NTISthis.com

Evidence Guide: CPPCMN8001 - Lead the strategic planning process for an enterprise

Student: __________________________________________________

Signature: _________________________________________________

Tips for gathering evidence to demonstrate your skills

The important thing to remember when gathering evidence is that the more evidence the better - that is, the more evidence you gather to demonstrate your skills, the more confident an assessor can be that you have learned the skills not just at one point in time, but are continuing to apply and develop those skills (as opposed to just learning for the test!). Furthermore, one piece of evidence that you collect will not usualy demonstrate all the required criteria for a unit of competency, whereas multiple overlapping pieces of evidence will usually do the trick!

From the Wiki University

 

CPPCMN8001 - Lead the strategic planning process for an enterprise

What evidence can you provide to prove your understanding of each of the following citeria?

Initiate the strategic planning process.

  1. Owners and senior staff are extensively consulted to determine the parameters that will be used for the planning process, including timeframes and budget.
  2. Current strategic planning documents are analysed to determine a methodology that is in keeping with the organisation’s needs and past practice.
  3. Stakeholders who will contribute to the plan’s development are identified.
  4. Planning methodology is developed and a project plan, including resource allocation, is documented.
Owners and senior staff are extensively consulted to determine the parameters that will be used for the planning process, including timeframes and budget.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Current strategic planning documents are analysed to determine a methodology that is in keeping with the organisation’s needs and past practice.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Stakeholders who will contribute to the plan’s development are identified.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Planning methodology is developed and a project plan, including resource allocation, is documented.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Conduct an environmental and organisational scan.

  1. Extensive research is conducted of local and international best practice and trends in the organisation’s field of operation.
  2. Demographic and trend data is identified, collected and analysed to provide profiling information about the organisation’s market.
  3. Industry intelligence relating to competitors is collected and analysed.
  4. Key strengths, weaknesses, opportunities and threats (SWOT) to the organisation are identified.
  5. Major risk factors are identified that could constrain the achievement of organisational goals in the short, medium and long term.
  6. Stakeholders are consulted to identify issues and expectations affecting the organisation’s operations.
Extensive research is conducted of local and international best practice and trends in the organisation’s field of operation.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Demographic and trend data is identified, collected and analysed to provide profiling information about the organisation’s market.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Industry intelligence relating to competitors is collected and analysed.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Key strengths, weaknesses, opportunities and threats (SWOT) to the organisation are identified.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Major risk factors are identified that could constrain the achievement of organisational goals in the short, medium and long term.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Stakeholders are consulted to identify issues and expectations affecting the organisation’s operations.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Lead the establishment of organisational key directions and goals.

  1. Processes to engage staff and stakeholders in establishing the major goals of the organisation are developed and implemented during the predetermined planning period.
  2. Leadership is provided to establish the vision, mission and key goals of the organisation for the planning period.
  3. Leadership to establish the organisation’s key result areas for the period of the plan is provided.
Processes to engage staff and stakeholders in establishing the major goals of the organisation are developed and implemented during the predetermined planning period.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Leadership is provided to establish the vision, mission and key goals of the organisation for the planning period.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Leadership to establish the organisation’s key result areas for the period of the plan is provided.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Lead the development of the plan’s key activities and performance indicators.

  1. Processes and delegations are put in place and managed to develop detailed activities to achieve the organisation’s goals.
  2. Processes and delegations are put in place and managed to develop specific performance indicators to enable the measurement of success.
  3. Resourcing levels to enable the plan to be enacted are costed and budgeted.
  4. Strategies are developed and applied to gain staff and stakeholder commitment to the process and the plan.
  5. Sign-off and commitment to finalised strategic plan are obtained from stakeholders and participants.
Processes and delegations are put in place and managed to develop detailed activities to achieve the organisation’s goals.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Processes and delegations are put in place and managed to develop specific performance indicators to enable the measurement of success.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Resourcing levels to enable the plan to be enacted are costed and budgeted.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Strategies are developed and applied to gain staff and stakeholder commitment to the process and the plan.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Sign-off and commitment to finalised strategic plan are obtained from stakeholders and participants.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Manage the implementation process.

  1. Development of necessary tactical or operational annual plans is lead and managed across the organisation to facilitate implementation of longer-term strategic plan.
  2. Prioritising and human, financial and capital resourcing of programs or operational tactics are planned and conducted.
  3. Changed processes or practices to support implementation are analysed and planned.
  4. Succession planning and other human resource development strategies are enacted to ensure long-term viability of organisation.
  5. Strategies to skill the workforce in order to enact the plan are put in place.
  6. Communication processes are put in place to inform and support staff and stakeholders during required change and implementation process.
Development of necessary tactical or operational annual plans is lead and managed across the organisation to facilitate implementation of longer-term strategic plan.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Prioritising and human, financial and capital resourcing of programs or operational tactics are planned and conducted.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Changed processes or practices to support implementation are analysed and planned.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Succession planning and other human resource development strategies are enacted to ensure long-term viability of organisation.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Strategies to skill the workforce in order to enact the plan are put in place.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Communication processes are put in place to inform and support staff and stakeholders during required change and implementation process.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Manage the evaluation process.

