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PTech Strategic Planning Process

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Jim Summers

on 8 July 2011

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Transcript of PTech Strategic Planning Process

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Overall
M
OVERALL BUSINESS SCOPE & ALIGNMENT:
Organized Structure of Business Units (e.g. IT) designed to accomplish Burt Hill's business objectives
Situational
Practice Technology Team
Who are we?
to Enable & Optimize 'Project WorkFlow'
we practitioners to leverage technology tools used to deliver client services
education...
we provided 'project services' like project workflow planning...
we create and manage the digital content used to author, analyze, and communicate their designs... *Resource Management
Leadership, structure, guidance, and help to business & practice leaders
Need Precedes Greed!
Once need exists... resource availability must be communicated...

Work with us to understand where our technology skills, our practice experience, and our resources can be best put to use.
we have an idea for where we might start...
enabled
What value did PTech provide?
How can BH get the most out of our Senior IT Business Analysts?
... our IT Team?
... our infrastructure?
a Small team of people committed to indirectly improving
I help to establish the appropriate priority amoung various support issues & help to ensure it's resolved effectively and efficiently [leveraging internal "support..." & "application specialist"]
to bridge 'Pure Technology' & 'Pure Practice'...
client services
What are my objectives as a 'business analyst' at BH?
What's my mission?
Pure Practice
Pure Technology
WorkFlow Optimization
VIS
Design Visualization
BIM
PLIM
SITE
Determine where our biggest pain points are
What goes into the "project delivery ratio"?
What "multiplier" project revenue (net service revenue)/cost - - we're low 2.7 / good firms are 3.2 3.3
Project Stakeholders
Time Mgmt
Design Mgmt
People Mgmt
Process Mgmt
Client Mgmt
QA/QC
Software Capabilities/Functionality
Hardware Performace
Network Infrastructure
Practice Technologies
Core Technologies
planning
Executing
PRACTICE
TECHNOLOGY
CLIENTS
FACILITIES MANAGEMENT
Project Services (billable):
Workflow planning;
Application Support
Application Troubleshooting
Infrastructure Troubleshooting
Knowledge Sharing; (non-billable)
Practitioner Support: (non-billable)
Tackling (or coaching teams through) highly complex or difficult production & post-production efforts;
Providing project auditing and/or remediation work
assisting practitioners with (guidance on procedure, directions & explanation of features & functionality, referral to available resources, etc) software and/or peripherals
- assisting with software installation, configuration, performance, and other user-facing technical issues
helping to resolve technical issues associated with core technology infrastructure
Resource Management: (non-billable)
Managing the collection, authoring, and organizing of content; helping to insure that practitioners have access to the appropriate content, software, and technical infrastructure; and developing and maintaining relationships with power users
Helped to improve workflow, production efficiency & efficacy, output, by managing and contributing to the development, documentation, and sharing/communicating 'best practices' across all regions.
So... either you're looking to make a "CHANGE"... or you recognize a "CHANGF" that needs to be made... so, what steps do you take to get started?
Measure the results; adjust as needed and 'learn'
Why "CHANGE"?
e.g. "PROJECT MULTIPLIER"
getting the right staff on projects
getting enough staff on projects
getting staff on projects at the right time
getting staff on projects with the right skills
getting staff on projects with the right experience level
staffing
budgeting
workload & staffing balance
estimates at proposal time - accurate
pre-contract
going after jobs that have the potential to meet profit targets
scope control
schedule control
quality control
understand quality expectations
understand scope
understand schedule constraints
PIC & PM
AE Designers, etc
...improve the efficiency of our project delivery processes and the quality & consistency of our output
pick a workflow chunck (e.g. K-12 DD phase Architects) that consistantly performs poorly and represents an opportunity to successfuly assess, strategize, and execute a "workflow optimization plan"
Gather ALL the stakeholders *drivers... doers... and enablers
(BIM Implementation)
Support (level 2)
Project Services
WorkFlow Technology Resources
Support (level 2)
Communication Tools
Support (level 1)
Data
DRIVERS
DOERS
ENABLERS
BENEFICIARIES
Finance & accounting systems
building users
Consultants
Builders
IPD
ai
mep
BIM
str
WHY?...
improve clients services
increase profit
gain competitive advantage
respond to competitive forces
YES...
NO...
practice backgrounds...
former architects, engineers, landscape architects...
nested in IT... a cohesive global organization dedicated to supporting & enabling everyone at Burt Hill
What should PTech focus on in 2010?
Tighten up OPS
Improve support services
Reduce/Control Costs
build resources
respond to/enable BH initiatives
some possibilities...
what's influencing the decision at various levels?
... large scale influential forces
... 5-10 year vision/strategy
30,000 FT
20,000 FT
10,000 FT
0 FT
Implementation
India Vis Studio
Lean Project Management
10 Design Metrics
Performance
Sustainability
Integration
Representation
Innovation
Context
STRUCTURE
Directives
Position
Conclusions
The Future Business
Future Position
Objectives
Mgmt
Goals
Strategic Moves
Monitor
Consult
Fix
Implement
Projects
Plan
Change
itment
Comm
Impacts?
Plan
E
&
Assumptions
WORKSHARING
COMMUNICATION
DESIGN
INTEGRATION
BIM
Mission;
Analysis
50,000 FT
40,000 FT
BIM
IPD
SUSTAINABILITY
ECONOMY
OUT-SOURCING
CONTRACTOR CREEP
50,000 FT
40,000 FT
...initiatives & projects
A
S
Strategic Planning Process
The strategic planning process provides and ordered set of steps design to culminate in the development and execution of a comprehensive strategic business plan. The process is performed as follows:

