Planning is crucial when organisations want to make tech changes. In this chapter, you will discover how to create action plans.
An action plan is similar to a detailed guide for making tech changes. It assists you in gathering information about what needs to change and when. You will also understand the importance of sharing this plan with your superiors.
Remember what you learned before, then look at how things are now, make sure it matches the big plan, and tell others about any changes. Now, it is time for the next step: the action plan. This tool proves valuable in ensuring a seamless transition for tech changes in your organisation.
In this chapter, you will discover how to create action plans that assist you in achieving successful tech changes.
A well-structured action plan is essential when implementing ICT systems and product changes. An action plan is like a roadmap showing the steps, resources, and timeframes required to implement the suggested changes.
Creating an action plan ensures that the implementation process is well-organised and well-executed. It helps prevent confusion, delays and oversights. That is because you clearly define in the plan what tasks to do, who will do them, and when they should be completed.
An action plan typically includes the following key sections:
Objective
This section outlines the desired outcomes or results that the action plan aims to accomplish. This section helps focus efforts and resources on what matters most in the action plan for the ICT projects. It prevents the ICT action plan from becoming too broad or unfocused. It also helps ensure that the actions are meant for the organisation's strategic implementation of ICT projects. For example, your goal is to implement the proposed changes to ICT systems or products.
Tasks
This section outlines the specific actions or activities that need to be performed to achieve the stated objective. Tasks break down complex objectives into actionable steps. It makes planning, assigning and executing work related to implementing projects easier. This section promotes clarity and understanding of the ICT project's workflow. It helps organise efforts, assign responsibilities and identify and accomplish all necessary activities.
Task Owners
This section outlines the individuals or teams assigned to complete the tasks. Assigning task owners clarifies responsibilities and fosters accountability. It also streamlines communication in implementing ICT action plans. This section ensures efficient tracking of the progress of the tasks. It designates responsible parties for updates or resolutions encountered during ICT project implementation.
Timeline
This section specifies the timeframes and deadlines associated with each task. It outlines when each task is expected to start and when it should be completed. Timelines establish a structured project schedule. This section helps in facilitating the ICT project planning and execution. It enables tracking of the project progress and identification of critical tasks. It also makes sure the project adheres to specified deadlines.
Resources
This section outlines the materials and equipment needed. It also outlines the funding and human resources required to complete tasks. This also ensures that the right resources for implementing the plan for ICT projects are available. It also minimises delays and conflicts in completing the relevant tasks. Finally, it optimises resource utilisation throughout the project, contributing to efficient task execution.
Dependencies
This section outlines relationships between tasks. It indicates which tasks must be completed before others can start. Identifying dependencies is crucial for task sequencing in the ICT action plan. This section ensures that the tasks are undertaken in a logical order. This minimises delays, promotes a smooth project flow, and prevents bottlenecks.
Monitoring and Evaluation
Note that, in the action plan, the monitoring and evaluation section can be separated or combined. In this resource, these two sections are combined.
The monitoring section describes how data is collected. It also explains how often reports are made. It mentions who is responsible and what actions are needed to keep the action plan in line with strategic objectives.
This section assesses and tracks the ICT action plan's implementation progress over time. This allows stakeholders to gauge how well the plan delivers results and meets its intended outcomes.
The evaluation section outlines the methods used to gather data. It details the techniques for analysing this data. It also explains how feedback related to the plan's implementation is collected and interpreted. Additionally, it explains the criteria used in this process and covers the processes employed to assess how the plan is being carried out.
This section provides a comprehensive framework for gauging the success of ICT efforts. It measures the alignment of the ICT action plan with strategic goals. It also facilitates evidencebased decision-making to optimise future technology investments and strategies.
For example, your organisation can use analytics tools to track the progress of the action plan. Progress can be measured using KPI, ROI and other criteria. These criteria will help your organisation decide if the implementation was a success.
