it controls the implementation of the business plan

IT Controls: Implementation Tips, Benefits & Steps

In today’s increasingly technological environment, it’s essential to implement the proper IT systems and technology to establish operational efficiency and gain a competitive market edge. 

However, with increased reliance on technology also comes an increased risk of cybersecurity threats and other related risks. That’s where IT controls come in: They help businesses to protect their sensitive data, prevent cyber-attacks, and ensure compliance with various regulations. 

In this article, we’ll explore the benefits of implementing IT controls, along with some useful tips and steps for IT control implementation. 

Things to know about IT Controls:

• What are IT Controls?
• Benefits of implementing IT Controls

Implementation tips for IT Controls 

• IT Control implementation process steps

What are IT Controls? 

IT controls are processes that help establish the confidentiality, integrity and availability of an organization’s information technology systems and data.

IT controls also serve the purpose of mitigating costly risks such as unauthorized or malicious access, usage or elimination of vital company data. 

Benefits of implementing IT Controls 

• Improved Security : IT controls help to prevent security breaches and protect sensitive data by ensuring that only authorized personnel have access to it. 
• Better Compliance : IT controls help to ensure that a business is compliant with various regulations, such as SOX, GDPR, and HIPAA. 
• Reduced Risk : By implementing IT controls, a business can identify and mitigate potential risks.    
• Increased Efficiency : IT controls can help to streamline business operations by automating certain processes and reducing the risk of human error. 
• Identify Business Requirements : Identify the business processes that require IT controls and define the objectives and goals of those controls. 
• Develop IT Control Framework : Develop a framework of IT controls that meets the business requirements and objectives. This framework should include policies, procedures, and guidelines for IT operations and security. 
• Assign Roles and Responsibilities : Clearly define the roles and responsibilities of each team member involved in implementing and maintaining IT controls. 
• Implement & Test Controls : Implement the IT controls and test them to ensure that they meet the desired objectives and are effective in mitigating risks. 
• Monitor & Evaluate Controls : Regularly monitor and evaluate the IT controls to ensure that they continue to meet the business requirements and objectives. 

IT Control implementation process steps 

•   Identify Business Processes & Risks : Identify the business processes that require IT controls and assess the potential risks associated with those processes. 
•  Evaluate Existing Controls : Evaluate any existing IT controls to determine their effectiveness in mitigating risks and meeting business requirements. 
•  Develop and Implement IT Control Framework : Develop a framework of IT controls that meets the business requirements and objectives. Implement the IT controls. 
•   Test and Evaluate Controls : Test the IT controls to ensure that they meet the objectives and are effective in mitigating risks. Regularly evaluate the IT controls to ensure that they continue to meet the business requirements and objectives. 
•  Monitor and Update Controls: Regularly monitor the IT controls and update them as necessary to ensure that they continue to meet the business requirements and objectives. 

Final Thoughts on the Benefits of Implementing IT Controls

Implementing IT controls is critical to protect a business’s sensitive data, prevent cyber-attacks, and ensure compliance with various regulations.

By following the tips and steps outlined in this article, businesses can develop and implement effective IT controls that meet their requirements and objectives.

Remember to regularly monitor and evaluate the controls to ensure that they continue to meet the desired objectives and effectively mitigate risks. 

Need IT Control Implementation Support?

At Bridgepoint Consulting , we understand the key issues and ongoing security risks you face and will develop  an effective and secure environment to safeguard your organization today and prepare you for the challenges of tomorrow.  

Contact us today or learn more about how we can help at the link below.

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A Manager’s Guide to Successful Strategy Implementation

• 16 Jan 2024

To address business challenges and concerns, organizations must constantly monitor, evaluate, and adjust their strategic initiatives . When it’s time to implement a new strategy, it’s typically up to managers to do so.

Access your free e-book today.

What Is Strategy Implementation?

According to the online course Strategy Execution , strategy implementation is the process of turning plans into action to reach business goals and objectives . In other words, it’s the art of getting stuff done.

Your organization’s success rests on your ability to implement decisions and execute processes efficiently, effectively, and consistently. Yet, that’s often easier said than done.

“If you've looked at the news lately, you've probably seen stories of businesses with great strategies that have failed,” says Harvard Business School Professor Robert Simons, who teaches Strategy Execution . “In each, we find a business strategy that was well formulated but poorly executed.”

You can learn a lot from failed strategies , and understanding how to implement a successful one is vital to leading change. Here are steps you can take to effectively roll out your business strategy .

4 Steps in the Strategy Implementation Process

1. handle tension.

Making tough choices isn’t easy, and you need to manage any tension that arises with change.

In strategy implementation, tension often exists between innovating to grow your business and controlling internal processes and procedures.

For example, leaders at ride-hailing company Uber have faced challenges in balancing growth and control. While Uber has transformed the transportation industry, its need to expand has led to several instances of misconduct due to insufficient internal controls .

You can manage tension and find balance by designing and implementing levers of control , which comprise:

• Belief systems : Organizational definitions you communicate and reinforce to provide direction to employees
• Boundary systems : Negatively phrased statements that tell employees what behaviors are forbidden
• Diagnostic control systems : Formal information systems that help monitor organizational outcomes
• Interactive control systems : Formal systems managers use to involve themselves in subordinates' decisions that impact strategic uncertainties

These levers help create opposing forces throughout strategy implementation that continuously balance each other. While half of them (belief systems and interactive control systems) promote innovation and inspiration, the others (boundary systems and diagnostic control systems) establish boundaries and threats of punishment when employees cross the line.

To ensure your strategy execution succeeds , use the power of tension when designing management control systems.

2. Align Job Design to Strategy

No matter how well-formulated your business strategy is, it can’t succeed without your team. To prime employees for success, it’s essential to design jobs with strategy in mind.

Job design is structuring jobs’ components to enhance organizational efficiency. Its common elements include task allocation, job development, and feedback and communication.

“Job design is a critical part of strategy execution,” Simons says in Strategy Execution . “If individuals don't have the resources they need and aren’t accountable in the right way, they won’t be able to work to their potential.”

According to Simons, you can use the Job Design Optimization Tool (JDOT) to design or test jobs by analyzing their balance of demands and resources.

The tool prompts you to consider:

• What resources do employees have to get the job done?
• What measure will we use to evaluate their performance?
• Who must they influence to achieve their goals?
• How much support can they expect when reaching out for help?

By answering these questions and ensuring they align with your strategy, employees can directly support your initiatives.

3. Inspire Employee Buy-In

Even if you position employees for success through effective job design, you must still gain their buy-in for strategic goals . According to a Gallup survey , organizations with strong employee engagement experience 10 percent greater customer loyalty and 23 percent higher profitability.

You can garner their support by communicating your organization’s core values —its purpose that impacts what employees should do and how they should act.

According to Strategy Execution , effective core values possess two attributes:

• Inspiration: They make employees proud of where they work.
• Guidance: They ensure employees know whose interests to prioritize when making difficult decisions.

Communicating your organization’s core values doesn’t just help bolster support for strategic initiatives; it also provides employees with a purpose to improve performance and workplace accountability .

Another useful tool is ranking systems.

“Ranking systems—which are quite common in practice—have really good features that managers can use to stimulate performance,” says HBS Professor Susan Gallani in Strategy Execution .

Ranking systems provide clear measures—like leadership capabilities—for employees to determine their ownership in your business strategy. Gallani says establishing such measures helps eliminate unknowns that create anxiety.

“What the ranking system does—it takes that shock away,” Gallani says in Strategy Execution . “Everybody's compared at the same level, and that's good because it really highlights the individual contribution of different workers and points out who did better and who did worse.”

By implementing ranking systems, achievement-driven employees can be more likely to invest in your business strategy.

Related: How to Get Employee Buy-In to Execute Your Strategic Initiatives

4. Manage Risk

Even if you take these steps when implementing your business strategy, your initiatives can still fail.

“Competing successfully in any industry involves some level of risk,” Simons says in Strategy Execution . “But high-performing businesses with high-pressure cultures are especially vulnerable. As a manager, you need to know how and why these risks arise and how to avoid them.”

Engaging in risk management —the systematic process of identifying, assessing, and mitigating threats or uncertainties that can affect your organization—is crucial to long-term success.

Three types of pressures that make you vulnerable to risk are:

• Information management

Business risks aren’t always obvious, making it critical to identify unexpected events or conditions that could impede your organization’s business strategy .

“I think one of the challenges firms face is the ability to properly identify their risks,” says HBS Professor Eugene Soltes in Strategy Execution .

For example, the automotive industry heavily relies on semiconductors. However, due to an unexpected disruption in manufacturing priorities during the COVID-19 pandemic, companies had to navigate production during a semiconductor shortage .

By understanding your strategy’s vulnerabilities, you can prevent failures because of unanticipated events and protect your organization from challenges like increased market competition, evolving technologies, and shifting customer needs .

Learn How to Oversee Strategy Implementation

Implementing strategy successfully is challenging.

By taking an online strategy course , such as Strategy Execution , you can draw insights from real-world business examples and build the strategy execution skills and knowledge to achieve your organization’s objectives.

Do you want to improve your strategy implementation? Explore Strategy Execution —one of our online strategy courses —and download our free strategy e-book to take the first step toward doing so.

This post was updated and republished on January 16, 2024. It was originally published on February 25, 2020.

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IT Strategic Planning Process: Executing IT Strategy’s Objectives

Published: 31 December, 2023

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Technology & Engineering

Table of Contents

In previous articles, we have covered IT strategy and technology strategy . These topics form the basis for the technological development of a company, and will most likely largely determine its long-term success in an ever faster-changing environment. Strongly recommend you to read them!

In this article, we talk about the implementation of the strategic goals mentioned above. As you will have experienced, all too often the best plans fail because of poorly prepared implementation.

What is IT Strategic Planning

IT Strategic Planning is about translating the goals described in the IT strategy – and this includes the Technology Strategy – into an implementable plan. Not only do the priorities of the business and IT have to be taken into account, but also the existing IT environment, the resources, and the interests of the affected supporting units. Often it is only in this phase that it becomes clear what impact the transformation will have.

Thus, the IT strategic planning must be transparent, the affected parties must be involved and informed, the prioritization process must be robust and the success must be measurable.

Since the implementation often has a major impact on the IT department’s resources and the hiring of experienced staff in this area takes time, the planning should be tackled early on.

Of course, there is the option of obtaining needed know-how externally, via resource suppliers or consulting firms. This can be particularly useful if a company has little experience with major (digital) transformations. It can also improve planning and acceptance within the company, as external resources bring a fresh perspective on the topic and are not restricted by existing structures. I will gladly offer my support here if you are considering this option.

For a comprehensive understanding of IT strategy planning , you can gain valuable insights and knowledge by downloading our book “ How To Create Innovation “. This resource will delve into the intricacies of developing and implementing an effective IT strategic plan, covering essential concepts, best practices, and real-world case studies to aid you in your journey toward successful technology integration and business alignment.

The Only Book On Innovation You’ll Ever Need

+FREE access to 50+ complimentary download packages covering the details with plenty of helpful background information

Understanding IT Strategic Planning

From it strategy to it strategic plan.

Put simply, an IT business planning strategy focuses on the future state of an organization’s IT and technologies, and an IT strategic plan on the path to get there. While an IT strategy may cover different phases of technological development, an IT strategic plan breaks them down into much smaller, actionable steps.

Of course, during the implementation – and often already during the implementation planning – one gains a lot of experience, which can lead to an adjustment of the IT strategy . Nevertheless, a robust IT strategy should typically be revised with restraint – an adjustment is time-consuming because it requires approval processes with the decision-makers. A proven time cycle for this is twice a year. An IT strategic plan, on the other hand, can be adjusted – also cautiously – after each development cycle.

The IT strategic planning process holds immense importance to businesses in today’s technology-driven world. At Digital Leadership, our IT Strategy consulting and Technology Strategy services go beyond mere recognition of technology’s importance; we prioritize the value of a well-designed IT strategic planning process. Our Innovation blueprint service serves as the starting point, evaluating current innovation practices and seamlessly integrating them into the comprehensive business plan

Find out how we can help you

Corporate training, innovation consulting and much more.

Key Components of IT Strategic Planning with Examples

(1) Vision and Mission: Alignment with the IT Strategy

An IT strategic plan should of course reflect the goals and visions defined in the IT strategy . These should have been communicated within the company, and the affected areas should have helped shape them and accepted them. The success of the implementation will also be measured against these.

The IT strategy might also have defined the means of implementation – such as the technologies to be used – as well as the organizational form of the IT unit, the most important aspects of cooperation with third parties, or even the decision-making processes as to whether developments should be carried out in-house or whether external providers should be used. The concrete implementation of these guidelines is part of the IT strategic plan.

A successful IT strategic plan must also adhere to the fundamental approaches defined in the IT strategy on topics such as security, architecture, performance, scalability, operations, etc.

These guidelines provide the framework within which an IT strategic plan can operate. If these are adhered to, there is typically no need for approval processes at an executive level – except in the case of substantial shifts in the communicated efforts or timelines.

(2) Business Alignment: Being driven by Business objectives and goals

Just as the goals in the IT strategy are not only defined on a technical level but also in terms of impact on business goals , they must also be considered in the IT strategic planning process. For example, if a business goal is to enhance customer experience, the IT strategic plan may prioritize initiatives like implementing a customer relationship management (CRM) system to achieve this objective.

The business often has to make compromises during implementation – after all, business resources are also involved and prioritization during development will have a functional impact. Therefore, business objectives and goals should be considered in the planning and prioritization process and communicated regularly and transparently.

