Strategic planning and its methods and tools

2
Purpose of the LecturePurpose of the Lecture
Quick review of
- Strategic Planning Definitions,
- Methods and Planning Templates, Techniques and Tools
- Logical Sequence Planning
To provide participants a ‘tool kit’ of planning
To demonstrate value of application of planning methods & tools
in
- Preparing the Institutional Development Plans (Corporate Plan),
- Preparing Plans for specific sectors/sub-sectors (e.g. Postgraduate
Research and Training)
- Preparing Project Proposals for Grants funded by External Agencies
(e.g. WB-HEC.PC)
- Preparing plan for Self-Improvement and Career Advancement
- Etc.

3
Strategic PlanningStrategic Planning
Part I: Introduction

4
Henry Mintzberg:
”The Rise and Fall of Strategic Planning”.
Planning is an activity to:
Envisage and formulate the desirable future in
conjunction with the feasibility, the possibility, and
the probability for achieving them.
Planning
…………is future thinking
………..is controlling the future
…………is decision making
………..is integrated decision making
…………is a formalized procedure to
produce an articulate result, in the form
of an integrated system of decisions

5
Every organization must have target oriented plans
for its sustenance and progression
Plans serve as guides/road maps of the organization
over the next few years (5 to 10 years) on different
aspects; examples
– Overall Institutional Development - Master
Plan/Corporate Plan
– Sub-Sectors -Thematic
Development/Sectoral Development Plan
The process of developing the guide/road map is
called strategic planning

6
Strategic planning is a tool for organizing the
present on the basis of the projections of
the desired future. Basically the process
addresses the following questions;
– Where are we?
– What do we have to work with?
– Where do we want to be?
– How do we get there?

7
Why planning is important ?Why planning is important ?
It is also the first and indispensable
step in developing
Results-based Accountability System
(RBA) &
Managing Public Sector Institutions for
Development Results (MfDR)
• In spite of Govt. directives, RBA and MfDR
are not yet in place in Pakistani Universities

8
Hence, most public sector institutions,
particularly Universities are managed adopting
“business as usual” approach,
a mind set to achieve the target of “less audit quarries,
less problems, hence work” and
“lets wait and see’’ approach to react only when problems
arise, and hence usually adopting “fire fighting”
approach to resolve problems.
Blame Govt. and HEC for all “ills” and seek more funds
for solving problems, implying “lack of funds” as the
cause of the inefficiency, low productivity and poor
governance

9
However, the complacency of public sector
institutions is being challenged and public sector
institutions are urged to develop Results-based
Accountability System (RBA) to ensure the
institutions are Managed for Development Results
(MfDR)
The key elements of (RBA) /MfDR are
– Planning
– Implementation and
– Rigorous monitoring,
– Reviewing and
– Planning again for the future on the basis of the past
experience and environmental forces and opportunities
that exist, in order to remain competitive and to gain
comparative advantage and consolidate, and sustain

10
Planning is done for many purposes
and hence several types of plans
1. University Master Plan
2. University Corporate Plan
3. Development Plans for University Sub-units (e.g.
Institute, Faculty, Centers etc; often referred as Corporate
Plans)
4. Development Plans for sub-sectors (e.g. HRD Plan,
R&D plan, ICT Development Plan etc.)
5. Project Proposals for Externally funded Projects
(e.g. WB.PC,ADB,HECetc.)

11
Several Types of University Plans
1. University Master Plan
It refers to long-range development and expansion plan of a
university in terms of several key aspects of the organization
and it primarily concentrates on capital budging.
Examples :
Projected enrolment and staffing levels over the years,
Initial, current and future academic programmes,
Current space and future requirements,
Types of Training Programmes (eg. professional or liberal
arts),
Resource base – land, buildings, endowments etc.,
Health, safety, welfare and accessibility issues, Etc.