These criteria can include the following:
As discussed before, KPIs provide a way to objectively measure these changes' success and impact. For example, the proposed change is to improve the response time of a customer support portal. A relevant KPI could be 'Average response time to customer enquiries.' This KPI can be tracked to assess whether the implemented change has reduced response time.
This rate measures how quickly users embrace and use the implemented changes. It reflects the success of introducing new processes, tools or technologies. For example, a new software application was installed. The adoption rate can be measured by the percentage of employees actively using the application within a specified period. A high adoption rate indicates successful implementation and user acceptance.
To recall, ROI helps assess if the benefits of the changes outweigh the costs incurred. For example, suppose an organisation invests in upgrading its network infrastructure. Doing so aims to improve data transfer speeds and reduce downtime. The ROI can be calculated by comparing the upgrade cost to the monetary gains. These gains include increased productivity, reduced downtime, and potential revenue growth.
How to Develop an Action Plan for the Implementation
Creating an effective action plan is like crafting a roadmap for implementing the proposed changes. The specific steps on how you develop the action plan may vary. However, you can consider these steps:
1. Define the objective
Clearly outline the objective of your action plan. What specific changes are you aiming to implement? Ensure that the objective is aligned with the overall goals of your organisation. Ensure that your objectives are SMART:
- Specific – Objectives should be clear, well-defined and focused on a particular outcome.
- Measurable – Objectives should include criteria that allow for quantifiable assessment of progress.
- Achievable – Objectives should be attainable given the availability of the organisation's resources.
- Realistic – Objectives should align with the organisation's goals, capabilities and strategic direction.
- Time-based – Objectives should have a defined timeframe or deadline for completion.
Here is an example of a SMART objective goal: Within the next six months, successfully implement a new CRM system to enhance customer interactions and support the organisation's goal of strategic growth.
The objective is specific as it outlines what needs to be achieved (the implementation of a new CRM system). It can be measured based on the completion of the implementation within six months. It is achievable if the necessary resources (e.g. budget, IT systems or vendors) are available. It is realistic because it aligns with the organisation's capabilities and goal of strategic growth. Lastly, it is time-based as it has a well-defined timeframe of 'within the next six months,' providing a clear deadline.
2. Review organisational policies and procedures
Before proceeding, review your organisation's policies and procedures for implementing proposed changes. These can include the following:
| Organisation Policies and Procedures | Description |
|---|---|
| Security and data protection policies | These policies protect sensitive data, cybersecurity practices and access controls. Proposed changes must adhere to these policies to avoid security issues during implementation. |
| Data retention and compliance policies | These policies dictate how long to retain data and how to manage it. It also includes compliance with industry regulations or legal requirements. Proposed changes should not violate these policies. |
| Software licensing and usage policies | These policies guide how software can be acquired, used and distributed within the organisation. Proposed changes involving new software must comply with these policies. Doing so will prevent licensing violations. |
| User access and authentication policies | These policies determine how user access is granted and authenticated. Changes should adhere to these policies to prevent unauthorised access or data breaches. |
| Backup and disaster recovery procedures | These policies ensure that data can be recovered in case of failures or emergencies. Changes must consider these procedures to maintain data integrity and business continuity. |
| Training and user adoption policies | These policies guide how employees are trained on new technologies. Proposed changes must consider these policies to ensure users are adequately prepared. |
| Communication and reporting policies | These policies guide how changes are communicated to required personnel. Proposed changes should follow these policies for effective communication. Ensure that your plan adheres to these guidelines to maintain consistency and compliance. |
| Documentation management policies | These policies outline how technical documentation is created, maintained and shared. Changes should consider these policies to ensure accurate and accessible documentation. |
Ensure to consider your organisational policies and procedures as you develop the plan. It will guide you as you plan how the implementation of the proposed changes will go. You can use a checklist with a list of organisational policies and procedures that you must review. A checklist will ensure that you do not miss any policy or procedure in your review.
