Advanced Management Development Programme

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Advanced Management Development Programme

• Block 1
• Strategy and Policy

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Structure of the Programme

• Block 1 Strategic Management
• Module 1 Strategic Management
• Module 2 Knowledge Management
• Module 3 Policy Management Public
  Accountability
• Block 2 Mastering Management
• Module 4 Public Financial Management
• Module 5 Project Management
• Module 6 Enhancing Service Delivery
• Block 3
• Module 7 Results Through Leadership
• Module 8 People Performance Management
• Module 9 Completing the Public Service Puzzle

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Course Description

• SAQA Information
• NQF level 6
• Credit value 92 (Blocks 1,2 3)

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Assessment

• Class Attendance - 10
• Group Task - 20
• Course Reading Material - 10
• Individual Assignment (Portfolio of Evidence) -
  60

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Module 1

• Strategic Management

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Learning Outcomes

• After completing this module you should be able
  to
• relate what Strategic Management involves to
  other colleagues in their departments
• apply the phases of Strategic Management
• apply the 8 basic steps of planning
• apply the logical framework approach for
  participation and
• apply the techniques of strategy formulation,
  evaluation and monitoring.

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Basics Strategy

• Q - What is strategy?
• A - Its as easy as ABC...

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Strategy Creating public value is as easy as
A-B-C...
Monitor Evaluate
Desired future
SWOT PEST
Resource plans Financial plans Infrastructure
plans
How to get there (Course to follow)
Bryson Alston
Not the only model but the easiest to
understand!
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Testing understanding

• In your groups, select an organisation
• Using the ABC model of strategy formulation, how
  would you apply the three stages to this
  organisation

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What is Management?

• A quick refresher
• The 4 functions model
• Planning
• Organising
• Leading
• Controlling

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The perfect marriage?
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Testing understanding

• In the class, we will discuss the marriage and
  how it works

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What is Strategic Management?

• Changing Environment
• Continuous and rapid environmental change.
• Responsive and flexible
• Demands of customers
• Rooted (but very much beyond) budgets and plans.
  
• Positioning the organisation within organisation
• Assess environment e.g. SWOT, Force Field
  Analysis, Root Cause Analysis, Critical Path
  Analysis etc.

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What is the difference between strategic planning
and strategy management?
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Strategic Management is

• Formulating a long-term view (vision and mission)
• Focused towards planning (setting objectives) and
  implementing programmes and projects that get
  you there
• Using objectives as measurement to establish if
  the result attained the desired outcome
• An iterative process
• Continuous evaluation

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Introduction and DefinitionThe strategic
management process

• Phase 1 Phase 2 Phase 3
• Planning Implementation Evaluation

• Planning the
• planning process
• Process plan
• Implementing
• the planning
• Process
• Evaluating the
• planning process
• through continuing
• monitoring and end-
• of phase evaluation

• Planning the
• Implementation
• Process
• Implementation
• Strategy
• Implementing the
• implementation
• process
• Evaluating the
• implementation
• process through
• continuing
• monitoring and end-
• of phase evaluation

• Planning the
• evaluation process
• Performance
• Assessment
• Systems, etc.
• Implementing the
• evaluation process
• Evaluating the
• evaluation process
• through continuing
• monitoring and end-
• of phase evaluation

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In another way...
Implemen- tation
Planning
Evaluate
Implement and execute the strategy
Evaluate performance new development corrective
action
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Definition

• The planning (formulation)
• implementation
• and evaluation
• of specific actions
• that will enable an organisation to achieve its
  set
• goals and objectives.

