Animated strategic plan overview GIF Introduction Project management and organizational strategy should be natural partners in any business. Project managers can and should play a strong role in executing organizational strategy. They also should provide critical information to the executives who set organizational strategy. Unfortunately, many project managers still do not see how their work aligns with strategic goals and cannot demonstrate that alignment to others.
About this Guide Background The catalyst for bringing more rigour to the development of business cases stems from a combination of several factors, including the Treasury Board Policy Suite Renewal and results outlined in Chapter 3 of the November Auditor General Report.
Many consolidated efforts were undertaken to improve how investment decisions are made and supported and business results are measured in the Government of Canada GC.
The GC, however, is not the only organization addressing how to optimize benefits from investments. Reference to the work of the following organizations can also be found in this document: Project Management Institute To help maintain the currency of this document, feedback and questions are welcomed.
The primary audience for this reference tool are GC program managers seeking approval for an activity, initiative, or project.
The guide is meant to be used throughout the entire life cycle of the investment, including the approval stage, to ensure meaningful dialogue between managers and the approval or funding authority from the earliest possible time. Furthermore, this document is intended to help clarify the purpose and structure of business cases across the GC.
Within a GC context, a project is considered a set of time-bound activities that changes the capability of a program to deliver outcomes and benefits.
Regardless of the complexity and risk of the proposed investment, and whether or not Treasury Board project approval is being sought, this document should be used to guide the development of the investment's business case. To develop the content for a business case, the organization will also have to consider, among others, aspects of project management, outcome management, risk management, capacity management, and investment management.
Such considerations are necessary inputs for a successful business case. Context for this Work The key for developing a strong business case is a fundamental understanding of how each of its elements and concepts fit together. In addition, knowledge of the relevant polices, tools, and frameworks referenced throughout the guide can have a dramatic impact on the strategic positioning of the business case and the subsequent delivery of the project.
Embedded links to those supporting policies, tools, and frameworks and to additional sources of information are provided throughout the guide.
Much reference material on best practices was consulted during the development of the guide. Please refer to the Bibliography for the full listing. Knowledge and understanding of that underlying context will ensure development of a business case that is strategically well-positioned.
Though it is recommended that the policies be reviewed in full before developing the business case, a summary of the key relevant requirements under those policies follows. Policy on Investment Planning - Assets and Acquired Services The objective of this policy is to contribute to the achievement of value-for-money and sound stewardship in government program delivery through effective investment planning.
Effective investment planning should ensure diligent and rational resource allocation for both existing and new assets and for acquired services within existing departmental reference levels.
An investment is the use of resources with the expectation of a future return, such as an increase in output, income, or assets or the acquisition of knowledge or capacity. A department's investment planning is aligned with the outcomes as set out in its MRRS.
The departmental investment plan is developed within the existing reference levels and complies with the Treasury Board Standard for Organizational Project Management Capacity and Standard for Project Complexity and Risk. Policy on the Management of Projects The objective of this policy is to ensure that the appropriate systems, processes, and controls for managing projects are in place at a departmental, horizontal, or government-wide level and support the achievement of project and program outcomes while limiting the risk to stakeholders and taxpayers.
This policy applies to any GC project, which is defined as an activity or series of activities that has a beginning and an end, that has a clear schedule and resource plan, and that is required to produce defined outputs and realize specific outcomes in support of a public policy objective.
A project is undertaken within specific time, cost, and performance parameters. Standard for Organizational Project Management Capacity: The Organizational Project Management Capacity Assessment OPMCA provides the basis for determining the level of organizational capacity needed to manage projects and helps identify areas of capacity that should be improved or maintained.
Standard for Project Complexity and Risk: The Project Complexity and Risk Assessment PCRA provides the basis for determining the level of a project's risk and complexity and helps identify areas of project risk and complexity warranting further assessment and active risk management.
Under the Policy on the Management of Projects, the department must obtain Treasury Board approval for a project when the assessed risk and complexity of the project exceeds the assessed level of capacity that the sponsoring minister can approve.
Business Plan: Conclusion A business plan is not just a lengthy document that helps you get a loan or secure backers, even though that might be the reason you’re putting it . A Fortune company embarked on a project to design and build a sophisticated software package that it would ultimately deploy to its offices throughout the world. Two years and about $10 million later, the field offices refused to use the software because it didn't do what it was intended to do. Business philosophy: What is important to you in business? To whom will you market your products? Your target market? (State it briefly here - you will do a more thorough explanation in the Marketing section). Describe your industry. Is it a growth industry? Business Plan for Startup Business.
The results of both the OPMCA and the PCRA can be used throughout the planning, development, and execution phases of a project to inform its implementation and gauge its progress.
Outcome Management Outcome management focuses on the processes needed to achieve the benefits of each initiative. Business outcomes should be clearly defined, measurable, and developed with stakeholder involvement.
Either before or very early in the development of the business case, an outcome management exercise should be conducted in consultation with the stakeholders. The Outcome Management Guide and Tools provides clear direction on how outcomes are identified and managed to realization.
Audience for this Guide Assembling a business case should be a collaborative effort between stakeholders involved in project delivery and those affected by the outcome of the investment. These stakeholders will include business specialists who understand the business needs to be met and business specialists who understand the costs and risks to be assessed.
While there is no firm rule dictating who is responsible for producing a business case, the onus will most often be on project sponsors because they are the organization's senior officials responsible for the business function that the investment is intended to support.
The original document was developed in response to numerous issues associated with major IT projects; principally, they either could not be completed within budget or they did not, when completed, deliver the desired business outcomes.
Sincethere has been a considerable amount of effort undertaken by organizations and industries worldwide to determine how to leverage investment in IT and non-IT projects into desired business outcomes while still delivering projects on time, on budget, and within scope.
Throughout that decade, the GC set about renewing its policy framework with new policies, directives, standards, guides, and templates that encourage and support the sound management of projects.ReHabiliments family clothing business plan conclusion.
Conclusion. ReHabiliments' competition in the apparel industry is widely varied/5(16). Formulating Strategic Business Plans for Healthy Aging Programs The kit provides not only a template for a business plan, but more importantly walks organization through the strategic thinking process necessary to formulate a specific, achievable, innovative and competitive plan worthy of Formulating a Business Plan.
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