Question

Discussion Board Post:

You would think that the value of strategic planning would be well established and without controversy; not so. There are a few scholars who think that the environment is often too dynamic to establish effective strategic plans. In addition, many feel that the plan can be a restriction on innovation. In other words, a firm, community, region, state, or nation becomes entrenched in a specific strategic plan that it cannot adjust to change or innovate.

The controversy extends to the need for a “business plan” (a strategic plan for a startup firm). Many feel that a business plan is not needed and in fact, many successful startups never have a formal business plan. Note: As you take other classes from me in the MSEDE program, you will find that I don't always think that a business plan is needed if there is a well designed business model in place.

Note: There are several options outlining the strategic planning processes which are used in business and economic development. The lecture notes presents one common outline. All that is necessary is to apply the generic planning outline to the specific situation (i.e., individual business, community, region, state, etc.).

What has been your experience with strategic plans? Have they been a help or hindrance?

Answer 1

Strategic plans need to be focused, including a manageable, obviously specified amount of goals, goals, and programs. Adequate resources must be distributed properly to achieve the goals and objectives described in the plan.

Effective communication methodologies allow project teams and organisations to improve their achievement in terms of quality, scope and company advantages. When planning a project, to lay the basis for its achievement, the scope must be extensive, detailed, and crystal clear to team members, stakeholders, and preferably to the whole organisation. Implementation of a holistic scheduling method, construction of a realistic company direction for the future and efficient communication

Often — and especially in the software development domain where Agile procedures were implemented — relevant project information at the original planning phases are scarce. Without an appropriate instrument in place to assist teams change plans flexibly as a project evolves and more data becomes accessible, this often promotes plans that are too high or too wide (and vague).

If plans are based on incorrect assumptions owing to inadequate— or misunderstood — information, they push the project from the beginning towards catastrophe, especially if there is no Plan B in place and no means of readily modifying the plan before the project slides out of control.

While it is imperative that everyone involved in a project understand from the outset what their work is, how it fits into the project as a whole and to whom they will report, it is also important that there are mechanisms by which their feedback is factored into the planning and project processes, especially as changes in the circumstances of the project require.

Resource planning is a vital component of the project planning process and, if not properly implemented, inaccurate hypotheses and estimates taken with respect to human resource demands, including the amount, role, skills and timing views may affect the timeframe of the project and the general cost of the bottom line.

Considering that there are so many reasons why planning can fail, one might wonder why planning at all. For one, there are plenty of advantages to mapping a plan before embarking on its execution. It enables for a better comprehension of goals and their alignment with wider organisational goals, but it also helps to define and take into consideration any impediments in achieving those goals.

Planning helps to decrease, and even eliminate, uncertainty, enhance operational efficiency, and discover more intelligent methods to complete project tasks and deliverables.