♥♥Ten Years From Now♥♥

“He who fails to plan, plans to fail”
As it was discussed, I learned that strategic planning is pertinent in order for us to anticipate the upcoming changes that may happen in terms of technology.

According to wikipedia.org, Strategic Planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people. Strategic Planning is a process by which we can envision the future and develop the necessary procedures and operations to influence and achieve that future...

Planning - there won't be any individual on this planet who doesn't know its importance in getting many things done. It's a proven empirical fact that just by the act of planning people would accomplish many tasks than they would have if they had not planned. Then, why would everyone not indulge in daily planning? I guess the answer is -because for majority, planning is not sustainable and so it is not worth spending time on it. Everytime I started planning my day or week, i could complete many tasks - yet, I drifted as time progressed, lost in daily pressures, inadequate time, catching things up etc, etc Planning definitely takes time, but the time spent is many times less than time saved out of irregular schedule of activities. So...how does one go about committing oneself for 'regular planning'? I guess I am not the authority to answer this question - but, I believe self-discipline and persistence are the two keys that unleash the power of planning in one's life.

In the business world organizations use strategic planning as a way to outline how they plan to strategically progress towards their desired goals. A strategic approach is simply a way of looking at multiple ways of accomplishing a goal or objective and evaluating the pro’s and con’s of each. A strategic approach also encourages you to develop a backup plan so that if your initial plan doesn’t work, you can quickly switch to your plan B with a minimum of loss or down time. This is one of the key benefits to strategic planning. Most companies and people start out by identifying a goal and working towards achieving their goal without doing much (if any) advanced planning. This is an approach that will get you moving and it is better than not having a goal and not doing anything at all but to make real progress you will need to put more effort into it.
When it comes to putting more effort into it that can be done in one of two ways. The first way is that you can just add more physical effort and keep trying harder. The second way is by investing more time into planning before hand so that you can get a better understanding of exactly what has to be done and how it needs to be done. When there’s more than one good way to accomplish the goal that’s when it can be very beneficial to plan strategically. By planning strategically you look at both the pro’s and the con’s of each approach and your able to select the best approach based on your analysis of the two. As a safe guard and to increase your odds of success you’ll want to develop a backup plan so that if a unexpected or unforeseen problem does arise you have a backup plan to implement. And perhaps more importantly, is that you're in a planning and problem solving frame of mind and you keeping your attention and efforts focused on achieving your goals regardless of what problems arise.
So to do personal strategic planning effectively you need to
1.) Identify your goals and
2.) Create a plan to achieve your goals
3.) You also think about alternative ways of achieving your goals
4.) You develop a backup plan and you stay committed to the achievement of your goal.
By developing a personal strategic plan the effectively includes all four of the above elements you will greatly increase the likely hood of you achieving your key or major

Vision
how the community will be changed
(very long term goals)

Mission
broad statement of what you will do
to achieve vision

Goals
broad, general results to be achieved
by end of planning period (3-5 yrs)

Objectives
measurable, time-limited results
leading to achievement of goals (1-3 yrs)

Strategies
general description of actions you will take
to achieve goals

Activities / tactics
programs, services, administration
to implement strategies
and achieve objectives


Values
what you believe is right & important;
guiding principles


As in many other fields, strategic planning professionals often cloak their work in pseudo scientific jargon designed to glorify their work and create client dependence. In reality, strategic planning processes are neither scientific nor complex. With modest, front-end assistance and the occasional services of an outside facilitator, organizations can develop and manage an on-going and effective planning program.

To assist organizations--small businesses and nonprofit organizations in particular--we have developed a planning process based on six simple questions. Realistic answers to these can help to guide the owners and managers of any business or organization toward a successful future.

1. Why are we in business?
2. How do we do business?
3. Where are we now?
4. Where do we want to be?
5. How can we get there?
6. How will we know we've arrived?

