4. BIODATA PENCERAMAH
MUHAMAD BUSTAMAN BIN HAJI ABDUL MANAF
Jawatan Hakiki: Pensyarah Cemerlang DG54
Specialist Trainer & Specialist Coach
Instutut Aminuddin Baki, KPM
1. Pengalaman memberi kursus Pengurusan Strategik dan Pengurusan Kualiti di Institut Aminuddin Baki
semenjak 1995. (pensyarah paling lama di IAB)
2. Menulis buku: 1. Perancangan Strategik (IAB). 2. Pengurusan Kualiti dalam pendidikan (Utusan Pub)
3. Buku ketiga: Pengurusan Strategik untuk sekolah -di terbit oleh PTS.
3. Pernah mengikuti Latihan Profesionalisme dalam bidang Pengurusan Strategik dan Pengurusan Kualiti
Latihan Luar Negara (selain dalam negara):
• i. Strategic Management & Leadership: World Trade Institute, New York, USA (1996)
• ii. TQM in Education: SEAMEO Innotech, Manila. Philippine (1998)
• iii. Strategic planning in education: Uni of York, England (2000- 2004) (bidang tesis Phd)
• iv. Strategy Performance Measurement (BSC): Uni of Adelaide, Australia (2005)
4. Berkelayakan sebagai Juruaudit (Lead Auditor) MS ISO 9000 sejak 1998.
5. SUMBANGAN: Memberi khidmat konsultasi dalam Pengurusan Strategik dan KPI untuk semua peringkat
Bahagian dalam Kementerian Pelajaran Malaysia. Ahli Panel Sistem Pengurusan Kualiti Star Rating (SSR)
KPM, Pembentang pernyataan baru MISI, VISI dan Matlamat KPM (2004)
6. Kepakaran lain:
Kursus Pemikiran Strategik, Kepemimpinan Strategik, Pengurusan Organisasi, Sistem Pengurusan
Prestasi Strategik (SPPS), Pembinaan KPI dan BSC, TQM, Benchmarking, Quality Tools, dan ‘Leadership
Coaching and Mentoring”
4Hak Cipta MBustamanIAB
10. What is Strategic Management?
• Strategic management is the comprehensive
collection of ongoing activities and processes
that organizations use to systematically
coordinate and align resources and actions with
mission, vision and strategy throughout an
organization.
Strategic management activities transform the
static plan into a system that provides strategic
performance feedback to decision making and
enables the plan to evolve and grow as
requirements and other circumstances change.
(BSC Institute, 2012)
10Hak Cipta MBustamanIAB
15. What Are the Steps in Strategic Planning
& Management?
• There are many different frameworks and
methodologies for strategic planning and
management. While there is no absolute rules
regarding the right framework, most follow a similar
pattern and have common attributes. Many
frameworks cycle through some variation on some
very basic phases:
• 1) analysis or assessment, where an
understanding of the current internal and external
environments is developed,
15Hak Cipta MBustamanIAB
16. What Are the Steps in Strategic Planning
& Management?
• 2) strategy formulation, where high level strategy is
developed and a basic organization level strategic
plan is documented .
• 3) strategy execution, where the high level plan is
translated into more operational planning and
action items, and
• 4) evaluation or sustainment / management
phase, where ongoing refinement and evaluation of
performance, culture, communications, data
reporting, and other strategic management issues
occurs 16Hak Cipta MBustamanIAB
26. • Deep – how deeply are
we questioning our
ways of operating?
• Do we operate from our
interpretation of the
past, or our anticipation
of the future?
• Are our assumptions
today valid into the
future?
26 Hak Cipta MBustamanIAB
27. • Long – how far
into the future are
we looking? Do
we understand
the shape of
alternative futures
for our
organisation?
