leader by influencing the quality of education, contributing to economic vitality, and exhibiting and promoting good citizenship. Giving back is a core principle of our M&B, and Project Mercy aligns with IPM’s FV of caring and responsibility. Formally established in 2007, the program focuses on providing support to children, education, disease research, and the homeless within the areas where IPM employees work and live. We identified our office locations as our key communities because of our objective to contribute more than just money—through Project Mercy, our employees dedicate their time and talents, and to maximize their impact (and minimize burdensome travel), that needs to be done in person in their communities. Each quarter, the designated IPM office selects a cause that all offices will support, and specific charities are identified by IPM employees and approved by senior leadership, ensuring that our charitable giving aligns with our M&B . Through these efforts, IPM employees have raised thousands of dollars and contributed hundreds of hours of volunteer time, with endeavors ranging from providing manual labor to capitalizing on our core competency by leading projects and helping develop strategies for our beneficiaries. Given the low overhead that most charities strive for, having properly run projects can have a great impact on the work they do, so we have not only led projects but also provided PM training pro bono for organizations such as the Make-A-Wish Foundation. In this way, IPM’s philanthropic reach goes well beyond our key communities. Over the course of the past 10 years, improvements have been made to Project Mercy to facilitate maximum participation by IPM’s employees. When originally implemented, planning occurred on a quarter-by-quarter basis. Over time, it was realized that more advanced planning and more project leadership was necessary for volunteer activities to occur within the appropriate timeframe. As activity and volunteer participation increased over time, it was necessary to establish a procedure of scheduling biweekly conference calls with the Project Mercy leads to ensure proper planning. Since 2015, efforts have been planned two quarters in advance, which has resulted in a greater ability to execute our activities within each designated quarter and enabled maximum participation. CATEGORY 2: STRATEGY 2.1 Strategy Development IPM conducts annual strategic planning using the Business Planning Process (BPP) illustrated in Figure 2.1-1 . Our approach is divided into four key process steps: Step Observe, Step Orient, Step Decide, Step Act, collectively referred to as OODA. The BPP planning cycle begins each year in September and follows a series of planning meetings that culminate at the Annual Plan (AP) meeting in February with the rollout of the Strategic Plan to all employees. 2.1a Strategy Development Process 2.1a(1) Strategic Planning Process
The BPP supports the growth and profitability of our business. IPM’s long-term Vision and Vision 2020 and 2025 Long- Range Goals (LRG) are translated into action through the BPP. During Step 1 Observe, IPM collects and analyzes strategic insights about our markets and business conditions. In the Orient step, using the strategic insights identified in Step 1, we conduct a SWOT analysis (Strengths-Weaknesses- Opportunities-Threats) to identify strategic advantages, challenges, opportunities, and threats. The SWOT helps the Executive Team (ET) converge their thinking in the Decide Step, resulting in a Strategic Plan consisting of Strategic Objectives (Objectives, internally Imperatives ), Strategic Goals (Goals), and Strategic Initiatives (Initiatives, our action plans). The Initiatives are prioritized to help determine timing and resource needs, and senior leadership conducts a gap analysis to identify the specific resource and capability requirements to implement the Strategic Plan. This workforce plan drives inputs to the annual budget. In Step 4 Act, the Strategic Plan is deployed to the workforce, as described in 2.2a(1) . Execution of the Strategic Plan and achievement of action plans is tracked and improved throughout the year using the Internal Project Portfolio Management (IPPM) process. IPM’s BPP incorporates both a top-down and bottom-up perspective, with the ET engaging all employees in the planning process through AP employee and management surveys. Senior leadership—the ET plus industry, functional, and regional managing directors (MDs)—are the key participants in our strategic planning. The Knowledge & Process Management (KPM) MD owns the OODA/BPP process and facilitates the BPP meetings. Going into the BPP each year, the ET evaluates the effectiveness and efficiency of the BPP cycle during the previous year and makes any needed improvements. The process has gone through several cycles of improvement throughout IPM’s history, as evidenced by the process maps associated with past Strategic and Annual Plans (AOS). Based on previous Strategic Plan results and AP survey feedback, the most recent BPP evaluation cycles spawned two significant improvements. First, MDs were tasked with developing an
Figure 2.1-1 Business Planning Process – OODA
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