1. Why are we in business?
Vision--the future position and value of the organization (present tense, seven words or less).
Mission--the organization and its purpose (one hundred words or less):
* who we are,
* who we serve,
* what products and services we offer, and
* how we make them available.

Driving forces--the conditions which "drive" the organization:
* products/services offered,
* market focus/needs,
* technology,
* production capability/capacity,
* method of sale,
* method of distribution,
* natural resources,
* size and growth, or
* profit/return on investment.


2. How do we do business?
Values--the bases on which we want decisions to be made and actions to be taken.

Culture--traditions, ethics, and other standards which influence the way things are accomplished in the organization.

Climate--the interpersonal and physical environments: is the organization a good place to be and to work?


3. Where are we now?

Environmental assessment--identifying factors which can impact our mission:
* strengths,
* weaknesses,
* opportunities,
* threats,
* competition, and
* constraints.

Strengths and weaknesses ---are internal to the organization: how can we identify them and capitalize on our strengths and minimize or eliminate our weaknesses?

Opportunities and threats ---are external to the organization: again, how can we identify them and take advantage of the opportunities while countering the threats?

Competition and constraints ---can be either internal or external. Competition is any activity or condition which competes for the same resources. Constraints can arise from social, political, legal, educational, industrial, or managerial activities or conditions which prevent or inhibit accomplishing the organization's mission. How can we meet the competition and change or accommodate the constraints?


4. Where do we want to be?
Strategies--where we want to be and what we want to achieve.

Goals and objectives--directly support our mission. Goals should be SMART:
* S-pecific,
* M-easurable,
* A-chievable,
* R-ealistic, and
* T-imely.

Gap analysis--determining the difference between where we are and where we want to be.


5. How can we get there?

Tactics--specific action plans to implement our strategies--the right people doing the right things at right time in the right way for the right reasons.

Resources--there are only five:

* people,
* property,
* time,
* money, and
* technology (or knowledge).


6. How will we know we've arrived?
Management--establishing budgets, controls, and reporting systems and designating a coordinator to monitor each element of the strategic plan.

It is also true that strategic planning may be a tool for effectively plotting the direction of each individual; however, strategic planning itself cannot foretell exactly how we will evolve and what issues will surface in the coming days in order to plan our future strategy. Therefore, strategic innovation and tinkering with the 'strategic plan' have to be a cornerstone strategy for us to survive various obstacles in life.
Planning in organizations and public policy is both the organizational process of creating and maintaining a plan; and the psychological process of thinking about the activities required to create a desired goal on some scale. As such, it is a fundamental property of intelligent behavior. This thought process is essential to the creation and refinement of a plan, or integration of it with other plans, that is, it combines forecasting of developments with the preparation of scenarios of how to react to them.

The term is also used to describe the formal procedures used in such an endeavor, such as the creation of documents diagrams, or meetings to discuss the important issues to be addressed, the objectives to be met, and the strategy to be followed. Beyond this, planning has a different meaning depending on the political or economic context in which it is used.

Two attitudes to planning need to be held in tension: on the one hand we need to be prepared for what may lie ahead, which may mean contingencies and flexible processes. On the other hand, our future is shaped by consequences of our own planning and actions. Planning is a process for accomplishing purpose. It is blue print of business growth and a road map of development. It helps in deciding objectives both in quantitative and qualitative terms. It is setting of goals on the basis of objectives and keeping in view the resources.

What should a plan be?
A plan should be a realistic view of the expectations. Depending upon the activities, a plan can be long range, intermediate range or short range. It is the framework within which it must operate. For management seeking external support, the plan is the most important document and key to growth. Preparation of a comprehensive plan will not guarantee success, but lack of a sound plan will almost certainly ensure failure.

Purpose of Plan
Just as no two organizations are alike, so also their plans. It is therefore important to prepare a plan keeping in view the necessities of the enterprise. A plan is an important aspect of business. It serves the following three critical functions:

* Helps management to clarify, focus, and research their businesses or project's development and prospects.
* Provides a considered and logical framework within which a business can develop and pursue business strategies over the next three to five years.
* Offers a benchmark against which actual performance can be measured and reviewed.