12
1.University Master Plan ….. Contd.
Usually done at the beginning by the planners
of the university and the government allocates
funds annually on the basis of master plan
activities
e.g. Master Plan for University of
NUST,FAST,COMSATS,
This differs from Corporate plans as Corporate
Plans are considered as revolving plans with
3-5 year cycles

13
2. University Corporate Plan
Corporate Planning for Universities is guided by Government
Policy and Development Framework, which is conveyed by
the M/HE and HEC on regular basis
Corporate Plan refers to operational plans with 3-5 year
cycles which includes long-range elements (Mater Plan
elements) as well as strategic elements which have bearing
on key performance indicators (these are referred as
Strategic Issues)
efficiency and productivity,
governance and management,
relevance and quality of UG and PG programmes,
social and ethnic harmony,
sustainability,
etc.

14
2. University Corporate Plan … contd.
Corporate planning begins by identifying
university vision, mission and goals and
moves on to a series of analyses, including
– analysis of external and internal factors
– gaps, &
– bench marks,
which provide a context and scope (i.e.
project planning matrix ) for developing and
identifying organization’s strategic issues .

15
2. University Corporate Plan … contd.
Once the organization defines its planning scope,
strategic issues, and planning matrix, it moves on to
analyze current status that will reveal gaps,
problems and root causes of problems.
Finally, based on situation analysis report, 3-5 year
operational plan is prepared on the basis of agreed
University Development Policy Framework that
includes goals, objectives, strategies and activity
plans and performance indicators.

16
3. Development Plans for University Sub-units.
They are often referred as Corporate Plans of respective
units.
e.g.
Institutes,
Faculties
Centers,
Etc.
often referred as Corporate Plans of Units
These plans are developed on the basis of University
Development Policy Framework and It is done as a part of
strategic planning process leading to development of
University Corporate Plan

17
4. Development Plans sub-sectors/specific
themes
as dictated by the University Corporate Plan.
e.g.
Human Resources Development Plan,
Research and Development Plan,
Information Communication Technology Development Plan,
Quality Assurance and Accreditation Road Plan, etc.
This is done during the process of implantation of the
University Corporate Plan

18
5. Project Proposals for Externally funded
Projects
(e.g. WB-HEC,PC,ADB,WAMY,IFSO etc.)
(usually for project funded activities on specific themes defined by
the funding agency)
Research and Development Project Plan (eg.JICA,WB,EU…funded
projects)
Human Resources Development Project Plan (eg. ADB-
Manpower Development Project)
Quality Improvement Project Plans (eg. ORIC,Planning
Commision,Monitoring Teams etc.)
Etc.

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Strategic Planning -Strategic Planning -
IntroductionIntroduction

20
Strategic Planning
Planning for public sector
institutions

21
Planning for Public SectorPlanning for Public Sector
InstitutionsInstitutions
Strategic planning is a cyclic and dynamic
process (refers here to Institutional Development Plan - Corporate
Plan)
Planning – programming, identification and formulation
Implementation and progress monitoring on annual
basis
Reviewing and revising periodically
(say every 2-3 years), and
Updating – every 4-5 years as necessary, depending
on internal and external driving and opposing factors

22
Planning for Public Sector - Guided by
several determinants
1. Policy of the Government, conveyed to
universities through
2. Sectoral Development Framework prepared by
the line ministry
(for university sector - Ministry of Higher
Education and Higher Education Commission) and
1. Institution Mandate and Vision, Mission and
Goals
Planning for Public SectorPlanning for Public Sector
InstitutionsInstitutions

23
Planning for UniversitiesPlanning for Universities
Therefore, the first step in developing
University Corporate Plan is the development
of University Development Policy Framework
(UDPF).
When preparing/updating the University
Development Policy Framework (UDPF), the
institution must consider its determinants
Policy of the Government
Higher Education Development Framework prepared
by M/HE and HEC Institution Mandate and specific
Vision, Mission and Goals

24
Planning for university proceeds through 3
successive stages
1. Development of UDPF
2. Development of Units Action Plans - on the basis of UDPF,
 Central Administration,
 Campuses,
 Institutes,
 Faculties and Centers
3. Formulation of University Corporate Plan – a composite plan
incorporating the Action Plans of Central Administration, Campuses,
Institutes, Faculties and Centers

25
Therefore, corporate planning in
universities involves iterative," top
down” and “bottom up” approach,
In summary,
Firstly, Vice Chancellor and the Council
developing University Development Policy
Framework (UDPF)
Secondly, the central administration, campuses,
faculties, institutes and centers developing theirunit
action or development plans on the basis of UDPF
Finally, compiling and preparing Composite
Corporate Plan of the University.

