Purpose 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-IRQUE, WB-HETC)
- Preparing plan for Self-Improvement and Career Advancement
- Etc.
2
Strategic Planning
Contents are organized into 4 parts
delivered in two Lectures
Lecture 6A:
Part I: Introduction
Part II: Definitions
Part III: Logical Sequence of Strategic Planning
Lecture 6B:
Part IV: Methods, Tools & Techniques of Strategic
Planning
3
Strategic Planning
Lecture 6A:
Part I: Introduction
4
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
Planning is an activity to:
Envisage and formulate the desirable future in
conjunction
with
the
feasibility,
the
possibility,
and
Henry Mintzberg:
”The
and Fall of Strategic
Planning”.
theRiseprobability
for
achieving them.
5
Strategic Planning
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
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 ?
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 Sri Lankan
Universities
8
Why planning is important ?
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 UGC for all “ills” and seek more
funds for solving problems, implying “lack of funds”
as the cause of the inefficiency, low productivity
9
and poor governance
Why planning is important ?
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
Why planning is important ?
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-IRQUE-QEF, WB-HETC-UDG etc.)
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
Several Types of University Plans
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 Ceylon, prepared
by Sir Ivor Jennings in 1942
This differs from Corporate plans as Corporate
Plans are considered as revolving plans with 3-5
year cycles
13
Several Types of University Plans
2. University Corporate Plan
Corporate Planning for Universities is guided by
Government Policy and Development Framework, which is
conveyed by the M/HE and UGC 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,
14
etc.
Several Types of University Plans
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
Several Types of University Plans
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
Several Types of University Plans
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
Several Types of University Plans
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
Several Types of University Plans
5. Project Proposals for Externally funded
Projects
(e.g. WB-IRQUE-QEF, WB-HETC-UDG, etc.)
(usually for project funded activities on specific themes defined by
the funding agency)
Research and Development Project Plan
(eg.SiDA,CIDA,EU…funded projects)
Human Resources Development Project Plan (eg. ADBManpower Development Project)
Quality Improvement Project Plans (eg. WB-IRQUE-QEF/IGB, WBHETC-UDG/QIG , etc.)
Etc.
19
Strategic Planning Introduction
20
Strategic Planning
Planning for public sector
institutions
21
Planning for Public Sector
Institutions
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
Institutions
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 University Grants Commission) and
3. Institution Mandate and Vision, Mission
and Goals
23
Planning 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 UGC
Institution Mandate and specific Vision, Mission
and Goals
24
Planning for Universities
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
Planning for Universities
In
Therefore, corporate planning in
universities involves iterative," top
down” and “bottom up” approach,
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.
26
Planning for Universities
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
27
Strategic Planning Introduction
28
Strategic Planning
Lecture 6A
Part II: Definitions
29
Strategic Planning: Definitions
Strategic Plan/Corporate
Plan/Master Plan
Plan of action agreed upon by stakeholders 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
Strategic Planning: Definitions
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
Strategic Planning: Definitions
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).
32
Strategic Planning: Definitions
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 Planning: Definitions
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
34
Strategic Planning: Definitions
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
Strategic Planning: Definitions
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 selfevaluation and it forms an indispensable step
in planning.
36
Strategic Planning: Definitions
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
Strategic Planning: Definitions
Situation analysis (… contd)
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
Strategic Planning: Definitions
Situation analysis (… contd)
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
Strategic Planning: Definitions
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
Strategic Planning: Definitions
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
Strategic Planning: Definitions
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
Strategic Planning: Definitions
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
Strategic Planning: Definitions
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
Strategic Planning: Definitions
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 infrastructure is an essential investment
45
Strategic Planning: Definitions
Activity ….
Contd.
For most development agencies, the
current norm is to promote planning
outcome-based activities (e.g. WB-IRQUE
and WB-HETC) – that is to provide
investment to support activities which are
aimed at achieving a desired outcome or
output.
46
Strategic Planning: Definitions
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
Strategic Planning: Definitions
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 endproject
Benchmarks – target level of performance expressed
in measurable terms and specified timed-frames.
48
Strategic Planning: Definitions
49
Strategic Planning - Logical
Sequence of Planning Process
Lecture 6A:
Part III: Logical Sequence of Planning
Process
50
Project Planning Cycle
Programming
Identification
Evaluation
Formulation
Implementation
Financing
51
Steps 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
Steps in Planning
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
Steps in Planning
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
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
Planning is an activity to:
Envisage and formulate the desirable future in conjunction with
the feasibility, the possibility, and the probability for achieving
them. Henry Mintzberg:
”The Rise and Fall of Strategic Planning”.
55
Planning
(I. Programming Phase)
How do I get there?
What is our
Current Situation ?
based on
Self Evaluation
What should be our
Future Situation ?