Importance of the planning Process
A plan can play a vital role in helping to avoid mistakes or recognize hidden opportunities. Preparing a satisfactory plan of the organization is essential. The planning process enables management to understand more clearly what they want to achieve, and how and when they can do it.

A well-prepared business plan demonstrates that the managers know the business and that they have thought through its development in terms of products, management, finances, and most importantly, markets and competition.

Planning helps in forecasting the future, makes the future visible to some extent. It bridges between where we are and where we want to go. Planning is looking ahead.
Essentials of planning
Planning is not done off hand. It is prepared after careful and extensive research. For a comprehensive business plan, management has to
1. Clearly define the target / goal in writing.
1. It should be set by a person having authority.
2. The goal should be realistic.
3. It should be specific.
4. Acceptability
5. Easily measurable
2. Identify all the main issues which need to be addressed.
3. Review past performance.
4. Decide budgetary requirement.
5. Focus on matters of strategic importance.
6. What are requirements and how it will be met?
7. What will be the likely length of the plan and its structure?
8. Identify shortcomings in the concept and gaps.
9. Strategies for implementation.
10. Review periodically.

As an IT Consultant someday!!!

An IT consultant works in partnership with clients, advising them how to use information technology in order to meet their business objectives or overcome problems. Consultants work to improve the structure and efficiency and of an organsiation's IT systems.
IT consultants may be involved in a variety of activities, including marketing, project management, client relationship management and systems development.
They may also be responsible for user training and feedback. In many companies, these tasks will be carried out by an IT project team. IT consultants are increasingly involved in sales and business development, as well as technical duties.

Typical work activities
Task typically involve:
• meeting with clients to determine requirements;
• working with clients to define the scope of a project;
• planning timescales and the resources needed;
• clarifying a client's system specifications, understanding their work practices and the nature of their business;
• travelling to customer sites;
• liaising with staff at all levels of a client organisation;
• defining software, hardware and network requirements;
• analysing IT requirements within companies and giving independent and objective advice on the use of IT;
• developing agreed solutions and implementing new systems;
• presenting solutions in written or oral reports;
• helping clients with change-management activities;
• project managing the design and implementation of preferred solutions;
• purchasing systems where appropriate;
• designing, testing, installing and monitoring new systems;
• preparing documentation and presenting progress reports to customers;
• organising training for users and other consultants;
• being involved in sales and support and, where appropriate, maintaining contact with client organisations;
• identifying potential clients and building and maintaining contacts.
Key skills for IT consultants

• analytical approach to work
• excellent problem-solving skills
• interpersonal skills
• communication skills
• ability to absorb complex technical information and pass this on clearly
• stamina to meet deadlines
• ability to work under pressure
• project-management skills
• detailed technical knowledge
• motivation.

Training to be an IT consultant

Training is usually on the job, and may include training in programming languages, systems analysis and testing, or in business skills. Practical project experience under supervision is also given.
Information technology consulting (IT consulting, Computer consultancy, Computing consultancy, technology consulting or business and technology services) is a field that focuses on advising businesses on how best to use information technology to meet their business objectives. In addition to providing advice, IT consultancies often implement, deploy, and administer IT systems on businesses' behalf.

Despite what people might tell you, strategic planning is an art. As with other arts, you can do better with good training and tools, but at the end of the day, there is no replacement for skill and experience.
In times of economic turmoil - or even just turmoil in a specific industry - many companies turn away from their strategic planning to focus on short-term issues. In many cases this is warranted - your course may not be as important if the ship is sinking - but in far more cases, this departure can lead to bad strategy and failure.

PostSubject: Re: Assignment 1 (Due: before November 14, 2009, 13:00hrs) Wed Jan 06, 2010 6:19 pm Reply with quote Edit/Delete this post
Think about yourself worthy to be called as IT professional, how do you see yourself 10 years from now, what are your strategies to get there? (At least 3000 words)

“He who fails to plan, plans to fail”


As it was discussed, I learned that strategic planning is pertinent in order for us to anticipate the upcoming changes that may happen in terms of technology.

