include the preparation of detailed schedules as well as formal risk management plans for each Initiatives. 2.2a(4) Workforce Plans IPM develops a key workforce plan to support short-term and longer-term strategic objectives and action plans during the Decide step of the OODA cycle by conducting a gap analysis . The key workforce plan for 2018 calls for increasing the capacity of our workforce from 176 to 196, with an additional 12 people in Operations and eight in Corporate, including two in KPM and two in D&D. The additional capacity will allow us to achieve our Strategic Goals by having the resources necessary to build the Life Sciences curriculum to Engage Talent. Increasing our capability in Life Sciences will also enable us to Grow (another goal) through greater revenue in that sector. The 2018–19 Strategic Plan includes several Tier 1, 2, and 3 Initiatives dedicated to improving the capabilities of workforce. The required changes in capabilities were identified during the Orient step of the OODA and then addressed in the Decide step by adding Initiatives such as: Tier 1—Life Sciences curriculum Tier 2—Management training program 2.0 and Product Development CoE Tier 3—Learning & Development program 2.0 2.2a(5) Performance Measures The SRPM facilitates and monitors action plan progress and communicates monthly status to the ET via the IPPM dashboard. The dashboard tracks the achievement and effectiveness of our Initiatives by monitoring overall portfolio health (phase, state, and status) and the progress of each Initiative. In depth action plan reviews are conducted quarterly to monitor status against key measures identified in Figure 2.1-3 . ( Figure 2.1-3 contains business sensitive data and has been redacted.) An update on the progress of Initiatives is given to the entire organization during quarterly Staff meetings, reinforcing organizational alignment, which the use of the IPPM dashboard does as well. Stored on The Hub, the dashboard has also increased the transparency of action plan execution. 2.2a(6) Performance Projections Performance projections for the 2018–19 Strategic Plan, our short-term planning horizon, are listed by Strategic Goal in Figure 2.1-3. ( Figure 2.1-3 contains business sensitive data and has been redacted. ) The goals support IPM’s Objectives to Diversify , Grow , and Engage Talent . These include employee satisfaction measured externally (GPTW survey) as well as internally (voluntary turnover rate). Projections for our long-term planning horizon, the attainment of our Vision 2020 LRG (established in 2010), are listed in Figures 2.2-3 ( Figure 2.2-3 contains business sensitive data and has been redacted. ) and 7.4-23 ( Figure 7.4-23 contains business sensitive data and has been redacted. ) ,while the recently established projections for our 2025 LRG are seen in Figure 2.2-4 ( Figure 2.2-4 contains business sensitive data and has been redacted. ) .
IPM utilizes available and appropriate benchmarks to measure the outcomes of action plans against competitor performance whenever possible. Where gaps are identified between internal and competitor performance, IPM adjusts current—or creates new—action plans to address the disparity. Examples include using the GPTW survey to measure employee satisfaction against Best in Class, which resulted in the implementation of comprehensive performance management and learning and development programs to address the identified gaps. Figure 2.2-3 Progress on Vision 2020 Long Range Goals (Figure 2.2-3 contains business sensitive data and has been redacted.) 2.2b Action Plan Modification If circumstances require a shift in action plans, the SPAs and associated teams are empowered to do so when rapid execution is necessary. The SPAs have the authority to make the changes as circumstances arise, using the same process defined in 2.2a(2) , then communicate them to the SRPM via monthly status reports. More substantial modifications of action plans requiring higher-level approval are adjudicated and approved during the quarterly reviews with the ET per Figure 2.2-1 . Examples of changes that require high-level approval include reprioritization, additional resource needs, discontinuation of work, or the inclusion of new Initiatives. Critical changes are elevated and addressed at weekly ET meetings for rapid action. All modifications to action plans are subject to the same stage gate process as the original (Figure 2.2-2) , thus ensuring their viability. Figure 2.2-4 2025 Long Range Goals (Figure 2.2-4 contains business IPM employs several key communication methods to listen to, interact with, and observe customers to obtain actionable information, as seen in Figure 3.1-1 . These methods, which were evaluated and improved upon in 2016, allow for the collection of information to help senior leadership identify client requirements and potential upgrades to IPM services and processes. This cycle of improvement identified a gap that was closed with the addition of Post-sales insights , which allows for the collection of Voice of the Customer (VOC) data as it relates to opportunities that are won or lost. This—like other insights, new connections, or potential opportunities—is documented in the Customer Relationship Management system, Deltek Vision (Deltek), which also functions as our Enterprise Resource Planning (ERP) software. sensitive data and has been redacted.) CATEGORY 3: CUSTOMERS 3.1 Voice of the Customer 3.1a Customer Listening 3.1a(1) Current Customers
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