4. Boundaries?
⢠Planning creates change
⢠Change doesnât come from new
technology
⢠systÄma, meaning a set of
interacting or interdependent
objects forming an integrated
whole
⢠Plan holistically for entire system
⢠Systems thinking = mutual
dependencies
5. History is over, so get over it.
⢠1970âs
â Monolithic formal top-down
â Prescient but unreadable
⢠1980âs
â Organic and touchy-feely and
outside the box
â Ideas yes, execution no
⢠1990âs
â Y2k myopia
â Emerging planning & project
management link
6. A new journey.
⢠Previous plan had gathered moss
⢠External consultants have issues
⢠Simple process
7. Are we there yet?
⢠If you donât know where you are going then any road will get
you there
⢠Planning is a process, not a project
⢠Repeatable and continuously improvable
âPlans are
nothing;
planning is
everything.â
Dwight D.
Eisenhower
8. Change is constant.
⢠New students every term
⢠New technology every minute
⢠New pedagogical ideas
⢠New demands for resource optimization
⢠Planning strategically to expect complexity, change, and chaos
10. Add another layer of abstraction.
⢠Time horizon
⢠Personal impact
⢠Degree of collaboration
⢠Ease of understanding
⢠Stepping stones
Vision
Strategy
Operations
Tactics
11. Plan
Governance
⢠Who makes
decisions
about
planning?
⢠Governance
creates forum
for strategic
conversations
Strategy
⢠Strategy =
dreams and
aspirations of
your
stakeholders
⢠Dreams
become goals
⢠Goals require
incremental
objectives
Annualplans
⢠Specific
measurable
actions in the
next year
⢠Every task
explicitly
linked to an
objective
Performanceplans
⢠Leaders
assigned to
accomplish
each task
⢠Tasks
become
individual
performance
targets
Plan
STRATEGIC
PLANNING
ANNUAL SERVICE
PLAN
PERFORMANCE
PLAN
GOVERNANCE
12. Do
⢠Planning requires
decisions
⢠Decisions introduce
change
Decisiveness:
create âcult of doâ
⢠Projects execute change
⢠Plans are portfolio of
projects
⢠Create economic utility
Strategic program
of initiatives
⢠Sequencing based on
return, dependencies,
and resourcing
Operationalize the
plan by integrating
⢠Systemic project process
linked to specific human
resource expectations
Tactics = âget âer
doneâ
Do
DECISION
RECOMMENDATIONS
PROGRAM
INITIATIVES
INTEGRATED
PROJECTS
ASSIGNED
TASKS
13. Check
Plans are perfect until
execution starts
Measure results:
personal, operational,
and strategic
Frequently enough to
affect timely
improvements
Progress towards
goals & objectives
always matters
On time & on budget,
are not enough
Plan progress guides
future decisions
Check
Annually evaluate
strategic success
Measure goal
progress quarterly
Assess personal
achievements
21. Sources of information
⢠Who do you trust?
⢠Blending accountability with perspective
⢠Using research
âThe nicest
thing about
the future is it
always starts
tomorrow.â
23. Question everything.
⢠How do we leverage our existing assets?
⢠What prototypes should we experimenting with?
⢠How do we socialize everything we do?
⢠What did we miss?
⢠How do we get better?
⢠Are we enjoying the journey?
⢠Are we following our customersâ priorities?
⢠What can we stop doing?
24. Goals
⢠Primary point of connection with institutional strategy
⢠Strategic goals are choices
⢠3 to 5 years
âWe are
continually
faced by
great
opportunities
brilliantly
disguised as
insoluble
problems.â
Lee Iacocca
Client
Service
Administration
Systems
Web
Services
Research
Systems
Learning and
Teaching
Infrastructure
Organization
25. Objectives.
⢠Goals are not prioritized
⢠Objective used to achieve a goal
⢠Objectives are:
â Concrete
â Specific
â Mutually independent
â Tangible deliverables
⢠Goal = ď (Objectives)
Goal
Objective 1 Objective 3
Objective 2
Objective 4
Objective 5
26. Why plan?
⢠If you donât know where you are going, any road will get you
there.
⢠Simply reacting is a high risk survival strategy
⢠Systems are a large tangible asset and unplanned risk is
unacceptable
⢠Strategic plan explains your investment strategy
27. Some experiences.
⢠Takes longer than expected
⢠Short = useable
⢠Value is in the conversations, not the document
⢠Forces departmental scope & mandate discussion
⢠Pull vs. push
⢠Internally & externally competitive
28. Are we there yet?
⢠Nope.
⢠Metrics give a partial picture
⢠Planning an ongoing dialogue
⢠Obsolescence is instant
⢠Infinite improvement cycle
29. Itâs not the Plan,
Itâs the Planning
www.blurb.com/bookstore/detail/960910
EDUCAUSE 2010