According to wikipedia.org, Strategic Planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people. Strategic Planning is a process by which we can envision the future and develop the necessary procedures and operations to influence and achieve that future...

Planning - there won't be any individual on this planet who doesn't know its importance in getting many things done. It's a proven empirical fact that just by the act of planning people would accomplish many tasks than they would have if they had not planned. Then, why would everyone not indulge in daily planning? I guess the answer is -because for majority, planning is not sustainable and so it is not worth spending time on it. Everytime I started planning my day or week, i could complete many tasks - yet, I drifted as time progressed, lost in daily pressures, inadequate time, catching things up etc, etc Planning definitely takes time, but the time spent is many times less than time saved out of irregular schedule of activities. So...how does one go about committing oneself for 'regular planning'? I guess I am not the authority to answer this question - but, I believe self-discipline and persistence are the two keys that unleash the power of planning in one's life.

In the business world organizations use strategic planning as a way to outline how they plan to strategically progress towards their desired goals. A strategic approach is simply a way of looking at multiple ways of accomplishing a goal or objective and evaluating the pro’s and con’s of each. A strategic approach also encourages you to develop a backup plan so that if your initial plan doesn’t work, you can quickly switch to your plan B with a minimum of loss or down time. This is one of the key benefits to strategic planning. Most companies and people start out by identifying a goal and working towards achieving their goal without doing much (if any) advanced planning. This is an approach that will get you moving and it is better than not having a goal and not doing anything at all but to make real progress you will need to put more effort into it.
When it comes to putting more effort into it that can be done in one of two ways. The first way is that you can just add more physical effort and keep trying harder. The second way is by investing more time into planning before hand so that you can get a better understanding of exactly what has to be done and how it needs to be done. When there’s more than one good way to accomplish the goal that’s when it can be very beneficial to plan strategically. By planning strategically you look at both the pro’s and the con’s of each approach and your able to select the best approach based on your analysis of the two. As a safe guard and to increase your odds of success you’ll want to develop a backup plan so that if a unexpected or unforeseen problem does arise you have a backup plan to implement. And perhaps more importantly, is that you're in a planning and problem solving frame of mind and you keeping your attention and efforts focused on achieving your goals regardless of what problems arise.
So to do personal strategic planning effectively you need to
1.) Identify your goals and
2.) Create a plan to achieve your goals
3.) You also think about alternative ways of achieving your goals
4.) You develop a backup plan and you stay committed to the achievement of your goal.
By developing a personal strategic plan the effectively includes all four of the above elements you will greatly increase the likely hood of you achieving your key or major goals in life.




Vision
how the community will be changed
(very long term goals)

Mission
broad statement of what you will do
to achieve vision

Goals
broad, general results to be achieved
by end of planning period (3-5 yrs)

Objectives
measurable, time-limited results
leading to achievement of goals (1-3 yrs)

Strategies
general description of actions you will take
to achieve goals

Activities / tactics
programs, services, administration
to implement strategies
and achieve objectives


Values
what you believe is right & important;
guiding principles


As in many other fields, strategic planning professionals often cloak their work in pseudo scientific jargon designed to glorify their work and create client dependence. In reality, strategic planning processes are neither scientific nor complex. With modest, front-end assistance and the occasional services of an outside facilitator, organizations can develop and manage an on-going and effective planning program.

To assist organizations--small businesses and nonprofit organizations in particular--we have developed a planning process based on six simple questions. Realistic answers to these can help to guide the owners and managers of any business or organization toward a successful future.

1. Why are we in business?
2. How do we do business?
3. Where are we now?
4. Where do we want to be?
5. How can we get there?
6. How will we know we've arrived?