Vision
56
Institutional objective:
Strategic
Planning
A specific description of condition
through the
Describe the main
activitieswithin
to be
implementation
of activities
undertaken
forofachieving
the Vision
the
framework
the mission
Mission
:
to be achieved
In general (Local,
the mission
External Environment
National,statement
Global)
Planning
objective:
Trend
consists of :
AStake-holders
descriptionJob
ofMarket
what to
Vision
:specific
 The
very reasons for its existence.
Students
achieve
or problem toIndustry
solve (with
The
Mandate
: expected
(why
you are condition
here?) of an
Ideology
Politics
Culture
Science
Education System
Objectives
Mission
Vision
Mandate
Academic
Staff
Community
its
(measurable)
achievement
which
is collectively
The
authority,
obligation
institution
Them
main
problems
to and
be resolved.
Users
Government
criteria)
through
implementing
shared
and
defined
to
be
responsibility
prescribed
for
an
(what to do?)
Government
Others achieved
activities
carrying
outanits
mission
organization
in
agreement
with and
by
The
philosophy,
norms,
values,
itsthe
stakeholders.
corporate culture underlining the
institutional activities. (how to
achieve?)
Evaluation
Strategic
Analysis
Issues
Interpretation
Organizational
Culture
Normative Bodies
Resources
Human
Financial
Physical
Information
Flow of Cooperation
Process &
Services
Internal Environment
Output &
Outcome
Issues that are of critical
Opportunity
importance to the
& Threat
existence, condition and
performance of an
organization
If not addressed, the
organization
SRILANKA
performance will be
deteriorated even
jeopardize its existence
Strength &
Weaknesses
57
Objects of Self Evaluation
Objects of
Self-Evaluation
Objectives
Effectivity
Minimum Necessary
Requirement
Input
- Resources
- Relation with the
environment
Efficiency
Process
Utilization of
Resource to
Achieve Target
Productivity
Output
Result
and
Impact
Student
Resources
Funding
Graduate
Laboratories
Staff
Organization
Physical Facilities
Library
Teaching & Learning
Jobs
Employments
Curriculum
58
Academic Atmosphere
Where to start?
Current
Situation
External data
Tahun Lulus
1
IPK < 2.5
Jumlah %
2
1995/1996 Tahun Lulus
15
1996/1997
1 13
1997/1998 1995/1996
14
1998/1999 1996/1997
15
1999/2000 1997/1998
17
Total
74
1998/1999
1999/2000
Total
IPK 2.5 - 3.0
Jumlah %
3 IPK < 2.54
40.54%
Jumlah
33.33%
2
28.57%15
30.00%13
25.37%14
30.58%15
IPK > 3.0
Jumlah %
5IPK 2.5 - 3.0
6
%18
320
27
40.54%
26
33.33%
39
28.57%
130
30.00%
17 25.37%
74 30.58%
48.65%
Jumlah
51.28%
4
55.10%18
52.00%20
58.21%27
53.72%26
%4
56
8
48.65%
9
51.28%
11
55.10%
38
52.00%
39 58.21%
130 53.72%
Self-Evaluation
Total IPK RataLulusan rata
7 IPK > 3.08
10.81%
Jumlah
15.38%
6
16.33%4
18.00%6
16.42%8
15.70%9
9
Total
IPK Rata-
2.58
%37 Lulusan
2.67
8
739
49
2.7037
10.81%
50
2.7039
15.38%
67
2.6749
16.33%
242
2.6750
18.00%
11 16.42%
67
38 15.70%
242
rata
9
2.58
2.67
2.70
2.70
2.67
2.67
Position
Situational
(SWOT)
Analysis
Directives &
Assumptions
Conclusions
Graduate
Data :
Profile & Performance
Students
Internal data
Process
Resources
Teaching & Learning
Funding
Staff
Library
Academic Atmosphere
Organization
Curriculum
Physical Facilities
Laboratories
59
Planning
(II. Identification Phase)
Identification of gaps, problems ,
root causes of problems and possible solutions
to fill gaps and resolve problems
Current Situation
based on
Self Evaluation
Future Situation
Vision
60
Current
Situation
Self-Evaluation
Position
Situational
(SWOT)
Analysis
Directives &
Assumptions
Conclusions
Data :
Profile & Performance
Tahun Lulus
1
IPK < 2.5
Jumlah
%
IPK 2.5 - 3.0
Jumlah
%
IPK > 3.0
Jumlah
%
Total IPK RataLulusan
rata
8
3 < 2.5
4
7 > 3.0
IPK
IPK52.5 - 3.0 6
IPK
Total 9 IPK RataTahun Lulus 15
1995/1996
40.54% %
18Jumlah
