Strategic Management: From Theory to Implementation, Fourth Edition
A thorough text which helps understand where strategic management comes from, and how a corporate strategy can be formed and implemented.
TABLE OF CONTENTS Strategic Management: From Theory to Implementation, Fourth Edition
Part 4: Implementation and the Management of Change
Chapter List
- Chapter 25: Project planning and appraisal
- Chapter 26: From plans to actions
- Chapter 27: Management of change
Overview
This is the first of three chapters which deal specifically with the implementation aspects of strategic management. The aim is to show how project plans may be used as a means of confirming the strategic decision, and providing a means of breaking down the strategy into actions which can be monitored. A second aim is to show the linkage which should exist between project planning, strategic management, and financial control mechanisms such as capital budgeting.
The need for project plans, as one of the ways in which a company moves its long-range plans into today's actions, was mentioned in Chapter 3. The company's strategic plans may be regarded as a snapshot of the entire company and its intentions taken at a particular moment of time. Project plans are an enlargement of one specific piece of that snapshot, which is studied with microscopic attention.
Although there should be a close link between the strategic plans and project plans - indeed, so close that they should all be regarded as part of the same system - projects may be investigated at any time of the year and are not tied to the planning cycle. Similarly, the length of time chosen for the evaluation of the project need not be related to that chosen for the strategic plans.
Ideally there should never be a need to investigate a project unless this has appeared...
Copyright David Hussey 1998 under license agreement with Books24x7
