Running head: ORGANIZING HR PROJECTS 1 ORGANIZING HR PROJECTS 8 Strategic Planning Larry Ratliff HRM 517 Strayer University April 27, 2020 Professor J Young Strategic planning includes ways, activities, or plans set up by the management team to help in sustaining the growth of the organization through guiding developments of programs and building solid financial foundations. Strategic planning is crucial within an organization as it helps in the realization of short and long-term goals (Cassidy, 2016). Since this company has had downsizes in maintaining standards, the cost of embedding HR generalists, and frustrations within business units, there is a need for this strategic planning. This centralized model of delivering HR services will need a team so that the initiation of need changes can be done. This paper provides a brief description of how strategic planning will apply to initiate these changes. Steps of strategic planning The general goal for strategic planning is developing a plan that can help in achieving the overall goals of an organization. Different steps were proposed to help in realization of the set objectives and goals (Cassidy, 2016). Discussed and described the following strategic planning steps: strategic analysis, guiding principles, strategic objectives, flow-down objectives, and portfolio alignment. i) Strategic Analysis Strategic analysis includes identifying and evaluating relevant data. In an organization, there are internal and external environments that need to be analyzed so that the ability to influence performance can be established. In this stage, the SWOT analysis is applied (Gürel, & Tat, 2017). This entails the identification of strengths, weaknesses, threats, and opportunities. The reason for analyzing the external environment is to seek knowledge pertaining to threats as well as opportunities (Cassidy, 2016). The threats, risks, and opportunities within an organization are usually resulted by stakeholders' presence or members of the organization, for example, the employees. Through a critical evaluation of the environment, it's easier to understand what strongholds are there in the current competing positions. ii) Guiding Principles Guiding principle as the second step within strategic planning involves modeling and designing missions and visions (Cassidy, 2016). Within this step, concepts and even ideas are formulated to help in bringing up a framework that will be used in strategic planning. This step is useful since the organization will be able to know where more effort and focus need to be put; so that the desired outcome can be met and achieved and also not to lead the organization astray. A vision is a vividly described statement concerning the future of the organization. Through the vision statement, employee.

1. Running head: ORGANIZING HR PROJECTS
1
ORGANIZING HR PROJECTS
8
Strategic Planning
Larry Ratliff
HRM 517
Strayer University
April 27, 2020
Professor J Young
Strategic planning includes ways, activities, or plans set up by
the management team to help in sustaining the growth of the
organization through guiding developments of programs and
building solid financial foundations. Strategic planning is
crucial within an organization as it helps in the realization of
short and long-term goals (Cassidy, 2016). Since this company
has had downsizes in maintaining standards, the cost of
embedding HR generalists, and frustrations within business
units, there is a need for this strategic planning. This

2. centralized model of delivering HR services will need a team so
that the initiation of need changes can be done. This paper
provides a brief description of how strategic planning will apply
to initiate these changes.
Steps of strategic planning
The general goal for strategic planning is developing a plan that
can help in achieving the overall goals of an organization.
Different steps were proposed to help in realization of the set
objectives and goals (Cassidy, 2016). Discussed and described
the following strategic planning steps: strategic analysis,
guiding principles, strategic objectives, flow-down objectives,
and portfolio alignment.
i) Strategic Analysis
Strategic analysis includes identifying and evaluating relevant
data. In an organization, there are internal and external
environments that need to be analyzed so that the ability to
influence performance can be established. In this stage, the
SWOT analysis is applied (Gürel, & Tat, 2017). This entails the
identification of strengths, weaknesses, threats, and
opportunities. The reason for analyzing the external
environment is to seek knowledge pertaining to threats as well
as opportunities (Cassidy, 2016). The threats, risks, and
opportunities within an organization are usually resulted by
stakeholders' presence or members of the organization, for
example, the employees. Through a critical evaluation of the
environment, it's easier to understand what strongholds are
there in the current competing positions.
ii) Guiding Principles
Guiding principle as the second step within strategic planning
involves modeling and designing missions and visions (Cassidy,
2016). Within this step, concepts and even ideas are formulated
to help in bringing up a framework that will be used in strategic
planning. This step is useful since the organization will be able
to know where more effort and focus need to be put; so that the
desired outcome can be met and achieved and also not to lead
the organization astray. A vision is a vividly described