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Activity 1.1
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Testing understanding

• Imagine you are required to conduct an in-house
  training session at your Department.
• Discuss how you would explain to the learners
  what Strategic Management is.
• The objective is to be able to relate to others
  in simple terms what is involved in the process

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Introduction and DefinitionThe strategic
management process

• Phase 1 Phase 2 Phase 3
• Planning Implementation Evaluation

• Planning the
• planning process
• Process plan
• Implementing
• the planning
• Process
• Evaluating the
• planning process
• through continuing
• monitoring and end-
• of phase evaluation

• Planning the
• Implementation
• Process
• Implementation
• Strategy
• Implementing the
• implementation
• process
• Evaluating the
• implementation
• process through
• continuing
• monitoring and end-
• of phase evaluation

• Planning the
• evaluation process
• Performance
• Assessment
• Systems, etc.
• Implementing the
• evaluation process
• Evaluating the
• evaluation process
• through continuing
• monitoring and end-
• of phase evaluation

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Planning and Strategy Formulation

• Planning involves analysis of the status quo
• Environmental Scoping
• SWOT
• Strategy formulation is a sub-activity of planning

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Example strategic Plan NPA
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Result of Planning Process

• a financial management plan (budget)
• a human resources development and utilisation
  plan
• procedures to support general organisational
  functioning
• an organisational structure to support the
  strategies and
• appropriate strategies to deliver on its mandate.

Whats missing?

• an information management plan!

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Planning and Strategy Formulation

• Structure follows Process,which follows Strategy.

Planning is a process of deciding in advance
where we want to get to and how to get there
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Planning and Strategy Formulation
Programmes
Projects, sub- projects and activities
Organisational strategies
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Why is Planning Important?

• Planning helps to
• identify goals clearly
• ensure that we all understand our goal and what
  we need to do to reach it
• see in advance those things that can help or
  hinder us in achieving our goal
• be accountable for what we do
• decide how best to use our resources
• Planning makes us work in a goal-oriented way
  rather than an ad-hoc way.
• Planning lays the basis for us to assess and
  evaluate our achievements effectively.

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Environmental Scanning

• examine the factors in the external and internal
  environment
• identify the impact of these factors on strategic
  issues relating to the organisation.
• future orientated and is predictive in nature.
• take cognisance of opportunities and threats.

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Recap A-B-C...
Monitor Evaluate
Desired future
SWOT PEST
Resource plans Financial plans Infrastructure
plans
How to get there (Course to follow)
Bryson Alston
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Process for Environmental Scanning(sometimes
called the PEST )

• Step 1 Selecting a time frame
• Step 2 Choosing trend categories for analysis
• Step 3 Collecting information
• Step 4 Defining trends
• Step 5 Determining possible impact of the trend
  on the department
• Step 6 What consequences or planning issues
  result from the trends impact on the
  departments
• Step 7 Prioritising impact and consequences
• Likelihood
• Impact
• Time
• Step 8 Documenting and reporting back

Political, Economic, Social, Technological
analysis
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Environmental Scan

• The environment includes the following
• the natural environment
• the intellectual environment
• the social environment
• the economic environment
• the political environment
• the policy/ legal environment
• the institutional environment
• the technological environment.

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Questions Asked during 2001 Strategic Planning

• Impact of proposed structure
• What are the implications of the changes within
  the Department of Justice, as well as the
  Strategic plan of the NDPP on our unit,
  pertaining to ?
• Specific Objectives
• What are the objectives of the unit/division
• What are the critical success factors to b
  implemented to achieve the objectives?
• Stop Doing
• What should the unit/division stop doing in order
  to focus on strategic issues?
• Start doing
• What should the unit/division start doing in
  order to focus on strategic issues?
• Divisional Structure?
• Implementation and communication
• What will the unit/division do regarding planning
  of the implementation and communication?

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SWOT Analysis

• The SWOT analysis goes hand in hand with
  environmental analysis.
• Identify strengths, weaknesses, opportunities and
  threats surrounding the organisation.
• A rule of thumb indicates that
• strengths and weaknesses typically occur within
  an organisation, and
• opportunities and threats typically occur outside
  the organisation.

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SWOT

• Opportunities for change from the present
  situation to a preferred situation.
• Problems or deficiencies which must be resolved.
• Obstacles to performance that must be eliminated.
• Can the organization on this level do something
  about it?
• Are there any serious consequences if not
  addressed?
• What practical alternatives can be generated to
  address these problems? Goals.
• What actions with existing staff can be taken in
  the short term?
• What specific steps can be taken? Tasks.

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SWOT

• Alternatives to consider
• Opportunities can be exploited.
• Threats can be countered.
• Strengths can be optimised.
• Weak points must not be exposed to the threats.