It will be very motivating for business leaders if the implementation brings them benefits early on. This is good for cooperation and increases understanding when things do not develop as well or as quickly as planned.

(3) Principles and Values: Consideration of company values and principles

A company is defined by much more than organizational structure, service offerings, financial indicators, and other typical company characteristics. It has a corporate culture, and values that it strives to stand for, but also principles that it holds employees to when making decisions. Whether these are clearly defined architectural principles, such as a modular structure between front, middle and back office applications, or more abstract values such as failure tolerance in the organization, their impact on IT should be considered both in strategy – at a higher level – and in IT strategic planning – in concrete decisions.

The better a company has identified, defined, written down, and communicated its values and principles, the easier it is to apply them to IT strategy as well as during the IT strategic planning process. Understanding them strengthens the bond between employees, as well as their loyalty to the company.

(4) SWOT Analysis: Understanding the company’s capabilities and resources

A company will rarely completely reinvent itself through a transformation – in doing so, it would leave many strengths and much potential untapped. This also applies to the development of new, i nnovative business models , which are ideally developed independently of the structures of the parent company in the first phase but are often integrated into it in the scaling phase.

Therefore, it is very helpful to get a clear picture of the strengths, and the related opportunities, but also the weaknesses and threats in the areas concerned. The SWOT analysis is a good way to do this.

The SWOT analysis framework is of paramount importance in the strategic process of a company. It helps identify internal strengths and weaknesses, allowing for leveraging strengths and addressing weaknesses. Additionally, it uncovers external opportunities and threats, enabling effective planning and risk mitigation. This structured analysis guides decision-makers in aligning resources with market opportunities, leading to informed and successful strategies. You can download it now!

Your download is now available!

You can now access the complete Swot Framework, including a full presentation, related models and instructions for use.

The SWOT / TOWS Analysis Framework

(5) goals and objectives: establishing clear and measurable goals and objectives for it and business.

Only with clearly defined goals and strategic objectives can the success of a transformation be objectively controlled and expectations clearly set. This success is measured not only by the goals of IT, but also by those of the business units – after all, the objective of every transformation is to ultimately strengthen the business model of a company.

These goals and strategic objectives should be measurable, i.e. defined quantitatively – this facilitates the alignment with the IT strategic planning, which is defined in both the business and IT strategies , and finally in the financial performance planning.

Last but not least, a clear definition of goals and objectives holds all affected areas, whether IT or business, accountable.

(6) Resource Allocation: Determining resource needs and optimization potential

The framework for structuring the IT department is set in the IT strategy . During the IT strategic planning process , these guidelines are detailed and the specific needs are elaborated. For example, if a digital transformation initiative requires expertise in artificial intelligence (AI), the plan may outline hiring strategies or training programs for existing staff.

This means both addressing new needs, but also organizing and possibly training the existing team to meet the new requirements. External resources can be used, especially for the transformation itself. The internal team should nevertheless be capable of maintaining the infrastructure in the long term – unless parts of it are outsourced to third-party providers.

As transformation is often carried out over several phases, resource planning is not a static task but part of the preparation for the next development phases. It is important to address this early on, as resourcing can be one of the most time-consuming tasks.

(7) Roadmap and Action Plan: Defining a strategic roadmap and action plan

Many readers will have experienced that road mapping can be a thankless task. This is where the efforts become clear, the priorities are set, and the waiting times for business functions are determined. There is a lot of potential for tension between the business units involved, but also within IT – after all, everyone cares most about their own area.

Often this challenge is circumvented by making the process less transparent – in order to conceal the implications. The focus is on the next tasks and discussions are postponed until later.

This is a short-sighted approach that not only does not solve problems but exacerbates them – albeit later. It can also lead to inconsistencies that are difficult to correct – for example, if a technological platform does not meet the requirements of a certain business unit after all. Such an approach also does not allow for strategic planning in terms of business capabilities and their implementation over time.

From an overall company perspective, it is therefore much more advisable to choose a transparent planning process and, based on this, to seek agreement on the implementation steps already as part of the preparation for the transformation. As usual, all areas, i.e. both IT and business, but also, if affected, operations, legal, etc., must be involved.

Of course, no plan is perfect, and adjustments will be necessary, problems and delays will happen, and new requirements will arise. However, if this is the case on top of a robust, well-supported plan, they are much easier to manage.

We will present an approach to quantitative road mapping further down in the article.

(8) Risk Management: Identifying potential risks and developing mitigation strategies

The main risks related to the technological approaches, the IT organization, or the impact of the choice of technical and architectural solutions on IT, business activities, and objectives should have been analyzed in the IT strategy and mitigation measures described there. For example, if the transformation involves adopting new software, the plan may identify potential risks like software integration challenges and outline strategies to mitigate these risks.

In the IT strategic plan, the focus is on risks related to the implementation of the IT strategy . These could be – the list is not exhaustive and depends on the specifics of the transformation:

• Technical Risks : Including topics such as system compatibility, data migration, integration challenges, software and hardware failures, cybersecurity vulnerabilities, and scalability concerns.
• Operational Risks : This can include disruptions to business processes, service interruptions, inadequate training and support for employees, lack of proper change management procedures, and operational inefficiencies.
• Organizational Risks : They involve factors such as resistance to change, lack of employee buy-in or engagement, skills gaps, organizational culture clashes, poor communication, and inadequate governance or project management practices.
• Financial Risks : These risks can include budget overruns, unexpected expenses, poor return on investment (ROI), inaccurate cost estimates, and the inability to realize projected benefits or cost savings.
• Compliance and Legal Risks : These risks may involve data privacy and protection, intellectual property rights, contractual obligations, industry-specific regulations, and compliance with international standards.
• Vendor and Supplier Risks : When engaging external vendors or suppliers as part of the IT transformation, there are risks associated with their performance, reliability, and adherence to contractual agreements. These risks may include vendor lock-in, service level agreement (SLA) breaches, intellectual property concerns, and the potential for supply chain disruptions.
• Project Management Risks : Risks in this category include inadequate project planning, unrealistic timelines, scope creep, poor resource allocation, lack of project governance, and ineffective monitoring and control mechanisms.

(9) Performance Measurement: Establishing key performance indicators (KPIs)

When steering an IT transformation, key performance indicators (KPIs) will help measure success and ensure that the transformation is on track. The specific KPIs may vary depending on the organization and its objectives, but here are some commonly used KPIs to consider:

• Project Milestones : Tracking the achievement of major project milestones provides a high-level view of progress and helps ensure that the transformation stays on schedule.
• Budget Variance : Monitoring the variance between planned and actual expenditure helps control costs and ensures that the IT transformation remains within budget.
• User Adoption and Satisfaction : Assessing user adoption rates and gathering feedback through surveys or user satisfaction scores can indicate how well the IT transformation is being received and adopted by end users.
• System Uptime and Availability : Measuring the availability and uptime of critical systems and applications helps evaluate the reliability and stability of the IT infrastructure during the transformation.
• Time to Market : For organizations focusing on agility and innovation, measuring the time it takes to develop and deliver new products, features, or services can be a crucial KPI.
• IT Service Performance : Tracking key metrics like incident response time, problem resolution time, and service-level agreements (SLAs) helps assess the effectiveness and efficiency of IT services throughout the transformation.
• IT Security and Compliance : Monitoring security incidents, vulnerabilities, and compliance with relevant regulations helps ensure that the IT transformation is maintaining the required security posture and regulatory compliance.
• Employee Skills and Training : Assessing the skills and capabilities of the IT workforce, as well as the effectiveness of training programs, helps ensure that the transformation is building the necessary skills within the organization.
• Business Alignment : Evaluating how well the IT transformation aligns with the overall business objectives can indicate whether the efforts are contributing to the organization’s strategic vision.
• Return on Investment (ROI) : Measuring the financial impact of the IT transformation, including cost savings, revenue growth, or productivity improvements, helps determine the overall return on investment and the success of the initiative. As a basic rule, it is very helpful to work with the Total Cost Of Ownership in order to objectively compare the actual costs with the future benefits – including the amortization of the investment in the implementation.

Remember, it’s essential to tailor the KPIs to your organization’s specific needs and goals, and regularly review and refine them as the IT transformation progresses.

(10) Communication and Stakeholder Engagement: Ensuring buy-in from all relevant parties

• Just as close collaboration between all relevant stakeholders in defining the IT strategy is the best way to ensure that everyone’s needs are considered and expectations agreed upon, the same is true for IT strategic planning.
• While for the IT strategy , the decision-makers in IT and on the business side play the central role, in IT strategic planning it is mainly the business units, in addition to IT, and of course, the project or programme management that coordinates the activities.
• The selection of technological approaches, solutions, and systems, but also the prioritization during implementation will have an impact on the availability of the business functions, which are provided to the business units after each implementation phase. It must therefore be ensured that the planning within the business units is consistent with the IT strategic plan.
• Furthermore, a transformation can only be carried out efficiently if all stakeholders, IT, Business as well and other functions, know and understand both the objectives of the exercise and the capacities they will need to provide. Thus, the broader information should not be limited to mere status reporting but should demonstrate the importance of the activities for the implementation of the business and IT strategy . Hopefully, at this stage, staff have been sufficiently informed about the latter.
• For example, if the IT strategic plan involves significant changes in workflow, effective communication strategies may include regular updates, workshops, and feedback sessions with relevant stakeholders such as end-users and management.

Ideally, those responsible for the IT teams and the business units should communicate, as they are closest to the employees concerned, and understand their needs, problems, and requirements best. However, they can be supported by the project or programme management as well as the executives.

How to Implement & Execute an IT Strategic Plan?

In this chapter, we will go into more detail on some important components of an effective IT strategic plan . It will be a matter of identifying the most important goals, balancing them with the existing infrastructure, creating a plan that takes into account the priorities of all those involved, and finally ensuring that the infrastructure continues to develop optimally after the transformation initiative.

(1) Identify your IT Strategic Goals as a basis for IT strategic planning

Since IT Strategic Planning is about structuring the implementation, the specifications must be defined sharply enough so that the IT managers can carry out the planning and the IT teams can implement.

The IT strategy in Planning will have defined goals at different levels:

Architectural principles : Describe basic approaches that define the general structure of the future infrastructure. This can be the security architecture (e.g. central storage and provision of customer data or encryption of communication between different systems), the specifications of a modular structure between front- and back-end systems, or the specification of which functions are to be provided centrally and which are to be implemented in the business units – or in other country entities. All developments must be checked against these specifications, and deviations must be well justified and approved at the executive level. After all, these form the basis for the strategic development of the company.

IT principles : These are not derived from the company’s strategic goals like the architectural principles, but they set IT ground rules to ensure a robust, future-proof infrastructure. This can include technological approaches, describing under which criteria external solutions should be used and where internal development should take place, or also performance specifications for the infrastructure.

In the same category would fall specifications from operations, as well as those from other affected areas (accounting, legal, marketing, etc.). There is more flexibility in implementation, but deviations must still be justified and ways are shown to mitigate their effects.

IT guidelines : These provide IT staff with guidelines for their daily work. This can be the way programs are structured and documented, which IT tools are used for which purposes or who from the IT team can work from where – keyword home and holiday office.

The architectural principles, IT principles, and IT guidelines should be formulated clearly enough in the IT strategy so that they can be applied to the day-to-day work of the IT teams.

Functional Goals : In addition, the IT strategy also describes the mid-to-long-term functional goals. It should describe the functional development at the company level (e.g. how the offerings will be made available to customers in the future) and at the business unit level (e.g. which offerings will be developed). Often the IT strategy will already set out an initial implementation timeline and priorities.

However, these will typically not have been worked out yet and will need to be detailed in the IT Strategic Plan.

Check out: Identify your IT Strategic Goals as a basis for IT strategic planning

(2) Assessing your Current IT Capabilities

A distinction must be made between developments within the existing infrastructure and developments of new, innovative business models.

In the first case, changes are made to existing systems, and new functionality is embedded in the existing infrastructure. Of course, systems that are no longer adequate can be replaced by new ones.

In the second case, development should take place as far as possible independently of the existing infrastructure. This is the only way to enable fast, iterative development and the risk culture typical of innovation.

In the case of implementation within the existing infrastructure, in addition to the new functional goals defined in the IT strategy , additional ones are also added that are derived from the problems and inefficiencies of the existing set-up.

All of them are then examined to see how far they can be solved or implemented within the existing infrastructure. Especially when it comes to core elements of the infrastructure, major changes or replacements are often time-consuming and risky, as there are many dependencies and the operation is well established. Thus, the consequences of these decisions should be well understood and support the strategic goals of the company.

(3) Crafting a Roadmap and Action Plan

Earlier in the article, it was mentioned how important it is to define a realistic, transparent, and robust roadmap, and from it an action plan, that all stakeholders can commit to and support. Because it is so important, it should be mentioned again that this includes not only IT but also the business units and any relevant support functions.

The best way to achieve this is to follow a quantitative approach to road mapping. It will ensure consistency between strategy/goal setting, the interests of all affected parties, the necessary technical improvements, and the implementation process. Additionally, it will allow for a well-planned phased introduction of features and services. Here, in short:

A scoring reflecting the most important aspects is defined for all new or to-be-changed functions:

• UX Virtual Client scoring: Criteria describing the needs of a selection of virtual clients, covering all relevant segments – how relevant is this function for our clients?
• Business scoring: Criteria describing the business impact, based on the strategic business goals and provided by the business strategy defining body and the business units
• IT scoring (includes operations, security & legal): IT criteria (e.g. modularity), operations criteria (e.g. fit with target Ops set-up), security requirements (e.g. data security perspective) and potentially legal constraints (e.g. contractual complexity)
• Costs : Implementation effort, Implementation expenses, Operation expenses, etc.

