Harrison-Keyes Implimentation Chart

Implementation Plan Concepts Worksheet

Concept Application of Concept in the Scenario Reference to Concept in Reading

The Strategic Management Process

Meg McGill proposing the switch from traditional publishing to e-publishing. Then Meg working with Marsha Goldfarb to gather data of the potential of the switch. "Strategic management is the process of assessing "what we are" and deciding and implementing "what we intend to be and how we are going to get there." Strategy describes how an organization intends to compete with the resources available in the existing and perceived future environment."

Gray, C., & Larson, E. (2006).Pg. 22

Defining Project Scope

At the March 31st Leadership Meeting, the finally start discussing the scope of the project. Defining the scope should have been done at the beginning of the project. "Most performance improvement projects begin with the best of intentions. Too often, however, they end up producing nothing more than a set of CDs or binders that sit on someone's shelf, a course that no one completes, software no one likes, or job aids that remain unused. None of these efforts impacts the organization's bottom line or meets expectations, much to the chagrin of executives, stakeholders, the project development team, and end users. Many of these failed projects share 2 common traits: They fail to plan adequately for the development effort, and they treat implementation as an afterthought. Taking such an approach is like laying the foundation for a building just before the occupants move in. Successful development and implementation do not happen by accident; they are the consequence of careful planning that begins on Day 1, beginning with project alignment. This article presents useful project alignment strategies and tools." Steven L. Villachica, Debra L. Stone, John Endcott (2004)

Request for Proposal

In the phone call between Pete Ross and Jan Peters, Pete is upset about Asia Digital Publishing. They were recommended, but there was no request for proposal from other companies. "Tanger, the original developer of the Burlington Manufacturers Outlet Center and owner of outlet malls in 33 states, is in negotiations with the project's overall developer, the Stokes, Bush & Wright Land Co., to build a shopping center on a 52-acre section of the development.

"It will be a tremendous impact on Mebane, and I am looking forward to having it come," said Councilman Ed Hooks. "I like the generation of jobs, and, by what they are proposing, this will be a nice shopping center." The project's current permit would allow 300,000 square feet of commercial buildings on those 52 acres. Tanger submitted a request in August to expand that to 550,000 square feet. By comparison, Burlington Square Mall is 415,000 square feet.

[Patty Philipps] said she also doesn't like some of the items in the proposal like large signs facing Interstate 85/40 and the elimination of trees in the parking lots of the shopping center. The city has ordinances restricting the size of signs and requiring landscaping, and Philipps said the council needs to enforce them."

Isaac Groves (2007, September 11).

Establish Project Priorities

Without a clear outline of their timeframe and priorities, they ran into issues with Asia Digital Publishing and with their own development team. There was no reference to any laid out plan. They seem to have picked out parts and not stuck to a plan or chose their priorities. "Quality and the ultimate success of a project are traditionally defined as meeting and/or

exceeding the expectations of the customer and/or upper management in terms of cost

(budget), time (schedule), and performance (scope) of the project (see Figure 4.1). The

interrelationship among these criteria varies. For example, sometimes it is necessary to

compromise the performance and scope of the project to get the project done quickly

or less expensively. Often the longer a project takes, the more expensive it becomes.

However, a positive correlation between cost and schedule may not always be true.

Other times project costs can be reduced by using cheaper, less efficient labor or equipment

that extends the duration of the project. Likewise, as will be seen in Chapter 9,

project