3. Identify tasks and steps
Break down the implementation process into specific tasks and steps. Tasks are the activities that you must complete to achieve the proposed changes. Steps are the specific actions you must do to accomplish each task. Ensure to consider both technical aspects and organisational requirements.
4. Incorporate the prioritised schedule
Integrate the prioritised schedule you developed in the previous chapter into the action plan. Assign start and end dates to each task based on the schedule. Doing so ensures tasks are completed logically and within the allocated time frames.
5. Set milestones
Break down the action plan into milestones or checkpoints. These are points where you assess progress and ensure that tasks are on track. Milestones help you stay focused and provide opportunities for course correction if needed.
6. Plan approaches to technical problems
Anticipate potential technical problems that may arise during implementation. Identify approaches you can use to address these challenges effectively. Examples of these approaches include the following:
Plan for comprehensive testing and validation of proposed changes or solutions. Test different scenarios, configurations and usage patterns. Doing so will help you identify and address technical problems early.
Evaluate potential risks associated with technical problems and implement mitigation strategies. Identify the likelihood and impact of each risk to prioritise actions. You can use the risk assessment matrix to identify and prioritise the risks. You can also use automated risk assessment tools for more accurate and faster risk assessment.
Capacity planning helps determine the level of resources required to meet ICT demands. It also checks the necessary capabilities your resources needs to be. It ensures that ICT systems and products can handle technical challenges and problems. This method enables the assessment of the ICT system or product’s capacity to handle workloads, data processing and user demands.
Vendor engagement is about interacting and collaborating with external suppliers. It means working closely with these suppliers. The goal is to make sure the goods or services they provide meet your organisation’s needs and standards. The method assesses technical problems by examining how components or systems interact. It identifies issues in compatibility, communication, and functionality. This is to make sure the technology is integrated properly and effectively.
Contingency Plans are strategies put in place to deal with unexpected events or situations. They outline what to do when things do not go as expected. It can help identify technical problems by following a wellorganized approach. Contingency plans outline the steps to follow when unexpected technical difficulties come up. They help teams respond effectively to keep the system working and reduce disruptions.
Root cause analysis aims to uncover the underlying causes of the technical problem. Its purposes include identifying the fundamental reasons behind issues and preventing recurrence. It also aims to improve overall system reliability and efficiency. This approach can be used by analysing a clearly documented problem. Take note to document the technical problem or issue, including its symptoms, impact and any relevant context. This may include logs and error messages. It also includes incident reports, user feedback and other relevant documentation. You can explore cause-and-effect relationships by using techniques such as fishbone diagrams. This helps in identifying potential root causes and helps in developing solutions. These solutions should aim to prevent the problem’s recurrence. This may involve changes in processes, technology, training or policies.
Take note to continuously monitor the performance of ICT systems and products. Use performance monitoring tools to collect data on resource utilisation, as well as response times and other relevant metrics. Analyse resource utilisation data to identify trends and patterns. Look for resource bottlenecks or overutilisation that may lead to technical problems. Forecast or use historical performance data to make future capacity projections. Based on usage trends and growth expectations, you can predict when and where additional resources may be needed.
7. Plan approaches to strategic objectives
Align your action plan with the strategic objectives of the proposed changes. Consider how each task contributes to the overarching goals of the organisation. Ensure that the planned approaches support these objectives. Here are some examples of these approaches:
Ensure the proposed changes align with the organisation's mission and long-term vision. The changes should contribute to the organisation's overall purpose and direction.
Value chain analysis is a way that organisations use to understand and study their whole operation. It looks at everything from how they make a product to how they give it to the clients. It breaks down these tasks into different parts. By doing so, it helps the organisation where they make things better and where they spend money. This analysis helps organisations plan their strategic objectives. It shows them where they can be better than others and spend less money. It also aids in resource allocation for better effectiveness. Companies, when they understand their value chain, can decide which activities to improve, outsource, or invest in. This alignment with strategic goals helps them become more competitive overall.