27 Hak Cipta MBustamanIAB
28. • Strategic thinking is identifying, imagining
and understanding possible and plausible
future operating environments for your
organisation…28 Hak Cipta MBustamanIAB
39. 39mbam@IAB.MOE 07 39
Govt’ Mandate &
Mission
Vision
Goals/KRA
Objectives
Measures
Targets
Actions/
Initiatives
Why we exist
What we want to be
What we must achieve to be successful
Indicators and
Monitors of success
Desired level of
performance and timelines
Planned Actions to
Achieve Objectives
O1 O2
AI1 AI2 AI3
M1M2M3
T1T1 T1
Specific outcomes expressed in
measurable terms (NOT activities)
Strategic Planning
Action Planning
Implementation /
Measures
KRA or Strategic Goals
KRA or Goals serve as the starting point for developing Objectives,
Initiatives, and KPIs down through the organization
Hak Cipta MBustamanIAB
41. WHAT ARE
''KRA'' AND ''KPA'' AND ''KPI''
• Key Result Areas
“Key Result Areas” or KRAs refer
to general areas of outcomes or
outputs for which the
department's role is responsible.
hakmilik@MBAM.IAB.KPM 41
42. Value of KRAs
• Identifying KRAs helps individuals: ·
Clarify their roles · Align their roles to the
organisation‟s business or strategic plan ·
Focus on results rather than activities ·
Communicate their role‟s purposes to
others · Set goals and objectives ·
Prioritize their activities, and therefore
improve their time/work management ·
Make value-added decisions
hakmilik@MBAM.IAB.KPM 42
43. Description of KRAs
• Key result areas (KRAs) capture about
80% of the department's work role. The
remainder of the role is usually devoted to
areas of shared responsibility
(e.g., helping team members, participating
in activities for the good of the
organisation).
hakmilik@MBAM.IAB.KPM 43
44. Example
• KRA 1
-RECRUITMENT/ SELECTION
KPA 1 (objectives) --RECRUITMENT
KPI ----reduce average time taken to fill
marketing/sales vacancies by 15%
KPI ----reduce average cost per recruit
by 10%
hakmilik@MBAM.IAB.KPM 44
45. example
• CORPORATE OBJECTIVE / STRATEGY
-to gain world market share of 51%
DISTRIBUTION OBJECTIVE
-Improve / Increase the distribution coverage by 20%
KRA 1
-DISTRIBUTION
KPA 1 --CHANNEL EXPANSION BY 2 NEW
CHANNELS.
KPI ----INCREASE THE CHANNEL NETWORK BY 20%
hakmilik@MBAM.IAB.KPM 45
46. hakmilik@MBAM.IAB.KPM 46
CORPORATE OBJECTIVE / STRATEGY
-to gain world market share of 51%
SALES DEPARTMENT'S OBJECTIVE
-INCREASE THE SALES COVERAGE BY 20%.
KRA 1
-SALES COVERAGE
KPA 1 --SALES COVERAGE
KPI ----INCLUDE 5 MORE COUNTRIES IN THE SALES EXPANSION.
KPI ----INCREASE THE GEOGRAPHICAL COVERAGE BY 15%.
48. Basic Scorecard Terminology
(Institute Aminuddin Baki)
Objectives
Objectives:
What the
strategy is
trying to
achieve
Targets
Targets:
The level of
performance
or rate of
improvement
needed
Initiatives:
Key action
programs
required to
achieve
targets
InitiativesMeasures
Measures:
How success
or failure
(performance)
against
objectives is
monitored
Financial
Excellent Financial Management
Stakeholders &
Customer satisfied
with IAB services
Stakeholders & Customer
satisfaction
Innovation & Growth
Strategy Map
Quality
Core Business
Quality &
World Class
Educational
Leaders
High Competency
Staff and Peacefull
Internal Business Processes
Mission & Vision
48Hak Cipta MBustamanIAB
49. 49
What are SMART-A Measures?
When creating a ‘balanced’ set measures for an organization, aligning
measures where possible is also critical for your success ….
