BDPA Strategic Management Office (2010)

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This slideshow describes the strategic management office created by National BDPA VPSP Curtis Jenkins.

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BDPA Strategic Management Office (2010)

  1. 1. Strategic Management Office Curtis Jenkins VP of Strategy & Planning
  2. 2. SMO Mission <ul><li>Unlock unrealized value by making strategy execution a distinct and recognizable competency in BDPA. </li></ul><ul><li>Does this by enabling others to do their jobs in a way that supports the organizations strategy. </li></ul>
  3. 3. SMO Charter <ul><li>Consistency in describing the BDPA strategy </li></ul><ul><li>Close gap between strategy and budget </li></ul><ul><li>Oversee all strategy related activities </li></ul><ul><li>Facilitate an integrated process of strategy execution across the organization </li></ul><ul><li>Define, prioritize and recommend Strategic initiatives for BDPA </li></ul><ul><li>Monitor progress of BDPA strategic initiatives </li></ul><ul><li>Develop and foster key BDPA strategic relationships </li></ul><ul><li>Ensure compliance to strategy </li></ul>
  4. 4. SMO Org Chart Curtis Jenkins VP of Strategy & Planning Director - Strategic Methodologies & Metrics Director - Chapter Compliance Director – Intake and Analysis
  5. 5. Who Does What Vice President Strategy & Planning Director- Strategic Methodologies & Metrics Director- Chapter Compliance Director- Intake and Analysis Develop the measurements and tools for tracking progress Determine internal and external factors that shape strategic direction Develop and present the overall strategy and strategic relationships Ensure compliance to the strategy and tools
  6. 6. High Level Responsibilities <ul><li>Strategic Methodologies and Metrics </li></ul><ul><ul><li>Develop 2 to 5 year organization Strategic Plan with Strategic Management Office and NEC </li></ul></ul><ul><ul><li>Coordinate and Track Performance and Measurement </li></ul></ul><ul><ul><li>Implement Balanced Scorecard methodology and metrics </li></ul></ul><ul><li>Chapter Compliance </li></ul><ul><ul><li>Facilitate BDPA local chapter compliance with National BDPA Strategy </li></ul></ul><ul><ul><li>Implement a Chapter Management process </li></ul></ul><ul><ul><li>Ensures chapters compliance with required reporting and local strategy tied to national strategy </li></ul></ul><ul><li>Intake & Analysis </li></ul><ul><ul><li>Coordinate internal and external surveys to understand BDPA position in IT Industry </li></ul></ul><ul><ul><li>Develop and execute the information intake process </li></ul></ul><ul><ul><li>Provides updates and recommendations on Stakeholder management </li></ul></ul><ul><ul><li>Provides information on the IT industry and recommendations for BDPA participation </li></ul></ul>
  7. 7. High Level Responsibilities <ul><li>Strategy & Planning </li></ul><ul><ul><li>Responsible for all areas in the Strategic Management Office </li></ul></ul><ul><ul><li>Relationship Management & Strategic Alliances </li></ul></ul><ul><ul><li>Identify plans that will be used to develop annual NBDPA strategic plans by reviewing existing Strategic Plans, business area portfolios, IT industry research updates, identifying potential alliance partners. </li></ul></ul><ul><ul><li>Schedule and conduct NBDPA and business area planning sessions. </li></ul></ul><ul><ul><li>Conduct review of proposed plans by National Board of Directors. </li></ul></ul><ul><ul><li>Distribute Plans to National Board Members </li></ul></ul><ul><ul><li>Review Budgets </li></ul></ul>
  8. 8. Expectations <ul><li>Team Member – Director Responsibilities: </li></ul><ul><ul><li>Attend all scheduled meetings (Delegates are permitted by exception only) </li></ul></ul><ul><ul><li>Participate in refining team charter, scope and objectives </li></ul></ul><ul><ul><li>Collaborate in start-up of team activities and communicate throughout organization </li></ul></ul><ul><ul><li>Represent function and the business at large, and be the team champion to the organization </li></ul></ul><ul><ul><li>Solicit input from stakeholders regarding business needs, decisions, etc, and provide support in specific areas of expertise </li></ul></ul><ul><ul><li>Provide input/guidance to SMO Team re: their charter, objectives, and specific activities </li></ul></ul><ul><ul><li>Add responsibilities and participate in development of the annual BDPA strategic planning sessions or scorecard meetings </li></ul></ul><ul><ul><li>Provide status on items of responsibility as stated in Volunteer Job Description </li></ul></ul>
