For too long, structure has been viewed as something separate from strategy. Structure is how the entire organization operates, not just its organization chart. Revising structures are often seen as ways to improve efficiency, promote teamworkcreate synergy or reduce cost. Yes, restructuring can do all that and more.
Making an inventory of community social resources, services and opportunities; Transect walks, maps; and Situation analysis is very important before any attempts to solve the problem because: It provides an opportunity to understand the dynamics of the community; It helps to clarify social, economic, cultural and political conditions; It provides an initial opportunity for people's participation in all project activities; It enables the definition of community problems and solutions; and It provides information needed to determine objectives, plan and implement.
Situation analysis should be continuous, in order to provide additional information during project implementation, monitoring and re-planning. Situation analysis and problem identification should be monitored to ensure that correct and up dated information is always available about the community and its problems.
Since monitoring should be integrated into all aspects or phases of the process, let us go through each phase and look at the monitoring concerns associated with each. Setting Goals and Objectives: Goal setting asks the question, "Where do we want to go? Before any attempts to implement a project, the planners, implementors and beneficiaries should set up goals and objectives.
See Brainstorm for a participatory method to do this. A goal is a general statement of what should be done to solve a problem. It defines broadly, what is expected out of a project. A goal emerges from the problem that needs to be addressed and signals the final destination of a project.
Objectives are finite sub-sets of a goal and should be specific, in order to be achievable. To achieve the objectives of a project, it is essential to assess the resources available within the community and those that can be accessed from external sources.
See Revealing Hidden Resources. The planners, implementors and community members should also identify the constraints they may face in executing the project and how they can overcome them. Based on the extent of the constraints and positive forces, the implementors may decide to continue with the project or to drop it.
The goals and objectives provide the basis for monitoring and evaluating a project. They are the yardsticks upon which project success or failure is measured.
Generating Structures and Strategies: This aspect asks the third key question"How do we get there? The planners and implementors communities and their enablers should decide on how they are going to implement a project, which is the strategy.
Agreeing on the strategy involves determining all items inputs that are needed to carry out the project, defining the different groups or individuals and their particular roles they are to play in the project.
These groups and individuals that undertake particular roles in the project are called "actors. Discussing and agreeing on the activities to be undertaken during implementation; Defining the different actors inside and outside the community, and their roles; and Defining and distributing costs and materials necessary to implement the project.
After establishing the appropriateness of the decisions, the executive should discuss and agree with all actors on how the project will be implemented.
This is called designing a work plan. How do we get what we want?
A work plan is a description of the necessary activities set out in stages, with rough indication of the timing. In order to draw a good work plan, the implementors should: List all the tasks required to implement a project; Put the tasks in the order in which they will be implemented; Show allocation of the responsibilities to the actors; and Give the timing of each activity.
The work plan is a guide to project implementation and a basis for project monitoring. It therefore helps to: Finish the project in time; Do the right things in the right order; Identify who will be responsible for what activity; and Determine when to start project implementation.
The implementors and planners have to agree on monitoring indicators. Monitoring indicators are quantitative and qualitative signs criteria for measuring or assessing the achievement of project activities and objectives. The indicators will show the extent to which the objectives of every activity have been achieved.ELSEVIER.
From Experience: Linking Projects to Strategy Randall L. Englund and Robert J. Graham There is a dramatic rise in the use of project management as organizations shift to provide customer-driven results and systems solutions.
Watch video · Experience Gears like never before. in its name and not be a strategy game? We don’t have the answer but Empires Apart is a means for sites to earn advertising fees by linking . Most common mock interview questions and best answers.
Mock interview preparation guide with tips and expert advice. - Can you give me an example of a project that didn’t work out well? I reveal the strategy behind the question and what the interviewer is actually trying to learn from you. This will prevent employees from wasting resources on projects that do not fit the corporate strategy.
Defining the competitive advantage The competitive advantage is the most important part of the strategy . From Experience Linking Project To Strategy Essay Sample. 1. Successful projects are so important to Hewlett-Packard because of many reasonsThere are many projects .
The second approach is “procedural” in nature, to enable students to acquire general skills and strategies that they can apply widely to understand situations and solve problems.
In this chapter, we focus on the potentials of integrating thinking and learning skills across the curriculum.