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It’s Not the Plan, It’s the Planning

It’s Not the Plan, It’s the Planning. SIGUCCS 2010. Planning Strategically. Boundaries?. Planning creates change Change doesn’t come from new technology Plan holistically for entire system systēma , meaning a set of interacting or interdependent objects forming an integrated whole

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It’s Not the Plan, It’s the Planning

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  1. It’s Not the Plan,It’s the Planning SIGUCCS 2010

  2. Planning Strategically

  3. Boundaries? • Planning creates change • Change doesn’t come from new technology • Plan holistically for entire system • systēma, meaning a set of interacting or interdependent objects forming an integrated whole • Systems help us recognize how everything depends on everything else

  4. History is over, so get over it. • 1970’s • Monolithic formal top-down • Prescient but unreadable • 1980’s • Organic and touchy-feely and outside the box • Ideas yes, execution no • 1990’s • Y2k myopia • Emerging planning & project management link

  5. A new journey. • Previous plan had gathered moss • External consultants have issues • Simple process

  6. Are we there yet? • If you don’t know where you are going then any road will get you there • Planning is a process, not a project • Repeatable and continuously improvable “Plans are nothing; planning is everything.” Dwight D. Eisenhower

  7. Change is constant. • New students every term • New technology every minute • New pedagogical ideas • New demands for resource optimization • Planning strategically to expect complexity, change, and chaos

  8. Add another layer of abstraction. • Time horizon • Personal impact • Degree of collaboration • Ease of understanding • Stepping stones Vision Strategy Operations Tactics

  9. Plan Plan GOVERNANCE STRATEGIC PLANNING ANNUAL SERVICE PLAN PERFORMANCE PLAN

  10. Do Do DECISION RECOMMENDATIONS PROGRAM INITIATIVES INTEGRATED PROJECTS ASSIGNED TASKS

  11. Check Check Annually evaluate strategic success Measure goal progress quarterly Assess personal achievements

  12. Fix Fix Fine tune strategy Realign resources & schedules Create personal improvements

  13. Integrated process Fix Plan Do Check GOVERNANCE DECISION RECOMMENDATIONS Vision Fine tune strategy Annually evaluate strategic success STRATEGIC PLANNING PROGRAM INITIATIVES Strategy Realign resources & schedules Measure goal progress quarterly ANNUAL SERVICE PLAN INTEGRATED PROJECTS Operations Create personal improvements Assess personal achievements PERFORMANCE PLAN ASSIGNED TASKS Tactics

  14. Thinking Strategically

  15. Layering technologies Evolutionary Dependency

  16. Layering technologies Client Value

  17. Early to beta, late to production. • “Son of Newton” • Test, learn, assess risk • Balanced portfolio of risks

  18. Consequences Return High Low Open source learning management system Open source ERP administration system Low High Risk Open source server operating system Open source desktop productivity tools

  19. Sources of information • Who do you trust? • Blending accountability with perspective • Using research “The nicest thing about the future is it always starts tomorrow.”

  20. Working Strategically

  21. Question everything. • How do we leverage our existing assets? • What prototypes should we experimenting with? • How do we socialize everything we do? • Are we following our customers’ priorities? • What can we stop doing? • What did we miss? • How do we get better? • Are we enjoying the journey?

  22. Goals • Primary point of connection with institutional strategy • Strategic goals are choices • 3 to 5 years “We are continually faced by great opportunities brilliantly disguised as insoluble problems.” Lee Iacocca

  23. Objectives. • Goals are not prioritized • Objective used to achieve a goal • Objectives are: • Concrete • Specific • Mutually independent • Tangible deliverables • Goal =  (Objectives) Goal Objective 2 Objective 5 Objective 1 Objective 3 Objective 4

  24. Why plan? • If you don’t know where you are going, any road will get you there. • Simply reacting is a high risk survival strategy • Systems are a large tangible asset and unplanned risk is unacceptable • Strategic plan explains your investment strategy

  25. Some experiences. • Takes longer than expected • Short = useable • Value is in the conversations, not the document • Forces departmental scope & mandate discussion • Pull vs. push • Internally & externally competitive

  26. Are we there yet? • Nope. • Metrics give a partial picture • Planning an ongoing dialogue • Obsolescence is instant • Infinite improvement cycle

  27. It’s not the Plan,It’s the Planningwww.blurb.com/bookstore/detail/960910 SIGUCCS 2010

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