TIMELY
REALISTIC
AGREED TO
MEASURABLE
SMART
MEASURES
SPECIFIC
ALIGNED
Hak Cipta MBustamanIAB
54. The individual
needs of each
student are met
Our students enjoy
a positive and
enjoyable learning
experience Our students
demonstrate
exemplary
behaviour
Providing quality &
varied extra
curricula activities
Effective teaching
methods that instil
the joy of learning
Knowledgeable, efficien
t, competent, nurturing
& highly motivated staff
who display our core
values
Transparency &
Accountability
Financial viability
FIDUCIARYLEARNINGINTERNALCUSTOMER
b.1. „Align‟: Pemetaan Objektif dengan Misi & Visi sekolah
Our students
strive towards
academic
excellence
Safe
welcoming, efficient, comf
ortable facilities and
working environment
Ongoing
maintenance &
upgrading of
facilities
Ample supply of
resources – teaching
aids, technology, equip
ment
Consistent
discipline
Providing
opportunity for
Learning religion
Principles
Responsive curriculum
that encompasses the
motto “work, play and
learn together”
Our students are
well rounded &
excel in all fields
Our students enjoy a
safe, welcoming, efficie
nt, comfortable and
family oriented
environment
54Hak Cipta MBustamanIAB
56. IUM 2015 Strategic Direction: Towards becoming a Research-Intensified University
S1.
Produce well-
rounded
personalities
and
employable
graduates
Customer
Stakeholder
Financial
Learning
&Growth
InternalProcess
Research & Academic Excellence
C1.
Achieve status as a
leading international
academic & research
institution imbued
with Islamic values
L1.
Strengthen staff
development and
competency
F1.
Achieve
budgetary
sufficiency
and efficiency
P1.
Strengthe
n quality
integrated
curriculum
P8.
Increase income
contribution from
SBUs/RMC/IHSB
S2.
Become centre of
reference in niche
areas of research
P6.
Secure bigger
research grant
P5.
Have a significant
pool of distinguished
scholars
P2.
Intensify quality research
output and publication
P4.
Increase academic staff who
are engaged in high impact
research
L2.
Ensure quality of
research facilities
through key compliance
P3.
Strengthen
postgraduate
studies
P7.
Enhance quality service
L3.
Improve library
facilities to support
research
L4.
Enhance morality
within the university
community
IIUM Strategy Map 2007-2015
56Hak Cipta MBustamanIAB
59. 59
Key Performance Indicators
are quantifiable
measurements, agreed to
beforehand, that reflect the
critical success factors of an
organisation and differ
depending on the organisation
Hak Cipta MBustamanIAB
61. 61
• Key Performance Indicators, also known as KPI
or Key Success Indicators (KSI), help an
organisation define and measure progress
toward organisational goals.
• Once an organisation has analysed its
mission, identified all its stakeholders, and
defined its goals, it needs a way to measure
progress toward those goals. Key Performance
Indicators are those measurements
Hak Cipta MBustamanIAB
62. 62
Performance Measures
• 1. Percentage of…
• 2. Number of… (hours, times per
month, donation, activities, km etc)
• 3. Frequency of ….
• 4. Level of ….
• 5. Total of …(score, costs, hours, ..)
• 6. Average
• 7. Grade
• 8. Ratio of
• 9. Degree of
Hak Cipta MBustamanIAB
63. 1.3 Identifying & Creating KPIs
… That Can Present in Different Forms
Rankings
(Benchmarks)
Absolute
Numbers
Rating
(surveys)
Ratio
Percentages
Indices
Strategic Information Generated
ComplexityofAnalysis
63Hak Cipta MBustamanIAB
65. What is target?
• Targets are quantified and time-based
• Target: Desired level of performance *a
performance measure (e.g., % of
customer satisfaction target = 95%)
(source: Balanced Scorecard Institute, USA. 2005)
* Remember to set the baselines or take of values
(TOV)/ a point to start measurement)
65Hak Cipta MBustamanIAB
66. 66
Why Do it?
• 1. to make objectives explicit and tangible
• 2. to quantify the expected value of the
strategy
• 3. to motivate desired behaviors
• 4. to set timing for performance-
improvement expectations
• 5. to calibrate strategic evaluation and
learning
Hak Cipta MBustamanIAB
68. 68
• 1. Choose the Right Achievement
Targets
• Potential areas to consider when setting
targets:
• 1. TOV or Baselines and trends
• 2. National, state, local or Education
Standards.
• 3. Benchmarking
• 4. Feedback from customers and
stakeholders
Hak Cipta MBustamanIAB
69. • 2. Understand the predictive (lead) and
outcomes Metrics
• 3. Review the existing portfolio of metrics
• 4. Listen the voices of
customer,stakeholders and others
• 5. Consider Noneconomic
• 6. Be careful with expensive
benchmarking
69Hak Cipta MBustamanIAB
72. Misi Sekolah:…
Visi Sekolah:…..