3. statement concerning the future of the organization. Through
the vision statement, employees are able to work towards a
certain goal bearing in mind the cons and pros. Vision
statements are also created or made to enhance the standard
values that will help stakeholders work in harmony and embrace
trustworthiness.
The mission statement, on the other hand, is retrieved from the
vision statement; this is where the core purposes and values
within an organization are entailed. The values within the
mission statement are representations of how employees, staff
members, and other people within the organization should act
and treat each other. The organization's culture and beliefs are
found in the mission statement.
iii) Strategic Objectives
Strategic objectives are plans that show how good it is to
implement the mission of an organization. These plans include
realistic and measurable goals and which, in the long run, will
translate to the purpose of the business. Strategic planning is a
blueprint of decisions. This is because the applicable resources
of the project are named as well as their specific areas of
allocation.
iv) Flow-down Objectives
Flow-down objectives are integrated ideas. This integration
takes part between the new and existing ideas so that continuous
improvement of systems can be provided. All people should be
involved at this stage since the process of implementation is
ongoing. The objectives are too clearly defined. In this step, the
SMART model is utilized so that the objectives can be specific,
measured, achieved, relevant, and time-bound.
v) Portfolio Alignment
The fifth step is portfolio alignment. This step includes an
evaluation of the project to determine the benefits and purposes
of the project. The project is looked at closely to give answers
on how it fits an organization. The rate of success within an
organization is improved due to the presence of the portfolio
alignment. The reason for this is that the short and long-term

4. goals align with the organization's goals. Also, with portfolio
alignment, an organization will be able to admission if a project
is of good quality and how the chances of feasibility or viability
fair before its implementation.
Importance of Strategic Planning Steps
The above-listed steps give clear directions of where the
undergoing project is headed. There will be no or fewer
mistakes during the implementation of the stages. Embedding an
HR generalist meant that the organization was using a lot of
money. So, it was hard to maintain standards and frustrations
kept knocking, but now because the above steps will be applied,
it will be hard to work outside specific scopes such as cost.
These steps are also essential in this project since the
organization will be provided with a sense of direction. The
motivation will also be high due to predictability.
Mission and Vision of the Project
I choose a gas and oil company for this project. An appropriate
vision statement for this company should read "to be a probe
and an invention company with a global reference point for
innovators and tycoons." The mission statement of the company
should read, "Customer satisfaction must administer our
thinking ways at all levels as well as all aspects of the
company." The team should be able to understand the mission
and vision statements since much of its content is based on the
performance standards as well as metrics of the objectives they
are to achieve. The vision and vision statements will be
providing the team with treasured directions and guidance on
where the project is headed. Since the vision above states, the
company should be a probe and an invention one, it's giving the
end goal of the project.
A Project Charter
A project charter is describable as a document providing a
project description. Within this document, information about the
project, such as proposed objectives, the process of
implementation, and stakeholders involved are listed (Martin, &
Haggerty, 2017). This type of document is exceptionally vital