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Model Format of a Corporate Plan
Part I: University Development Policy Framework
(UDPF)
Mandate and Strategic Position
Vision and Mission
Goals
Situation Analysis or Environmental Scanning Report
Objectives and Activities
Part II: Unit Plans – i.e. Action/Development Plans of
Central Administration, Campuses, Faculties, etc.
Vision & Mission (unit)
Goals (unit goals developed in line with UDPF)
Situation Analysis or Environmental Scanning Report
(Situation Analysis specific to the unit)
Objectives, Strategies and Activities
With brief summaries of Activity Plans

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Strategic Planning -Strategic Planning -
IntroductionIntroduction

28
Lecture 6A
Part II: Definitions

29
Strategic Planning: DefinitionsStrategic Planning: Definitions
Strategic Plan/Corporate
Plan/Master Plan
Plan of action agreed upon by stake-holders
of an institution, company or division or unit
to perform its mandatory function as sated
in its mission and to achieve its vision in
conformity with the national policy and
programmes and regulations

30
Vision – It sets out the reason for
organization's existence and the ideal state
that the organization aims to achieve in
conformity with its mandate or core
business.
Mission – It is broad, comprehensive
statement of the purpose or programme of
the institution (or mandate of the
institution) and major goals and performance
objectives

31
Goal (s) – It is the long range condition of
well-being of the institution or the intended
future direction of the institution
Objective (s) - Description of the aims of
activity or activities or project in order to
achieve the desired state or future
direction. Objectives must be Specific,
Measurable, Achievable & Realistic and
Time-framed (SMART).

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Benchmarking
– Measuring and comparing the university's
operation, practices, and performance against
others is useful for identifying “best” practices.
– Through an on going systematic benchmarking,
university could find a reference point for setting
their own goals and objectives and targets
Benchmarks – target level of performance
expressed in measurable terms and specified time-
frames.

33
Strategic Issues –
Fundamental issues that an
institution identifies (in consistent
with it vision and mission and through analysis of
internal and external factors) as of critical
importance for its existence
and sustenance

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Strategic Issues …. Contd.
Example for a model University
Student intake compared demand and Preference Given by higher
performers (Access and Demand)
Standards of teaching and training programmes (Quality)
Compatibility of undergraduate training and intended learning outcomes
with market needs (Relevance)
Teaching and learning facilities and academic and student support
services and social and ethnic harmony (Academic Atmosphere and Social
Harmony)
Level and quality of graduate and postgraduate output and quantity and
quality of research and development output (Efficiency and Productivity)
Standard and efficiency of administrative and financial management
(Governance and Management)
Income and Expenditure and income generation (Sustainability), Etc,

35
Situation Analysis - refers to analysis of
current status of the organization and
analyzing internal and external environment
and factors that influence its existence and
performance, progress and sustainability
Situation Analysis is also referred as self-
evaluation and it forms an indispensable step
in planning.

36
Situation analysis (… contd)
Situation analysis encompasses 5
complementary, and mutually exclusive steps
and activities.
I. Self-Evaluation - Normative assessment of
performance of an institution based on hard data,
collected, collated and analyzed using effective tools
according to a prescribed format
II. PEST Analysis – Assessment of Political. Social,
Economic & Technological Trends that influence the
overall vision, mission, goals, objectives & activities
of an institution

37
III. SWOT Analysis – Assessment of internal (strengths
and weakness) & external factors (opportunities and
threats) that influence performance & outputs of an
institution
IV. GAP Analysis - Assessment of gaps between the
present status and future status agreed upon
V. Root-cause Analysis –Identification of root causes
of problems and views of stakeholders on
alternative solutions and feasible and possible
activities.