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Remember

• Planning is future-oriented.
• future activities aimed at the future achievement
  of specific objectives.
• the planner should possess some vision of the
  future.
• Planning is an intellectual activity.
• requires insight, creativity and rational logical
  thinking.
• Planning is action-oriented.
• not an end in itself, but a means to an end.
• result is a plan of action that has to be put
  into operation

plan your work and work your plan
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Remember

• Planning is a systematic process,
• series of consecutive and interrelated steps.
• Identify alternative ways of achieving objectives
  and a choose among alternatives.
• Decision-making is an integral part of the
  planning process.
• Questions to be asked are the following
• What are the objectives?
• What should be done to achieve them?
• When should this be done?
• By whom?
• Where?
• How?
• With what resources?
• What variables play a role?

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Planning Strategically

• Systematic approach to make effective choices
  about objectives and the approach to achieve
  them.
• Ensures everything done is strategic and makes
  valuable contribution to overall goal and
  purpose.
• Develop clear overall org strategic plans before
  programme plans or project plans are developed.

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The strategy process

• The choices made about objectives and about the
  approach you will use to achieve these
  objectives.
• careful thought to how best to achieve what you
  want.

• Strategy is not just a plan on paper it is what
  you do and how you use your resources to do it.
• Assess what you did, not what you said you would
  do.
• Planned and used strategy often differs

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Planning Strategically

• Planning Strategically involves choosing the best
  approach through
• Analysis
• Gap analysis
• Cause and Effect analysis
• Stakeholder analysis
• Needs analysis
• SWOT analysis
• Informed choices about your options
• Linking
• Learning
• Reviewing and revising

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Planning Strategically

• Strategic Planning
• Planning to develop an org strategy.
• A financial management plan (budget).
• A HRD and utilisation plan.
• Procedures to support general org functioning
• An organisation structure to support the
  strategies.
• Appropriate strategies to deliver on its mandate.

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Programme Planning and Project Planning

• Programme Planning
• Derived from strategy
• Longer-term
• Made up of groups of projects
• Project Planning
• Derived from programme
• More defined and limited
• Short-term
• More concrete must achieve a specific result,
  by a specific time within a specific budget
• Basic planning steps applicable to programme and
  project planning

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Challenges facing Service Organisations

• Goals
• Complex, change society, difficult to specify and
  measure or have different meanings
• Values
• Different/conflicting values and expectations
• Stakeholders
• Different needs, interests and concerns
• Difficulties in measuring achievements
• Means vs ends
• Connection between effectiveness and resources
• Weak connections not paid for services by
  clients
• Success
• Interdependence

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Problems Arising from Ineffective Planning

• Plans not understood the same way - confusion and
  conflict during implementation.
• Different perceptions on what successful
  achievement means.
• Lack of agreement about beneficiaries from our
  work.
• Constant change - plans no longer seem relevant.
• Difficulties due to complexity of goals and
  objectives.
• Not being able to say what we have achieved
  only what we have done.
• Different understandings of why we adopt specific
  approaches.

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Developing plans to assist in service delivery

• Planning Approach
• The 8 basic planning steps (see next session)
• Ensuring participation through the logical
  framework approach

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Planning Approach

• Participative
• Systematic
• Strategic
• Include agreement on evaluation of progress and
  achievements.
• Commitment from everyone
• Planning and evaluation is a cycle of learning
  and improvement, (not a straight line from A to
  B!)

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• Activity 1.2

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Testing understanding

• Discuss how you would ensure that planning is
  effective in a practical context.
• Relate your answer to your Departmental context.

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Steps in planning

• Basic planning PROCESS
• Can used for any kind of planning
• Developing strategy
• Programme planning
• Project planning
• Should be used as part of the cycle of planning
  enables ongoing learning and improvement.

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8 Basic Planning Steps

• Step 1 Preparing to plan
• Step 2 Analyse the situation and needs.
• Step 3 Prioritise and select the Goal and
  Purpose.
• Step 4 Develop clear specific objectives.
• Step 5 Identify alternative strategies and
  select the most effective strategy.
• Step 6 Plan Implementation (Implementation
  Strategy)
• Step 7 Plan for evaluation (Assessment Systems)
• Step 8 Summarise your plan.

