Strategic Planning

Table of Contents of Guide:

This strategic planning guide provides a structured approach toward implementation. It will assist you to perform a 1 – 3 day workshop with senior executives or department managers.

  1. Introduction, rules and objectives
  2. How to analyze existing realities 2.1 External analysis discussion guide
    2.2 Internal analysis discussion guide
  3. How to identify key success factors definition
  4. How to define willed future
  5. How to set strategic objectives
  6. How to set strategy to achieve objectives: 6.1 Process management improvement and measurement strategy discussion guide; 6.2 Culture development and measurement discussion guide
  7. How to organize roles and responsibilities
  8. Planning the next steps 8.1 Short term objectives, criteria and strategy prioritization
  9. Reference material and forms to conduct the workshop
  10. Personal notes

Leader’s Notes:

  • Introduction, rules and objectives
  • Existing realities
  • External analysis discussion guide
  • Internal analysis discussion guide
  • Key success factors definition
  • Willed future
  • Objectives
  • Strategy
  • Process management improvement and measurement strategy discussion guide
  • Culture development and measurement discussion guide
  • Organizing roles and responsibilities
  • Next steps – Short term objectives, criteria and strategy prioritization
  • Reference material and extra forms

Part 1: Understanding the IPD Methodology

Chapter 1 – About the IPD Methodology
Beginning with a general overview of what a methodology is (and is not), this chapter focuses on the objectives and benefits of IPD Methodology Topics addressed include, key components of the Methodology, IPD Methodology Objectives and a detailed look at the benefits of the IPD Methodology.

Chapter II – A Detailed Look at the IPD Methodology Process Architecture
This chapter provides a detailed description of the IPD Methodology process architecture, which include the IPD Methodology work breakdown structure, the IPD Methodology process architecture, the structure of customer deliverables, the linkage with IPD Methodology Process, the organization of IPD Methodology materials and Business process reengineering.

Chapter III – Organization of IPD Methodology Tasks
This chapter describes the way tasks are organized in the IPD Methodology and how to use this manual.

Chapter IV – A Team Member’s Look at the IPD Methodology
This chapter explains how team members should use the various components of the IPD Methodology during the course of a project.

Part 2: Applying the IPD Methodology to Project

ManagementChapter V – Our Approach to Project Management
This chapter explains Engineering’s approach to project management. It includes the five major processes of project management, critical success factors, roles and responsibilities.

Chapter VI – Roles and Responsibilities
This chapter explains the important and ongoing roles and responsibilities in IPD Methodology. It describes the major types of involvement and identifies the stages of the project when this involvement occurs. It explains the role of each member of the project team and provides suggestions and examples for project organization. It also explains the role of various technical disciplines necessary to complete an Aerospace Engineering project and training guidelines.

Chapter VII – Project Structuring and Planning
This chapter describes the process of structuring and planning a project in terms of the following activities:

  • Our Approach
  • Project Structuring
  • Selecting and tailoring subphase objectives and deliverables
  • Tailoring the Program Review Process
  • Project Planning
  • Project Structuring and Planning Checklist

Chapter VIII – Risk Assessment
This chapter presents guidelines for assessing a project’s risks (technical and business) and determining strategies to manage those risks. It provides a risk assessment questionnaire to help in evaluating overall project risk, as well as risks within specific areas.

Chapter IX – Project Initiation and Execution
This chapter begins by describing the start up tasks for a project, such as establishing a Review Board, or scheduling training for the members of your project team. Having covered start up tasks, it then discusses how you should use IPD Methodology during the course of a project, for instance, how you should oversee the releasing of tasks, the reviewing of work products, the reporting of the project’s status and the tracking and controlling of the project itself.

Chapter X – Engineering Change Management and Configuration Management
This chapter provides guidelines for managing engineering change during IPD Methodology process architecture within an engineering project. It explains the phases/reviews in the process architecture and emphasizes the importance of management approval and funding as part of the engineering change management process. This chapter also provides our approach to Configuration Management.

Chapter XI – Program Reviews
This chapter describes the Engineering Quality, Cost and Schedule Review Process. It includes an explanation of project performance and reviews of the project at the conclusion of each phase of IPD Methodology and of specific phase end reviews and their objectives.

Chapter XII – Project Wrap up
This chapter describes the activities associated with finishing the project, including securing final acceptance for the design, preparing for ongoing support to manufacturing and documenting lessons learned.

Part 3: Appendices

In addition to the first two parts, this manual also includes a number of appendices. They are:
A. Process Flow Diagram Example B. IPD Methodology Task Cross Reference List C. Glossary D. Maintenance and Enhancement of IPD Methodology E. Project Planning Work Templates F. IPD Methodology Process Architecture Deliverables and Definition Document G. Integrated Product Development Guide H. IPD Methodology Roadmaps

A Final Note

As useful as this guide may be, it is not intended to be a substitute for an engineering executive’s judgment, experience, or skill. It is not a replacement for training in IPD Methodology, or project management, nor for training in use of IPD Methodology. Rather, this guide is a complement to such skills and experience. It provides the foundation for training and is a valuable resource to help you take full advantage of the IPD Methodology.