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8/2/2019 Lecture 2 Programme Leadership
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Programme Leadership
Lecture 2
Tariq Rafiq
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Learning Outcome
. Be able to plan and agree a programme of
related projects that support the strategic
plans of an organisation
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Progects, Programmes, and
Policies
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Processes, Programs, and Projects
Process is a repeatable sequence of connected events that lead to apredictable, value-added outcome. A process is characterized byits on-going and repetitive nature, performed in a standardizedway with predictable resource requirements.
Program is work associated with on-going operations or relatedprojects managed in a coordinated way. Work activities ofprograms may be project-oriented, task oriented, or request-oriented, but must align with clear customer or stakeholderoutcomes. Operational Systems are best categorized as a subgroupof programs.
Project is temporary endeavor undertaken to create a uniqueproduct, service, or result of lasting benefit. It generally has afixed resource base, and a project team that will disband uponproject completion.
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What is a project?
A project is a temporary endeavor undertaken to
create a unique product, service, or result.
Creates unique deliverable defined by scope
Definite beginning and end.
Set resources.
Project team is often a matrix team, that disbands
when the deliverable is complete.
Achieves measurable results.
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Initiation of a project
Review of business needs
Documentation of requirements, and
relative benefit (RoI) of project Feasibility evaluation
Proof of concept
Comparative benefit
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Project Process Groups
Initiating Prioritizing / Feasibility study/ Structuring
Planning Scope development and verification
Work breakdown
Risk management Activity Sequencing
Executing Direct and manage
Resources acquisition/ Team acquisition and development
Quality assurance
Controlling Review and Reporting Change management
Closing Acceptance / Documentation/ Transfer to operations.
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Leadership Development Through
Strategic Planningo Reasons/purpose of organizations
o Purpose of Board of Directors
o Roles of Executive Director (CEO)
o Tasks of Staff
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Traditional Strategic Planning
No community
No staff buy-in
No feedbackmechanism
No staff ownership
Minimalimplementation effort
Performance
unchanged
Conclusion23/04 9
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The Strategic Plan and the Organization
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Mission Driven Organisation
Supported by Strategic Plan
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Staying Mission-focused through Strategic
Planning
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PLOTTING THE COURSE
Supporting the Mission Statement
How wonderful it is that nobody need wait asingle moment before starting to improve the
world.
- Anne Frank
www.thenilespartners.com
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The Mission Statement
If an organization loses sight of its Mission, it will
dissolve rapidly.
- Peter Drucker
- www.thenilespartners.com
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Gathering InformationThe Start of a
Strategic Plan
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The Mission Statement
Path to Vision -
If you are going to achieve excellence in big things,
you develop the habit in little matters. Excellence
is not an exception, it is a prevailing attitude.
- Colin Powell
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The Mission Statement
o Articulates path oforganization towardVision
o Collect, evaluate,prioritize information
o Should Mission
Statement beamended, expanded,left as is?
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Today
Vision(Future Date)
TIME
Strategic
Planning
Missi
onState
ment Impact on
Community
New Openings toServe
CollaborativePossibilities
New fundingsources
Larger Gifts
Current Effectiveness at Accomplishing Mission
Current Community Impact
Current Resource Management
Current Sources of Resources and Funding
Current capacity of agency to change
Time between StrategicPlanning events increases
as agency matures
www.thenilespartners.com
Mission Driven AgencySupported by Strategic Plan
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Creating Functional Wish Lists
The Basis for the Plan
Logic will get you from A to B. Imaginationwill take you everywhere.
-
Albert Einstein
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Role Of The Board
o Keep direction
o Move toward Vision
o Assure all efforts support Mission to maximum
o Initiate implementation of plan with ExecutiveDirector
o Listen to and assess feedback
The Navigators
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Role of the Executive Director
o Maintain / correct course for organisation
o Manage current resources; maximise return on
resources
o Lead and direct staff
o Spearhead execution of Strategic Plan
o Provide feedback and monitor progress of
Strategic Plan implementation
The Pilot
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Role of the Staff
If you think you are too small to be effective, youhave never been in bed with a mosquito.
- Betty Reese
o Complete tasks that support Mission
o Perform assigned duties
o Execute Strategic Plan
o Use resources efficientlyo Provide program feedback
The Crew
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Summary
o The need for planning
o Everyone has role
o Effective implementation raises level of
performance
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Next Level of Effectiveness
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Effective Strategic Planning
o Strengthens Board
o Provides focus for Executive Director
o Invigorates Program Managers & Department
Leaders
o Gives staff sense of ownership
o Signals to funding sources you are good planners
and stewardso Sends message: our Board is involved
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Effective Planning and Implementation
Re-ignites everyone's original passionand reminds everyone why they got
involved in this work in
the first place!
Unless someone like you cares a whole awful lot,
nothing is going to get better. Its not.
- Dr. Seuss