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Take a break!
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Step 1 Preparing to plan

• Ensuring commitment and developing the process
  plan.
• Planning is part of the real work itself.
• Planning takes up time, energy and other
  resources.
• Planning lays the basis for effective ongoing
  thinking, action and achievement.
• Involvement and participation of all stakeholders
  are of vital importance to effective planning
  processes.
• Many public sector organisations underestimate
  the amount of time and commitment required for
  effective planning.

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Step 2 Analyse the situation and needs

• Collecting and analysing information to decide on
  a goal and a purpose that is
• Relevant to your target community or the service
  to be delivered
• Realistic in terms of what is possible and likely
  to make a difference and
• The most effective and appropriate contribution
  given the current situation you want to change.
• Lays the basis for the rest of the planning
  process
• build a deeper understanding of the problem and
  the situation.
• shared understanding, more effective decisions
  and a commitment to strategic action.

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Step 2 Analyse the situation and needs (cont.)

• Forms the basis for your decisions in all the
  later steps.
• Make decisions when choosing the following

Goal The changed situation in society your org
aims to contribute to achieving.
Purpose The result the org is expected to
achieve.
Specific Objectives Specific results that must
be achieved to achieve the purpose. Should be
specific, measurable, achievable, realistic and
timeous (SMART).
Activities The actions that must be taken
what must be done, by whom and by when.
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Step 3 Prioritise and select the Goal and Purpose

• Important to decide on the goal because
• Tells what change you hope to contribute to
  bringing about.
• Is a clear statement of the future situation.
• Is longer-term aims the org contribute to bring
  about.
• Tells us why we do what we do.
• Is the final basis on which to evaluate what have
  been achieved.
• Is the vision that guide everything else you do.
• All further programmes/project planning must be
  relevant to helping bring this about.

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Step 3 Prioritise and select the Goal and
Purpose (Cont)

• Once we know what the goal is, we need to decide
  on the purpose of the organisation.
• Why do we exist and what contribution will we
  make to achieving the goal?
• A clear statement of what you undertake to
  achieve.
• Something you can realistically achieve as a
  result of your work.

Agreeing on a purpose is making a clear
commitment to achieving this result.
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Step 4 Develop clear specific objectives.

• Objectives
• Are concrete results you need to achieve in order
  to reach the purpose.
• Should be as clear and specific as possible.
• Should state the result you aim to achieve, not
  what you will do to achieve it helps to focus
  on what the effect of your work should be, not
  only on your activities.
• Should be more specific and concrete than your
  purpose and should be relevant to achieving your
  purpose.

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Step 5 Identify and select alternative strategies

• Find the best way of achieving your objectives.
• Avoids assuming there is a right way of getting
  something done
• Find new and more effective ways of doing things
  questions status quo.
• Start planning to implement them by developing
  activity plans.

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Selecting Alternatives Criteria

• Most useful
• Practical
• Commitment
• Relevant and appropriate
• Affordable
• Time frame realistic
• Support
• Long-term impact
• Sustainable

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Step 6 Plan Implementation

• Detailed planning about how you will implement
  the strategies decided on.
• Decide on the most effective strategy to achieve
  each objective
• What major activities will be needed to implement
  each strategy?
• Who will be responsible?
• By when should activities by completed? What
  deadlines should be set?
• What specific resources will be needed for the
  activities required to achieve each strategy?

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Step 7 Plan for evaluation

• Planning how you will evaluate your progress and
  what has been successfully achieved
• Guide the implementation with clear agreements
  about what successful achievement means.
• Helps to clarify the plans by ensuring everyone
  understands what you intend to achieve.
• Ensures a clear and agreed upon basis for
  assessing what was actually achieved and progress
  along the way.

Review
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Step 8 Summarise your plan

• Summarise your plan throughout the process
  circulating it to everyone along after each step
• Clear record of decisions at each step, can be
  used in the next step.
• Useful record of discussions that can be used to
• Check thinking and whether it makes sense
• Keep a clear record of decisions
• Guide implementation
• Monitor external conditions and make adjustments
• Explain planning to donors or others
• Check previous thinking.