Strategic initiative mapping is a method used by organizations. It helps them chart out their strategic activities and understand how these activities relate to one another. It can help plan for strategic objectives by creating a visual roadmap. This shows how different initiatives work together to achieve the organisation's goals and vision
Change management strategy is a plan used by organizations. It guides how they handle changes and transitions within the company. It is useful for planning strategic objectives as it ensures that changes align with the overall strategic goals. It also helps the organisation adapt smoothly to achieve those objectives.
Measurement and monitoring involve keeping track of things. It involves collecting data. The data collected is used to evaluate performance, progress or compliance It can be used to plan for strategic objectives by providing information. This information helps assess if the organisation is on track. It allows for necessary adjustments and ensures alignment with the strategic plan.
SWOT analysisis a strategic planning approach. It is used to evaluate the strengths and weaknesses. It also looks at the opportunities and threats of an ICT system or product. By identifying these factors, it guides strategic decision-making. It enables organisations to leverage strengths and address weaknesses. Using this approach, organisations can prioritise investments in areas where they have strengths. They can also work on improving weaknesses to maximise resource utilisation. In addition, the analysis can be used to highlight potential threats to the organisation. It allows organisations to develop risk mitigation strategies. It can also be used to create contingency plans, reducing the impact of unforeseen events on long-term goals.
Gap analysis is used to compare the existing system's or product’s performance and capabilities. This approach helps organisations identify where they fall short of their strategic goals and facilitate targeted strategies and action plans. This is to bridge these gaps and achieve strategic objectives effectively. It can be used as a guide in conducting a thorough analysis of the organisation’s current resources. This includes financial, human and technological assets. This is used as part of the gap analysis process. It can also be used to compare the organisation's current resources to the requirements identified. This is for achieving long-term goals.
8. Assign responsibilities
Clearly define who handles each task. Assign roles to team members based on their expertise and availability. It promotes accountability and ensures that tasks are carried out efficiently.
9. Allocate resources
Determine the resources required for each task, including budget, personnel and technology. Ensure that you have the necessary resources to execute the plan effectively.
10. Review the action plan
Go over the action plan you developed to ensure no missing information. Let your team members or colleagues involved in the implementation check the plan if possible. Adjust as necessary based on their findings.
You must develop an action plan that guides the implementation of proposed ICT changes in your organisation. Though the steps will vary, they can help you ensure the alignment of the action plan with organisational policies and procedures. They also ensure that technical problems and strategic objectives are well accounted for.
When it comes to an action plan, it is vastly important to make it as clear as possible. If, at any point, the action plan is not clear, it will be hard to follow and might even alter the proposed changes and lower its effectiveness.
It is also important to detail standards, targets and implementation methods in an ICT action plan. That is because of the following:
- Clarity and consistency: Clearly defined standards, targets and methods provide a clear roadmap for everyone involved. It ensures a common understanding of what needs to be achieved and how it will be done.
- Easy tracking: Setting specific targets helps measure the progress and success of the implementation. It lets you track whether you are on the right path and whether the desired outcomes are achieved.
- Accountability: When standards and targets are clearly outlined, assigning responsibilities to team members is easier. Everyone knows their role and what they need to accomplish, which enhances accountability and reduces confusion.
- Efficiency: Clear implementation methods make things go smoothly. When the team follows a structured plan, it helps avoid mistakes, having to do things over or wasting time. Using project management software, like Jira, can also help by giving the team a clear plan and reducing the chances of making mistakes or doing things over.
- Alignment with objectives: Standards, targets, and methods should match Australian Standards or ISO certifications to make sure the implementation supports the organisation's overall goals.
