By Lon Safko long Read Every business plan, campaign, or project comes down to Tactics, Tools, and Strategies hence the subtitle of my book. To conceive, develop, and implement a sound social media marketing strategic plan that will be successful needs to have those three critical components. And, many start with developing a sound strategy, then determine which tactics and tools best suits their needs to accomplish their goals. For this example, I will take them in the order of Strategy, Tactics, and Tools.
Simply finishing doesn't ensure that the organization benefits from the project's outcome. For example, after completing a year-long project to establish a new quality management process for your organization, you want to make sure that what you set out to do was actually achieved.
Your objective wasn't to simply deliver a process — but rather, to deliver the process that addresses the specific business need you intended to meet. This is the real measure of success. To make the most of the benefits that the project can deliver, however, you also need to check to see if further improvements will deliver still greater benefit.
You also need to ensure that the lessons learned during the project are not forgotten. You can more effectively design and execute future projects when you take advantage of lessons learned through the experience of previous projects.
So how can you properly measure a project's success, and work toward continuous improvement? It helps you answer the following key questions: Did the project fully solve the problem that it was designed to address?
Can we take things further, and deliver even bigger benefits? What lessons did we learn that we can apply to future projects? For people and organizations that will be working on similar projects in the future, it makes sense to learn as many lessons as possible, so that mistakes are not repeated in future projects.
And for organizations benefiting from the project, it makes sense to ensure that all desired benefits have been realized, and to understand what additional benefits can be achieved. When to Review A good time to start thinking about the Post Implementation Review is when members of the project team remember the most — shortly after the project has been delivered, and when most of the problems have been ironed out.
Start to list ideas and observations while they are still fresh in people's minds. However, to adequately assess the quality of the implementation and complete this process, you'll need to wait long enough for the changes caused by the project to truly take effect.
Where possible, allow for at least one, full, successful cycle of business before reviewing lessons learned. Ask for openness — Emphasize the importance of being open and honest in your assessment, and make sure that people aren't in any way punished for being open.
Be objective — Describe what has happened in objective terms, and then focus on improvements. Document success — Document practices and procedures that led to project successes, and make recommendations for applying them to similar future projects.
Look with hindsight — Pay attention to the "unknowns" now known! Develop a way of looking out for these in future projects. Be future-focused — Remember, the purpose is to focus on the future, not to assign blame for what happened in the past.
This is not the time to focus on any one person or team. Look at both positives and negatives — Identify positive as well as negative lessons. When conducting the review, include the following activities: Conduct a gap analysis. Review the project charter to evaluate how closely the project results match the original objectives.
Review the expected deliverables including documentation and ensure either that these have been delivered to an acceptable level of quality, or that an acceptable substitute is in place.
If there are gaps, how will these be closed? Determine whether the project goals were achieved.
Is the deliverable functioning as expected? Are error rates low enough, and is it fit for purpose? Is it functioning well, and in a way that will adjust smoothly to future operating demands? Are users adequately trained and supported? And are there sufficiently enough confident, skilled people in place?The organization of the Plan mirrors the functional elements of the system that have been designed to support the transition of Class Members from IMDs to community placement, beginning with outreach to the Class Members, individualized evaluation and service planning, and ultimately transitioning to housing and community-based services.
Plan on a page Our Priorities Our Performance SUSTAINED EXCELLENCE IN SERVICE AND PROTECTION FAIRNESS INTEGRITY RESPECT Our Values Implementation B E N. implementation plan & timeline Page tools: Print If your business plan is complicated, requiring many steps or construction of a facility, a project plan with a timeline will be .
Cambridge Strategy Group marketing strategy business plan strategy and implementation summary. Cambridge Strategy Group provides targeted marketing and management services to small businesses.
Marketing Strategy Business Plan. The schedule below plots the Cambridge Strategy Group's execution timeline. By combining CSG's strategy and /5(68).
1 BUSINESS PLAN - PILBARA CATTLE CO-OPERATIVE Prepared by Ngarda Ngarli Yarndu Foundation Inc. April Ngarda Ngarli Yarndu . How to Write a Business Case. In this Article: Article Summary Understanding the Business Case Subject Creating a Strong, Persuasive Business Case Organizing and Presenting a Strong, Persuasive Business Case Community Q&A A business case provides justification for a proposed business change or plan, and typically outlines the allocation of capital and resources required to implement the.