Isu Strategik: Peningkatan prestasi belum mencapai tahap yang diinginkan.
KRA/Matlamat Strategik: Peningkatan Prestasi Akademik
Objektif Petunjuk
(KPI)
Tov
(base)
2012 2013 2014 Inisiatif / Strategi Akauntibiliti
Peningkat
kan
prestasi
UPSR
GPS
%
Lulus
% 5As
2.0
93
10%.
1
1.8
94.5
12%
1.7
97.0
16%
1.50
100
20%
1. meningkakan
Kapibiliti guru
dalam P&P
2. meningkakan
Kemahiran Belajar
pelajar
3. Meningkatkan
sokongan komuniti
GPK 1
(p)
GPK
HEM
GPK koku
72Hak Cipta MBustamanIAB
73. hakmilik@MBAM.IAB.KPM 73
What is Organisational
Strategy?
– “A strategy is defined as a pattern, of
purposes, policies, programmes, actions, d
ecisions, or resource allocations that define
what a school is, what it does, and why it
does it. Strategies can vary by level
function, and by time frame.”
(Bryson, 1995, p.32)
74. hakmilik@MBAM.IAB.KPM 74
Apakah itu Strategi?
• Strategi adalah merujuk kepada tindakan khusus
atau pendekatan yang diambil oleh sesuatu
organisasi untuk mencapai matlamat dan
objektif.
• Ia bersifat „action-oriented‟ dan berhubungan
terus dengan pengukuran output.
• Strategi menjelaskan bagaimanakah cara untuk
mencapai matlamat dan objektif berbanding
dengan objektif merujuk kepada apakah yang
mahu dicapai oleh sesebuah organisasi itu
75. hakmilik@MBAM.IAB.KPM 75
• A strategy is an approach, or an implementation
methodology, that will lead to the achievement of
an objective.
• Strategies sets the basis for the development of
action plans that follow, in which case the
when, how, and by whom the organization will
achieve each objective is described.
76. hakmilik@MBAM.IAB.KPM 76
THE TOWS MATRIX
(GENERATION OF STRATEGIC OPTIONS)
STRENGTHS
1.
2. LIST STRENGTHS
3.
4,
5.
6.
INTERNAL
ENVIRONMENT
WEAKNESSES
1.
2. LIST WEAKNESSES
3.
4.
5.
6.
OPPORTUNITIES
1.
2. LIST OPPORTUNITIES
3.
4.
5.
6.
S-O STRATEGIES
PENETRATION
EXPANSION
INTENSIFICATION
ACQUISITION
INTEGRATION OF BACKWARD AND
FORWARD LINKAGES
W-O STRATEGIES
NICHE
LINKAGING OR NETWORKING
SUB-CONTRACTING
ANCHORING ORGANIZATION
DEVELOPMENT/CAPABILITY BUILDING
THREATS
1.
2. LIST THREATS
3.
4,
5.
6.
S-T STRATEGIES
DIVERSIFICATION
CONSOLIDATION
CONTINGENCY MECHANISMS
W-T STRATEGIES
RETRENCH
MERGE
WITHDRAW
CLOSE SHOP
STATUS QUO
EXTERNAL
ENVIRONMENT
82. Obctacles in implmentationof strategy
• Make people accountable for strategic tasks
• The most frequently barrier to implementing a plan is accountability.. The best
practice is:
• Use SMART goals or objectives with clear deadlines
• Be clear about responsibility and objectives (confirm and clarify), and link the
objectives to all involved
• Delegate, have one person responsible for each key task
• Build in incentives, recognition and give recognition- the most powerful
motivator
• Teach delegation in the organization
• Give ownership to the team
• Review at milestones
• Be sure the boss acknowledges the assignment eye ball to eye ball
• Give them the resources
• No micro-managing, just coaching and feedback
• Be sure the audience is the right audience - are they folks who want to be
accountable
82Hak Cipta MBustamanIAB
83. Overcome day to day pressures? How?
Overcome the barrier by individual accountablity for strategic tasks.
• Review workload and delegate;
• Develop “action plans” assigning responsibility and deadlines. Make individuals
accountable.