To create a successful action plan, you need to break it down step by step. This means defining standards, setting targets, and planning how to implement them. This is a crucial part of making a successful action plan, and you should do it carefully by following these steps:
Clearly explain what you want to achieve and ensure it is realistic and fits with the organisation's goals. For example, your organisation might aim to follow specific rules and guidelines related to ICT systems and practices, such as Australian standards or ISO certifications. You can also use KPIs, but ensure that these KPIs align with Australian standards.
A target is a goal or objective that an organisation wants to achieve with its ICT systems, products, or practices. To set targets effectively, you use the SMART approach. Recall that SMART means Specific, Measurable, Achievable, Realistic and Time-based. You can recall that discussion in the previous subchapter about SMART objectives. Using the SMART approach helps organisations create clear, achievable targets that match their broader goals. It is like having a roadmap for success in ICT systems, products, and practices.
Implementation means putting planned changes, improvements, or new technologies into action to meet specific standards and targets. It is about making these planned changes happen in the organisation's ICT systems, products, or practices. Implementation methods are different ways to effectively put these planned changes into practice. Here are some examples:
- Software upgrades and integration – This means using newer versions of software or combining different software to make things work better. For instance, upgrading to the latest version of a system that helps with business planning.
- Training and development – This is about teaching employees how to use new systems or tools. It helps them adapt to changes more easily.
- Change management processes – This involves having a well-organised plan for change. It includes ways to talk to people, get them involved, and deal with any problems that come up when making big ICT changes.
- Pilot programs – Before making changes everywhere, you try them out in a small, controlled setting. This helps find and fix problems early.
Selecting the best way to put changes into action depends on what the organisation aims to achieve and the changes they're making. These methods ensure that the planned changes happen correctly and align with the organisation's goals, standards, and targets.
Ensure to specify who's in charge of each task so that people know who to talk to if they have questions or issues. You can use a responsibility assignment matrix (RAM) or RACI chart, which is recommended by the Australian Standard for project management. With the help of this matrix, this can clearly show who is in charge of what. For the sake of this step, you can utilise the RACI matrix. A RACI Matrix is a tool that helps teams in projects by showing who is responsible for what. It uses four roles:
- Responsible – The doer
- Accountable – The one who ensures it is done right
- Consulted – People who give advice
- Informed – People who are updated
This chart helps everyone know their tasks and who to ask for help or information. It is a great way to keep projects organised and everyone on the same page.
This step is about staying flexible and adjusting your schedule as needed. If tasks are taking more time than planned or you receive new information, you might need to adjust your schedule to ensure everything is completed on schedule. Project management tools like Jira or Asana can assist in setting and monitoring deadlines.
Check that the action plan matches the organisation's main goals and strategies. Confirm that the proposed changes will help the organisation succeed. You can use tools like a Balanced Scorecard or SWOT analysis to make sure it all lines up.
To summarise, outlining an action plan's standards, targets, and how to make changes happen is important. Following the step-by-step process helps everyone understand the plan, know what needs to happen, and how to do it. It gets everyone working together and makes sure things go well. When you plan things carefully, it helps you do a better job and reach your goals. Outlining the plan's details is a big part of making positive changes and achieving success for the organisation.
RACI matrix
To use a RACI matrix, here are the steps you have to follow:
- First, make a list of all the tasks needed for the project. Write them down on the left side of the chart in the order they should be done.
- Next, list all the people or roles involved in the project at the top of the chart.
- In each cell of the chart, mark who is Responsible, who is Accountable, and who needs to be Consulted or Informed for each task.
- Make sure that for every task, there's a person responsible and a person accountable.
- Do not assign more than one person to be accountable for the same task. If there's a conflict, resolve it. f. Before you start your project, share the RACI Matrix with your stakeholders, talk about it, and make sure everyone agrees on who's responsible for what.
