Assessment Summary (Regional (RAS), Functional (FAS), or Industry (IAS), depending on their role) in the Observe step to provide strategic insights and identify the potential need for transformational change. Second, tiering of Initiatives was added in the Decide step to improve organizational alignment and the prioritization of effort. As part of the Decide step, the ET articulates the strategic intent to guide IPM’s long-term growth and confirm the 2020/25 LRG, developing both short-term (one-year) and longer-term (two-year) plans to address these LRG targets. The two-year Strategic Plan is developed in each odd calendar year, also known as a Deep Dive year. The BPP in an even calendar year, called a Validation Year, uses the same BPP process but is focused on validating the existing plan given the current market and business conditions. This annual examination of the Strategic Plan gives the organization agility and operational flexibility to adapt to an evolving business environment. Additionally, brainstorming and divergent thinking are key aspects of the Observe step to ensure open consideration of organizational needs for transformational change. As part of the BPP, Objectives, Goals, and Initiatives are created or validated annually. Objectives are “must do” actions that are essential to achieving the Vision and 2020/25 LRG. Goals are specific two-year targets that track success for each Objective and drive progress to 2020/25 LRG. Initiatives are projects or programs designed to accomplish the Objectives or otherwise improve performance. During the Decide step, the Initiatives are prioritized using a three-tier system. Tier 1 includes projects that are essential to achievement of Goals and are targeted to be completed in Year 1 of the Strategic Plan. Tier 2 Initiatives are strategic enhancers assigned a lower priority, which might not be completed until Year 2 of the Strategic Plan. Tier 3 Initiatives are functional continuous improvement projects not critical to the achievement of specific strategic goals. Each BPP cycle contains an AP planning process that develops the preliminary action plan to implement the Strategic Plan for the upcoming fiscal year. The AP process includes resource planning, revenue budgeting, and expense and capital budget development, all aligned with the Strategic Plan. During the AP process, the LRG are linked to and directly supported by short-term strategic goals and tactics (Initiatives), and since 2014 this linkage has been depicted in a one-page roadmap of the Strategic Plan (AOS). This strategic roadmap is presented and explained to all employees at the AP meeting. Internal Project Portfolio Management (IPPM) is accomplished through a dashboard on The Hub, launched in 2016, and curated by the Strategic Realization Program Manager (SRPM), a role created in 2014 to ensure ongoing management of the Strategic Plan. The SRPM monitors progress of action plans, changes to the Strategic Plan, and BPP process improvements identified with lessons learned and survey feedback. The SRPM reports quarterly to the ET on the IPPM and Initiatives results.
2.1a(2) Innovation IPM’s strategy development process stimulates innovation by involving all employees in the BPP throughout the planning cycle. Potential strategic opportunities and ideas are identified and collected from employees through multiple channels, including the Observation and Trends (O&T) Hub site, which feed the BPP during the Observe step of the OODA process, along with Greenhouse. Created in 2016 in response to AP survey feedback highlighting the need to foster more innovation, Greenhouse is IPM’s innovation support team that employs a formal process to generate and substantiate ideas for referral to the BPP. Through regular communication emphasizing the importance of innovation, the ET cultivates employee interest and generates participation in Greenhouse and O&T activities. By combining the strategic insights from the Assessment Summaries with inputs from the O&T site and senior leadership brainstorming, strategic opportunities are identified during the Opportunities portion of the organizational SWOT analysis from the Orient step of the BPP. Our key strategic opportunities are the deployment of the Strategic Realization Office (SRO) and the collaborative and alliance Project Management Offices (cPMO and aPMO) as service offerings. To determine which strategic opportunities are intelligent risks to pursue, IPM assigns an exploratory team to perform an assessment of the opportunity and its associated risks. The team then advises the BPP, which also considers if it is a good fit with aspects of our business, including our Mission & Beliefs (M&B) , Vision, and core competencies. If greater depth is required to get a full accounting of the opportunity, an Initiative is developed. 2.1a(3) Strategy Considerations IPM collects relevant data and develops information for consideration during the Observe step of each strategic planning cycle, as depicted in the BPP Planning Funnel (Figure 2.1-2) . As mentioned in 2.1a(2) , the O&T Hub site— which gives employees a real-time collection venue for their insight on a broad spectrum of relevant topics such as competitive intelligence, technology, consulting, and PM trends—is crucial in accumulating this data and information. Employee and management surveys are also key inputs to the ET and provide good situational awareness of the state of the business. MDs gather and analyze key information in their assigned areas and present their findings and recommendations to the ET in the form of Assessment Summaries. Beginning in 2018, the Discovery & Development (D&D) function will collect and analyze key service and market information to inform the BPP and advise the ET on strategic considerations and business risks for key strategic opportunities. From the SWOT analysis in the Orient step, the ET identifies Strategic Challenges (SC) and Strategic Advantages (SA) (P.2b) , Strategic Opportunities (SO), and potential blind spots, which help shape the overall Strategic Plan.
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