38
Situation analysis hence, identifies
strategic issues,
gaps to be bridged or filled
Goals and problems
root causes of problems, and
to some extent ideas about alternative
solutions.
Therefore, Situation Analysis forms the Framework
for Development Planning (FDP)
The Report Coming out of Self-Evaluation is
referred to as Self-evaluation Report (SER)

39
Development Plan Formulation
It proceeds from Situation Analysis and refers to
formulation of most appropriate and cost
effective strategies and accompanying activities
that have bearing on
Key strategic issues
Gaps identified and goals to be achieved
Problems identified,
in order to perform its mission and realize its vision.

40
Development Plan Formulation …. Contd.
Therefore, it involves 4 steps
Identification of gaps to be filled and goals,
Root causes of identify identified problems,
Factors that have restraining and aggravating influences
on goals/problems, and
Developing Activity Plans to achieve goals and/or resolve
problems

41
Development Plan Formulation ..… contd.
There are 3 invaluable tools that
could be used at this stage
GAP Analysis
Root Cause Analysis
Force-field Analysis

42
Development Plan Formulation ….. Contd.
Once the activities are selected or chosen,details
of each selected activity are developed according
to prescribed format that will ensure smooth
implementation and progress monitoring.
– Background & Rationale
– Objectives
– Mechanism and Design and details of activities and sub-activities
– Implementation schedule
– Resources required
– Performance indicators
– Sustainability
– Person-in-charge

43
Development Plan Formulation (…contd)
At this stage, if one wishes, Log
Framework Template to map out the
details of the chosen activities could
be used
Note - It is not covered in this lecture

44
Activity – Specific tasks to be undertaken in order
to obtain results or to achieve the objectives
Investment-based activities- e.g. Improve
laboratory infrastructure
Outcome-based activities – e.g. Improve
analytical and practical skills of undergraduates
for which improvement of laboratory infra-
structure is an essential investment

45
Activity …. Contd.
For most development agencies, the current
norm is to promote planning outcome-based
activities (e.g. WB- WB-HETC) – that is to
provide investment to support activities
which are aimed at achieving a desired
outcome or output.

46
Investment – Inputs needed to support & help to
implement the activities
Activity Schedule – a graphic representation
similar to a bar chart, listing the activities & sub
activities, funds allocated, listing persons responsible
for implementation of the activity, setting out the
timing, sequence and duration of project activities
(e.g. Gantt Chart).
Gantt Chart – format that allows to summarize the
project framework and activities into a single sheet or
screen and also which helps record the progress of the
project as it progresses.

47
Performance monitoring - Refers to evaluation
of level of achievement or success of the activity
or project carried out against performance
indicators or benchmarks agreed upon or defined at
the onset or the commencement of activity or
programme.
Performance indicators – measurable or quantifiable
indicator variables – pre-project, mid-term and end-
project
Benchmarks – target level of performance expressed
in measurable terms and specified timed-frames.

48

49
Strategic Planning -Strategic Planning - LogicalLogical
Sequence of Planning ProcessSequence of Planning Process
Lecture 6A:
Part III: Logical Sequence of Planning
Process

50
Evaluation Identification
Project Planning CycleProject Planning Cycle
Programming
Implementation
Formulation
Financing

51
Steps in PlanningSteps in Planning
Stages of Project Cycle
I. Programming
- Strategic positioning, vision and mission of the Institution
- Situation Analysis or Environmental Scanning (i.e. assessment of
internal & external, sectoral, social, economic & technical factors
and trends)
II. Identification
- Problem and goal analysis – PEST, SWOT, and GAP analyses,
- Identifying alternative solutions to attain goals and/or to resolve
problems – Root Cause Analysis to identify roots of the identified
problems and Force-field Analysis to identify driving and
restraining forces of problems and goal accomplishments
- Expected Outcomes & Beneficiaries