48.65% %
4Jumlah
10.81% %
37
Jumlah
Lulusan2.58 rata
1996/1997 1
13 2 33.33%IPK
6 6 15.38%IPK
2.67
3 < 2.520 4 51.28%
7 > 3.039 8
IPK52.5 - 3.0
Total 9 IPK RataTahun 14
Lulus 28.57%
1997/1998
55.10%
8
16.33%
2.70 2.58 rata
1995/1996
15Jumlah
40.54% 27
18Jumlah
48.65% %
4Jumlah
10.81% 49
37
%
%
Lulusan
1998/1999
30.00%
52.00%
18.00%
1996/1997 115
13 2 33.33% 26
20 4 51.28% 59
6 6 15.38% 50
392.70
2.67 9
8
3
7
1999/2000
17
25.37%
39
58.21%
11
16.42%
67
1997/1998
14
28.57%
27
55.10%
8
16.33%
492.67 372.70 2.58
1995/1996
15
40.54%
18
48.65%
4
10.81%
Total 1998/1999
74
30.58%
130
38
15.70%
242
15
30.00%
26
52.00%
9
18.00%
1996/1997
13
33.33% 53.72%
20
51.28%
6
15.38% 502.67 392.70 2.67
2
1999/2000
1997/1998
Total 1998/1999
1999/2000
Total
17
74
25.37%
14
28.57% 39
30.58%
15
30.00%130
58.21%
27
55.10% 11
53.72%
26
52.00% 38
16.42%
8
16.33% 67
15.70%
9
18.00%242
17
74
39
130
11
38
25.37%
30.58%
58.21%
53.72%
16.42%
15.70%
492.67
502.67
67
242
2.70
2.70
2.67
2.67
SWOT Analysis
Problems Statement
……………………
……………………
……………………
Strength
…………
…………
Opportunities
………….
………….
Weaknesses
…………
…………
Threats
…………
…………
61
Problem Analysis and Development of Project
Breakdown Structure /Project Framework
Usually done at the
first brain storming
session (eg. WS 1)
SWOT
Analysis
Current
Situation
GAP
Analysis
Situational
Analysis
Position
(data section 2-14)
Strength
…………
…………
Opportunities
………….
………….
Weaknesses
…………
…………
Threats
…………
…………
Gaps between
current and desired future
status
Strategic Planning (broader context)
Operational/Tactical Planning (detail)
(Section 1-13)
Self-Evaluation
Root-Cause
Analysis
Problems Statement
……………………
……………………
……………………
Conclusions
Restraining forces
At small group working
sessions of PPC
Force-Field
Analysis
Driving forces
Planning
(III. Formulation Phase)
Formulation of activities and sub-activities to
bridge gaps and improve current situation
Current Situation
based on
Self Evaluation
Future Situation
Vision
63
Generating alternative solutions
Force Field Analysis
Restraining forces
1
2
3
4
1’
2’
3’
4’
Solution 1 :
Solution 3 :
• Reducing factor - 2
• Reducing factor - 4
• Improving factor - 2
• ….
•…
•…
Solution 2 :
Solution 4 :
• ….
•…
•…
• ….
•…
•…
Driving forces
64
Selection of
Proposed Activities
(1 of 5)
Solution A1
Problem A
Solution A2
Activity A
Solution B1
Problem B
Solution B2
Activity B1
Solution B3
Activity B2
Solution C1
Problem C
Solution C2
Solution C3
Activity C
65
DEVELOPMENT OF OUTCOME
BASED ACTIVITIES
WB-HETC
UGC
Others
Resources
Required
INDICATOR:
Base 14 months
Mid 10 months
Final 8 months
INVESMENT :
Setup IT Lab
Train staff
Workshops
IMPROVED GRAD
EMPLOYABILITY
ACTIVITIES:
• Curriculum relevance
• Improve collaboration
• Provide IT skills
• Provide entrepreneurship
IMPROVE GRAD
COMPETENCE
66
Operational
Planning
WB-HETC
External Environment (Local, National, Global)
Trend
Stake-holders
Job Market
Ideology
Politics
Culture
Science
Education System
Students
Academic Staff
Users
Government
Industry
Community
Government
Others
Objectives
Mission
Vision
Mandate
Organizational
Culture
Proposal
for
UDG
University of
Sri Lanka
Evaluation
Analysis
Interpretation
Resources
Human
Financial
Physical
Information
Flow of Cooperation
Problem’s
Identification
Process &
Services
Internal Environment
Root
Problem’s
Alternative
Solution
Development
Plan
Output &
Outcome
67
Current
Situation
Future
Situation
Self-Evaluation
Position
Situational
(SWOT)
Analysis
Conclusions
Overall
Project Planning
Framework
Directives &
Assumptions
Future
Position
(Ch II Session A)
Strategic
Issues
Implementation
Programs
(Activities)
Resources
Objectives
Performance
Indicators
WB Project
UGC/Govt Fdg
Others
68
Strategic Planning - Logical
Sequence of Planning Process
69
Thank you
70