This results in an initial prioritization of the functions, which are arranged according to functional groups, for example.

Depending on available capacities in the change team as well as risk considerations, less high-priority functions are moved to the next implementation phase, taking into account dependencies and overall consistency. The point is to have a functioning infrastructure in each implementation phase and to be able to use new functions as early as possible. This process is repeated iteratively until there is a consistent development plan over a sufficient number of implementation phases.

To go into this in detail would go beyond the scope of this article. If you are interested, I will be happy to assist you in this process.

(4) Measuring, Monitoring & Optimizing

The best way to ensure acceptance of a transformation is to demonstrate success early on. This is one of the goals of the quantitative road-mapping approach presented in the last chapter.

Of course, this is not enough to have a clear picture of the success of activities across the whole project or programme. Quantitative approaches are required for this as well. The most important KPIs for maintaining clarity on the status of implementation were described above.

These KPIs – adapted to the relevant needs – should be maintained even after the change initiative has ended. This allows for ongoing measurement of key performance parameters, and thus ongoing improvement of the infrastructure – in addition to more efficient risk management. Recognizing that today’s dynamic environment – both in terms of technological development, client needs and competition – forces a continuous evolution of the infrastructure, this is best achieved through a robust monitoring and optimization set-up.

Importance of IT Strategic Planning for Business Growth: A Paradigm Shift in Organizational Success

In today’s dynamic, technology-driven environment, IT strategy has taken on a new meaning. It no longer has the primary goal of implementing requirements set by the business, but rather helps shape them and determines the further development of the company. This requires close cooperation between business and IT at all levels and new, robust, transparent approaches to the implementation of transformation projects.

In the sense of continuous development of the infrastructure, an IT Strategic Plan should include both a technical roadmap and one for business functions, allow monitoring of progress, and be flexible enough to be able to react to new challenges and requirements. And finally, it should ensure acceptance on both the business and IT sides.

In this way, a company can constantly evolve, react quickly to new challenges, and make targeted adjustments to fully exploit its opportunities. In addition, transparency and measurability minimize tensions between business units and give room for a common pursuit of the company’s overall strategic goals !

Closing Thoughts

We live in a time when many companies need to renew themselves. It is not enough to rely on new technologies. Rapid change requires new, collaborative organizational structures , short, agile development cycles, and proximity to customers that allows quick feedback on their needs. Only with efficient, transparent processes can this intensive change be managed without the company breaking down due to internal tensions.

Of course, it would be too risky for a company to carry out this renewal company-wide at once. By introducing new approaches in a phased transformation limited to certain areas, the risk can be reduced and a lot of experience can be gained. In doing so, it can be helpful to rely on external expertise – which also allows a certain independence from the existing structures.

For companies that want to be successful in the future, the question is not whether, but when to initiate this process. And as so often in life, the best opportunity was yesterday, and the second best is today!

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Strategy, Implementation, and Execution: The Key to Business Success

• September 20, 2023
• Business Strategy & Innovation

Despite the increasing complexity and evolving nature of business, some may argue that the distinction between strategy, implementation, and execution is merely semantics. However, a closer examination reveals the crucial role that each of these elements plays in achieving business success.

Strategy provides direction and differentiation, while implementation aligns people and processes with the strategy. Finally, execution turns the implemented strategy into commercial success.

To drive innovation and stay ahead in today’s competitive landscape, business leaders must understand and effectively navigate the interconnectedness of strategy, implementation, and execution.

Table of Contents

Key Takeaways

• Strategy involves making choices about the company’s capabilities, competitive advantage, target customers, value proposition, and how to win.
• Strategy should provide direction, align resources, and help differentiate organizations from competitors.
• Strategy implementation is the process of turning strategic choices into action, involving aligning people, processes, and systems, effective communication, leadership, monitoring progress, and making adjustments.
• Execution is the process of turning an implemented strategy into commercial success, and it depends on successful strategy implementation, clear communication, engagement and empowerment of employees, effective performance measurement, and continuous learning and adaptation.

The Importance of Strategy in Business Success

A well-defined strategy provides direction and aligns resources, playing a crucial role in the success of a business. In today’s dynamic and competitive business environment, innovation is key to staying ahead. Organizations that embrace innovation and incorporate it into their strategy are more likely to achieve long-term success.

Innovation allows businesses to differentiate themselves from competitors, create new opportunities, and meet the changing needs of customers. However, measuring the effectiveness of strategy implementation is essential to ensure that innovation is driving business success. By monitoring key performance indicators and regularly evaluating progress, organizations can assess the impact of their strategy and make necessary adjustments to achieve their goals.

Effective strategy implementation, combined with a focus on innovation, is vital for businesses to thrive and maintain a competitive edge.

Key Elements of a Successful Strategy Implementation

Effective communication ensures understanding and buy-in during the implementation of a successful strategy. To overcome implementation challenges and measure strategy effectiveness, business leaders should consider the following:

Embrace innovation: Encourage a culture of creativity and experimentation to adapt to the changing business landscape and stay ahead of competitors. This fosters a mindset of continuous improvement and agility.

Foster collaboration: Promote cross-functional collaboration and teamwork to break down silos and enhance coordination. This allows for effective implementation by leveraging diverse perspectives and expertise.

Provide clear guidance: Clearly communicate the strategy, objectives, and expectations to all stakeholders. This ensures alignment and clarity in roles and responsibilities, minimizing confusion and resistance to change.

Monitor and evaluate progress: Establish key performance indicators (KPIs) and implement a robust monitoring and evaluation system. This enables the measurement of strategy effectiveness and the identification of areas for improvement.

The Role of Leadership in Strategy Execution

Leadership plays a crucial role in driving the successful execution of strategies. Effective leadership is essential for strategy implementation as it sets the tone, provides direction, and ensures alignment within an organization.

In order to achieve successful execution, leaders must demonstrate strong communication skills and effectiveness. Communication plays a vital role in strategy execution as it facilitates understanding, alignment, and buy-in among employees. Leaders must effectively communicate the strategy to all levels of the organization, ensuring clarity and comprehension.

They must also engage and empower employees, encouraging their involvement and commitment to the strategy. Additionally, leaders must provide clear performance measurement and feedback, driving accountability and continuous improvement.

Aligning People, Processes, and Systems With Strategy

To ensure the successful alignment of people, processes, and systems with the organization’s strategy, leaders must actively engage employees at all levels and foster a culture of collaboration and continuous improvement. This requires managing change effectively and implementing performance measurement practices.

Embrace change: Leaders need to proactively manage change by communicating the rationale behind strategic decisions and involving employees in the process. This fosters a sense of ownership and commitment, making it easier for individuals and teams to align their efforts with the organization’s strategy.

Set clear performance metrics: Performance measurement is crucial for tracking progress and ensuring that activities are aligned with strategic goals. Leaders should establish clear and meaningful metrics that enable employees to monitor their performance and make data-driven decisions.

Provide regular feedback: Continuous performance feedback is essential for driving improvement and enhancing execution effectiveness. Leaders should provide timely and constructive feedback that reinforces positive behaviors and addresses areas for development.

Foster a learning culture: Innovation and continuous improvement thrive in organizations that value learning. Leaders should encourage experimentation, knowledge sharing, and the adoption of new ideas and technologies. This creates an environment where employees feel empowered to challenge the status quo and contribute to the organization’s strategic objectives.

Overcoming Challenges in Strategy Execution

Overcoming challenges in strategy execution requires a proactive and collaborative approach from leaders and employees, as well as a commitment to continuous learning and adaptation.

Effective implementation of a strategy involves turning strategic choices into reality and aligning people, processes, and systems with the strategy. However, there are obstacles that can hinder successful execution. Resistance to change and insufficient resources are common challenges that organizations face. In addition, ineffective performance measurement and feedback can impede progress.

To overcome these obstacles, leaders must foster a culture of accountability and ensure clear communication of the strategy. Engaging and empowering employees is also crucial for effective execution.

Continuous learning and adaptation are essential for improving strategy execution outcomes and driving innovation within the organization. By addressing these challenges head-on, businesses can increase their chances of successfully implementing their strategies and achieving their desired outcomes.

Effective Communication and Strategy Implementation

Effective communication plays a pivotal role in ensuring that the chosen strategy is successfully implemented. It is essential for organizations that desire innovation to prioritize effective communication during the strategy implementation process. Here are four reasons why effective communication is crucial for successful strategy implementation:

Clarity: Effective communication ensures that everyone involved understands the strategy, its objectives, and their role in its implementation. This clarity helps align efforts and minimizes confusion.

Buy-in: When communication is effective, it fosters buy-in from employees and stakeholders. They understand the rationale behind the strategy and are more likely to actively support and contribute to its implementation.

Alignment: Effective communication helps align all levels of the organization towards the strategic goals. It ensures that everyone is working towards the same vision and minimizes the risk of misalignment.

Feedback: Communication allows for feedback and open dialogue, enabling organizations to identify and address implementation challenges promptly. This feedback loop helps refine the strategy and adapt it as needed for better results.

Monitoring Progress and Making Adjustments in Execution

Monitoring progress and making adjustments are essential components of effectively executing a strategy. In today’s rapidly evolving business landscape, organizations face numerous execution challenges that require proactive and agile adjustment strategies.

By monitoring progress, businesses can identify areas of success and areas that need improvement. This allows them to make necessary adjustments to ensure that their strategy remains aligned with their goals and objectives.

However, executing these adjustments can be challenging, as it requires a deep understanding of the market, competitors, and internal capabilities. Additionally, organizations must be willing to embrace innovation and adapt to changing circumstances.

The Impact of Poor Execution on Business Success

Poor execution can undermine an organization’s ability to achieve its desired outcomes and hinder its potential for growth and competitiveness. When execution falls short, the consequences can be severe, impacting the overall success of the business. Here are four key consequences of ineffective execution:

Missed Opportunities: Poor execution can result in missed opportunities to capitalize on market trends and customer demands, leading to lost revenue and market share.

Declining Performance: Ineffective execution can lead to declining performance, as the organization fails to meet its targets and deliver on its promises. This can erode customer trust and loyalty.

Wasted Resources: Poor execution wastes valuable resources, including time, money, and talent. Inefficient processes and ineffective decision-making can drain resources without producing desired results.

Diminished Competitive Advantage: Ineffective execution hampers the organization’s ability to differentiate itself from competitors and maintain a competitive edge. This can weaken its position in the market and limit its growth potential.

To improve execution performance, organizations can implement strategies such as:

Clear Communication: Ensuring that the strategy is effectively communicated throughout the organization, promoting understanding and alignment.

Empowering Employees: Engaging and empowering employees by providing them with the necessary tools, resources, and authority to execute the strategy effectively.

Performance Measurement and Feedback: Establishing robust performance measurement systems and providing regular feedback to drive accountability and continuous improvement.

Continuous Learning and Adaptation: Encouraging a culture of continuous learning and adaptation, where lessons are learned from both successes and failures, and adjustments are made to improve execution effectiveness.

The Connection Between Strategy, Implementation, and Execution

The impact of poor execution on business success highlights the importance of understanding the connection between strategy, implementation, and execution. Strategy provides the roadmap for achieving a specific goal, while implementation involves turning strategic choices into action. However, it is the execution that ultimately determines the success or failure of a strategy.

The relationship between strategy and implementation is crucial, as the effectiveness of the implementation directly affects the achievement of strategic goals. A well-defined strategy is essential, but without proper resource allocation and execution, it remains merely a plan on paper.

Resource allocation plays a vital role in strategy execution. It involves allocating limited resources, such as financial resources, human capital, and technology, to the areas that will have the greatest impact on achieving the strategic objectives. Effective resource allocation ensures optimal use of resources, maximizes efficiency, and minimizes wastage.

Innovation-driven organizations understand that successful strategy execution requires not only a well-defined strategy but also the proper allocation of resources to support its implementation. By aligning strategy, implementation, and resource allocation, companies can increase their chances of achieving business success and staying ahead in a competitive market.

Understanding the Semantics of Strategy, Implementation, and Execution

Understanding the nuances and distinctions between strategy, implementation, and execution is crucial for effective business leadership and achieving desired outcomes. In the fast-paced and ever-changing business landscape, it is essential to have a clear understanding of these concepts to drive innovation and success.

Here are four key points to consider when exploring the semantics of strategy, implementation, and execution:

Thinking and Doing: Strategy involves thinking and making choices about where to compete and how to win. Implementation is the translation of strategy into action, aligning people, processes, and systems. Execution is the process of turning an implemented strategy into commercial success through decision-making and activities.

Interconnected Processes: Strategy, implementation, and execution are parallel processes that are interconnected. They should be approached holistically and not conflated, as each has its own distinct activities, tools, and people involved.

Clear Definitions: Meticulous word choice and understanding of these concepts are crucial to prevent confusion and ensure clarity in business operations. Ignoring or blurring the distinctions can lead to sloppy decision-making and hinder success.

Impact on Results: The choices made in strategy, implementation, and execution have a significant impact on a company’s results. By understanding the semantics and applying them effectively, business leaders can drive innovation, overcome challenges, and achieve desired outcomes.

The Significance of Clear Definitions in Business Operations

The previous subtopic emphasized the importance of understanding the semantics of strategy, implementation, and execution.

Now, shifting focus to the current subtopic, it explores the significance of clear definitions in business operations.

Clear definitions play a vital role in ensuring effective communication, alignment, and understanding within an organization. By having clear definitions of key terms and concepts related to strategy, implementation, and execution, businesses can avoid confusion and ambiguity.

