Download - BDPA Strategic Management Office (2010)
Strategic Management Office
Curtis Jenkins VP of Strategy & Planning
SMO Mission
• Unlock unrealized value by making strategy execution a distinct and recognizable competency in BDPA.
• Does this by enabling others to do their jobs in a way that supports the organizations strategy.
SMO Charter
• Consistency in describing the BDPA strategy• Close gap between strategy and budget• Oversee all strategy related activities• Facilitate an integrated process of strategy
execution across the organization• Define, prioritize and recommend Strategic
initiatives for BDPA• Monitor progress of BDPA strategic initiatives• Develop and foster key BDPA strategic
relationships• Ensure compliance to strategy
SMO Org Chart
Curtis JenkinsVP of Strategy &
Planning
Director - Strategic
Methodologies & Metrics
Director - Chapter Compliance
Director – Intake and Analysis
Who Does What
Develop the measurements and
tools for tracking progress
Determine internal and external factors that
shape strategic direction
Develop and present the overall strategy
and strategic relationships
Ensure compliance to the strategy and tools
Vice President Strategy & Planning
Director- Strategic Methodologies & Metrics
Director- Chapter Compliance
Director- Intake and Analysis
High Level Responsibilities
• Strategic Methodologies and Metrics– Develop 2 to 5 year organization Strategic Plan with Strategic Management
Office and NEC– Coordinate and Track Performance and Measurement– Implement Balanced Scorecard methodology and metrics
• Chapter Compliance– Facilitate BDPA local chapter compliance with National BDPA Strategy– Implement a Chapter Management process – Ensures chapters compliance with required reporting and local strategy tied to
national strategy
• Intake & Analysis– Coordinate internal and external surveys to understand BDPA position in IT
Industry– Develop and execute the information intake process– Provides updates and recommendations on Stakeholder management– Provides information on the IT industry and recommendations for BDPA
participation
High Level Responsibilities
• Strategy & Planning– Responsible for all areas in the Strategic Management Office– Relationship Management & Strategic Alliances– Identify plans that will be used to develop annual NBDPA
strategic plans by reviewing existing Strategic Plans, business area portfolios, IT industry research updates, identifying potential alliance partners.
– Schedule and conduct NBDPA and business area planning sessions.
– Conduct review of proposed plans by National Board of Directors.
– Distribute Plans to National Board Members – Review Budgets
Expectations
• Team Member – Director Responsibilities: Attend all scheduled meetings (Delegates are permitted by exception only) Participate in refining team charter, scope and objectives Collaborate in start-up of team activities and communicate throughout
organization Represent function and the business at large, and be the team champion to
the organization Solicit input from stakeholders regarding business needs, decisions, etc, and
provide support in specific areas of expertise Provide input/guidance to SMO Team re: their charter, objectives, and specific
activities Add responsibilities and participate in development of the annual BDPA
strategic planning sessions or scorecard meetings Provide status on items of responsibility as stated in Volunteer Job Description
Strategic Approach
• Overview of the Balanced Scorecard Approach
• Resulting One-page view Strategy
• Goals supporting Strategic Pillars
• Example of measurement and reporting
Purpose
Picture of the future
Performance “lenses” to evaluate results
Main focus areas (Pillars); Results to satisfy our stakeholders’ needs
Continuous Improvement Activities
Create and Improve value for stakeholders
Measurement Tool
Specific projects and programs
STRATEGICALTITUDE 50, 000 FT
25,000 FT
15,000 FT
Ground
The Logic of Balanced Scorecard Strategic Planning
Balance Scorecard PyramidBalance Scorecard Pyramid
10
11
BDPA 2010 – 2014 Strategy
Operational Cleanup•2010 Budget - Projected Costs = $1.1M, Projected Revenue = $1.3M•New ratio of expense to revenue $0.89 to $1.00•990's filed Q1 2010•Finance governance team to ensure proper spending•Short and long term infrastructure changes
•New Membership Database that supports long term vision - proposed Q1 2010 •Improved Website - Q1 2010
Organization TransformationAn NEC aligned and organized to be accountable to the members (Chapters and National Board of Directors)20 National CAC members by December 2011A Regional structure in place by Aug 2010 (by-law changes required) that provide value and services to deliver:
o 1 National Exposition and Regional specific conferenceso HBCU engagemento Programs focused on Entrepreneurso Military/Government relationships
Member Value Proposition•60% year over year growth of membership by 2011•Increased focus on lifetime memberships generating commitment and revenue•Focused programs for each stakeholder group (students, community, professionals, corporate sponsors and educational institutions)
BDPA Strategic 2010 - 2011Goals
Balanced Scorecard ExampleStrategy & Planning
Strategic Pillar & Objectives Goals Key Performance Indicators Status
Budget (COA line
item)Due Date
Cross Business
Dependencies
Operational Cleanup Q1
Create Strategic Management Office (SMO)
Members of the BDPA VPSP/NBOD to participate in the SMO
Health of deliverables: Create Balanced Scorecard for all Business areas supporting strategy
VJD’s created for SMO members (4)
3 members interviewed and selected by VPSP
SMO rolled out to NEC and NBODBalanced Scorecards completed by all business areas
50% - Need to complete by 2/5/10
0%
0%
100% - VPSP completed No budget
2/5/10
2/26/10
3/31/10
1/11/10
CIO – portal to house information
CIO, ED, VPF,VPBM, VPMM, VPMS for all scorecards
Transformational Change Q1
Strategic partnership with ITSMF
Formal transition of ITSMF responsibilities
Develop organizational structure w/committee
Present new organizational structure
Complete meeting with current chair
Organizational structure agreed on by committee
NBOD vote on organizational structure
Transition completed on 12/7/09
VPSP has been introduced
0% - meeting with new admin needed No budget
12/31/09
3/31/10
5/2/10President, ED, ITSMF
13TAKING MEMBERSHIP TO THE NEXT LEVEL
Questions