5. throughout the entire project cycle. The document has crucial
information that is needed to commence a project. It also makes
sure the project manager will understand the requirements and
needs of the sponsor, which includes how to use resources
within the organization to carry on with the project (Martin, &
Haggerty, 2017). A project charter states requirements that will
satisfy the needs of stakeholders.
Character Elements in the Project Charter
i) Scope
Some character elements that are essential within a project
charter comprise of scope, understanding the risk, and
definition of roles and responsibilities (Martin & Haggerty
2017). The project scope determines and helps in documenting
tasks that need to be carried on, specific set objectives and
goals, costs, and deliverables (Bryson, Edwards, & Van Slyke,
2018). If a project's scope is now well defined, then
consequences will be that the project will not even commence or
get implemented.
ii) Role and responsibilities
The role and responsibilities are very crucial within this
document. Since projects are sophisticated or complex, there
needs to be a clear definition of who is responsible for what
(Martin, & Haggerty, 2017). It is vital that members
participating in the project should know and understand their
roles so that by the end of the day, someone will be responsible
for insufficient deliverables or inferior work. Since the project
charter is a document, it comprises a list of all members with
each member taking a particular task, and this makes it easier
for a manager to specify individuals who were not careful with
their work.
iii) Understanding risks
There is also the element of understanding risks. Before or
during seeking project approval, it's important to thoroughly
identify risks that may result in a project to fail (Martin, &
Haggerty, 2017). It's obvious that nobody likes starting
something, then at the end of it, negative results are the

6. outcomes. Everyone gets to enjoy project prospects when the
project is drawn up. It would also be too sad for stakeholders to
see something they put too much energy, income, and time
going down or failing. Certain risks need to be overlooked in an
overly optimistic and positive manner. By thoroughly
identifying risks within a project, the project charter gains
strengths. When project managers identify these risks before the
project commences, it means that they fully understand the
project and explain that there is a deep understanding of the
whole project and the project's main agendas when threats or
risks are clearly identified (Martin & Haggerty 2017).
Statement of emphasis
Strategic planning is a very crucial element within an
organization. A strategic plan, pamphlets everything concerning
a business, and that's why it's a vital tool (Bryson, Edwards, &
Van Slyke, 2018). A business, organization, or company that
has been downsizing should use the steps of strategic planning
for a successful project. The steps are so vital because they
name the mission, vision as well as values within an
organization. The strategic analysis step, for example, is
essential when designing a strategic plan because this is where
the strengths and weaknesses of the organization are listed.
Also, I would like to stress on the project charter, vision, and
mission. These are critical items within a project; in fact, they
are the backbone. Understanding these three aspects will
basically pronounce success and misunderstanding. Having
inadequate knowledge about them will lead to failure. The
vision of an organization, for example, gives an understanding
of the organization's future environment, thus pushing
employees to work to individual goals (Bryson, Edwards, & Van
Slyke, 2018). Vision statements also enhance team or group
work because it's more efficient to work with a similar sense of
dissection. When a vision is developed, there will be an
improvement of values; thus, there is behavior regulation and
fewer conflicts. This is also because there are organizational
norms that guide the members.

7. Mission statements are also too important because they are
navigational tools designed when thinking about the future of an
organization. For example, in this gas and oil company, a lot
hasn't been working out, and the company needs change, so the
mission statement is describing the company's future. This
statement is a bedrock as it will identify the purpose of the
company's work and in what way the company should move. A
project charter too is a vital tool since it carries the whole
project; otherwise, without this document, the project will be
fictitious (Martin, & Haggerty, 2017). The document is a
project's guideline.
References
Bryson, J. M., Edwards, L. H., & Van Slyke, D. M. (2018).
Getting strategic about strategic planning research. Retrieved
from
https://www.tandfonline.com/doi/abs/10.1080/14719037.2017.1
285111
Cassidy, A. (2016). A practical guide to information systems
strategic planning. CRC press. Retrieved from
https://books.google.com/books?hl=en&lr=&id=gX8qBgAAQB
AJ&oi=fnd&pg=PP1&dq=steps+of+strategic+planning+&ots=T
vJHvsU3tY&sig=45EMWF0ty8C19LgbxeInUkaF8fk
Gürel, E., & Tat, M. (2017). SWOT analysis: a theoretical
review. Journal of International Social Research, 10(51).
Retrieved from
http://sosyalarastirmalar.com/cilt10/sayi51_pdf/6iksisat_kamu_i

8. sletme/gurel_emet.pdf
Martin, J., & Haggerty, N. (2017). The Project Charter as a
Sensemaking Device. Retrieved from
https://aisel.aisnet.org/amcis2017/ITProjMgmt/Presentations/12/