This clarity enables leaders and employees to make well-informed decisions and take appropriate actions to drive business success. Clear definitions also help establish a common language and framework for discussing and evaluating business operations, facilitating innovation and collaboration.

In a rapidly changing business landscape, clear definitions provide a solid foundation for navigating complexities and seizing opportunities.

Driving Success Through Strategy, Implementation, and Execution

Clear definitions of terms and concepts related to strategy, implementation, and execution enable effective communication, alignment, and understanding within an organization.

When it comes to driving success through effective planning and executing the strategic vision, there are four key factors that evoke emotion in an audience:

Visionary Leadership: Inspirational leaders who can articulate a compelling vision and motivate others to work towards it create a sense of excitement and purpose.

Agile Adaptation: The ability to quickly adapt and respond to changing market conditions and customer needs demonstrates a commitment to innovation and staying ahead of the competition.

Collaborative Culture: Fostering a culture of collaboration, where ideas are encouraged and diverse perspectives are valued, promotes creativity and drives innovation.

Results-Oriented Execution: A focus on delivering tangible results and continuously improving performance instills confidence and generates a sense of achievement.

Continuous Learning and Adaptation in Strategy Execution

Continuous learning and adaptation play a crucial role in effectively executing a company’s strategic vision. In today’s rapidly changing business landscape, organizations must be agile and responsive to stay ahead of the competition.

By embracing continuous learning, companies can gather insights from both internal and external sources, enabling them to make informed decisions and adjust their strategies accordingly. This involves actively seeking feedback, analyzing market trends, and staying abreast of industry advancements.

Additionally, adaptive strategy execution allows organizations to be flexible and make necessary adjustments as circumstances evolve. This approach encourages experimentation, innovation, and the ability to pivot when needed.

Frequently Asked Questions

How can a well-defined strategy help organizations differentiate themselves from competitors.

A well-defined strategy allows organizations to differentiate themselves from competitors by identifying unique value propositions and target customers. This competitive advantage gives them an edge in the market and helps them stand out in the eyes of consumers.

What Are the Key Activities Involved in Turning an Implemented Strategy Into Commercial Success?

To achieve commercial success, key activities involve implementing the strategy, setting clear goals, establishing success metrics, aligning people and processes, and continuously monitoring and adapting. Success depends on effective execution of these commercialization activities.

How Can Business Leaders Overcome Resistance to Change During Strategy Execution?

Business leaders can overcome resistance to change during strategy execution by fostering open communication, providing clear rationale for the change, involving employees in the decision-making process, and offering training and support to help them adapt to new ways of working.

What Are Some Common Challenges That Hinder the Successful Execution of a Strategy?

Common challenges that hinder successful strategy execution include lack of alignment between strategy and execution, resistance to change, insufficient resources, ineffective performance measurement, and lack of accountability.

Why Is It Important for Business Leaders to Understand the Semantics and Distinctions Between Strategy, Implementation, and Execution?

Understanding the semantics and distinctions between strategy, implementation, and execution is important for business leaders to effectively align their goals, allocate resources, and drive results. It allows them to develop a clear vision, translate it into actionable plans, and ensure successful implementation and execution.

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A Guide to IT Controls

An IT infrastructure is a complex data, applications, and tools framework. Ensuring an organization's IT technology is functional, robust, and safe is essential. IT controls are policies seen as an assurance of well-maintained IT technology. It is proof of a structured IT infrastructure that provides reliable data, complies with regulation policies, and governs applications.

What are the Six Categories of General IT Controls?

Information Technology General Controls (ITGC) establish guidelines for technology usage in an organization by creating rules to prevent data leaks, theft, or network disruptions. There are six types of general controls: software, hardware, computer operations, data security, implementation, and administrative.

1. Software General Controls :

Software controls handle the system software operations and minimize unauthorized access to software platforms, systems, and computer functions. It is a crucial tool that manages various programs storing and studying datasets.

2. Hardware General Controls :

Enterprises use hardware controls to ensure physically strong hardware and well-functional applications. Physical computer equipment is susceptible to damage in natural disasters or extraordinarily high or low temperatures. With the help of hardware control, companies can keep their equipment safe and establish backup and recovery procedures.

3. Computer Operations General Controls :

This ITGC category manages the operation processes of computer systems by monitoring data storage and processing. It ensures data is stored and processed in the correct and assigned data points by performing various check-ups, such as setting up computer programming tasks and implementing backup and recovery systems for inconsistent or defective operations.

4. Data Security General Controls :

IT data contains private and confidential client or business information, making it susceptible to breaches. Given the highly classified nature of files, organizations require a solid security framework to guard the data. Data security controls protect crucial business information on disks and prevent unauthorized access, damage, or data modification.

5. Implementation of General Controls :

ITGCs come in handy during internal audits and inspections. Implementation controls audit a computer’s system and processes across multiple platforms to ensure the reliability and management of operations. It thoroughly checks for comments and reviews left by users and teams during a process’s lifecycle and user participation at each level.

It ensures a well-structured cost-benefit system is in place to enhance system development. Since an audit conducts a control and quality check, implementation controls oversee program schedules, conversion, system testing, and reports and logs.

6. Administrative General Controls :

An administrative control manages a computer system’s standards, policies, guidelines, rules, and framework to ensure the correct implementation and enforcement of IT tools and applications.

What are the Five Types of Input Validation?

Organizations acquire and process data from various sources. However, not every dataset is secure or required. Input validation is a regular system check-up that studies datasets obtained from unknown or unfamiliar sources before processing them. It uses coding software to scan data according to the prescribed rules. There are five input validation categories: accuracy, business guidelines, warnings, IT security, and risk management.

1. Accuracy :

Runs basic commands to check the validity of incoming data if it performs its assigned role. For instance, if the system performs numerical functions, accuracy checks whether the acquired data contains numerical values or not.

2. Business Guidelines :

Business guidelines gauge the reliability of data per the established set of rules and policies. For instance, if the rules assign a specific period in the future for a particular action, business guidelines reject the data if its time of action does not match the period mentioned in the guidebook.

3. Warnings :

During unpredictable or inconsistent operations, warnings notify users of the unstable or irregular data state, preventing organizations from acquiring weak datasets.

4. Information Security :

Information security studies data and ensures it does not carry threats, such as data breaches, fraud, or viruses, before accepting it.

5. Risk Management :

Risk management scans and identifies potential risks, such as financial threats, audit trail fraud, unrecognized authentication, and asset security.

What are IT Controls in Audit?

IT controls, or ITGCs, are general controls that monitor IT systems, such as applications, data, infrastructure, security, and operating systems, to ensure their functionality. ITGCs maintain the strength and integrity of operations, processes, and data that form the core of IT systems. There are various forms of ITGCs, including:

• Granted and authorized access to IT applications, data, and infrastructure to prevent unapproved changes and modifications.
• Program change and management change controls
• Data and system backup and recovery procedures
• Computer operation controls
• Data points controls
• Security and safety controls
• System schedule and lifecycle management

What are the Examples of IT Control?

Information Technology controls are procedures and policies created to meet and comply with proposed and desired IT goals, such as regulatory compliance, risk management, and application management . Some examples of Information Technology controls are:

(i) Audit Reports :

Audit reports generate logs of users’ IP addresses with accurate timestamps, details, and relevant data.

(ii) Change Management :

An IT system consists of multiple project elements that depend on each other for smooth and seamless operations. Change management observes and handles three types of project baseline to monitor the system lifecycle and progress: schedule, cost, and scope.

(iii) Capacity Management :

Capacity management allows an organization to control its business processes and operations. This process ensures that IT services are readily and constantly available and meet business and client requirements while complying with the internationally set ISO standards .

(iv) Incident Management : 

The incident management process develops high-quality tools and equipment to boost an organization’s productivity and service quality. This process delivers customer requests across service management    points to restore services to their default and actual performance.

(v) Problem Management :

As a vital component of Information Technology Service Management (ITSM) , the problem management process identifies and reduces potential and frequent incidents that affect ITSM’s infrastructure. It spots and eliminates solutions by devising effective solutions that find gaps in system operations, affect customer satisfaction, and damage IT services.

Why are IT Controls Important?

ITGCs benefit organizations in a myriad of ways, such as:

(i) Identifying Potential Threats :

Most IT operations are performed on the cloud or other online platforms. Since sensitive information, such as financial data, account transactions, client details, and employee information, transfer through IT systems, ITGCs create a robust security system to identify and remove potential and existing threats.

(ii) System Evaluation :

System evaluations are essential to ensure the IT infrastructure runs smoothly and efficiently. Information Technology controls conduct systematic checks to ensure all operations are up-to-date and well-maintained.

(iii) IT Governance :

Through IT governance , ITGCs maintain the integrity, structure, frameworks, and practices that support and enhance an organization’s processes, helping it reach its business objectives.

Final Thoughts :

IT Controls are rules and policies that oversee an IT system’s infrastructure and status. It ensures a company’s IT operations run per regulatory compliance policies, keep data secure, bolster controls, and assist in IT auditing .

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What is an implementation plan? 6 steps to create one

An implementation plan—also known as a strategic plan—outlines the steps your team should take when accomplishing a shared goal or objective. This plan combines strategy, process, and action and will include all parts of the project from scope to budget and beyond. In this guide, we’ll discuss what an implementation plan is and how to create one.

Projects require planning to be successful. Would you build a house without a blueprint? Probably not, because nailing pieces of wood together without a plan could lead to disaster. The same concept is true in the corporate world. An implementation plan functions as the blueprint for any shared objective. Your plan should include everything from the project strategy, to the budget, to the list of people working on the project. 

In this guide, we’ll discuss what an implementation plan is and how to create one. These steps can help you and your team prepare for projects both big and small.

What is the purpose of an implementation plan?

The purpose of an implementation plan is to ensure that your team can answer the who, what, when, how, and why of a project before moving into the execution phase. In simple terms, it's the action plan that turns your strategy into specific tasks.

A good way to know whether your implementation plan is effective is to hand it to someone outside of your team and see if they can understand the project in its entirety. Your implementation plan should leave no questions unanswered.

How to create an implementation plan in 6 steps

If you want your implementation plan to be comprehensive and beneficial to your project team, you’ll need to follow specific steps and include the right components. Use the following steps when creating your plan to reduce the risk of gaps in your strategy.

1. Define goals

The first step in the implementation process is defining your goals . Determine what you hope to accomplish when your project is complete, like whether you hope to win over a new marketing client or revamp your internal content strategy. Starting with your project objectives in mind can help flesh out your project plan. 

Tips to consider:

Ask questions: When defining your goals, you and your team may want to ask questions about your project such as, “What are we trying to achieve with this project? What deliverables do we hope to produce? Who are the stakeholders we plan to share our project deliverables with?”

Brainstorm risk scenarios: Although you’ll perform a more in-depth risk assessment later on in your implementation plan, brainstorming potential risk scenarios early on gives you a more realistic idea of what you’re able to achieve. 

2. Conduct research

Once you have a broad idea of the project goals you want to achieve, you can hone in on these goals by conducting research such as interviews, surveys, focus groups, or observations. Your research should come from key experts in your field. These experts may be team members or external stakeholders. Your research outcomes should include a list of what your project timeline, budget, and personnel may look like.

Collaborate using shared tools: Collaboration is easier when you have the right communication tools in place to do so. Use a team collaboration tool to share your project goals and get feedback from others, regardless of their location. 

3. Map out risks

You brainstormed risk scenarios in step one of your implementation strategy, and in step three, you’ll map out all the potential risks you may face in your project. Risks can include anything from paid time off and holidays to budget constraints and loss of personnel. 

A great way to map out your risks is by using a risk register. This tool will help you prioritize project risks and prepare for them accordingly. You can also conduct a SWOT analysis , which will identify any weaknesses or threats affecting your project. 

Be flexible and proactive: Mapping out risks is more than just a preparation strategy. If you identify preventable risks during this stage of the implementation plan, you can take action to prevent those risks. This may mean adjusting your initial project goals. 

4. Schedule milestones

Scheduling your project milestones is an important step in the planning process because these checkpoints help you track your progress during execution. Milestones serve as metrics—they are a way to measure how far you’ve come in your project and how far you have left to go. 

To visualize project milestones and keep your entire team on track, use a Gantt chart . With a Gantt chart, you can visually lay out your implementation schedule and show how long you think each task will take.

Add wiggle room: Things don’t always go as planned, even if you do everything in your power to a schedule. By adding wiggle room to your schedule, you can ensure your project stays on track instead of keeping tight milestones and failing to meet them.

Clarify dependencies: Dependencies are tasks that rely on the completion of other tasks. Clarifying your dependencies makes it easier to keep the project on track and hit your milestones.

5. Assign responsibilities and tasks

Every action plan must include a list of responsibilities with team members assigned to each one. By assigning responsibilities, you can assess the performance of each team member and monitor progress more closely. Using a RACI chart can be an effective project management tool for clarifying roles and responsibilities. 

Assigning responsibilities is different from assigning individual tasks. One team member may be responsible for overseeing the project review, while you may assign three other team members to handle the delivery and communication of the project to various teams for review. When you assign responsibilities and tasks, be sure to make your expectations clear. 

Communication is key: When you assign roles, responsibilities, or tasks, it’s best to communicate why you’re choosing one team member over another. Instead of letting team members question why they have specific roles, you can use this step in the planning process as an opportunity to highlight team member strengths.

Track responsibilities in a shared tool: Having a shared tool, like project management software, can give team members clarity on who's doing what and by when.

