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Strategic Planning & Management
Strategy Formulation
Strategy Formulation pt.2
Strategy Development
Strategy Implementation & Evaluation
100

What are the 3 levels of strategy?

Organizational

Business Unit

Operation

100

Organizations are composed of interacting and sometimes interdependent parts that together create a dynamic internal environment. Must coordinate internal and external environments to achieve strategic goals. 

Systems Thinking (Systems Theory) 

100

compares the impact of changes in the environment on the organization's outputs, identifying positive and negative impacts of change. 

Scenario analysis

100

State in which an organization's strategy is consistent with it external opportunities and circumstances and its internal structure, resources and capabilities

Strategic Fit

100

Analysis that uses information about the start or mandatory end dates of a project, the logical relationship of tasks, and the length of each task to find the earliest completion date.

Critical path analysis

200

Process of setting goals and designing a path toward a competitive position. Helps align efforts and provides a layer of control. 

Strategic Planning

200

Model often used to plan and implement strategy, and analyze actions. 


IPO Model (input process outputs) 

200

1. how the organization defines it's purpose/strategy

2. the future it hopes to see

3. principles it agrees will guide its behavior

1. Mission

2. Vision

3. Values

200
Competitive strategy of charging a higher price by offering something different, or by offering the same thing in a different way from competitors. Sometimes, creating the perception that the product is different through superior marketing.

Differentiation

200

Represents the scheduling of tasks visually, showing the length and timing of specific activities. 

Gantt Chart

300

Actions that leaders take to move their organizations toward the goals set in strategic planning, to create value for all stakeholders.

Strategic Management

300
Process of systematically surveying and gathering data, from both internal and external sources, that can be analyzed to identify opportunities and threats, and to strengthen strategic plans and goals. 

Environmental Scanning

300

Actions, processes, or results that are needed to deliver a desired value

Value Drivers

300
A company repurposes, through expansion or redevelopment, an abandoned, closed, or underutilized industrial or commercial property.
Brownfield Operation
300

Project management approach that derives from quality principles, aiming for a level of quality so high that few errors can even occur, and outcomes that return value and allow for empirical analysis and fact based decision making

Six Sigma Project Management

400

When an organization fails to recognize and respond to changes in its environment that necessitate strategic change, failing to make necessary course corrections. 

Control of Drift 
400
Uses data to assess strategic capabilities in comparison to threats and opportunities identified during environmental scanning. 

SWOT Analysis

Strengths (internal)

Weaknesses (internal)

Opportunities (external)

Threats (external)

400

Performance management tool that depicts an organization's overall performance, as measured against goals, lagging indicators and leading indicators.

Balanced scorecard

400

Companies agree to share assets to pursue a set of agreed upon objectives needed, while remaining independent organizations.

Strategic alliance 
400
Project management approach that focuses on eliminating waste
Lean Project Management
500
Unique advantages an organization possesses, abilities that are integral to creating customer value and are difficult for competitors to imitate. 

Core Competencies

500

What are the categories within the PESTLE analysis?

Political

Economic

Social

Technological

Legal

Environmental


A systematic search for environmental forces organized under specific categories. Can be used for the entire organization, specific units, or specific activities.

500

What does SMARTER objectives stand for?

Specific

Measurable

Attainable

Relevant

Timebound

Evaluated

Revised

500

Selective pruning of parts of the organization that are underperforming or that are no longer in line with the organization's strategy.

Divestiture

500
Style of project management that is used when the assumptions on which a project is based are unclear or may evolve as project work proceeds. 
Agile Project Management