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Strategic Management Office Curtis Jenkins VP of Strategy & Planning

BDPA Strategic Management Office (2010)

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This slideshow describes the strategic management office created by National BDPA VPSP Curtis Jenkins.

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Page 1: BDPA Strategic Management Office (2010)

Strategic Management Office

Curtis Jenkins VP of Strategy & Planning

Page 2: BDPA Strategic Management Office (2010)

SMO Mission

• Unlock unrealized value by making strategy execution a distinct and recognizable competency in BDPA.

• Does this by enabling others to do their jobs in a way that supports the organizations strategy.

Page 3: BDPA Strategic Management Office (2010)

SMO Charter

• Consistency in describing the BDPA strategy• Close gap between strategy and budget• Oversee all strategy related activities• Facilitate an integrated process of strategy

execution across the organization• Define, prioritize and recommend Strategic

initiatives for BDPA• Monitor progress of BDPA strategic initiatives• Develop and foster key BDPA strategic

relationships• Ensure compliance to strategy

Page 4: BDPA Strategic Management Office (2010)

SMO Org Chart

Curtis JenkinsVP of Strategy &

Planning

Director - Strategic

Methodologies & Metrics

Director - Chapter Compliance

Director – Intake and Analysis

Page 5: BDPA Strategic Management Office (2010)

Who Does What

Develop the measurements and

tools for tracking progress

Determine internal and external factors that

shape strategic direction

Develop and present the overall strategy

and strategic relationships

Ensure compliance to the strategy and tools

Vice President Strategy & Planning

Director- Strategic Methodologies & Metrics

Director- Chapter Compliance

Director- Intake and Analysis

Page 6: BDPA Strategic Management Office (2010)

High Level Responsibilities

• Strategic Methodologies and Metrics– Develop 2 to 5 year organization Strategic Plan with Strategic Management

Office and NEC– Coordinate and Track Performance and Measurement– Implement Balanced Scorecard methodology and metrics

• Chapter Compliance– Facilitate BDPA local chapter compliance with National BDPA Strategy– Implement a Chapter Management process – Ensures chapters compliance with required reporting and local strategy tied to

national strategy

• Intake & Analysis– Coordinate internal and external surveys to understand BDPA position in IT

Industry– Develop and execute the information intake process– Provides updates and recommendations on Stakeholder management– Provides information on the IT industry and recommendations for BDPA

participation

Page 7: BDPA Strategic Management Office (2010)

High Level Responsibilities

• Strategy & Planning– Responsible for all areas in the Strategic Management Office– Relationship Management & Strategic Alliances– Identify plans that will be used to develop annual NBDPA

strategic plans by reviewing existing Strategic Plans, business area portfolios, IT industry research updates, identifying potential alliance partners.

– Schedule and conduct NBDPA and business area planning sessions.

– Conduct review of proposed plans by National Board of Directors.

– Distribute Plans to National Board Members – Review Budgets

Page 8: BDPA Strategic Management Office (2010)

Expectations

• Team Member – Director Responsibilities: Attend all scheduled meetings (Delegates are permitted by exception only) Participate in refining team charter, scope and objectives Collaborate in start-up of team activities and communicate throughout

organization Represent function and the business at large, and be the team champion to

the organization Solicit input from stakeholders regarding business needs, decisions, etc, and

provide support in specific areas of expertise Provide input/guidance to SMO Team re: their charter, objectives, and specific

activities Add responsibilities and participate in development of the annual BDPA

strategic planning sessions or scorecard meetings Provide status on items of responsibility as stated in Volunteer Job Description

Page 9: BDPA Strategic Management Office (2010)

Strategic Approach

• Overview of the Balanced Scorecard Approach

• Resulting One-page view Strategy

• Goals supporting Strategic Pillars

• Example of measurement and reporting

Page 10: BDPA Strategic Management Office (2010)

Purpose

Picture of the future

Performance “lenses” to evaluate results

Main focus areas (Pillars); Results to satisfy our stakeholders’ needs

Continuous Improvement Activities

Create and Improve value for stakeholders

Measurement Tool

Specific projects and programs

STRATEGICALTITUDE 50, 000 FT

25,000 FT

15,000 FT

Ground

The Logic of Balanced Scorecard Strategic Planning

Balance Scorecard PyramidBalance Scorecard Pyramid

10

Page 11: BDPA Strategic Management Office (2010)

11

BDPA 2010 – 2014 Strategy

Page 12: BDPA Strategic Management Office (2010)

Operational Cleanup•2010 Budget - Projected Costs = $1.1M, Projected Revenue = $1.3M•New ratio of expense to revenue $0.89 to $1.00•990's filed Q1 2010•Finance governance team to ensure proper spending•Short and long term infrastructure changes

•New Membership Database that supports long term vision - proposed Q1 2010 •Improved Website - Q1 2010

Organization TransformationAn NEC aligned and organized to be accountable to the members (Chapters and National Board of Directors)20 National CAC members by December 2011A Regional structure in place by Aug 2010 (by-law changes required) that provide value and services to deliver:

o    1 National Exposition and Regional specific conferenceso    HBCU engagemento    Programs focused on Entrepreneurso    Military/Government relationships

Member Value Proposition•60% year over year growth of membership by 2011•Increased focus on lifetime memberships generating commitment and revenue•Focused programs for each stakeholder group (students, community, professionals, corporate sponsors and educational institutions)

BDPA Strategic 2010 - 2011Goals

Page 13: BDPA Strategic Management Office (2010)

Balanced Scorecard ExampleStrategy & Planning

Strategic Pillar & Objectives Goals Key Performance Indicators Status

Budget (COA line

item)Due Date

Cross Business

Dependencies

Operational Cleanup Q1  

Create Strategic Management Office (SMO)

Members of the BDPA VPSP/NBOD to participate in the SMO

Health of deliverables: Create Balanced Scorecard for all Business areas supporting strategy

VJD’s created for SMO members (4)

3 members interviewed and selected by VPSP 

SMO rolled out to NEC and NBODBalanced Scorecards completed by all business areas

50% - Need to complete by 2/5/10

0%

0%

100% - VPSP completed No budget

2/5/10

2/26/10

3/31/10

1/11/10

CIO – portal to house information

CIO, ED, VPF,VPBM, VPMM, VPMS for all scorecards 

Transformational Change      Q1  

Strategic partnership with ITSMF

Formal transition of ITSMF responsibilities

Develop organizational structure w/committee

Present new organizational structure 

Complete meeting with current chair

Organizational structure agreed on by committee

NBOD vote on organizational structure 

Transition completed on 12/7/09

VPSP has been introduced

0% - meeting with new admin needed No budget

12/31/09

3/31/10

5/2/10President, ED, ITSMF

13TAKING MEMBERSHIP TO THE NEXT LEVEL

Page 14: BDPA Strategic Management Office (2010)

Questions