6. Allocate resources

Resource allocation is one of the best ways to reduce risk. If you can plan out what resources you need for your project and ensure those resources will be available, you’ll avoid the risk of running out of resources mid-project. If you notice that you don’t have enough resources in this step of the implementation process, you can adjust your project accordingly before it kicks off. 

Resources may include money, personnel, software, equipment, and other physical or technical materials. Time can also be a resource because the team members you need to complete the project may be working on other projects.

Tips to consider: Ask yourself the following questions when identifying available resources for your project: 

What is the project’s priority level? 

Who is available to work on this project? 

What budget or tools are available? 

What additional resources do we need? 

Who needs to approve the resource allocation plan?

Following these steps as you create your implementation plan will increase the likelihood of hitting your project goals. Having a checklist of the items to include in your implementation plan can also lead to successful implementation. 

What to include in an implementation plan

Knowing how to create your implementation plan is crucial, but you also need to know what to include in your plan. This checklist includes the six most important items you’ll want to consider if you want to move forward with a successful project. 

1. Objectives

You’ll outline your project objectives in step one of the implementation process. Set your goals and decide what metrics your team will use to measure to monitor progress. By clearly identifying your project objectives, you and your team can measure progress and performance as you move forward.

2. Scope statement

You’ll set the scope of your project in step two when conducting research. Your project scope statement should outline the boundaries you’ve set for your project and broadly define what goals, deadlines, and project outcomes you’ll be working toward. Defining your project scope in the implementation plan can help prevent scope creep when you’re farther along in the project.

3. Outline of deliverables

Deliverables are the tangible goals of your project. Outlining the deliverables you hope to create can serve as a resource when managing time frames, delegating tasks, and allocating resources. 

4. Task due dates

Although the project timeline may change as your project progresses, it’s important to clarify your expected due dates during implementation planning. When you estimate task due dates, you can schedule milestones around these due dates and plan for project completion. You will commonly see Gantt charts used for strategic planning and implementation planning. This is because Gantt charts display information in a follows a linear path, similar to a timeline. 

5. Risk assessment

You’ll conduct your risk assessment in step three of the implementation process. Whether you use a   risk register , SWOT analysis , or contingency plan to identify risks , be sure to include these documents in your plan. That way, others involved in the project can look through your findings and potentially help you prevent these risks. 

6. Team member roles and responsibilities

You assigned roles and responsibilities to team members in step five of your plan, and keeping a detailed record of what these are can hold everyone accountable. Whether you use a RACI chart or another tool to clarify team member roles, there should be a place in your plan for everyone to refer to in case questions arise. 

Your implementation plan will likely be unique to the project you're working on, so it may include other components not listed above. However, you can use the six items above as your guide so you know your plan is comprehensive.

Many aspects of project implementation overlap with strategic planning. As a project manager , working on the project implementation plan while you are also working on the strategic plan can help minimize the total time spent on planning.

Another way to save time during the planning process is to house all of your plans in a work management platform. When your project team is ready to start the implementation process, everything is in one convenient place.

Benefits of having an implementation plan

There are many benefits to implementation planning, with the top benefit being an increased chance of project success. Implementing a project plan creates a roadmap for executing your project so you can prevent issues from occurring. 

Other benefits to having an implementation plan include:

Improved communication between team members and key stakeholders

Better organization and management of resources

Increased accountability for everyone involved in the project

More structured project timeline and daily workflow

Easier collaboration between team members

Going straight into the execution phase without an implementation plan may feel like walking on stage to give a speech without knowing what you’re going to say. Preparation is key for top-notch performance. 

Simplify implementation planning

Knowing the steps for implementation planning is the foundation of project management. A well-planned project leads to a successful project.

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The Strategy of Business Plan with Implementation Summary

MAR.27, 2015

The business plan is written and ready for implementation. Now what? As a guide for action, the strategy and implementation summary in business plan sets out the strategies for business startup and continuity, and presents the operational financial plan. Planning and taking action are two very different activities. Once the entrepreneur begins implementing the business in the real world, challenges are sure to arise.

The strategy and implementation summary in the business plan section of the business plan identifies the path the business intends on using to establish and grow the business. It includes strategies identifying how the business will maintain a competitive edge, market the company, grow sales, develop a network of contacts and customers, and so on. Milestones are established that include the budget for implementation of each step. However, entrepreneurs commonly encounter difficulties, which is why so many new businesses fail within the first five years after startup.

Planning for the Difficulties

Common difficulties business owners face and possible solutions include the following:

• Problems with development of products described in the strategy and implementation summary in business plan (reorganize to better support product development) • Difficulty hiring and retaining skilled personnel (try using a human resources consulting company) • Marketing efforts fail to produce desired results (revise the marketing plan ) • Funding for strategy implementation proves to be inadequate (re-evaluate financial needs, revise strategies, and/or seek new investors) • Entrepreneur discovers he or she needs to strengthen management skills (take advantage of workshops and assistance offered by organizations like the Small Business Administration and the Chamber of Commerce) • New and unexpected competitors enter the market (revise product and service differentiation or marketing strategy) • Lack of a solid network (begin networking online through social media and offline through community business organizations)

These are just a few of the problems entrepreneurs may face when starting a new business. A quality strategy and implementation summary in business plan addresses strategy and implementation by outlining the strategic assumptions, supported by market analysis. If the analysis is thorough, the entrepreneur conducted a SWOT analysis and included contingency planning. An entrepreneur may experience difficulties, but those difficulties should not be a surprise.

Business Plan Revisions

The final business plan should never be final. It needs regular review and assessment in light of the results of actions taken and the difficulties experienced to achieve business startup, smooth operations, and growth.

The business environment is dynamic which is why OGS Capital has a cadre of business professionals with real-world experience. The consultants are experts in writing business plans , including strategy and implementation summaries. They are also ready to assist entrepreneurs who need business plan revisions as a result of difficulties encountered during startup and early stage operation. Submit the online contact form to begin discussing options.

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OGSCapital’s team has assisted thousands of entrepreneurs with top-rate business plan development, consultancy and analysis. They’ve helped thousands of SME owners secure more than $1.5 billion in funding, and they can do the same for you.

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• Building Your Business
• Becoming an Owner
• Business Plans

How To Implement Your Business Plan Objectives

Breaking down your business goals into actionable steps is key for success

What Is a Business Plan Objective?

Be specific and define clear objectives, break down objectives into tasks.

• Assign Responsibilities/Allocate Resources

Be Mindful of Risks and Create Contingencies

damircudic / Getty Images

A business plan is an important tool to help business owners map their path to success. In addition, business plans may be used when applying for loans or seeking outside investment. But a business plan isn’t worth it if you leave it gathering dust. To make a business plan effective, you have to implement your business plan objectives.

Whether you’re a new business owner or a veteran returning for a refresher, here’s a closer look at common strategies to implement on your business plan objectives.

Key Takeaways

• A business plan objective is a specific goal for your business.
• Making achievable and specific tasks is helpful for successful implementations.
• Track your results and stay prepared to update your business plan if necessary.

A business plan objective is a specific goal you hope to reach with your business. This may be a number of customers, revenue, or profit goal, among others. There are no right or wrong business objectives, in theory, but it’s important to take the time to pick the best goals for your unique business if you’re going through the work to create business plan objectives.

The SMART framework is a popular way to frame goals, and it can be helpful for creating objectives, too. To qualify, an objective must meet these criteria:

• Specific : A general goal like “add more customers” could leave you floundering. Pick a specific number of customers. Every objective should have a clear finish line.
• Measurable : Identify objectives you can measure. For example, you can’t necessarily measure something like “customer loyalty,” but you can measure repeat customers, sales and revenue per customer, and other data points related to loyalty.
• Attainable : You might dream of turning your startup into a $1-million-per-year business. However, that may not be attainable in your first few years. What’s attainable varies widely by the business but in general, you’ll want to find the middle ground between unrealistic and underachieving.
• Relevant : Perhaps part of your business growth strategy involves social media. While it may be fun to see your accounts grow, that may not necessarily be relevant to your revenue and profits. Keep goals focused on what’s most important to achieve, which may not include vanity numbers that are more about ego than results.
• Time-bound : Each objective should have a deadline. If you give yourself unlimited time to get something done, you may never get around to it. With a set due date, you’re giving yourself a little pressure and motivation to hit that goal as planned.

SMART goals are just one method of choosing business plan objectives. You can work to create any objectives you’d like that make the most sense for what you’re trying to achieve.

Even if you don’t follow the SMART goals framework, it’s still wise to be specific and clear when choosing your goals and objectives. Vague and loosely defined goals often set business owners up for failure. Specific and clear business objectives give you and your team, if you have one, a common mission to work toward.

Breaking each objective into smaller tasks can prevent teams from getting overwhelmed and even help you get a clearer picture of what you need to do to prevail. Smaller goals also help you see faster and more frequent successes, which is a good way to stay motivated. An added benefit is an opportunity to foresee any needed resources or roadblocks, such as a need for an outside consultant or a government-issued permit.

Assign Responsibilities and Allocate Resources

Entrepreneurs with “superhero syndrome” think they can do everything themselves and often get burned out in pursuing business goals. Rather than do it all yourself, even if you have the capability, it’s often wise to delegate to others . Employees, freelancers, contractors, and business partners are part of the team. When you can count on others and best utilize their time and skills, you take a wise step to reach your objectives.

Create Milestones and Monitor Progress

Just as it’s a good idea to set smaller goals along the way, it’s also wise to create key milestone moments and monitor progress. You may learn along the way that a certain process can be improved. When a process works well, try to capture and double down on that success. When you stumble or discover inefficiencies, you could have an opportunity.

Monitoring progress helps you know what’s working and what isn’t, so you can adjust goals or methods if necessary.

Not all things go according to plan. If you miss the mark, you could join one of the millions of failed business owners. Stay mindful of risks and if it may be time to pull the plug rather than sink in more money.

Also, you may find successes outside of what you expected. Even the biggest companies pivot to a related product or service when their first idea fizzles. Remember that there’s a lot you can’t control in the business world, so not all business failures should be considered personal failures. Instead, look at them as learning opportunities to draw on in the future.

The Bottom Line

A business plan without clear objectives is at risk of being ineffective. Identify what your objectives are, break them down into small steps, delegate responsibilities, and be comfortable with pivoting when needed and dealing with risk. Taking the proper steps to create realistic objectives isn’t a guarantee that you’ll meet your goals, but it provides the framework to set you up for success.

Frequently Asked Questions (FAQs)

What goes in the objectives section of a business plan.

There is no set template you must follow for a business plan. Business plans can range from a one-page summary to a lengthy, detailed document. If a business plan includes an objectives section, it should include clear and specific goals that help define success for the business.

What is the difference between a goal and an objective in a business plan?

The terms “goal'' and “objective” can be used interchangeably in a business plan. Some businesses may consider objectives as smaller tasks that help reach goals. Regardless of the terminology, goals and objectives are both good for your business’s long-term success.

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Substance Abuse and Mental Health Services Administration. “ Setting Goals and Developing Specific, Measurable, Achievable, Relevant, and Time-Bound Objectives ,” Pages 1-2.

Chris Drucker. “ Virtual Freedom Companion Workbook ,” Page 3.

Chamber of Commerce. “ 10 Hugely Successful Companies That Reinvented Their Business .”

Small Business Administration. “ Write Your Business Plan .”

Implementing the Plan

You’ve spent the last few months creating your 2022 business plan, and you’re breathing a sigh of relief. Pat yourself on the back for a moment but understand that your job is not done.

You may be able to cross creating your business plan off your to-do list, but don’t shove your hard work into a drawer and forget about it.

If you are at a loss of what to do next, here comes the fun part: implementing it. Follow these five simple steps:

Step 1: Assemble your team

Schedule time with your team to go over the details of your business plan. Talk about the who , what, where, when and how so everyone is “in the know.” Then decide what metrics need to be a priority—such as sales numbers, people numbers, or website traffic—and establish a timeline for accomplishing those goals.

Step 2: Break it down into manageable chunks

Big goals can seem overwhelming until you turn them into manageable objectives. Then create an action plan for the first 90 days to identify how you will get them done.

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Step 3: Delegate responsibilities

You don’t have to do everything yourself. Utilize your team's strengths, especially for those tasks you are not the best at or don’t enjoy doing. Delegating parts of your business plan to others is a great way to get everyone involved, make them feel empowered, and achieve your results faster.

Step 4: Measure results

Numbers are powerful. Put systems in place that will measure your goals’ progress. These numbers will help you determine if your goals are on track, how you can do more of what is working well, and what you need to change that is not working.

Credit to photo source.  Add the outside lInk. 

Step 5: Schedule regular business plan reviews

Identify a date on your calendar each week to review the progress of your business plan. During this meeting, everyone will report their metrics, brainstorm ideas, and decide on next steps.

"Good Business Planning is 9 parts execution for every 1 part strategy."

Understand that it is a working document

The only guarantee in business is that there are no guarantees. Just because you crafted a beautiful roadmap doesn’t mean everything will go according to plan. The best part about an actionable business plan is that it is not set in stone. It’s a working document that you can change or modify as situations arise throughout the year.

New Ideas will emerge

New ideas will inevitably present themselves as you work through your goals. But what happens if those ideas conflict with your business plan? Next month’s blog will discuss how to handle these unplanned but good ideas and how to NOT let them derail your business plan.

Tired of Feeling Lost in the Details?

If you’re ready to stop spinning your wheels and start implementing your plan, contact Healthy Business Manager today. We can help you get the year off to a strong, productive start!

Experienced online entrepreneurs are often stressed and exhausted because they are juggling everything in the business.  I partner with owners to get results by managing operations. 

Bottlenecks are busted so they have the energy to focus on growth. 