The process is very adaptable to the culture and style of the organization. To minimize bureaucracy, the process can be “time-boxed” to force its execution within a specific time period. This prevent “analysis paralysis” and forces the notion that “this is a time for decision.” The process results, specifically strategy can be leveled consistent with the desired degree of centralization and distribution of decision power with in the organization. For very centralized and tightly controlled organizations, the strategy can be extremely specific in detail. For more empowered organization, emphasis can be put on the definition of the future state of the organization and the specifics of how can be left to the entrepreneurial talents of the management team. The degree of specificity can also be mixed on an item by item basis to reflect varying importance. So by leveling, the process can be used to control or empower.

While this is an extremely abbreviated explanation of the process, it does catch ...
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Business
Prioritizes
Guides
Leads
Shapes
COLLABORATION
COORDINATION
COMMUNICATION
Scope
&
Ali
The 'Alignment' component; Provides context within which the 'group doing strategic planning' is limited, constrained, directed, or otherwise 'aligned' with the greater needs & requirements of the organization. jhs
Strategic Intent (long-term ambitions - promoting the leveraging of organizational resources to reach the "intent" rather than settling for limited objectives.
Vision;
Values;
Services;
Goeography;
Situational Analysis is the collection and analysis of information about the business, from both an internal and external perspective, for the purpose of developing conclusions about the state of the business... relative to IT/"Practice Technology" in this case
Situational Analysis is done using a myriad of tools that break down into 3 major chunks: Current, Competitive, and Future Situations.
S.W.O.T.
CSF (Critical Success Factors)
Matrix Analysis
Technology Forcasting
Assessment is the process of deciding what to focus our attention and resources on. The "Strategic Intent" diagram illustrates (at a high level) "how" we determine "what" to focus on... by performing a comprehensive review of Stantec's business from (from 4 perspectives) to uncover the gaps between where we are and where we want to be. Gaps may be gaps of performance and execution (cost, design quality, communication, integration, productivity, profitability, etc.) or gaps of opportunity (market sectors, client satisfaction, growth/expansion, competitive advantage, new services, etc.).
Understand our strengths and weeknesses
GLOBAL COMP.
... the essence of the process which is to... identify exactly where you are (assessment), specify what is to be done (strategy), and do it/monitor it (execution).
Based on “The Art of Strategic Planning for Information Technology” by Bernard H. Boar
... 5-10 year vision/strategy
... large scale influential forces
...3- to 5- year goals and direction
30,000 FT
...1- to 2- year goals and direction
10,000 FT
20,000 FT
... guided by (in order of importance) our:
These "Driving Forces" are the primary determiners of Stantec's markets and associated services
Relative to BHs Business objectives & priorities
Relative to PTech's role in IT, and IT's role in BH
What is PTech's role within IT?
What is IT's role (as far as our practice, or core business of delivering client services, is considered) within BH?
IT ?
"the practitioners"?
"practice leadership"?
business leadership?
Who's should drive... or respond to "the forces of change" regarding client services?
APPROVALS PROCESS
Root Cause Analysis
gnm
ent
1
3
Market Sector Position (within Stantec)
Which offices support which sectors
How many projects per sector in an office
How many people support each sector's projects
Which disciplines
Key people
Survey/Assess client (practitioners) satisfaction,
core competencies,
2
Assess/Assessment is the activity of developing a clear and thorough understanding of the business situation from both an internal and external perspective.
Assessment
"pract Senior Business Analyst'
This defines/establishes those directives that provide the necessary focus and prioritization of those people responsible for supporting and enabling practitioners and contributing to improvement initiatives.
...3- to 5- year goals and direction
...1- to 2- year goals and direction
...initiatives & projects
...day-to-day tasks
Once the conclusions are drawn...
... Assessment culminates in the identification of “conclusions” which pinpoint critical issues requiring strategic attention.