Once you complete all the steps above, your RACI chart should look like this:
| Step | Project Initiation | Project Executive | Project Manager |
|---|---|---|---|
| 1 | Task 1 | R | A |
| 2 | Task 2 | R | A/C/I |
| 3 | Task 3 | R | A/C/I |
In previous discussions, you stressed why involving your superiors in approving your action plan is so important. It is important because your superiors understand the organisation’s big goals. Their input ensures your plan fits with these goals. They offer fresh ideas and find ways to make your plan better, uncovering gaps, improvements and new chances. They can also point out the possible risks and challenges you may encounter when you implement the plan. It gives you the chance to rectify the plan and submit it for approval.
When superiors approve your plan, it confirms the following:
- Your plan is well thought out and passes their review.
- Your superiors support your idea, which can sway others to like your plan as well.
- Your plan aligns with organisational goals.
Getting approval also makes it clear who is in charge of the plan and that you followed the right steps. Being open to feedback and making changes shows you are ready to work together and be better at what you do.
Providing Action Plan to Superiors
Now that you have your action plan, how will you submit the document to your superiors? There are multiple ways to submit your action plan to your superior, but ideally, the most common ways to submit your action plan are through hard-copy submission and email.
Hard Copy Submission
Hard copy submission is a common way of submitting important documents. In this way, you submit a physical printed version of a document or report rather than sending it electronically or digitally. It involves printing the content on paper and physically delivering it to the intended recipient, such as a supervisor or superior. This traditional method of sharing information ensures that the recipient has a tangible copy in hand for review and reference.
To submit a hard copy, you would need to:
- Prepare the document: To prepare the action plan for the presentation, begin by printing all its pages. Afterwards, gather these printed pages and assemble them into a coherent document. Finally, add a cover sheet that includes your name, the date, and a brief description of the plan's purpose. This step-by-step process ensures the plan is ready for presentation.
- Arrange a meeting: Set up a meeting with your superior to personally deliver the hard copy. If an in-person meeting is not possible, you can set up a virtual meeting via Zoom, Microsoft Teams or other platforms. You can then discuss your document before you submit it as a hard copy. If a hard copy is not possible, you can send your document as an email attachment as it is more formal. You will learn more about email attachments in the next section.
- Present and discuss: At the meeting, give out the printed plan, explain what is in it, and talk about why it matters. Also, make it clear whether you want feedback, approval or both because feedback and approval are not the same. If you happen to be in a virtual meeting and discussing the document before the actual submission, ensure to use screen sharing. It will help the other persons see the document that you will be discussing.
In conclusion, a hard copy submission remains a tangible and reliable way to provide documents to supervisors or superiors. Even with new digital tools, some people still like to have printed copies of documents they can touch and feel.
Email Submission
On the other hand, electronic mail or email is another reliable method to submit the action plan. Email submission is when you send your document or report as an attachment. Organisations often use email platforms like Gmail and Outlook, but for more advanced features suitable for businesses, they might consider enterprise-level solutions like Microsoft 365.
To send an email to your superior, follow the following steps:
- Open your email account and click Compose to start a new email.
- Make sure to include all relevant recipients in the 'To' field.
- Write a clear subject indicating the purpose, like ‘Action Plan Submission.’
- Attach the document by clicking the attach button, often depicted as a paperclip icon. This ensures that your action plan is included.
- Briefly explain the submission to provide context to the attached document.
- End the email with a proper closing, which includes your identification, role and closing remark.
- Click ‘Send.’
In short, using email to share your action plan is a handy and quick way to send important documents to your superior. It helps with clear communication and easy record-keeping. If your documents are sensitive, you can use secure email services like ProtonMail, which offers strong encryption. To make the document more trustworthy, you can also use digital signatures from services like DocuSign.
Watch
Watch the video below for more tips on writing an effective email:
Again, it is very important to give your superior a well-made action plan if you want to make technology changes work well in your organisation. Your plan must be detailed, like what changes you want to make and how. It is a way to get approval for your ideas and make sure the changes happen smoothly. Getting written approval, like through email or a project management tool, can also be useful for future checks or reviews.
Activity 1 - Key Sections of an Action Plan
