlag: Wiley
Format: PDF
Veröffentl.: 28.06.2011
ISBN/EAN: 9781118067215
Sprache: englisch
Anzahl Seiten: 320

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Beschreibungen

<p>Based on John Bryson's acclaimed comprehensive approach to strategic planning, the Implementing and Sustaining Your Strategic Plan workbook provides a step-by-step process, tools, techniques, and worksheets to help successfully implement, manage, and troubleshoot an organization's strategy over the long haul. <p>This new and immensely practical workbook helps organizations work through the typical challenges of leading implementation for sustained change. It spotlights the importance of effective leadership for long-term successful strategic plan implementation. The authors include a wealth of tools designed to help with goal and objective setting, budgeting, stakeholder analysis, prior- ity reconciliation, strategies in practice, special leadership roles, cultural changes, and more. <p>The workbook's conceptual framework, step-by-step process, and worksheets can be applied in a variety of ways. It can be used as a whole, or selected parts can be used by board members, boards of directors, senior management teams, implementation teams, and task forces on a regular basis throughout the process of sustained implementation. The workbook's individual worksheets, or combinations of worksheets, can be used as needed to address a variety of implementation-related tasks.
<p>Preface ix</p> <p>Acknowledgments xvii</p> <p>The Authors xix</p> <p><b>PART 1 UNDERSTANDING IMPLEMENTATION AND ASSESSING READINESS 1</b></p> <p>Step 1 Understanding Implementation and Assessing Readiness 3</p> <p>Worksheets</p> <p>1 Interviewing People About the Upcoming Implementation Process 25</p> <p>2 Implementation Readiness Assessment Questionnaire 32</p> <p>3 Key Implementation Design Choices 44</p> <p><b>PART 2 GETTING ORGANIZED 53</b></p> <p>Step 2 Leading Implementation 55</p> <p>Worksheets</p> <p>4 Implementation Process Sponsors 71</p> <p>5 Implementation Process Champions 73</p> <p>6 Identifying Possible Members of the Implementation Coordinating Committee 75</p> <p>7 Developing a Charge for the Implementation Coordinating Committee and Related Subgroups 78</p> <p>8 Understanding and Linking Forums, Arenas, and Courts 82</p> <p>9 Values to Sustain Innovation and Change 88</p> <p>Step 3 Understanding How and Why the Strategic Plan Came to Be 91</p> <p>Worksheet</p> <p>10 Agenda for Follow-Up Meeting to Assess Results of Interviews of Strategic Plan Preparers and Adopters 95</p> <p>Step 4 Clarifying Who the Implementation Stakeholders Are 99</p> <p>Worksheets</p> <p>11 Implementation Stakeholder Identifi cation 102</p> <p>12 External Implementation Stakeholder Analysis 104</p> <p>13 Internal Implementation Stakeholder Analysis 106</p> <p>14 Power Versus Interest Grid 108</p> <p>15 Implementation Support Versus Opposition 110</p> <p>16 Creating the Supportive Coalition 111</p> <p>17 Engaging External Implementation Stakeholders 113</p> <p>18 Engaging Internal Implementation Stakeholders 116</p> <p><b>PART 3 CLARIFYING STRATEGIC AND OPERATIONAL DIRECTIONS 119</b></p> <p>Step 5 Articulating What the Organization’s Mandates, Mission, Vision, and Values Mean for Implementation and Alignment 121</p> <p>Worksheets</p> <p>19 Gaining Clarity About the Implications of the Organization’s Mandates for Implementation 124</p> <p>20 Understanding What the Organization’s Mission Means for Implementation 125</p> <p>21 Understanding What the Organization’s Values Mean for Implementation 127</p> <p>22 Understanding What the Organization’s Vision of Success Means for Implementation 128</p> <p>23 How and Why the Organization Creates Public Value 131</p> <p>Step 6 Getting Clear About Strategies That Will Continue, Will Be Started, or Will Be Phased Out 133</p> <p>Worksheets</p> <p>24 Evaluating Priorities for Existing Strategies, Programs, Products, Services, and Projects 135</p> <p>25 Evaluating Priorities for Proposed New Strategies, Programs, Products, Services, and Projects 136</p> <p>26 Reconciling Priorities Among Existing and Proposed Strategies, Programs, Products, Services, and Projects 137</p> <p>27 Strategy, Program, Product, Service, or Project Statement and Component Elements 139</p> <p><b>PART 4 RESOURCING AND STRUCTURING IMPLEMENTATION, ALIGNMENT, AND ONGOING LEARNING 147</b></p> <p>Step 7 Budgeting the Work 149</p> <p>Worksheets</p> <p>28 Developing a Budget for Strategic Plan Implementation 152</p> <p>29 Developing a Summary Budget