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The 7-step process to master the implementation of controls

Internal controls are an essential security measure for any business. They help employees follow critical security practices, which, in turn, keeps businesses compliant with relevant laws and regulations — assuming the implementation of controls is effective.

Implementing internal controls can be complex, but doing so is mission-critical for audit, cybersecurity and compliance; in 2020, 32% of all workplace fraud resulted from a lack of effective internal controls. 

This article will demystify the implementation of controls by helping you understand:

• What it means to implement internal controls

Benefits of implementing internal controls

• The control types and components most businesses should consider
• A seven step approach to implementation of controls
• Best practices for internal control implementation

What does it mean to implement internal controls?

Implementing internal controls means designing and executing the processes, procedures, and safeguards that protect company systems and data from breaches and bad actors. You must consider how the system is configured and the processes employees should follow.

You can leverage established frameworks, like the COSO Internal Controls Framework , or you can develop your own processes for validating operations and compliance procedures. This means assessing the control environment, identifying present and emerging risks and setting up internal controls — like access credentials — that mitigate those risks. 

Who should internal controls be implemented by?

Both the internal audit and the accounting teams are responsible for implementing internal controls. But this shouldn’t happen in a vacuum. Instead, the CEO should guide the controls framework the organization will use. The internal audit and accounting teams should also report to the board, ensuring the controls meet all organizational and regulatory requirements.

Even though these teams and individuals will handle the implementation of controls, it’s important to note that every single employee has a part to play in maintaining them. Internal controls can only be successful if all employees understand and enact them.

At their most basic, internal controls enforce a shared, organization-wide process that keeps company systems and data secure and compliant. But those aren’t the only benefits of implementing internal controls.

Effective implementation of controls helps:

• Create common processes: In our increasingly virtual world, employees across the company and worldwide need to access the same systems. Implementing controls ensures employees follow the same procedures, keeping data and systems secure and getting all employees on the same page. 
• Improve performance: Strategic business decisions require accurate data. When companies have controls, they have a consistent way to enact different activities — like purchases — which leads to better, more thorough data. 
• Increase efficiency: Different departments may interact with company systems and data differently. This may seem harmless, but it can lead to widespread duplication of efforts that ultimately wastes company time and resources. Controls streamline processes into only what’s truly necessary.
• Reduce risk: Employee error or malintent contribute to 70% of all corporate breaches . In many cases, employees unintentionally leave systems and data vulnerable to breach, which can happen when clear controls are not in place. Controls help employees securely engage with company systems, which is a critical way to limit risk exposure.

Common internal controls to implement

Controls are not a one size fits all. The controls an organization needs depends on its size, industry, systems and employees. That said, effective internal controls will have some characteristics in common. 

• Types: The design and implementation of controls should span all control types, ensuring each part of the system remains secure over time. This includes the three types of internal controls — preventative, detective and corrective — which encompass controls that prevent, detect and mitigate risk. 
• Components: There are also several components of internal controls to consider, including the organization’s attitude toward controls, the risks the organization faces, the processes that require controls and ongoing monitoring to verify that controls are performing as expected. 

A 7-step process for implementing internal controls

Implementation of controls can be a complex process. When broken into steps, though, it illustrates not only a pathway toward more secure systems but also a more positive environment for cybersecurity and compliance.

To implement internal controls, you should:

• Create a culture of compliance: Your organization is considered the control environment. In other words, it’s the arena in which internal controls need to thrive. Set a tone from the top down that controls will be taken seriously, then create a cross-departmental team of leaders to set a culture of compliance and help implement the controls across the organization. 
• Assess your risk landscape: You can’t mitigate risk until you know what risks you face. Start by listing all the possible risks your organization may encounter. This should include internal and external risks, as well as any risks attached to your systems and third parties. Then, organize the risks by type — like operational, financial and strategic. Finally, prioritize the risks within each category based on how likely they are to happen and how impactful they will be should they come to fruition. 
• Design and document your controls: You should directly tie your controls to your risks. If, for example, your third parties pose a significant risk, you can implement rigorous access controls to limit how much data they can reach. Keep in mind that many controls translate into a process or procedure. You need to design and document controls that protect your system without overburdening your employees with intensive and repetitive processes.
• Implement internal controls: At this stage, you’re ready to deploy your controls. This means activating any safeguards you’ve built into your infrastructure and mandating your employees follow the new processes and procedures. It’s important to note that your controls are iterative — you may repeat steps one through three multiple times as you fine-tune your controls. 
• Deploy an employee communication program: Controls only work when employees follow them. While some controls happen within your infrastructure, others — like logging out of your company email any time you leave your computer — require buy-in from every team member. Distribute initial messaging about what the controls are and why they matter, but also develop ongoing training so employees understand their role in cybersecurity and feel empowered to uphold it. 
• Establish continuous control monitoring: The risk landscape rapidly evolves , and your internal controls may need to change, too. Your board should take an active role in establishing evaluation criteria and considering relevant policies and regulations. Then, continuously evaluate your controls to ensure they still meet the company’s needs, whether that’s protection against emerging risks or compliance with new regulations.
• Automate your controls:   Internal control weaknesses are common, largely because managing all controls manually can eventually become challenging.
• Automating internal controls unlocks real-time insights, improves visibility into both risks and controls, enables more efficient controls testing and makes it easier to achieve good governance. 

Best practices for the implementation of controls

Implementing internal controls is a journey, not a destination. Following these best practices will help ensure your journey is clear and effective and results in better risk management.

• Build top-down support for internal controls: Getting buy-in from senior leadership significantly streamlines the implementation of controls. This ensures you’ll have the time and resources to dedicate to controls and sets the tone for how employees will engage with system security. 
• Systematize your implementation: The simpler your roll-out, the easier it will be for employees to get on board. Create a program for introducing any new controls so that everything goes smoothly. You can even complete test runs with select users to verify that your implementation will work as planned. 
• Thoroughly explain all internal controls: Your employees will want to know why they must follow certain controls. Clearly explain what the controls are, why they’re valuable and why employees have a part to play in safeguarding the company. Employees will more readily follow controls they understand and a compliance culture they believe in. 
• Leverage technology: Internal audit, accounting and cybersecurity teams are the masterminds behind internal controls. But there’s a limit to how many controls you can effectively deploy manually. Technology can streamline the day-to-day realities of internal controls, from always-on monitoring to automating repetitive tasks to delivering real-time data senior management and the board can pull from. Internal controls management tools are the best way to stay on top of controls for the long term. 

Streamline implementation of controls

Internal controls can have limitations that span hardware, software, people and even your security architecture. Automation is one of the best tools organizations have to resolve some of those limitations before they start. 

It’s automation that can seamlessly uphold internal controls processes, monitor controls activity, deliver instantaneous reporting, and so many more activities that modern governance requires. Learn more about how automation can pave the way for a more strategic audit function .

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3 Steps for Tracking, Monitoring & Implementing Your Strategic Plan

By Jenna Sedmak - May 08, 2019

So, you've completed your strategic planning session and crafted an impressive strategic plan for your organization. But what happens next? That's where the importance of tracking and monitoring your strategic plan comes into play. In this article, we'll explore the crucial steps to ensure your plan stays on track and leads you to success. We'll discuss the significance of establishing clear key performance indicators (KPIs) that align with your strategic priorities. By consistently monitoring and adjusting your strategy, you'll have the power to drive your organization forward and achieve its goals.

The strategic planning process doesn’t end once a document is created. To successfully execute your strategy across the organization, careful attention needs to be paid to the next steps: communication, implementation, monitoring, tracking, and leadership development. 

Download our free Strategic Planning Workbook and get the help you need to structure your strategic planning process

Communication to Develop Alignment:

If you’re working within a mid-sized or large organization, chances are that all employees could not be present at the planning meeting. Most likely, your executive leadership team members or potentially key departmental leaders participated in developing your plan. 

Prior to the strategy meeting, leaders can survey their teams to get information on their team’s perspective on various organizational strengths and weaknesses, goals and directions, and other topics to be addressed in the strategy session. Stakeholder engagement is key here, as it allows leaders to incorporate the perspectives of those who will be carrying out the operational tasks to achieve your organization's strategic objectives. Following the planning session and document creation, it’s important for leaders to make sure their team understands the organization’s strategic priorities, goals, and tactics and the reasons behind them.

If staff are engaged and feel heard during the pre-planning process, they are more likely to buy into the organizational strategy and to take ownership of their departmental and individual action items. By fostering communication and buy-in , your team will be more aligned, accountable, and better equipped to make decisions that serve your organization.

Starting the Strategic Plan Implementation Cycle:

Prior to implementing your strategic plan and moving forward with your action steps, it is critical that your strategic priority areas and goals support the vision . It is also critical that each department and individual understands which goals and tactics they are accountable to deliver on. Furthermore, it is important that they are aware of project expectations and understand what success looks like. 

Related Content: What is the Strategic Planning Process Strategic Problems and how to address them  

Monitoring & Tracking Your Plan:

To best understand where you’re succeeding and where you may be falling behind, strategic plans need to be continually monitored, and goals should be regularly tracked. There are multiple ways to track progress toward your strategic goals, including spreadsheets, software, or an office whiteboard. They can be as simple or complex as you desire, but the important thing is that everyone is using the same method and frequency for tracking. 

>> Watch below : How to use strategy dashboards for tracking & monitoring your plan:

If you decide to track your strategic planning progress with a software, we recommend using a dedicated strategic planning software, like Cascade Strategy , that has been specificall y develope d for this purpose.  With various features such as task management, GANTT charts, and various metric functions, you can quickly see where you’re meeting or exceeding goals and where you might be falling short.

> Read more : You Need These 5 Elements for Successful Strategy Implementation

In addition to monitoring your plan regularly, it is important to continually develop your leadership team's skills in critical areas such as project management, values and behavior alignment, change management, and communication. Additionally quarterly strategy reviews are a great way to make adjustments to your strategy on an ongoing basis so that you can maximize what is working and address any areas of weakness throughout the year.

Within our three levels of strategy implementation programs , our strategic planning facilitators work with teams to strengthen their leadership skills and capacities so that they are better equipped to execute their strategic plans. 

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What Is an Implementation Plan? (Template & Example Included)

What Is Project Implementation?

Project implementation, or project execution, is the process of completing tasks to deliver a project successfully. These tasks are initially described in the project plan, a comprehensive document that covers all areas of project management. However, a secondary action plan, known as an implementation plan, should be created to help team members and project managers better execute and track the project .

What Is an Implementation Plan?

An implementation plan is a document that describes the necessary steps for the execution of a project. Implementation plans break down the project implementation process by defining the timeline, the teams and the resources that’ll be needed.

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Implementation Plan Template

Use this free Implementation Plan Template for Excel to manage your projects better.

Implementation Plan vs. Project Plan

A project plan is a comprehensive project management document that should describe everything about your project including the project schedule, project budget, scope management plan, risk management plan, stakeholder management plan and other important components. An implementation plan, on the other hand, is a simplified version of your project plan that includes only the information that’s needed by the team members who will actually participate in the project execution phase, such as their roles, responsibilities, daily tasks and deadlines.

Project management software like ProjectManager greatly simplifies the implementation planning process. Schedule and execute your implementation plan with our robust online Gantt charts. Assign work, link dependencies and track progress in real time with one chart. Plus, if your team wants to work with something other than a Gantt chart, our software offers four other project views for managing work: task lists, kanban boards, calendars and sheets. Try it for free today.

Key Steps In Project Implementation

Here are some of the key steps that you must oversee as a project manager during the project execution phase . Your project implementation plan should have the necessary components to help you achieve these steps.

1. Communicate Goals and Objectives

Once you’ve outlined the project goals and objectives, the next step is to ensure that the team understands them. For the project to succeed, there must be buy-in from the project team. A meeting is a good way to communicate this, though having project documents that they can refer to is also viable.

2. Define Team Roles and Responsibilities

The project manager will define the roles and responsibilities and communicate them to the project team . They should understand what they’re expected to do and who they can reach out to with questions about their work, all of which leads to a smooth-running project.

3. Establish the Success Criteria for Deliverables

The project deliverables need to meet quality standards, and to do this there must be a success criteria for handing off these deliverables. You want to have something in place to determine if the deliverable is what it’s supposed to be. The measurement is called a success criteria and it applies to any deliverable, whether it’s tangible or intangible.

4. Schedule Work on a Project Timeline

All projects require a schedule , which at its most basic is a start date and an end date for your project. In between those two points, you’ll have phases and tasks, which also have start and finish dates. To manage these deadlines, use a project timeline to visually map everything in one place.

5. Monitor Cost, Time and Performance

To make sure that you’re keeping to your schedule and budget, you need to keep a close eye on the project during the execution phase. Some of the things you should monitor are your costs, time and performance. Costs refer to your budget , time refers to your schedule and performance impacts both as well as quality. By keeping track of these metrics, you can make adjustments to stay on schedule and on budget.

6. Report to Project Stakeholders

While the project manager is monitoring the project, the stakeholders, who have a vested interest in the project, are also going to want to stay informed. To manage their expectations and show them that the project is hitting all its milestones, you’ll want to have project reports , such as project status reports. These can then be presented to the stakeholders regularly to keep them updated.

Free Implementation Plan Template

Many of the key components listed above are included in our implementation plan template . Use this Excel file to define your strategy, scope, resource plan, timeline and more. It’s the ideal way to begin your implementation process. Download your template today.

What Are the Key Components of an Implementation Plan?

There’s no standard one-size-fits-all solution when it comes to creating your implementation plan. However, we’ve created an implementation plan outline for your projects. Here are its components.

