assessed and validated as part of a gap analysis, with the ET making any appropriate revisions at that time. If organizational structure and support are insufficient to accomplish the initiatives, a key work process (or support process) is added. For example, in 2016, the IT function was expanded to include the additional unique support processes of information security (IS). During the BPP, the ET examines current and potential future client needs to determine whether our core competencies are meeting the needs of our target clients and to identify any future organizational core competencies. If the ET determines a future core competency need, they evaluate how best to develop the competency—that is, through training or recruiting. IPM’s core competencies and work system are completely driven by our M&B , Vision, and Fundamental Values (FV) , and they do not often shift significantly. Core competencies have evolved slightly over time to better enable IPM to exceed our clients’ expectations. 2.1b Strategic Objectives 2.1b(1) Key Strategic Objectives We currently have three key Strategic Objectives: Diversify, Grow, and Engage Talent. These are described in Figure 2.1-3 (Figure 2.1-3 contains business sensitive data and has been redacted.), including the timetable of their short- and long-term action plans and key goals and projected targets. Key changes to products/services, customers, and markets are driven by the IAS and RAS and may be addressed by the Centers of Excellence built around various service lines. While no changes are currently in the works, the D&D function is itself a change and is being formed to drive these changes in the future. IPM has no partners and is not currently planning any changes to our suppliers or operations. 2.1b(2) Strategic Objective Considerations We develop our Strategic Objectives during the Decide step of the BPP after completing the SWOT analysis and examining our external and internal environments. To balance the Objectives among varying and potentially competing organizational needs, the Objectives are designed to help address strategic challenges and leverage core competencies, strategic advantages, and strategic opportunities. Specifically, the Objectives indicate how we will address weaknesses and threats and capitalize on strengths and opportunities identified in the SWOT. Figure 2.1-3 ( Figure 2.1-3 contains business sensitive data and has been redacted. ) shows the relationship between IPM’s Objectives and SC, SA, and core competencies identified in the BPP and described in the Org Profile. IPM balances short-term and long-term planning horizons via prioritizing Initiatives, which specify how IPM will achieve each Objective and will be resourced in a short (Tier 1) versus long-term (Tier 2) timeframe. This ensures the most essential Initiatives (Tier 1) are completed in the coming year. The ET considers and balances the needs of our key stakeholders—clients and employees—in the establishment of our Strategic Objectives during the Decide step of the BPP. At
Figure 2.1-2: BPP Planning Funnel While the consulting industry has few regulatory requirements, our clients often operate under significant regulatory scrutiny. The IAS identify any risks associated with potential changes to our external business environment, which are then accounted for in the BPP. In the Decide step, the ET holds a series of meetings to establish Objectives, Goals, and the tiered Initiatives. The ET assesses our ability to execute the Strategic Plan by analyzing the feasibility, acceptability, and suitability of the elements of the Strategic Plan. They also conduct a gap analysis to uncover any critical resource needs for successful completion of the Strategic Plan. Prior to finalization, the preliminary plan is shared with the entire management staff at the Directors’ Meeting to uncover any unidentified blind spots and further assess our ability to execute the plan. 2.1a(4) Work Systems and Core Competencies IPM’s area of greatest expertise is project leadership, which requires the core competencies of applying process, planning, and execution; it takes discipline to deliver all three. IPM’s Customer Value work system (Figure 6.1-1) is designed to provide exceptional project leadership consulting services. This involves delivery of all aspects of PM in 10 service lines to our four targeted industries. IPM employees perform all the activities of this work system and key work processes. The ET determines which key processes will be accomplished by IPM’s workforce or external suppliers during the BPP Decide step. This approach leverages our core competencies and ensures that high-quality standards are consistently met for all clients, so that IPM maintains a clear advantage over competitors. The challenges of providing superior consulting services require adherence to proven processes by a highly trained staff. Use of contracted consultants makes consistent service delivery very difficult and risky for IPM; therefore, we eschew this approach. During the ET’s review of the Customer Value work system, IPM’s business model and organizational structure are
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