Knowing what to change to, and then developing a plan to implement it is vital. Most organizations struggle with the issue of developing what Goldratt (1990) describes as “half-baked ideas”. Applying a new gadget, tool, process or form to a problem does not guarantee success as no thought was given to how “it” changes the corporate reality. Assessing what is needed, and constructing a solution that overcomes obstacles to achieving the goals is vital for the long term success of the “solution”.

An organization needs to utilize effective strategic planning and management methods to rationally identify future risks, intentionally eliminate undesirable effects associated with proposed technology change or a new approach to doing business. 

In the case of a learning institution, the strategic direction or objectives must defined before they can be achieved. Should not the applications, that a learning institution wishes to implement, focus on a customer solutions strategy which provides knowledge about learner preferences and behaviour, learner retention and response flexibility? 

Business plans help to identify stakeholder relationships, system requirements, objectives and other realities that can not be accurately assessed at a  strategic level. The business plan aligns measurable objectives with the mission, visions values as determined in the organization's strategic plan. Further a  business plan identifies the strengths, weaknesses, opportunities and threats to the organization and its overarching objectives. It attempts to answer the basic question of whether an idea or concept is worth pursuing and its likelihood of success.

Upon approval for a business plan to proceed, specific action plans are developed, more commonly called projects. A Project charter provides an overview of key aspects of the project, deliverables, measurable success indicators, items included in project scope (and those not), potential constraints and risks, project scope assumptions, and a communication plan. 

The success or failure of the project is dependent upon the time spent in understanding and documenting project objectives and deliverables. Projects are then managed based upon assessing for risk and monitoring throughout the life of the project, in order to minimize risk for the organization while maximizing success for project team.

In the accompanying pages you will find artefacts and reflections that describe three topics related to the management, organization and leadership in distance education:

• Change management
• Business planning
• Project management

References

Goldratt, E. (1990). What is this thing called theory of constraints and how should it be implemented? North River Press Inc., New York, USA.

Competency Categories Exhibited - 

4. Communication & Interpersonal Skills

5. Research

6. Management, Organization and Leadership