  1. Processes to monitor performance against agreed benchmarks and performance indicators are put in place and enacted.
  2. Outcomes of the strategic and operational plans are monitored in line with agreed processes.
  3. Review or refinement of activities is undertaken in light of changing conditions to ensure the attainment of the strategic plan’s goals.
Processes to monitor performance against agreed benchmarks and performance indicators are put in place and enacted.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Outcomes of the strategic and operational plans are monitored in line with agreed processes.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Review or refinement of activities is undertaken in light of changing conditions to ensure the attainment of the strategic plan’s goals.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Assessed

Teacher: ___________________________________ Date: _________

Signature: ________________________________________________

Comments:

 

 

 

 

 

 

 

 

Instructions to Assessors

Evidence Guide

Elements describe the essential outcomes.

Performance criteria describe the performance needed to demonstrate achievement of the element. Where bold italicised text is used, further information is detailed in the range of conditions.

1.

Initiate the strategic planning process.

1.1.

Owners and senior staff are extensively consulted to determine the parameters that will be used for the planning process, including timeframes and budget.

1.2.

Current strategic planning documents are analysed to determine a methodology that is in keeping with the organisation’s needs and past practice.

1.3.

Stakeholders who will contribute to the plan’s development are identified.

1.4.

Planning methodology is developed and a project plan, including resource allocation, is documented.

2.

Conduct an environmental and organisational scan.

2.1.

Extensive research is conducted of local and international best practice and trends in the organisation’s field of operation.

2.2.

Demographic and trend data is identified, collected and analysed to provide profiling information about the organisation’s market.

2.3.

Industry intelligence relating to competitors is collected and analysed.

2.4.

Key strengths, weaknesses, opportunities and threats (SWOT) to the organisation are identified.

2.5.

Major risk factors are identified that could constrain the achievement of organisational goals in the short, medium and long term.

2.6.

Stakeholders are consulted to identify issues and expectations affecting the organisation’s operations.

3.

Lead the establishment of organisational key directions and goals.

3.1.

Processes to engage staff and stakeholders in establishing the major goals of the organisation are developed and implemented during the predetermined planning period.

3.2.

Leadership is provided to establish the vision, mission and key goals of the organisation for the planning period.

3.3.

Leadership to establish the organisation’s key result areas for the period of the plan is provided.

4.

Lead the development of the plan’s key activities and performance indicators.

4.1.

Processes and delegations are put in place and managed to develop detailed activities to achieve the organisation’s goals.

4.2.

Processes and delegations are put in place and managed to develop specific performance indicators to enable the measurement of success.

4.3.

Resourcing levels to enable the plan to be enacted are costed and budgeted.

4.4.

Strategies are developed and applied to gain staff and stakeholder commitment to the process and the plan.

4.5.

Sign-off and commitment to finalised strategic plan are obtained from stakeholders and participants.

5.

Manage the implementation process.

5.1.

Development of necessary tactical or operational annual plans is lead and managed across the organisation to facilitate implementation of longer-term strategic plan.

5.2.

Prioritising and human, financial and capital resourcing of programs or operational tactics are planned and conducted.

5.3.

Changed processes or practices to support implementation are analysed and planned.

5.4.

Succession planning and other human resource development strategies are enacted to ensure long-term viability of organisation.

5.5.

Strategies to skill the workforce in order to enact the plan are put in place.

5.6.

Communication processes are put in place to inform and support staff and stakeholders during required change and implementation process.

6.

Manage the evaluation process.

6.1.

Processes to monitor performance against agreed benchmarks and performance indicators are put in place and enacted.

6.2.

Outcomes of the strategic and operational plans are monitored in line with agreed processes.

6.3.

Review or refinement of activities is undertaken in light of changing conditions to ensure the attainment of the strategic plan’s goals.

Required Skills and Knowledge

Elements describe the essential outcomes.

Performance criteria describe the performance needed to demonstrate achievement of the element. Where bold italicised text is used, further information is detailed in the range of conditions.

1.

Initiate the strategic planning process.

1.1.

Owners and senior staff are extensively consulted to determine the parameters that will be used for the planning process, including timeframes and budget.

1.2.

Current strategic planning documents are analysed to determine a methodology that is in keeping with the organisation’s needs and past practice.

1.3.

Stakeholders who will contribute to the plan’s development are identified.

1.4.

Planning methodology is developed and a project plan, including resource allocation, is documented.