1. Why are we in business?
Vision--the future position and value of the organization (present tense, seven words or less).
Mission--the organization and its purpose (one hundred words or less):
* who we are,
* who we serve,
* what products and services we offer, and
* how we make them available.

Driving forces--the conditions which "drive" the organization:
* products/services offered,
* market focus/needs,
* technology,
* production capability/capacity,
* method of sale,
* method of distribution,
* natural resources,
* size and growth, or
* profit/return on investment.


2. How do we do business?
Values--the bases on which we want decisions to be made and actions to be taken.

Culture--traditions, ethics, and other standards which influence the way things are accomplished in the organization.

Climate--the interpersonal and physical environments: is the organization a good place to be and to work?


3. Where are we now?

Environmental assessment--identifying factors which can impact our mission:
* strengths,
* weaknesses,
* opportunities,
* threats,
* competition, and
* constraints.

Strengths and weaknesses ---are internal to the organization: how can we identify them and capitalize on our strengths and minimize or eliminate our weaknesses?

Opportunities and threats ---are external to the organization: again, how can we identify them and take advantage of the opportunities while countering the threats?

Competition and constraints ---can be either internal or external. Competition is any activity or condition which competes for the same resources. Constraints can arise from social, political, legal, educational, industrial, or managerial activities or conditions which prevent or inhibit accomplishing the organization's mission. How can we meet the competition and change or accommodate the constraints?


4. Where do we want to be?
Strategies--where we want to be and what we want to achieve.

Goals and objectives--directly support our mission. Goals should be SMART:
* S-pecific,
* M-easurable,
* A-chievable,
* R-ealistic, and
* T-imely.

Gap analysis--determining the difference between where we are and where we want to be.


5. How can we get there?

Tactics--specific action plans to implement our strategies--the right people doing the right things at right time in the right way for the right reasons.

Resources--there are only five:

* people,
* property,
* time,
* money, and
* technology (or knowledge).


6. How will we know we've arrived?
Management--establishing budgets, controls, and reporting systems and designating a coordinator to monitor each element of the strategic plan.

It is also true that strategic planning may be a tool for effectively plotting the direction of each individual; however, strategic planning itself cannot foretell exactly how we will evolve and what issues will surface in the coming days in order to plan our future strategy. Therefore, strategic innovation and tinkering with the 'strategic plan' have to be a cornerstone strategy for us to survive various obstacles in life.
Planning in organizations and public policy is both the organizational process of creating and maintaining a plan; and the psychological process of thinking about the activities required to create a desired goal on some scale. As such, it is a fundamental property of intelligent behavior. This thought process is essential to the creation and refinement of a plan, or integration of it with other plans, that is, it combines forecasting of developments with the preparation of scenarios of how to react to them.

The term is also used to describe the formal procedures used in such an endeavor, such as the creation of documents diagrams, or meetings to discuss the important issues to be addressed, the objectives to be met, and the strategy to be followed. Beyond this, planning has a different meaning depending on the political or economic context in which it is used.

Two attitudes to planning need to be held in tension: on the one hand we need to be prepared for what may lie ahead, which may mean contingencies and flexible processes. On the other hand, our future is shaped by consequences of our own planning and actions. Planning is a process for accomplishing purpose. It is blue print of business growth and a road map of development. It helps in deciding objectives both in quantitative and qualitative terms. It is setting of goals on the basis of objectives and keeping in view the resources.

What should a plan be?
A plan should be a realistic view of the expectations. Depending upon the activities, a plan can be long range, intermediate range or short range. It is the framework within which it must operate. For management seeking external support, the plan is the most important document and key to growth. Preparation of a comprehensive plan will not guarantee success, but lack of a sound plan will almost certainly ensure failure.

Purpose of Plan
Just as no two organizations are alike, so also their plans. It is therefore important to prepare a plan keeping in view the necessities of the enterprise. A plan is an important aspect of business. It serves the following three critical functions:

* Helps management to clarify, focus, and research their businesses or project's development and prospects.
* Provides a considered and logical framework within which a business can develop and pursue business strategies over the next three to five years.
* Offers a benchmark against which actual performance can be measured and reviewed.