  9. 9. Strategic Approach <ul><li>Overview of the Balanced Scorecard Approach </li></ul><ul><li>Resulting One-page view Strategy </li></ul><ul><li>Goals supporting Strategic Pillars </li></ul><ul><li>Example of measurement and reporting </li></ul>
  10. 10. Purpose Picture of the future Performance “lenses” to evaluate results Main focus areas (Pillars); Results to satisfy our stakeholders’ needs Continuous Improvement Activities Create and Improve value for stakeholders Measurement Tool Specific projects and programs STRATEGIC ALTITUDE 50, 000 FT 25,000 FT 15,000 FT Ground The Logic of Balanced Scorecard Strategic Planning Balance Scorecard Pyramid
  11. 11. BDPA 2010 – 2014 Strategy
  12. 12. <ul><li>Operational Cleanup </li></ul><ul><ul><li>2010 Budget - Projected Costs = $1.1M, Projected Revenue = $1.3M </li></ul></ul><ul><ul><li>New ratio of expense to revenue $0.89 to $1.00 </li></ul></ul><ul><ul><li>990's filed Q1 2010 </li></ul></ul><ul><ul><li>Finance governance team to ensure proper spending </li></ul></ul><ul><ul><li>Short and long term infrastructure changes </li></ul></ul><ul><ul><ul><ul><ul><li>New Membership Database that supports long term vision - proposed Q1 2010 </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Improved Website - Q1 2010 </li></ul></ul></ul></ul></ul><ul><li>Organization Transformation </li></ul><ul><ul><li>An NEC aligned and organized to be accountable to the members (Chapters and National Board of Directors) </li></ul></ul><ul><ul><li>20 National CAC members by December 2011 </li></ul></ul><ul><ul><li>A Regional structure in place by Aug 2010 (by-law changes required) that provide value and services to deliver: </li></ul></ul><ul><ul><ul><li>o    1 National Exposition and Regional specific conferences </li></ul></ul></ul><ul><ul><ul><li>o    HBCU engagement </li></ul></ul></ul><ul><ul><ul><li>o    Programs focused on Entrepreneurs </li></ul></ul></ul><ul><ul><ul><li>o    Military/Government relationships </li></ul></ul></ul><ul><li>Member Value Proposition </li></ul><ul><ul><li>60% year over year growth of membership by 2011 </li></ul></ul><ul><ul><li>Increased focus on lifetime memberships generating commitment and revenue </li></ul></ul><ul><ul><li>Focused programs for each stakeholder group (students, community, professionals, corporate sponsors and educational institutions) </li></ul></ul>BDPA Strategic 2010 - 2011Goals
  13. 13. Balanced Scorecard Example Strategy & Planning TAKING MEMBERSHIP TO THE NEXT LEVEL Strategic Pillar & Objectives Goals Key Performance Indicators Status Budget (COA line item) Due Date Cross Business Dependencies Operational Cleanup Q1   Create Strategic Management Office (SMO) Members of the BDPA VPSP/NBOD to participate in the SMO Health of deliverables: Create Balanced Scorecard for all Business areas supporting strategy VJD’s created for SMO members (4) 3 members interviewed and selected by VPSP  SMO rolled out to NEC and NBOD Balanced Scorecards completed by all business areas 50% - Need to complete by 2/5/10 0% 0% 100% - VPSP completed No budget 2/5/10 2/26/10 3/31/10 1/11/10 CIO – portal to house information CIO, ED, VPF,VPBM, VPMM, VPMS for all scorecards  Transformational Change       Q1   Strategic partnership with ITSMF Formal transition of ITSMF responsibilities Develop organizational structure w/committee Present new organizational structure  Complete meeting with current chair Organizational structure agreed on by committee NBOD vote on organizational structure  Transition completed on 12/7/09 VPSP has been introduced 0% - meeting with new admin needed No budget 12/31/09 3/31/10 5/2/10 President, ED, ITSMF
  14. 14. Questions

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