for Implementation 155</p> <p>30 Developing a Strategic Annual Budget for Large, Complex Organizations 157</p> <p>Step 8 Creating an Implementation Management Structure 159</p> <p>Worksheets</p> <p>31 Project Assignment 167</p> <p>32 Assignment of Work to Project, Program, and Portfolio Categories 169</p> <p>33 Assignment of Projects, Programs, Portfolios, and Other Work 170</p> <p>Step 9 Developing Effective Implementation Teams 173</p> <p>Worksheets</p> <p>34 Creating Implementation Recommendation and Action Teams (I-Teams) 176</p> <p>35 ICC and I-Team Tasks, Membership, Competencies, Roles, and Responsibilities 186</p> <p>36 Team Leader Self-Assessment 190</p> <p>37 Meeting Agenda 192</p> <p>38 Meeting Summary 195</p> <p>39 Meeting Evaluation 197</p> <p>40 Team Self-Assessment 200</p> <p>Step 10 Organizing Alignment and Learning Processes 203</p> <p>Worksheets</p> <p>41 Alignment Checkup 208</p> <p>42 Designing Learning Forums 210</p> <p>43 Facilitating Dialogue Guidelines 212</p> <p>44 Identifying Needed Formative Evaluations 215</p> <p>45 Employee Performance Self-Review 218</p> <p>46 Performance Review and Development Plan Process 222</p> <p>47 Coaching for Successful Implementation 228</p> <p>48 Professional Development Request Form 231</p> <p>Step 11 Putting It All Together in Strategy Maps and Action Plans 233</p> <p>Worksheets</p> <p>49 Board Action Plan 241</p> <p>50 Action Planning 245</p> <p>51 Action Planning for the Stop Agenda 248</p> <p>52 Microsoft Project Schedule Template 251</p> <p>53 Summary of Actions and Responsibilities 259</p> <p>54 Strategy/Action Status Report Form 260</p> <p>55 Implementation Communications Plan 261</p> <p>56 Creating an Elevator Speech 263</p> <p><b>PART 5 MAINTAINING, READJUSTING, OR TERMINATING STRATEGIES 265</b></p> <p>Step 12 Staying the Course—Or Changing It 267</p> <p>Worksheets</p> <p>57 Improving Existing Strategies 269</p> <p>58 Identifying Needed Summative Evaluations 270</p> <p>59 Improving the Implementation Process 273</p> <p>60 Improving the Strategic Planning Process 276</p> <p><b>RESOURCES 279</b></p> <p>A Brainstorming Guidelines 281</p> <p>B Snow Card Guidelines 283</p> <p>Glossary 285</p> <p>Bibliography 289</p>
<p>THE AUTHORS <p><b>John M. Bryson</b> is the McKnight Presidential Professor of Planning and Public Affairs in the Hubert H. Humphrey School of Public Affairs at the University of Minnesota. He is a fellow of the National Academy of Public Administration and in 2011 received the Dwight Waldo Award from the American Society for Public Administration for "outstanding contributions to the professional lit- erature of public administration over an extended scholarly career." He consults widely on strategic management with public, nonprofit, and business organizations in the United States and abroad. <p><b>Sharon Roe Anderson,</b> cofounder of Aurora Consulting, is an experienced facilitator and consultant around issues related to strategic planning, team building, facilitation, nonprofit board governance, and implementation. <p><b>Farnum K. Alston</b> is the founder of The Crescent Company and has worked on hundreds of strategic planning projects for public, business, and nonprofit organizations.
<p>Based on John Bryson's acclaimed comprehensive approach to strategic planning, the Implementing and Sustaining Your Strategic Plan workbook provides a step-by-step process, tools, techniques, and worksheets to help successfully implement, manage, and troubleshoot an organization's strategy over the long haul. <p>This new and immensely practical workbook helps organizations work through the typical challenges of leading implementation for sustained change. It spotlights the importance of effective leadership for long-term successful strategic plan implementation. The authors include a wealth of tools designed to help with goal and objective setting, budgeting, stakeholder analysis, prior- ity reconciliation, strategies in practice, special leadership roles, cultural changes, and more. <p>The workbook's conceptual framework, step-by-step process, and worksheets can be applied in a variety of ways. It can be used as a whole, or selected parts can be used by board members, boards of directors, senior management teams, implementation teams, and task forces on a regular basis throughout the process of sustained implementation. The workbook's individual worksheets, or combinations of worksheets, can be used as needed to address a variety of implementation-related tasks.

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