management implementations of plan mam cambel.docx

MANAGEMENT IMPLEMENTATION OF PLANSREPORT IN DEM 720 EDUCATIONAL PLANNING AND DEVELOPMENTDR. TERESITA L. CAMBEL-PROFESSOR

MELVIN A. GARCIAPh. D. Educational Management Student

IMPLEMENTATION OF THE PLAN

This phase answers the following:

1.How do we execute the plan?

2.Who is responsible with which activity?

3.How do we determine

Sultan Kudarat State University DEM 720 Educational Planning and Development


The process of project implementation begins as part of the investment phase once decision to implement the project is made and the necessary financing is secured. Project implementation is perhaps the most important stage of the project development cycle.



PROJECT IMPLEMENTATION - act of carrying out the plans, programs and projects in

accordance with the strategic plan in order to attain set goals and objectives. (K. Mathur and Inayatullah, 1980).

Two Major Aspects of Consideration in Strategic Planning

Operational feasibility in terms of political acceptability, legality and social soundness of the project

Determination of the organizational managerial design best suited for the project considering the nature of the project, manpower and other constraints, and the environment within which the organization will operate.



Strategy Quality Management - process by which an organization formulated plans,

objectives and strategies, allocates resource for plans, programs and projects, identifies accountable entities, managers and front line workers, in the implementation, monitoring and evaluation of plan and programs.


THREE MAJOR ORIENTATIONS


•process of enforcing or applying limitations and conditions that are set in the budget and in appropriation and at the same time securing compliance with the spending restrictions imposed by central authoritiesControl•involves the use of budgetary authority at both agency levels to ensure the efficient use of resources in the conduct of authorized activities

Management

•process of determining public objectives and the evaluation of alternative programs. Authorities must have the information concerning the purpose and effectiveness to the program

Planning

A. STRUCTURE AND GOVERNANCE

Formal Structure – is the established patterns of relationships among the component units of the organization.

Three basic functions:

1.Designates formal reporting relationships including the number of levels in the hierarchy and the span of control of managers and supervisors.

2.Identifies the grouping together of individuals into departments and of the different department’s into the total organization.

3.Structure includes across departments.


B. INSTITUTIONAL AND INDIVIDUAL ACCOUNTABILITY

-accountable executives, managers and administrative officers of major programs and projects should be identified and their functions and support staff in these activities.


C. PLAN FINANCING

Indicate in summary table the projected amounts by calendar year broken down into current operating expenses and capital outlay.


PLAN EXECUTION

Requires:

1.Preparation of Annual Action Plans and Budget Estimates

2.Monitoring of Programs and Projects.

3.Evaluation and Plan Update.


TYPICAL ELEMENTS OF MANAGEMENT ACTION PLAN

Governance—Identification of the champion and the committee that will oversee the development and implementation of the plan.

Communications—The plan should outline how, through a communications strategy, the organization will demonstrate its commitment to modern management practices, the impacts the initiative will have on the day-to-day activities of employees, the benefits that will flow from improved management practices, and how success will be celebrated.



Reporting

Outline how progress will be reported to central agencies (as appropriate), to employees and to Congress and the public.



Specific elements—Some of the specific elements that are typically contained in an Action Plan include the following:

Background (i.e., summary of Capacity Check assessment). Desired outcomes. Linkages to other corporate initiatives. Priorities/themes, and projects to be implemented. Specific work plan actions for each project/theme. Responsibilities. Timelines. Estimated resources. Communications. Reporting on progress.


TYPICAL TASK CARRIED OUT IN PLANNING FOR MODERN MANAGEMENTIdentify implementation challenges and

risks.

For example, a review of the overall concepts of Modern Management, a discussion of the challenges and issues currently faced by the organization, a review of the results of the Capacity Assessment, and an update of tasks implemented since the capacity assessment.


TYPICAL TASK CARRIED OUT IN PLANNING FOR MODERN MANAGEMENTConfirm expectations regarding

management improvements.

To confirm the overall vision of Modern Management within the organization, and the expectations of various internal and external stakeholder client groups.


TYPICAL TASK CARRIED OUT IN PLANNING FOR MODERN MANAGEMENTDevelop a consolidated list of opportunities for

improvement.

These opportunities can be developed from the original opportunities identified in the capacity assessment, as well as further opportunities identified since the assessment. These opportunities can be grouped into overall “strategic pillars” where there are strong interrelationships.


TYPICAL TASK CARRIED OUT IN PLANNING FOR MODERN MANAGEMENT

Scope out the opportunities for improvementBefore assigning a priority to each

opportunity (or as part of the discussion), it is useful to do a high level business case of each opportunity based on expected benefits, what the opportunity entails, and estimated level of effort and costs, and prepare a high level implementation plan for each opportunity.



Assign priorities to the opportunities for improvement.

Establish criteria to prioritize the opportunities for improvement. Assess each opportunity against the criteria, and then rate each opportunity on an overall scale of highest to lowest priority.



Establish a governance structure. Confirm roles and responsibilities,

and more specifically who will play the lead for the overseeing Modern Management projects, whether project champions are required, who will be the lead person for each project, and what will be the composition of the project teams in terms of skills required.



Develop Action PlanDevelop consolidated

implementation plan.


OVERALL APPROACH TO IMPLEMENTING MODERN MANAGEMENT IMPROVEMENTS


1 •Results of Capacity Assessment

2 •Identification of Implementation Challenges and Risks

3 •Identification and scoping of opportunities

4 •Prioritization of opportunities

5 •Establishment of governance structure

6 •Development of Management Action Plan

7 •Ongoing monitoring

TEMPLATE OF AN ACTION PLAN


Background:Context, approach, Methodology and Timeframe for capacity

assessment Commitment to an Integrated Management Agenda

Departmental vision for change Setting Modern Comptrollership up for success:

Governance structurePriority-setting and risk managementCommunications strategy

Accountability for Management Improvement:Monitoring and reporting mechanismsAccountability mechanismsEvaluating Modern Comptrollership advancements

THANK YOU!

“People at operations are in the best position to

decide on the most effective and efficient use of resources

to obtain the best value for money.”

management implementations of plan mam cambel.docx

Education

educational planning

project development

project determination

evaluation of plan

educational management

total organization

public objectives

governance formal structure