Strategy of Implementation

1. STRATEGY OF
IMPLEMENTATION

2. STRATEGY OF IMPLEMENTATION
Implementation is the process that turns strategies
and plans into actions in order to accomplish strategic
objectives and goals.
A good strategy without proper
implementation is like a poor
strategy or no strategy at all

3. STRATEGY OF IMPLEMENTATION
Getting Your Strategy Ready for Implementation
The strategic plan addresses the what and why of
activities, but implementation addresses the who,
where, when, and how.

4. STRATEGY OF IMPLEMENTATION
Avoiding the Implementation pitfalls
• Lack of ownership:
• Lack of
communication:
• An overwhelming plan:
• A meaningless plan:
• Annual strategy:
• No progress report:
• No accountability:
• Lack of
empowerment:

5. STRATEGY OF IMPLEMENTATION
Covering all your bases
• How committed are you to implementing the plan to move your company
forward?
• How do you plan to communicate the plan throughout the company?
• Are there sufficient people who have a buy-in to drive the plan forward?
• Are you going to commit money, resources, and time to support the plan?
• How will you take available resources and achieve maximum results with
them?
Before you start, evaluate your strategic plan and how you may
implement it by answering a few questions to keep yourself in check.

6. STRATEGY OF IMPLEMENTATION
Making sure you have the support
Often overlooked are the five key components
necessary to support implementation: people,
resources, structure, systems, and culture.

7. STRATEGY OF IMPLEMENTATION
Making sure you have the support
make sure
to have the
right people
on board.
People

8. STRATEGY OF IMPLEMENTATION
Making sure you have the support
Resources- You need to have sufficient funds and enough time to
support implementation.
Structure- Set your structure of management and appropriate lines of
authority, and have clear, open lines of communication with your
employees.
Systems - build milestones into the plan that must be achieved within a
specific time frame.
Culture - Create an environment that connects employees to the
organization’s mission and that makes them feel comfortable.

9. STRATEGY OF IMPLEMENTATION
Determine your plan of attack
Implementing your plan includes several different
pieces. Implementing a plan can sometimes feel
like it needs another plan of its own.

10. STRATEGY OF IMPLEMENTATION
Determine your plan of attack
• Modify it to make it your own timeline and fit your
organization’s culture and structure.
• Establish your scorecard system for tracking and
monitoring your plan.
• Set up strategy meetings with established reporting to
monitor your progress.

11. MONITORING AND
EVALUATION
Monitoring and evaluation always relate to pre-identified results in the
development plan. monitoring provides real-time information on
ongoing programme or project implementation required by
management, evaluation provides more in-depth assessments.

12. Monitoring and Evaluation
1.What is to be monitored and evaluated
2.The activities needed to monitor and evaluate
3.Who is responsible for monitoring and evaluation
activities
4.When monitoring and evaluation activities are
planned (timing)
5.How monitoring and evaluation are carried out
(methods)
6.What resources are required and where they are
committed

13. Monitoring and Evaluation
Monitoring, as well as evaluation, provides
opportunities at regular predetermined points to
validate the logic of a programme, its activities and
their implementation and to make adjustments as
needed.
Progress towards achieving results needs to be monitored.
Information from monitoring needs to be
used to encourage improvements or
reinforce plans.
Information from systematic monitoring
also provides critical input to evaluation.

14. Monitoring and Evaluation
The key questions that monitoring seeks to answer include the
following:
• Are the preidentified outputs being produced as planned and
efficiently?
• What are the issues, risks and challenges that we face or foresee
that need to be taken into account to ensure the achievement of
results?
• What decisions need to be made concerning changes to the
already planned work in subsequent stages?
• Will the planned and delivered outputs continue to be relevant for
the achieve- ment of the envisioned outcomes?
• Are the outcomes we envisaged remaining relevant and effective
for achieving the overall national priorities, goals and impacts?

15. Monitoring and Evaluation

16. Monitoring and Evaluation
MONITORING APPROACH AND TOOLS
Those who manage programmes and projects must determine the
correct mix of monitoring tools and approaches for each project,
programme or outcome, ensuring that the monitoring contains an
appropriate balance between:
• Data and analysis—This entails obtaining and analysing
documentation from projects that provides information on
progress.
• Validation—This entails checking or verifying whether or not the
reported progress is accurate.
• Participation—This entails obtaining feedback from partners and
beneficiaries on progress and proposed actions.

17. Monitoring and Evaluation
Plan evaluation is a continuous activity which extends over
and beyond the entire period of plan implementation. It can
be done during and after implementation.
Like monitoring, evaluation is an
integral part of programme
management and a critical
management tool.

18. Features of a Plan Evaluation Process
A plan evaluation process should have relevance, credibility, timeliness
and efficiency.
1. Relevance – the plan evaluation process applies criteria valid for the
measurement of the plan’s objective.
2. Credibility - the same process is convincing and is not charged with
biases.
3. Timeliness – evaluation should continue throughout the
implementation of a plan, and its results should be available when
decisions have to be taken.
4. Efficiency – the evaluation should aim at minimizing its own cost and
maximizing its output.

19. Monitoring and Evaluation
Evaluation complements monitoring by providing an
independent and in-depth assessment of what worked
and what did not work, and why this was the case.
A quality evaluation provides feedback that can be
used to improve programming, policy and strategy.
Evaluation also identifies unintended results and
consequences of development initiatives, which may
not be obvious in regular monitoring as the latter
focuses on the implementation of the development
plan.

20. Monitoring and Evaluation

21. Monitoring and Evaluation
1: PRE-EVALUATION: INITIATING THE EVALUATION PROCESS
Checking the evaluability, or readiness, for evaluation

22. Monitoring and Evaluation
2. PREPARATION
Agreeing on the management structure of an evaluation and roles
and responsibilities
3: MANAGING THE CONDUCT OF THE EVALUATION
Briefing and supporting the evaluation team
4: USING THE EVALUATION—MANAGEMENT RESPONSE,
KNOWLEDGE SHARING AND DISSEMINATION
Preparing the management response for decentralized evaluations

23. Monitoring and Evaluation