Management implementations of plan mam cambel.docx

MANAGEMENT
IMPLEMENTATION OF PLANS
REPORT IN DEM 720 EDUCATIONAL PLANNING AND DEVELOPMENT
DR. TERESITA L. CAMBEL-PROFESSOR
MELVIN A. GARCIA
Ph. 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 authorities
Control
• 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 MANAGEMENT
 Identify 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.

MODERN MANAGEMENT
 Confirm 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.

MODERN MANAGEMENT
 Develop 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.

MODERN MANAGEMENT
 Scope out the opportunities for improvement
Before 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.

MODERN MANAGEMENT
 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.

MODERN MANAGEMENT
 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.

MODERN MANAGEMENT
 Develop Action Plan
Develop 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 structure
Priority-setting and risk management
Communications strategy
 Accountability for Management Improvement:
Monitoring and reporting mechanisms
Accountability mechanisms
Evaluating 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

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