Monitoring and evaluating the planning activities and status of implementation of the plan is -- for many organizations -- as important as identifying strategic issues and goals. But planners should understand the reason for the deviations and update the plan to reflect the new direction. The frequency of reviews depends on the nature of the organization and the environment in which it's operating.One advantage of monitoring and evaluation is to ensure that the organization is following the direction established during strategic planning. Adults tend to learn best when they're actually doing something with new information and materials and then they're continuing to reflect on their experiences. The strategic plan document should specify who is responsible for the overall implementation of the plan, and also who is responsible for achieving each goal and objective. Should the deadlines for completion be changed (be careful about making these changes -- know why efforts are behind schedule before times are changed)? Do personnel have adequate resources (money, equipment, facilities, training, etc.) to achieve the goals? Organizations experiencing rapid change from inside and/or outside the organization may want to monitor implementation of the plan at least on a monthly basis.This library topic explains basics of strategic planning, basic elements in the process, how to prepare for planning, conducting planning, writing and communicating the document, evaluating the strategic planning process.) Great Value from Evaluating the Strategic Planning Activity and Results Responsibilities for Monitoring Key Questions While Monitoring Implementation of the Plan Frequently of Monitoring Reporting Status of Implementation Deviating from Plan Changing the Plan A Note About Celebration Also see Related Library Topics In addition to the information on this current page, see the following blogs which have posts related to Evaluating the Strategic Plan. Also see the section "Recent Blog Posts" in the sidebar of the blog or click on "next" near the bottom of a post in the blog.Library's Business Planning Blog Library's Leadership Blog Library's Project Management Blog Library's Strategic Planning Blog As stated several times throughout this library topics (and in materials linked from it), too many strategic plans end up collecting dust on a shelf. Should priorities be changed to put more focus on achieving the goals? Should the goals be changed (be careful about making these changes -- know why efforts are not achieving the goals before changing the goals)? What can be learned from our monitoring and evaluation in order to improve future planning activities and also to improve future monitoring and evaluation efforts?
It is a hands-on, living tool — where the product’s manager’s work of determining high-level planning should be reflected. They treat this all-important strategic document, the product roadmap, as merely a presentation tool.
Adapted from the Field Guide to Nonprofit Strategic Planning and Facilitation.
(The reader might best be served to first read the information in the topic Strategic Planning.
The way that a strategic plan is developed depends on the nature of the organization's leadership, culture of the organization, complexity of the organization's environment, size of the organization, expertise of planners, etc.
For example, there are a variety of strategic planning models, including goals-based, issues-based, organic, scenario (some would assert that scenario planning is more of a technique than model), etc.
You can learn a great deal about your organization and how to manage it by continuing to monitor the implementation of strategic plans. The document should also specify who is responsible to monitor the implementation of the plan and made decisions based on the results. Will the goals be achieved according to the timelines specified in the plan? Boards of directors should see status of implementation at least on a quarterly basis. Answers to the above key questions while monitoring implementation. Trends regarding the progress (or lack thereof) toward goals, including which goals and objectives 3. Any actions needed by management Its OK do deviate from the plan.