• Project goals & objectives: The project goal is the ultimate goal of your project, while the objectives are the key milestones or achievements that must be completed to reach it.
• Success criteria: The project manager must reach an agreement with stakeholders to define the project success criteria.
• Project deliverables: Project deliverables are tangible or intangible outputs from project tasks.
• Scope statement: The scope statement briefly describes your project scope, which can be simply defined as the project work to be performed.
• Resource plan: Create a simple resource plan that outlines the human resources, equipment and materials needed for your project.
• Risk analysis: Use a risk assessment tool like a SWOT analysis or risk register. There are different tools with different levels of detail for your risk analysis.
• Implementation timeline: Any implementation plan needs a clear project timeline to be executed properly. You should use an advanced tool such as a Gantt chart to create one.
• Implementation plan milestones: You need to identify key milestones of your implementation plan so that you can easily keep track of its progress.
• Team roles & responsibilities: The implementation plan won’t execute itself. You’ll need to assign roles and responsibilities to your team members.
• Implementation plan metrics: You’ll need KPIs, OKRs or any other performance metrics you can use to control the progress of your implementation plan.

How to Write an Implementation Plan

Follow these steps to create an implementation plan for your project or business. You can also consider using project management software like ProjectManager to help you with the implementation process.

1. Review Your Project Plan

Start by identifying what you’ll need for the execution of your implementation plan:

• What teams need to be involved to achieve the strategic goals?
• How long will it take to make the strategic goals happen?
• What resources should be allocated ?

By interviewing stakeholders, key partners, customers and team members, you can determine the most crucial assignments needed and prioritize them accordingly. It’s also at this stage that you should list out all the goals you’re looking to achieve to cross-embed the strategic plan with the implementation plan. Everything must tie back to that strategic plan in order for your implementation plan to work.

2. Map Out Assumptions and Risks

This acts as an extension to the research and discovery phase, but it’s also important to point out assumptions and risks in your implementation plan. This can include anything that might affect the execution of the implementation plan, such as paid time off or holidays you didn’t factor into your timeline , budget constraints, losing personnel, market instability or even tools that require repair before your implementation can commence.

3. Identify Task Owners

Each activity in your implementation plan must include a primary task owner or champion to be the owner of it. For tasks to be properly assigned, this champion will need to do the delegating. This means that they ensure that all systems are working as per usual, keep track of their teams’ productivity and more. Project planning software is practically essential for this aspect.

4. Define Project Tasks

Next, you need to finalize all the little activities to round out your plan. Start by asking yourself the following questions:

• What are the steps or milestones that make up the plan?
• What are the activities needed to complete each step?
• Who needs to be involved in the plan?
• What are the stakeholder requirements?
• What resources should be allocated?
• Are there any milestones we need to list?
• What are the risks involved based on the assumptions we notated?
• Are there any dependencies for any of the tasks?

Once all activities are outlined, all resources are listed and all stakeholders have approved (but no actions have been taken just yet), you can consider your implementation plan complete and ready for execution.

Implementation Plan Example

Implementation plans are used by companies across industries on a daily basis. Here’s a simple project implementation plan example we’ve created using ProjectManager to help you better understand how implementation plans work. Let’s imagine a software development team is creating a new app.

• Project goal: Create a new app
• Project objectives: All the project deliverables that must be achieved to reach that ultimate goal.
• Success criteria: The development team needs to communicate with the project stakeholders and agree upon success criteria.
• Scope statement: Here’s where the development team will document all the work needed to develop the app. That work is broken down into tasks, which are known as user stories in product and software development. Here, the team must also note all the exceptions, which means everything that won’t be done.
• Resource plan: In this case, the resources are all the professionals involved in the software development process, as well as any equipment needed by the team.
• Risk analysis: Using a risk register, the product manager can list all the potential risks that might affect the app development process.
• Timeline, milestones and metrics: Here’s an image of an implementation plan timeline we created using ProjectManager’s Gantt chart view. The diamond symbols represent the implementation plan milestones.
• Team roles & responsibilities: Similarly, we used a kanban board to assign implementation plan tasks to team members according to their roles and responsibilities.

Benefits of an Implementation Plan for the Project Implementation Process

The implementation plan plays a large role in the success of your overall strategic plan. But more than that, communicating both your strategic plan and the implementation of it therein to your team members helps them feel as if they have a sense of ownership within the company’s long-term direction.

Increased Cooperation

An implementation plan that’s well communicated also helps to increase cooperation across all teams through all the steps of the implementation process. It’s easy to work in a silo—you know exactly what your daily process is and how to execute it. But reaching across the aisle and making sure your team is aligned on the project goals that you’re also trying to meet? That’s another story entirely. With an implementation plan in place, it helps to bridge the divide just a little easier.

Additionally, with an implementation plan that’s thoroughly researched and well-defined, you can ensure buy-in from stakeholders and key partners involved in the project. And no matter which milestone you’re at, you can continue to get that buy-in time and time again with proper documentation.

At the end of the day, the biggest benefit of an implementation plan is that it makes it that much easier for the company to meet its long-term goals. When everyone across all teams knows exactly what you want to accomplish and how to do it, it’s easy to make it happen.

Implementation Plan FAQ

There’s more to know about implementation plans. It’s a big subject and we’ve tried to be thorough as possible, but if you have any further questions, hopefully we’ve answered them below.

What Is the Difference Between an Action Plan and an Implementation Plan?

The main difference between an action plan and an implementation plan is that an action plan focuses exclusively on describing work packages and tasks, while the implementation plan is more holistic and addresses other variables that affect the implementation process such as risks, resources and team roles & responsibilities.

What Is an Implementation Plan in Business?

A business implementation plan is the set of steps that a company follows to execute its strategic plan and achieve all the business goals that are described there.

What Is an Implementation Plan in Project Management?

Implementation plans have many uses in project management. They’re a planning tool that allows project managers to control smaller projects within their project plan. For example, they might need an implementation plan to execute risk mitigation actions, change requests or produce specific deliverables.

How to Make an Implementation Plan With ProjectManager

Creating and managing an implementation plan is a huge responsibility and one that requires diligence, patience and great organizational skills.

When it comes to a project implementation plan, there are many ways to make one that’s best suited for your team. With ProjectManager , you get access to both agile and waterfall planning so you can plan in sprints for large or small projects, track issues and collaborate easily. Try kanban boards for managing backlogs or for making workflows in departments.

Switching up the activities after a milestone meeting with stakeholders? You can easily update your implementation plan with our software features. Add new tasks, set due dates, and track how far along your team is on their current activities.

Implementation plans are the backbone of an organization’s strategic overall plan. With ProjectManager, give your organization the project management software they need to gain insight into all resources needed, view activities on their lists and collaborate with ease. Sign up for our free 30-day trial today.

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How to Monitor & Control Your Business Plan

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The Advantages of Single Business Strategy

How can a company keep its strategic plan dynamic, what are the benefits of preparing a business plan.

• Business Planning & Analysis
• What Does "Abridged" Mean on a Business Plan?

A business plan is a comprehensive document that outlines key elements of how you operate your business. The plan typically includes an assessment of your market and your competition, your operating budget breakdown, and your short and long-term business goals. While many business owners write a marketing plan to obtain business loans, the plan can be a useful tool for monitoring and controlling ongoing operations.

Create Plan Review Dates

Business plans should be reviewed on a regular basis, especially if a business is expanding quickly, experiencing cash flow problems, adding new products or services or reaching into new markets. Align your review dates with the short-term and long-term goals outlined in the original business plan and conduct a comparative analysis. Depending on your business, this could be a monthly, quarterly or annual review.

Develop a Tracking System

If your business plan contains measurable goals, develop a tracking system to assess where you stand regularly. For example, if the plan calls for earning a certain amount of revenue per month, track revenue on a daily or weekly budget to monitor and control the process. This approach allows you to tweak the system if your numbers are far off the mark. Monitor key elements frequently. Key elements of the business plan include research on your market and competition as well as revenue projections. Each of these elements is subject to rapid change, and you should remain aware of where you stand with regard to these issues.

Coordinate Business and Marketing Plans

Business and marketing plans overlap in several ways, so reviewing both documents simultaneously on a regular basis helps you monitor and control the goals and measurements of each plan. If an element of one plan changes dramatically, evaluate the impact it has on the other plan. For example, if your marketing plan calls for you to launch a major media campaign, but your business plan’s revenue projections are weak, revise each to stay on track.

Make Changes When Necessary

A business plan is not an unchangeable document. Consider it a fluid plan that can be tweaked and updated as your business changes and grows. Don’t cling to elements of your plan that are outdated or no longer useful. For example, if part of your five-year plan includes moving to a larger facility, but you find after five years that your small facility works just fine, revise and update the business plan. Continually revise your plan so that you are always looking ahead in one, three and five-year increments, basing future projections on past performance.

• U.S. Small Business Administration: How to Write a Business Plan
• U.S. Small Business Administration: Essential Elements of a Good Business Plan
• U.S. Small Business Administration: Making Your Business Plan Work for You

Lisa McQuerrey has been a business writer since 1987. In 1994, she launched a full-service marketing and communications firm. McQuerrey's work has garnered awards from the U.S. Small Business Administration, the International Association of Business Communicators and the Associated Press. She is also the author of several nonfiction trade publications, and, in 2012, had her first young-adult novel published by Glass Page Books.

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The importance of knowing how to evaluate a strategic plan

Now that you know more precisely what strategic planning is and what it is for – with the help of Peter Drucker’s ideas – let’s take a look at some strategic planning objectives.

3 main objectives of strategic planning

Below are the main objectives and benefits of monitoring your organization’s strategic plan:

1- Ensuring that activities are being performed within the defined parameters

During the development of strategic planning, for each activity planned for the organization, necessary parameters for their accomplishment are considered.

Costs, execution time, financial, material and human resources needed, among others.

Now, while the plan is being put in place, the manager must make sure that all activities are being carried out within the proper parameters.

Rather than assessing, the manager must look at whether a change of course is required, and whether the parameters for any activity need to be rethought.

Ensuring activity progress helps set performance standards that indicate progress towards long-term goals, assesses people’s performance, and provides input for feedback.

2- Ensuring activities are consistent with company DNA

The soul of the organization is closely linked to its vision, mission and values.

Monitoring strategic planning is also a way to ensure that activities are being developed in accordance with the values that guide the organization and its organizational culture.

Since they are directly related to the organizational climate and the corporate image of the company.

Check out this unique Siteware infographic that shows the consequences of a misaligned organizational culture of strategic planning:

3- Assessing ability to achieve goals and identify problems

Analyzing both the internal and external workforce and the exchange of ideas is also important in measuring how well a company is able to achieve what was set for the period.

By comparing performance data with established standards, it is possible to visualize or anticipate possible bottlenecks in corporate daily life.

Why is monitoring strategic planning important?

When a company monitors its strategic planning closely, it ensures that its teams are doing a good job, committed to maintaining progress, and with proper records so they can be evaluated.

Here is another quote from a master, Ram Charan , to illustrate how monitoring strategic planning is critical.

“ 70% of strategies fail due to ineffectiveness. They rarely fail due to lack of intelligence or vision.”

That is, at the time of executing the plan, it is crucial to carry out strategic monitoring and evaluation of the planning systematically and constantly.

After all, if 70% of planning activities fail in execution, only strategic planning control and evaluation – with metrics – will allow errors to be detected and adjustments made.

The metrics a company uses to measure also indicate the quality of the year or period the company is in.

If necessary, from what is evaluated, it is possible to correct the current path, make investments, hire staff, seek technological tools, build partnerships, among many other solutions.

Monitoring is part of the strategic planning system primarily to keep track of what is happening.

And this is usually done through an analysis of regular operational and financial reports on a company’s activities.

The results of a strategic planning follow-up are:

• Incentive for continuous improvement;
• Provision of data on the impact of activities;
• Information for decision making.

The monitoring of strategic planning should be carried out based on the same indicators used when preparing strategic planning.

This also allows for process review as the company realizes that activities, internal and external relationships, customer approaches, etc. need to be modified.

Is it clear to you how important strategic planning and the control of action plans and activities are?

Examples of strategic planning indicators

You have seen that there is no way to monitor strategic planning without the use of indicators.

There are actually three types of indicators to consider in a company:

• Strategic Indicators:  They point to the future, the path the company is expected to follow, and are linked to the mission and vision of the business. They will be reached in the long term, between 3 and 5 years. After an analysis of internal and external scenarios and company differentials, with the help of SWOT analysis, strategic indicators are usually defined.
• Tactical Indicators:  are related to the actions of each area of the company. They make up an action plan that is effective in a shorter period than the strategic objectives, but should contribute to it. If tactical indicators are being met, there is a good chance that strategic objectives will also be met successfully.
• Operational Indicators:  short term. They are directly linked to the day-to-day operations in a company and the progress of the processes. Operational indicators are assigned to each employee to achieve the desired performance level that will make it possible to achieve tactical and strategic goals.

How do you define strategic planning indicators, anyway?

We have seen in the paragraphs above that strategic indicators have the following characteristics:

• Point to the future
• Achieved in the long term
• Linked to a company’s mission and vision
• Based on competitive differences

So, for example, it would make no sense to define strategic indicators like the following:

• Improve the efficiency of our production line by 15% next year.
• Increase sales by 10% by the end of June
• Hire new talent to fill 6 positions on the board by year’s end

These are typical examples of tactical indicators.

To get examples of strategic planning indicators, one must think of changes more linked to the company’s DNA, its mission to society.