• Refocus decision makers away from fires, usually at off-site thinking meetings
• Dedicated staff for strategic planning
• Make the strategic work part of the employees goals and provide incentives to
achieve those goals
• Track progress
• Work on priorities and delay non-essentials, understand the source of the “fires”
• Carve out time away from distractions (no phone, emails … for a day)
• Take a day off
• Get a new job/ transfer?
• Get a Samsung Galaxy S or throw away your Samsung GS (there were mixed
feelings)
83Hak Cipta MBustamanIAB
84. Make a strategic plan more flexible. How?
No strategic plan plays out exactly to script. More frequent progress
reviews increased accountability and keep the plan flexible. We can
overcame this barrier by:
• Frequently review progress and how the environment is changing
• Keep the strategic plan at a high level, with flexibility for implementation of
the details and some reserve funds
• Increase you contact with vendors and customers as the plan rolls out
• Track the details of cross-functional work, not within departments. Let the
department heads manage their teams
• Make sure you have the right people involved -those with something in it
for them
• Part of the plan includes several 'what if' contingencies
• Set the review cycle to give time for actions to take effect but not too long
miss a market opportunity
• Give the key players the 'right' to reconvene the team if they see
something that must be addressed
84Hak Cipta MBustamanIAB
85. How to overcome fear, resistance to change
Uncertainty is one cause of fear and people resist strategic change. As
the strategic planning team formulates its strategy, factor in how to
overcome this barrier. Top down support is critical and a compelling
vision is necessary.
• Point out the results if there is no change; present
hard data to support the need for change, talk fact(
dollars and cents)
• Create a learning environment, make it part of the
culture
• Understand and communicate, communicate: the
why, the benefits of the change, what is in it for me
(WIIFM)
• Delegate ownership of the change process
85Hak Cipta MBustamanIAB
86. • Make sure you have the right people involved
• Rewards and recognition - tied to the purpose of the
organization
• Uncover and address key concerns in advance
• Involve those affected by the change and value their inputs
• Lead by example
• Use external resources with reputation; bring in new people
for new ideas/questions
• Decrease, mitigate the risk of change, i.e. do not shoot the
risk taker, some failure is expected
• Focus senior management training on change methods
• Bring in outside experts
• The bar length indicates the most likely method for success.
86Hak Cipta MBustamanIAB
87. Step 9: The step nine is monitoring and
controlling the implementation of plan
• (a) control the process
• (b) arrange an internal audit, to determine how
closely the performance matches the plan,
• (c) arrange a management review meeting,
• (d) take corrective action where needed, align the
plan and undertake a continuous improvement
process.
• (e) arrange an audit of external environmental
development,
• (f) maintain as quality records the results of process
control measures, to provide evidence of effective
operation and monitoring of the process. 87Hak Cipta MBustamanIAB
88. MISI VISI
BORANG PENGUKURAN PRESTASI DAN MAKLUM BALAS
Objektif KPI Tov Sasaran Prestasi Sebenar Ulasan
MATLAMAT:
88Hak Cipta MBustamanIAB
89. PENGUKURAN DAN PENILAIAN
KAEDAH BALANCE SCORECARD
PERSPEKTIF Pencapaian Sebenar Target
Matlamat
Strategik Objektif KPI
Unit
Pengukuran
2006-
2007
2007-
2008
2008-
2009
2009-
2010
2006-
2010
M1 M1-O1
M1-O2
M1-O3
M2 M2-O1
M2-O2
M2-O3
M2-O4
89Hak Cipta MBustamanIAB
92. Format for a Strategic Planning
Document
Table of Contents:
• Introduction by the school Principal or Director (Head of Department)
• Mission, Vision and Values Statement
• Organization History and Profile
• Strategic Issues and Strategic Goals or Key Results Area (KRA)
• Objectives, KPI & long term targets (3-5 Years)
• Strategy or initiative that link to each objectives together with a table
of action plan
• Appendices (If Included)
• a. Environmental Assessment (example: SWOT)
• b. Summary of Client Surveys
• c. Membership of Board and Planning Committee
• d. Long-Range Budget Projections
• e. Strategy selection analysis
92Hak Cipta MBustamanIAB