52
Stages of Project Cycle …. Contd.
III. Formulation
- Preparation of Project Development
Framework (PDF) or Project Planning
Framework (PPF) and
- Development of selected solutions into
activities, operational project plans & time
schedules (Project Work Breakdown
Structure – WBS)

53
Stages of Project Cycle ….. Contd.
IV.Financing and implementation
– If donor funded, reaching an agreement between donor & recipient, or
– If funded by consolidated funds, seek Treasury and Cabinet of Ministers’
approval for implementation, and
– Implementation of Project activities
V. Evaluation
– Mid-term – evaluate against mid-term performance indicators and revise
the implementation plan if necessary
– Terminal – evaluate against terminal performance indicators

54
Henry Mintzberg:
”The Rise and Fall of Strategic Planning”.
Planning is an activity to:
Envisage and formulate the desirable future in conjunction with
the feasibility, the possibility, and the probability for
achieving them.
Planning
…………is future thinking
………..is controlling the future
…………is decision making
………..is integrated decision making
…………is a formalized procedure to
produce an articulate result, in the form
of an integrated system of decisions

55
PlanningPlanning
(I. Programming Phase)
What sho uld be o ur
Future Situatio n ?
What is o ur
Current Situatio n ?
Visionbased on
Self Evaluation
How do I get there?

56
NormativeBodies
StrategicStrategic
PlanningPlanning
Institutional objective:
A specific description of condition
to be achieved through the
implementation of activities within
the framework of the mission
Planning objective:
A specific description of what to
achieve or problem to solve (with
its (measurable) achievement
criteria) through implementing
activities
Mission :
Describe the main activities to be
undertaken for achieving the Vision
In general the mission statement
consists of :
 The very reasons for its existence.
(why you are here?)
 Them main problems to be resolved.
(what to do?)
 The philosophy, norms, values, and
the corporate culture underlining the
institutional activities. (how to
achieve?)
Vision :
The expected condition of an
institution which is collectively
shared and defined to be achieved
by carrying out its mission
Mandate:
The authority, obligation and
responsibility prescribed for an
organization in an agreement with
its stakeholders.
Objectives
Mission
Vision
Mandate
Strategic
Issues
Resources
Human
Financial
Physical
Information
Flow of Cooperation
Organizational
Culture
Process &
Services
Output &
Outcome
Internal Environment
Evaluation
Analysis
Interpretation
Trend
Ideology
Politics
Culture
Science
Education System
Stake-holders
Students
Academic Staff
Users
Government
Job Market
Industry
Community
Government
Others
External Environment(Local, National, Global)
Opportunity
& Threat
SRILANKA
Strength &
Weaknesses
Issues that are of critical
importance to the
existence, condition and
performance of an
organization
If not addressed, the
organization
performance will be
deteriorated even
jeopardize its existence

57
Objects of Self Evaluation
Objectives
Efficiency Productivity
EffectivityMinimum Necessary
Requirement
Input
- Resources
- Relation with the
environment
Process
Utilization of
Resource to
Achieve Target
Output
Result
and
Impact
Objects of
Self-Evaluation
Student
Staff
Library
Physical Facilities
Laboratories
Funding
Organization
Resources
Curriculum
Teaching & Learning
Academic Atmosphere
Jobs
Employments
Graduate

