Strategy Survival Guide

More documents

Recommendations

Info

Strategy Survival Guide Version 2.1 Prime Minister’s Strategy Unit home | strategy development | strategy skills | site index Strategy Development > Justification & Set Up > Tasks Setting up the team Up to this point, many of the initial tasks of justifying, planning and defining the scope of the project may have been conducted by one or two individuals, one of whom may be earmarked as the future team leader. However, as momentum builds behind the project, a full team will need to be established to take on the growing work load. Recruiting the Team The task of recruiting a team may not be as simple as it sounds. Careful attention should be given to the necessary size, composition and skills of the team across the lifecycle of the project, as well as to selecting an appropriate team leader. Consideration should also be given to the benefits of including in the team representatives of key stakeholders and any delivery agencies who will also be involved in implementation of the strategy following the end of the project. This can be crucial to creating buy-in to the project as well as to knowledge transfer and continuity. Building the Team It is important that the team leader takes an active approach to building a team. Different team members will have different styles of working, strengths and weaknesses. The aim of team building is to create an environment that brings out the best in individuals and a cohesive team that works well together. There are various tools and exercises which can assist in building a successful team. Working as a Team A well-defined and understood approach to working as a team is essential, particularly if working in multidisciplinary teams is a new experience for team members. Holding both a project kick-off meeting and an away-day at the start of the project is a useful way of developing the team's working approach. This should be supplemented by regular, well structured team meetings throughout the course of the project. Weekly team meetings should be supplemented by additional ad hoc meetings on key issues as they arise. Team communication, document management and other procedures should also be agreed during this phase. It may be beneficial to assign responsibility for specific project management activities and areas such as knowledge management or encouraging creativity to particular individuals within the team. Useful links: > recruiting a team > building a team > working as a team Strategy Survival Guide – Strategy Development Page 18
Strategy Survival Guide Version 2.1 Prime Minister’s Strategy Unit home | strategy development | strategy skills | site index Strategy Development > Justification & Set Up > Output Project proposal & plan The first output, towards the beginning of this phase, is likely to be a project proposal, scoping or terms of reference document that sets out a clear definition of the problem in hand. The document may be extensive or simply a few pages, its exact form should be whatever is deemed necessary to ensure buy-in to the project from sponsors and stakeholders. In addition, this phase should result in documentation that sets out the proposed approach to managing people, the project, stakeholders and communications. As a minimum, a project plan should include: • a full definition of the problem or issue to be addressed, and the key questions that need to be answered • a structure for breaking down the problem, framing subsequent analysis and organising the team • a commitment to key milestones and outputs • an assessment of risks to the projects successful completion and how they may be mitigated • a description of the project governance structure. Plans should also be drawn up to describe the intended approach for engaging with and involving stakeholders throughout the project, and to set out the intended communications strategy. It should be noted that these documents can only fulfil their function as the foundation for embarking on the project if they are effectively communicated, and fully understood and agreed within the team and by all key stakeholders. Useful links: > developing the plan > structuring the work > setting milestones > managing risks > defining accountability > managing stakeholders and communications Strategy Survival Guide – Strategy Development Page 19
Page 1: Strategy Strategy Survival Survival
Page 4 and 5: Strategy Survival Guide Version 2.1
Page 6 and 7: Building an Evidence Base 113 Data
Page 8 and 9: A Framework for Strategic Direction
Page 10 and 11: These four components need to be co
Page 50 and 51: Recruiting a team In Practice: SU G
Page 52 and 53: • Commitment to a common purpose
Page 54 and 55: Away-days A project away-day is ano
Page 56 and 57: WHY ...are you telling me this? SO
Page 60 and 61: Try to put into practice the princi
Page 62 and 63: Encouraging creativity In Practice:
Page 64 and 65: There are clear differences between
Page 70 and 71:
Strategy Survival Guide Version 2.1
Page 72 and 73:
Page 74 and 75:
Page 76 and 77:
Page 78 and 79:
Page 80 and 81:
Identifying key stakeholders and th
Page 82 and 83:
Engaging with stakeholders Having i
Page 84 and 85:
Page 86 and 87:
• What channels do we know don’
Page 88 and 89:
Page 90 and 91:
Preparing the Story Once you have a
Page 92 and 93:
Page 94 and 95:
development process include brainst
Page 96 and 97:
Page 98 and 99:
Page 100 and 101:
Reinforcing Loops A + Balancing Loo
Page 102 and 103:
Structuring the thinking - Systems
Page 104 and 105:
Opportunities • Where are the goo
Page 106 and 107:
Page 108 and 109:
Structuring the thinking - PESTLE I
Page 110 and 111:
Revolution This is creativity at it
Page 112 and 113:
For example, Sub-problem: My collea
Page 114 and 115:
Structuring the thinking - Creativi
Page 116 and 117:
Page 118 and 119:
in The Magenta Book) are rigorous m
Page 120 and 121:
Page 122 and 123:
• Avoid asking the same question
Page 124 and 125:
Expectations can be shaped by a num
Page 126 and 127:
Collecting data - Surveys In Practi
Page 128 and 129:
Page 130 and 131:
Collecting data - Interviews & focu
Page 132 and 133:
Step One: Define the problem explic
Page 134 and 135:
• Are the units correct? Step Sev
Page 136 and 137:
Analysing data - Modelling In Pract
Page 138 and 139:
Page 140 and 141:
The Five Forces Framework can be us
Page 142 and 143:
References Structure, Conduct, Perf
Page 144 and 145:
Page 146 and 147:
Symbols • What language and jargo
Page 148 and 149:
Page 150 and 151:
• Put a contact name, telephone n
Page 152 and 153:
Learning from others - Internationa
Page 154 and 155:
4. Functional Benchmarking or Gener
Page 156 and 157:
Page 158 and 159:
Strengths • Quantitative forecast
Page 160 and 161:
Page 162 and 163:
3. Bring drivers together into a vi
Page 164 and 165:
Scenario development In Practice 1:
Page 166 and 167:
Scenarios used in the Strategy Unit
Page 168 and 169:
groups at random. In other words, t
Page 170 and 171:
Page 172 and 173:
events. There are a number of diffe
Page 174 and 175:
Multi-criteria analysis In Practice
Page 176 and 177:
Page 178 and 179:
Cost-benefit & cost-effectiveness a
Page 180 and 181:
Page 182 and 183:
For further material, see the Ratio
Page 184 and 185:
Page 186 and 187:
Compelling vision for action - the
Page 188 and 189:
Page 190 and 191:
Page 192 and 193:
Designing an implementation plan In
Page 194 and 195:
Creating Public Value http://www.nu
Page 196 and 197:
National Statistics http://www.stat
Page 198 and 199:
Page 200 and 201:
Page 202 and 203:
Page 204 and 205:
Driver trees 97 Econometric modelli
Page 206 and 207:
management 17, 20, 27, 34, 45 outpu
Page 208:
Strategy Unit, Admiralty Arch, The
show all

Strategy Survival Guide

Create successful ePaper yourself

Delete template?

Save as template?