Two major sub-steps, position and situational analysis, are used to generate these conclusions.
Positioning
Situational Analysis
Modify structure to include an "implementtation arm" of the Practice Committee
Business Technologies
Software Capabilities/Functionality
Budgeting Tools
Specification Tools
HR Systems
Project Performance Analysis
Workflow Analysis
Pinpoint improvement opportunities &
Exemplary Best Practices
PROJECT PERFORMANCE
OPTIMIZE PROJECT DELIVERY WORKFLOWS
Practice Technology's 'Stratecic Plan' for the
Buildings Practice Area

Change Culture

Stantec's structure is designed with two integrated, complimentary, and functional divisions of responsibility - 'Practice & Management Leaders (PL/ML) - from the highest levels of leadership down to project teams and working groups. With this clear division in responsibility, authority, and decision-making, this framework supports the improvement of business value and the reduction of risk. It is in both of these broad goals that that I intend to contribute the best of my ability, within my scope of responsibility, resources, and as as effectively as possible leveraging internal support and collaboration.

My challenge, as a strategic consultant to the Buildings PA Unit, is to effectively navigate through Stantec's structure, identify and establish collaborative working relationships with key PL/MLs with key stakeholders (individuals in Stantec that are key clients as well as critical enablers), and remain aligned to those core objectives established by from organizational leadership down through both the practice areas I server and the Practice Technology group I belong to.
Stantec...
Initial Focus...
given my general lack of organizational knowledge
... Assessment culminates in the identification of “conclusions” which pinpoint critical issues requiring strategic attention.
Key source: “The Art of Strategic Planning for Information Technology” by Bernard H. Boar
Two major sub-steps, position and situational analysis, are used to generate these conclusions.
Positioning provides a graphical way to understand the “position” of the business in all relevant strategic areas (i.e. market sector share, client satisfaction, core competencies, etc.).
Situational Analysis is the use of various analytical methods to interpret the data about Stantec's business and practice environment.
Assessment is a data intensive and analytical intensive activity and will require a commitment of time by both of the Buildings PA practice and management leaders, key market sector leaders, PT, IT (Core IT and IT Service Center), identified practice areas of excellence and/or strategic initiative leads (BIM Core Team), regional practice & management leaders, and practitioners across the firm.
Input is required by leadership to identify priorities, approve scope and resource allocations.
The larger business strategy
In today's business environment... resources are tight (reduced staff & dollars), with a clearly established set of broad corporate goals, the scope of any PT/Buildings PA unit (PT/BPA) objective must focus on high-value return on minimal fiscal resources.
The "scope" of our efforts are limited by daily events [the expected (maintenance, repair, replenishment, support, etc.) and unexpected (changing business forces, crisis, etc.)]; the management of these events (operations); strategic planning (seeking increased value and reduced risk); and executing improvement initiatives (implementing change and measuring results)... are all subject to the constraints of our abilities and the tangible & intangible resources enabling us.
Need to collect and review key business plans for market sectors, PT, IT, etc.
e.g. PLIM for Healthcare, Higher Education, and Government
How much $?
Assessment/interview bus/practice leaders to identify and understand Stantec's version of these key BH practice directives
what is the Stantec's business plan for these?
Positioning provides a graphical way to understand the “position” of the business in all relevant strategic areas (i.e. market sector share, client satisfaction, core competencies, etc.).
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