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Take a break!
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Recap - Learning Outcomes

• After completing module 1 you should be able to
• relate what Strategic Management involves to
  other colleagues in their departments
• apply the phases of Strategic Management
• apply the 8 basic steps of planning
• apply the logical framework approach for
  participation and
• apply the techniques of strategy formulation,
  evaluation and monitoring.

Can you?
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Participation - The Logical Framework and
Stakeholders
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IDIP example
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Testing understanding

• Using the PGDS, select one priority and complete
  a relevant logframe, indicating how it is applied

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Ensuring Effective Participation

• Step 1 Informing.
• Step 2 Educating (getting to realistic
  possibilities).
• Step 3 Consultation.
• Step 4 Negotiation and prioritisation
  (scheduling, determining quality and other
  deliverables).
• Step 5 Feedback and continuous participation.

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Using the Logical Framework Approach to get
Participation

• This approach has been suggested because
• it is systematic
• it creates a transparent basis for the processes
  of planning and evaluation and
• It enables effective participation in
  decision-making.
• Who should be involved?
• Why participation important?
• Possible kinds of involvement.
• Stakeholders.
• Stakeholder analysis.

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The stakeholder
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IDIP example
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Enabling effective communications with this
Stakeholder
Stakeholder Management/Engagement/Communications
Plan
Use an influence/power matrix with care!
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Communications Implementation (IDIP example)
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• Activity 1.3

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Testing understanding

• Complete a stakeholder analysis
• Where/when/why would you use the logical
  framework?
• Where/when/why would you do a stakeholder
  analysis?

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Systematic Planning

• Reach agreements with all stakeholders in four
  areas
• What you must achieve and how
• What important conditions will have to exist for
  you to be successful.
• What criteria or indicators you will use to
  evaluate your work.
• Agreeing where, how and from whom you will get
  the information you will need to evaluate your
  work.

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Read from page 44 to 48 individually.
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• Activity 1.4

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Testing understanding

• Discuss why creativity techniques are
  advantageous.
• Attempt to identify a number of creative or
  innovative solutions that your department has
  recently applied to problem-solving.
• Assess, in your opinion, the reasons for their
  success (and/or failure).

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Implementation

• Resource application process.
• Often, planning occurs effectively but
  implementation is dysfunctional.
• Base line requirements for implementation to
  succeed
• The strategic management process must be
  functional.
• All stakeholders should be involved in the
  implementation process.
• All stakeholders must actively commit to the
  implementation process.
• All managers should be skilled in the aspects
  associated with resource administration, general
  management, and project management.

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Implementation
Phase 1 Strategic Planning Planning/
formulation of strategies
Phase 2 Strategic Implementation Implementation o
f strategies

• Where
• Programmes and
• subsequently
• projects are
• operationalised.
• Resources are
• aligned and
• scheduled to
• operationalise
• strategies.

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Implementation

• Implementation
• Management
• Planning the implementation
• process Implementation
• Strategy.
• Implementing the
• Implementation process.
• Evaluating the
• implementation process
• through continuing
• monitoring and end-of
• phase evaluation.

• Where
• Implementing the implementation process
• involves
• Programme identification
• resource allocation.
• Programmes divided into
• projects resource allocation.
• Projects divided into
• sub-projects resource allocation.
• Sub-projects divided into tasks.

• Where
• Projects and sub-projects contain
• a preparation phase
• an implementation phase
• an evaluation phase

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Evaluation and Monitoring

• Each phase includes sub-evaluation and monitoring
  moments.
• The final phase requires an evaluation and
  measurement of outputs and outcomes.
• Information gathered in this phase will be
  utilised to adopt new strategies or to adapt
  existing ones.
• Evaluation occurs on two levels
• Organisational Performance Management Systems,
  etc.
• Functional Overall (organisational) performance
  is assessed.

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• Activity 1.5
• Individual Task

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Recap - Learning Outcomes

• After completing module 1 you should be able to
• relate what Strategic Management involves to
  other colleagues in their departments
• apply the phases of Strategic Management
• apply the 8 basic steps of planning
• apply the logical framework approach for
  participation and
• apply the techniques of strategy formulation,
  evaluation and monitoring.

Can you?
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