The following is an overview of the components of the StratGap process:
1. Based on weighted gap
The StratGap process builds on the weighted gap from the StratSnap process.
Generally a more senior group undertakes the StratSnap process and delegates the detailed planning of actions to close the gap to one of the team members plus senior members of staff designated at the end of the StratSnap workshop.
2. Private determination of critical projects
Delegates individually determine what they think are the most appropriate projects to close the selected gap – gaps are analysed one Critical Factor at a time.
3. Group synthesis of critical projects
As with StratSnap the individual Critical Projects are captured and then synthesized into a single set of seven projects which are headlined and the headlines carried forward for planning purposes.
4. High level determination of time line and ownership
The headline time line and ownership of each project is determined together with the percentage of the gap that each project is expected to close.
5. High level allocation of resources
Resources are allocated across seven categories starting with Executives and Senior Managers – these two categories are frequently the invisible constraints on strategic and business change projects – a certain level of Executive input is generally vital and is generally the source of delays and compromises when it is not available at the required level.
This step in the process forces planners to think soberly about the level of executive input they require and if this is a constraint then formulate appropriate actions to relax the constraint by delaying certain projects or negotiating greater delegation.
6. Compilation of Strategic Action plan
Once all gaps have been processed in all SnapShots analysed the entire suite of projects and plan actions are collated into a single StratAction plan for further analysis.
In general, as lower priority gaps and SnapShots are analysed it is found increasingly that projects or plan actions already arrived at will also close these gaps. Harmonization and grouping of these plan components enables the rationalization of the overall action plan.
The final plan can be traced back directly to the original SnapShot analysis.
Consolidated assessment of priorities, timelines and particularly Executive and Senior Management time result in reconsideration of deadlines and priorities limiting planned actions to that which can be done within the limitations of those resource constraints.
This is a powerful device for reducing the incidence of failed or overdue projects owing to inadequate resourcing.
7. Convert to Project Plan
Once the Strategic Action plan has been optimized the resulting projects are loaded into a Project Management software package and brought into execution mode.
I hope that this outline has given some idea of the components of the StratGap process and gives some idea of why it is such a powerful and effective tool.
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Dr James A Robertson -- has been involved in the effective application of Business Information Systems, including but NOT limited to ERP, since 1987 and in the profitable and effective use of computers in Business since 1981.
Drawing on a diversity of experience, including formal military training in Quick Attack techniques at the Regimental Commander level, Dr Robertson has developed highly effective methods of investigating any sub-optimal Business Information Systems situation -- be it an established system or a stalled project or any other source of Executive frustration -- quickly and concisely diagnosing the root cause of the problem and prescribing concise practical actions that Business Executives can effectively act on see the Pulse Measurement page and also the Sample Reports page for redacted real reports.
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018 CRM Risk Control: Designing and Implementing an Integrated Risk Mgmt Sys -- Integrated Risk Mgmt Conf
011 V3 Consulting Eng: Benefits of MIS to Professional Practice -- SAICE 15th Ann Conf on Computers in Civil Eng
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