Importance of the planning Process
A plan can play a vital role in helping to avoid mistakes or recognize hidden opportunities. Preparing a satisfactory plan of the organization is essential. The planning process enables management to understand more clearly what they want to achieve, and how and when they can do it.

A well-prepared business plan demonstrates that the managers know the business and that they have thought through its development in terms of products, management, finances, and most importantly, markets and competition.

Planning helps in forecasting the future, makes the future visible to some extent. It bridges between where we are and where we want to go. Planning is looking ahead.
Essentials of planning
Planning is not done off hand. It is prepared after careful and extensive research. For a comprehensive business plan, management has to
1. Clearly define the target / goal in writing.
1. It should be set by a person having authority.
2. The goal should be realistic.
3. It should be specific.
4. Acceptability
5. Easily measurable
2. Identify all the main issues which need to be addressed.
3. Review past performance.
4. Decide budgetary requirement.
5. Focus on matters of strategic importance.
6. What are requirements and how it will be met?
7. What will be the likely length of the plan and its structure?
8. Identify shortcomings in the concept and gaps.
9. Strategies for implementation.
10. Review periodically.

As an IT Consultant someday!!!

An IT consultant works in partnership with clients, advising them how to use information technology in order to meet their business objectives or overcome problems. Consultants work to improve the structure and efficiency and of an organsiation's IT systems.
IT consultants may be involved in a variety of activities, including marketing, project management, client relationship management and systems development.
They may also be responsible for user training and feedback. In many companies, these tasks will be carried out by an IT project team. IT consultants are increasingly involved in sales and business development, as well as technical duties.

Typical work activities
Task typically involve:
• meeting with clients to determine requirements;
• working with clients to define the scope of a project;
• planning timescales and the resources needed;
• clarifying a client's system specifications, understanding their work practices and the nature of their business;
• travelling to customer sites;
• liaising with staff at all levels of a client organisation;
• defining software, hardware and network requirements;
• analysing IT requirements within companies and giving independent and objective advice on the use of IT;
• developing agreed solutions and implementing new systems;
• presenting solutions in written or oral reports;
• helping clients with change-management activities;
• project managing the design and implementation of preferred solutions;
• purchasing systems where appropriate;
• designing, testing, installing and monitoring new systems;
• preparing documentation and presenting progress reports to customers;
• organising training for users and other consultants;
• being involved in sales and support and, where appropriate, maintaining contact with client organisations;
• identifying potential clients and building and maintaining contacts.
Key skills for IT consultants

• analytical approach to work
• excellent problem-solving skills
• interpersonal skills
• communication skills
• ability to absorb complex technical information and pass this on clearly
• stamina to meet deadlines
• ability to work under pressure
• project-management skills
• detailed technical knowledge
• motivation.

Training to be an IT consultant

Training is usually on the job, and may include training in programming languages, systems analysis and testing, or in business skills. Practical project experience under supervision is also given.
Information technology consulting (IT consulting, Computer consultancy, Computing consultancy, technology consulting or business and technology services) is a field that focuses on advising businesses on how best to use information technology to meet their business objectives. In addition to providing advice, IT consultancies often implement, deploy, and administer IT systems on businesses' behalf.

Despite what people might tell you, strategic planning is an art. As with other arts, you can do better with good training and tools, but at the end of the day, there is no replacement for skill and experience.
In times of economic turmoil - or even just turmoil in a specific industry - many companies turn away from their strategic planning to focus on short-term issues. In many cases this is warranted - your course may not be as important if the ship is sinking - but in far more cases, this departure can lead to bad strategy and failure.

References:
http://managementhelp.org/plan_dec/str_plan/str_plan.htm
http://en.wikipedia.org/wiki/Planning
http://www.prospects.ac.uk/p/types_of_job/it_consultant_job_description.jsp
http://www.woodwarddavis.com/plandef.html