58
Situational
(SWOT)
Analysis
Directives &
Assumptions
Current
Situation
Position
Conclusions
Self-Evaluation
Data :
Profile & Performance
Staff
Library
Physical Facilities Laboratories
Funding
Organization
Resources
Curriculum
Teaching & Learning
Academic Atmosphere
Process
Graduate
Students
External data
Jumlah % Jumlah % Jumlah %
1 2 3 4 5 6 7 8 9
1995/1996 15 40.54% 18 48.65% 4 10.81% 37 2.58
1996/1997 13 33.33% 20 51.28% 6 15.38% 39 2.67
1997/1998 14 28.57% 27 55.10% 8 16.33% 49 2.70
1998/1999 15 30.00% 26 52.00% 9 18.00% 50 2.70
1999/2000 17 25.37% 39 58.21% 11 16.42% 67 2.67
Total 74 30.58% 130 53.72% 38 15.70% 242 2.67
TahunLulus
IPKRata-
rata
Total
Lulusan
IPK< 2.5 IPK2.5 -3.0 IPK>3.0
1 2 3 4 5 6 7 8 9
1995/1996 15 40.54% 18 48.65% 4 10.81% 37 2.58
1996/1997 13 33.33% 20 51.28% 6 15.38% 39 2.67
1997/1998 14 28.57% 27 55.10% 8 16.33% 49 2.70
1998/1999 15 30.00% 26 52.00% 9 18.00% 50 2.70
1999/2000 17 25.37% 39 58.21% 11 16.42% 67 2.67
Total 74 30.58% 130 53.72% 38 15.70% 242 2.67
TahunLulus
IPKRata-
rata
Total
Lulusan
IPK<2.5 IPK2.5 -3.0 IPK>3.0
Internal data
Whereto start?

59
Identification of gaps, problems ,
root causes of problems and possible solutions
to fill gaps and resolve problems
PlanningPlanning
(II. Identification Phase)
Future Situatio n
Current Situatio n
Visionbased on
Self Evaluation

60
SituationalSituational
(SWOT)(SWOT)
AnalysisAnalysis
Directives &Directives &
AssumptionsAssumptions
CurrentCurrent
SituationSituation
PositionPosition
ConclusionsConclusions
Self-EvaluationSelf-Evaluation
Data :Data :
Profile & PerformanceProfile & Performance
1 2 3 4 5 6 7 8 9
1995/1996 15 40.54% 18 48.65% 4 10.81% 37 2.58
1996/1997 13 33.33% 20 51.28% 6 15.38% 39 2.67
1997/1998 14 28.57% 27 55.10% 8 16.33% 49 2.70
1998/1999 15 30.00% 26 52.00% 9 18.00% 50 2.70
1999/2000 17 25.37% 39 58.21% 11 16.42% 67 2.67
Total 74 30.58% 130 53.72% 38 15.70% 242 2.67
Tahun Lulus
IPK Rata-
rata
Total
Lulusan
IPK < 2.5 IPK 2.5 - 3.0 IPK > 3.0
1 2 3 4 5 6 7 8 9
1995/1996 15 40.54% 18 48.65% 4 10.81% 37 2.58
1996/1997 13 33.33% 20 51.28% 6 15.38% 39 2.67
1997/1998 14 28.57% 27 55.10% 8 16.33% 49 2.70
1998/1999 15 30.00% 26 52.00% 9 18.00% 50 2.70
1999/2000 17 25.37% 39 58.21% 11 16.42% 67 2.67
Total 74 30.58% 130 53.72% 38 15.70% 242 2.67
Tahun Lulus
IPKRata-
rata
Total
Lulusan
IPK < 2.5 IPK 2.5 - 3.0 IPK> 3.0
1 2 3 4 5 6 7 8 9
1995/1996 15 40.54% 18 48.65% 4 10.81% 37 2.58
1996/1997 13 33.33% 20 51.28% 6 15.38% 39 2.67
1997/1998 14 28.57% 27 55.10% 8 16.33% 49 2.70
1998/1999 15 30.00% 26 52.00% 9 18.00% 50 2.70
1999/2000 17 25.37% 39 58.21% 11 16.42% 67 2.67
Total 74 30.58% 130 53.72% 38 15.70% 242 2.67
Tahun Lulus
IPK Rata-
rata
Total
Lulusan
IPK < 2.5 IPK2.5 - 3.0 IPK > 3.0
SWOT AnalysisSWOT Analysis
StrengthStrength WeaknessesWeaknesses
…………………… ……………………
…………………… ……………………
OpportunitiesOpportunities ThreatsThreats
…………………….. ……………………
…………………….. ……………………
Problems StatementProblems Statement
…………………………………………
…………………………………………
…………………………………………
Root-Cause Analysis
Root-Cause Analysis
PEST AnalysisPEST Analysis
Political,Political,
economic,
economic,
social,social,
technological
technological
trendstrends
Gaps between
current and desired futurestatus
GAP Analysis
GAP Analysis