2.

Conduct an environmental and organisational scan.

2.1.

Extensive research is conducted of local and international best practice and trends in the organisation’s field of operation.

2.2.

Demographic and trend data is identified, collected and analysed to provide profiling information about the organisation’s market.

2.3.

Industry intelligence relating to competitors is collected and analysed.

2.4.

Key strengths, weaknesses, opportunities and threats (SWOT) to the organisation are identified.

2.5.

Major risk factors are identified that could constrain the achievement of organisational goals in the short, medium and long term.

2.6.

Stakeholders are consulted to identify issues and expectations affecting the organisation’s operations.

3.

Lead the establishment of organisational key directions and goals.

3.1.

Processes to engage staff and stakeholders in establishing the major goals of the organisation are developed and implemented during the predetermined planning period.

3.2.

Leadership is provided to establish the vision, mission and key goals of the organisation for the planning period.

3.3.

Leadership to establish the organisation’s key result areas for the period of the plan is provided.

4.

Lead the development of the plan’s key activities and performance indicators.

4.1.

Processes and delegations are put in place and managed to develop detailed activities to achieve the organisation’s goals.

4.2.

Processes and delegations are put in place and managed to develop specific performance indicators to enable the measurement of success.

4.3.

Resourcing levels to enable the plan to be enacted are costed and budgeted.

4.4.

Strategies are developed and applied to gain staff and stakeholder commitment to the process and the plan.

4.5.

Sign-off and commitment to finalised strategic plan are obtained from stakeholders and participants.

5.

Manage the implementation process.

5.1.

Development of necessary tactical or operational annual plans is lead and managed across the organisation to facilitate implementation of longer-term strategic plan.

5.2.

Prioritising and human, financial and capital resourcing of programs or operational tactics are planned and conducted.

5.3.

Changed processes or practices to support implementation are analysed and planned.

5.4.

Succession planning and other human resource development strategies are enacted to ensure long-term viability of organisation.

5.5.

Strategies to skill the workforce in order to enact the plan are put in place.

5.6.

Communication processes are put in place to inform and support staff and stakeholders during required change and implementation process.

6.

Manage the evaluation process.

6.1.

Processes to monitor performance against agreed benchmarks and performance indicators are put in place and enacted.

6.2.

Outcomes of the strategic and operational plans are monitored in line with agreed processes.

6.3.

Review or refinement of activities is undertaken in light of changing conditions to ensure the attainment of the strategic plan’s goals.

A person demonstrating competency in this unit must satisfy the requirements of the elements, performance criteria, foundation skills and range of conditions of this unit.

The person must also consult and coordinate to initiate and implement a high-level strategic planning process for one organisation.

In doing the above, the person must:

identify and analyse a body of research to identify industry trends and organisational requirements, including:

examples of industry best practice

industry intelligence

demographic trends and other market profiling

stakeholder interests and needs

use communication and management skills to design and drive a strategic planning process

develop a strategic plan that reflects organisational needs and positions the organisation for success, underpinned by sound financial and other analysis

source and engage resources and staff commitment to ensure implementation of the detailed tactics required for organisation’s success.

A person demonstrating competency in this unit must demonstrate knowledge of:

contractual requirements and implications for the organisation

financial management requirements and processes of the organisation

industry trends, including changes to technology

organisational resource requirements to undertake projects

processes and procedures for goal setting and activity setting

regulatory and licensing arrangement and potential changes

risk management processes

strategic and operational planning processes, including:

environmental analysis

strengths, weaknesses, opportunities and threats (SWOT)

establishing a vision and mission

establishing key performance indicators and performance measures.

Range Statement

This section specifies work environments and conditions that may affect performance. Essential operating conditions that may be present (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) are included. Bold italicised wording, if used in the performance criteria, is detailed below.

Best practice and trends must include:

emerging or changed use of technologies

company structures, including trends towards:

changed ownerships

merged or diversified organisations

multi-service organisations

new or changing levels and ranges of services.

Industry intelligencemust include:

data available from industry associations

information gained through industry networks

market research

published reports on industry composition

search of publicly available annual reports for listed companies

search of publicly available business records.

Risk factors to be considered must include:

access to skilled workforce

change to regulatory or licensing environment

changing client requirements

cyclical changes within the industry or region

difficulties associated with nature or complexity of project itself

difficulties inherent to site

difficulty in accessing funds

emergence of new technologies

ill health of principal or key staff

legal proceedings

reliance on gaining input from external professionals in a timely manner

requirement to operate within a complex and rigid regulatory and compliance system

strength of existing or new competitors

tightened economic environment

time delays due to the planning process

work health and safety (WHS).

Resourcing levels to be considered must include:

consultant costs

funding of organisation’s expansion

human resources

infrastructure

new marketing effort and costs.