There are 5 key steps in the planning process:
Identifying the "driver"
The driver, or trigger for action, may be the publication of an external
report or review, it may stem from examples of best practice in place
elsewhere or it may be the direct result of identifying gaps in service
provision (as the result of self-evaluation, for example). Consider the
following points to assist you in this process:
- generate ideas surrounding the issue - you might use mind-mapping
- shape your ideas into a structure
- identify the major challenges
- concentrate on the underlying causes, not just the symptoms, of any
problems you may identify
- use
SWOT (strengths, weaknesses, opportunities and threats) analysis.
Researching the issue
Developing an understanding of the wider issue is essential to finding
suitable and sustainable solutions. Try to:
- make connections between the problem and any relevant theories, policies
and evidence
- review a wide range of information so that you determine trends and
achieve a balanced understanding
- make sure you seek help from experienced practitioners if there is
anything you are unsure of
- link to your organisation’s goals and objectives and collect
evidence of impact
- use Freedom of Information queries
Developing solutions
Draw on a variety of sources to develop ideas and solutions – your
professional search skills, mindmapping and professional networks should
provide results.
- construct a logical and progressive argument to make specific proposals
- make concluding arguments before moving on
- make links to best practice which are relevant and are valid comparisons
for your organisation
- identify relevant sponsors (not necessarily contributing finance -
might be enablers or champions) and/or stakeholders
- identify gaps and develop approaches to resolving them
Action Planning
List the activities you are planning, the resources you will require
and put them into a realistic timeframe to save time and improve effectiveness.
Asking questions in the order presented below gives a logical structure
to the process of translating planning and preparation into action. They
are often referred to as the 'stages' of the planning process.
- WHY are you doing the task?
- WHAT is required of you?
- WHAT will your stakeholders/users get out of it?
- HOW are you going to do the task?
- HOW does it link to your organisational objectives?
- WHICH resources do you require for the task?
- WHO can help you?
- WHO is it for?
- WHERE are you going to do the task?
- WHEN are you going to do the task?
- Many organisations use PRINCE2
(PRojects IN Controlled Environments) to structure their project management
Setting goals and objectives
This is an important part of your planning but may be set for an internal
audience, in order that you can monitor and measure progress.
- set realistic and achievable goals (to be formalised in an action
plan)
- make those goals relevant to the organisation and its members
- the goals should be SMART – Specific, Measurable, Attainable,
Rewarding and Timely
- your objectives should be linked to achieving your goals and contain
specific actions, which should be expressed clearly in your action plan
- you may find it necessary to be persistent in the pursuit of your
goals and flexible in meeting your objectives