Problem Analysisand Development of ProjectProblem Analysisand Development of Project
Breakdown Structure/Project FrameworkBreakdown Structure/Project Framework
Current
Situation
Position
(data section 2-14)
Situational
Analysis
(Section 1-13)
Conclusions
Self-Evaluation
Root-Cause
Analysis
Problems Statement
……………………
……………………
……………………
SWOT
Analysi
s
Strength Weaknesses
………… …………
………… …………
Opportunities Threats
…………. …………
…………. …………
Restraining forces
Driving forces
Force-Field
Analysis
Strategic Planning (broader context)
Operational/Tactical Planning (detail)
GAP
Analysis
Gaps between
current and desired future
status
Usually done at the
first brain storming
session (eg. WS 1)
At small group working
sessions of PPC

62
PlanningPlanning
(III. Formulation Phase)
Future Situatio n
Current Situatio n
Visionbased on
Self Evaluation
Formulation of activities and sub-activities t
bridge gaps and improve current situation

63
Generating alternative solutionsGenerating alternative solutions
Restraining forces
Driving forces
1 2 3 4
1’ 2’ 3’ 4’
Solution 1 :
• Reducing factor - 2
• Reducing factor - 4
• Improving factor - 2
Solution 2 :
• ….
• …
• …
Solution 3 :
• ….
• …
• …
Solution 4 :
• ….
• …
• …
Force Field AnalysisForce Field Analysis

64
Selection ofSelection of
Proposed ActivitiesProposed Activities(1 of 5)
Problem A
Problem C
Problem B
Solution A1
Solution A2
Solution B1
Solution B2
Solution C1
Solution C2
Solution C3
Solution B3
Activity A
Activity B1
Activity B2
Activity C

65
DEVELOPMENTOFOUTCOMEBASEDDEVELOPMENTOFOUTCOMEBASED
ACTIVITIESACTIVITIES
IMPROVE GRAD
COMPETENCE
IMPROVED GRAD
EMPLOYABILITY
INDICATOR:
Base 14 months
Mid 10 months
Final 8 months
ACTIVITIES:
• Curriculum relevance
• Improve collaboration
• Provide IT skills
• Provide entrepreneurship
INVESMENT :
Setup IT Lab
Train staff
Workshops
Others
Resources
Required
HEC
WB-HETC

66
Trend
Ideology
Politics
Culture
Science
Education System
Stake-holders
Students
Academic Staff
Users
Government
Job Market
Industry
Community
Government
Others
ExternalEnvironment(Local, National, Global)
Objectives
Mission
Vision
Mandate
Resources
Human
Financial
Physical
Information
Flow of Cooperation
Organizational
Culture
Process &
Services
Output &
Outcome
InternalEnvironment
Evaluation
Analysis
Interpretation
Problem’s
Identification
Root
Problem’s
Alternative
Solution
Development
Plan
OperationalOperational
PlanningPlanning
WB-HEC
Proposal
for
UDG
University of
XXXXX

67
Self-Evaluation
Situational
(SWOT)
Analysis
Directives &
Assumptions
(Ch II Session A)
Current
Situation
Position
Conclusions
Future
Position
Resources
Performance
Indicators
ObjectivesStrategic
Issues
Future
Situation
WB Project
HEC/Govt Fdg
Others
Implementation
Programs
(Activities)OverallOverall
Project PlanningProject Planning
FrameworkFramework

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Strategic Planning -Strategic Planning - LogicalLogical
Sequence of Planning ProcessSequence of Planning Process

Strategic planning and its methods and tools

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