Here is a short list of examples of strategic planning indicators:

• Launch 3 new product lines each year over the next 4 years to gain 35% more Share in Market X.
• Create a corporate university that meets our needs within a maximum of 2 years and institute university study support plans to enable our employees to have 85% of the workforce with a college degree and 50% with a postgraduate degree. 5 years.
• Deactivate business units with less than 20% profitability and use the proceeds from the sale of these assets to start an international expansion project by opening 1 unit in countries X, Y and Z and 3 units in country W within 4 years.

Challenges of following strategic planning

Now that it’s clear to you how to evaluate a strategic plan, let’s look at the challenges inherent in doing it.

If we consider that strategic planning is the consolidation of ideas, it is in the implementation of these ideas that the organization will obtain its results, as Charan pointed out.

That’s why it needs to be constantly reevaluated and rethought as corporate progresses.

The biggest challenge of strategic management is related to the ability to move the organization and keep it connected with what was proposed by the strategic plan, with the adaptability that this process requires.

Like every management function, this presupposes a permanent dynamic of planning, execution, monitoring, evaluation, adjustments and readjustments.

And if you want to know how to evaluate a strategic plan even more quickly and assertively, check out STRATWs One strategic planning software.

It enables a friendly view of your strategy map, making it easy to track indicators and goals and creating action plans for each one.

It makes it much easier to understand how to evaluate a strategic plan and monitor internal activities.

Revolutionize the management of your company with STRATWs One

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Information Technology Controls (IT Controls)

Definition of information technology controls (it controls) [1].

Information Technology Controls or IT Controls are essential to protect assets, customers, partners, and sensitive information; demonstrate safe, efficient, and ethical behavior; and preserve brand, reputation, and trust. In today’s global market and regulatory environment, these things are too easy to lose.

IT controls do not exist in isolation. They form an interdependent continuum of protection, but they also may be subject to compromise due to weak links. IT controls are subject to error and management override, range from simple to highly technical, and exist in a dynamic environment. IT controls have two significant elements:

• the automation of business controls (which support business management and governance) and
• control of the IT environment and operations (which support the IT applications and infrastructures).
• 1 Definition of Information Technology Controls (IT Controls) [1]
• 2 The Importance of IT Controls [2]
• 3 The Hierarchy of IT Controls [3]
• 4 Categories of IT Controls [4]
• 5.1 COBIT [5]
• 5.2 COSO [6]
• 5.3 ITIL [7]
• 5.4 ISO 27001 [8]
• 5.5 ISO 9000 [9]
• 7 References
• 8 Further Reading

The Importance of IT Controls [2]

The role of information technology (IT) control and audit has become a critical mechanism for ensuring the integrity of information systems (IS) and the reporting of organization finances to avoid and hopefully prevent future financial fiascos such as Enron and WorldCom. Global economies are more interdependent than ever and geopolitical risks impact everyone. Electronic infrastructure and commerce are integrated in business processes around the globe. The need to control and audit IT has never been greater. Initially, IT auditing (formerly called electronic data processing (EDP), computer information systems (CIS), and IS auditing) evolved as an extension of traditional auditing. At that time, the need for an IT audit function came from several directions

• Auditors realized that computers had impacted their ability to perform the attestation function.
• Corporate and information processing management recognized that computers were key resources for competing in the business environment and similar to other valuable business resource within the organization, and therefore, the need for control and auditability is critical.
• Professional associations and organizations, and government entities recognized the need for IT control and auditability.

From a worldwide perspective, IT processes need to be controlled. From a historical standpoint, much has been published about the need to develop skills in this field. In its 1992 discussion paper, "Minimum Skill Levels in Information Technology for Professional Accountants,"and its 1993 final report, "The Impact of Information Technology on the Accountancy Profession," the International Federation of Accountants (IFAC) acknowledged the need for better university-level education to address growing IT control concerns and issues. From this, it has published more recent guidance and information. The Institute of Internal Auditors (IIA) 1992 document "Model Curriculum for Information Systems Auditing" was developed to define the knowledge and skills required by internal auditors to be proficient in the information age of the 1990s and beyond.

Owing to the rapid diffusion of computer technologies and the ease of information accessibility, knowledgeable and well-educated IT auditors are needed to ensure that effective IT controls are in place to maintain data integrity and manage access to information. Globally, private industry, professional associations, and organizations such as International Federation of Information Processing (IFIP), Association for Computing Machinery (ACM), Association of Information Technology Professionals (AITP), Information Systems Security Association (ISSA), and others have recognized the need for more research and guidance as identified in Appendix III. Control-oriented organizations such as the American Institute of Certified Public Accountants (AICPA), the Canadian Institute of Chartered Accountants (CICA), IIA, Association of Certified Fraud Examiners (ACFE), and others have issued guidance and instructions and supported studies/research in this area. Since 1996, The Colloquium for Information Systems Security Educators (CISSE) has been a leading proponent for implementing the course of Instruction in information security (InfoSec) and Information Assurance in education The need for improved control over IT has been advanced over the years in earlier and continuing studies by the AICPA's Committee of Sponsoring Organizations of the Treadway Commission (COSO), International Organization for Standardization (ISO) issuance of ISO 9000 and ISO 17799 and follow-on amendments, OECD's "Guidelines for the Security of IS by the Organization for Economic Cooperation and Development (OECD)," IIA's "Systems Auditability and Control (SAS) Report," and the U.S. President's Council on Integrity and Efficiency in Computer Audit Training Curriculum. The most recent addition to these major studies is the aforementioned CoBiT research. Essentially, technology has impacted three significant areas of the business environment:

• It has impacted what can be done in business in terms of information and as a business enabler. It has increased the ability to capture, store, analyze, and process tremendous amounts of data and information, which has increased the empowerment of the business decision maker. Technology has also become a primary enabler to various production and service processes. It has become a critical component to business processes. There is a residual effect in that the increased use of technology has resulted in increased budgets, increased successes and failures, and increased awareness of the need for control.
• Technology has significantly impacted the control process. Although control objectives have generally remained constant, except for some that are technology specific, technology has altered the way in which systems should be controlled. Safeguarding assets, as a control objective, remains the same whether it is done manually or is automated. However, the manner by which the control objective is met is certainly impacted.
• Technology has impacted the auditing profession in terms of how audits are performed (information capture and analysis, control concerns) and the knowledge required to draw conclusions regarding operational or system effectiveness, efficiency and integrity, and reporting integrity. Initially, the impact was focused on dealing with a changed processing environment. As the need for auditors with specialized technology skills grew, so did the IT auditing profession.

Organizations today operate in a dynamic global multi-enterprise environment with team-oriented collaboration and place very stringent requirements on the telecommunications network. The design of such systems is complex and management can be very difficult. Organizations are critically dependent on the timely flow of accurate information. A good way to view how stringent the network requirements are is to analyze them in terms of the quality of the telecommunications service. Perhaps, two examples of the world's dependency on IT come as a result of two reported events in the past where IT failure impacted world commerce and communications. In 1998, an AT&T major switch failed due to two software errors and a procedural error, causing communications at that switch to become overloaded and making customers using credit cards unable to access their funds for 18 hours. In another 1998 event, a communication satellite went into an uncontrollable rotation causing pager communication systems worldwide to be "useless," and those companies using this technology for E-account transaction and verification were unable to process credit card information for 24 hours, thus causing their customers to pay cash for their transactions. The disruption of the paging services caused severe impact to services provided by both private and governmental organizations that depended on this communication. Hence the need for a control structure, which provides assurances of integrity, reliability, and validity, to be designed, developed, and implemented.

The financial scandals involving Enron and Arthur Andersen LLP, and others generated a demand for the new legislation to prevent, detect, and correct such aberrations. In addition to this, the advancements in network environments technologies have resulted in bringing to the forefront issues of security and privacy that were once only of interest to the legal and technical expert but which today are topics that affect virtually every user of the information superhighway. The Internet has grown exponentially from a simple linkage of a relative few government and educational computers to a complex worldwide network that is utilized by almost everyone from the terrorist who has computer skills to the novice user and everyone in between. Common uses for the Internet include everything from marketing, sales, and entertainment purposes to e-mail, research, commerce, and virtually any other type of information sharing.

Unfortunately, as with any breakthrough in technology, advancements have also given rise to various new problems that must be addressed, such as security and privacy. These problems are often being brought to the attention of IT audit and control specialists due to their impact on public and private organizations. Current legislation and government plans will effect the online community and, along with the government's role in the networked society, will have a lasting impact in future business practices.

IT and information security are integral parts of the IT's internal controls . The computer is changing the world. Business operations are also changing, sometimes very rapidly, because of the fast continuing improvement of technology. Events such as September 11, 2001, and financial upheavals from corporate scandals such as Enron and Global Crossing have resulted in increased awareness. Yes, IT controls are very important. Today, people are shopping around at home through networks. People use "numbers" or accounts to buy what they want via shopping computers. These "numbers" are "digital money," the modern currency in the world. Digital money will bring us benefits as well as problems. One major benefit of digital money is its increased efficiency. However, it will also create another problem for us. "Security" is perhaps the biggest factor for individuals interested in making online purchases by using digital money. Also, it must be remembered that vigilance needs to be maintained over those who use the Internet for illegal activities, including those who are now using it for scams, crime, and covert activities that could potentially cause loss of life and harm to others. IT control and security is everyone's business.

The Hierarchy of IT Controls [3]

Individual controls within an organization can be classified within the hierarchy of IT controls — from the overall highlevel policy statements issued by management and endorsed by the Board down to the specific control mechanisms incorporated into application systems. The Figure below – Hierarchy of IT Controls represents a logical “top-down” approach both when considering controls to implement and when determining areas on which to focus internal audit resources during reviews of the entire IT operating environment. The different elements of the hierarchy are not mutually exclusive; they connect with each other and often overlap and intermingle. Each of the control types within the hierarchy are described below.

• Policies: All organizations need to define their goals and objectives through strategic plans and policy statements. Without clear statements of policy and standards for direction, organizations can become disoriented and perform ineffectively. Because technology is vital to virtually all organizations, clear policy statements regarding all aspects of IT should be devised and approved by management, endorsed by the Board, and communicated to staff. Many different policy statements can be required depending on the organization’s size and the extent to which it deploys IT. For smaller organizations, a single policy statement may be sufficient — provided it covers all relevant areas. Larger organizations often will require more detailed and specific policies.
• Standards: The organization should have an IT blueprint that supports its overall strategy and sets the tone for the resultant IT policies and standards. The standards define ways of working to achieve the objectives of the organization. Adopting and enforcing standards promotes efficiency and ensures consistency in the IT operating environment. Large organizations with significant resources are in a position to devise their own standards, but smaller organizations may not have sufficient resources. There are many sources of information on standards and best practice that smaller organizations may considere using. As with policies, written standards should be approved by management and made available to everyone who implements them.
• Organization and management play a major role in the whole system of IT control in addition to every aspect of an organization’s operations. An appropriate organization structure allows lines of reporting and responsibility to be defined and effective control systems to be implemented. Important controls typically could include segregation of incompatible duties, financial controls, and change management.
• Physical and Environmental Controls: IT equipment represents a considerable investment for many organizations. It must be protected from accidental or deliberate damage or loss. Physical and environmental controls, originally developed for large data centers that house mainframe computers, are equally important in distributed client-server and Web-based systems. Although the equipment commonly used today is designed for ease of use in a normal office environment, its value to the business and the cost and sensitivity of applications running business processes can be significant. All equipment must be protected, including the servers and workstations that allow staff access to the applications. When considering physical and environmental security, it is also appropriate to consider contingency planning. What will the organization do if there is a fire or flood or if any other threat manifests itself? How will the organization continue its operations? This type of planning goes beyond merely providing for alternative IT processing power to be available and routine backup of production data; it must consider the logistics and coordination needed for the full scope of business activity. Finally, history consistently demonstrates that business continuity planning that has not been tested successfully in a realistic simulation is not reliable.
• Systems Software Controls: Systems software products enable the IT equipment to be used by the application systems and users. These products include operating systems (e.g., Windows and UNIX), network and communications software, firewalls, antivirus products, and database management systems (DBMS) (e.g., Oracle and DB2). IT audit specialists should assess controls in this area. Small organizations are unlikely to have the resources to employ such specialists and should consider using external resources. Whether IT auditors are employed or outsourced, they require a highly specific set of knowledge. Much of this knowledge can come from experience, but such knowledge must be updated constantly to remain current and useful. Systems software can be highly complex and can apply to components and appliances within the systems and network environment. Software may be configured to accommodate highly specialized needs and normally requires a high degree of specialization to securely maintain it. Configuration techniques can control logical access to the applications, although some application systems contain their own access controls and may provide an opening for unauthorized users to break into a system. Configuration techniques also provide the means to enforce segregation of duties, generate specialized audit trails, and apply data integrity controls through access control lists, filters, and activity logs.
• Systems Development and Acquisition Controls: Organizations rarely adopt a single methodology for all system acquisitions or development. Methodologies are chosen to suit the particular circumstances. The IT auditor should assess whether the organization uses a controlled method to develop or acquire application systems and whether it delivers effective controls over and within the applications and data they process. By examining application development procedures, the auditor can gain assurance that application controls are adequate. Some basic control issues should be addressed in all systems development and acquisition work. Where systems development is outsourced, the outsourcer or provider contracts should require similar controls. Project management techniques and controls should be part of the development process — whether developments are performed in-house or are outsourced. Management should know whether projects are on time and within budget and that resources are used efficiently. Reporting processes should ensure that management understands the current status of development projects and does not receive any surprises when the end product is delivered.
• All input data is accurate, complete, authorized, and correct.
• All data is processed as intended.
• All data stored is accurate and complete.
• All output is accurate and complete.
• A record is maintained to track the process of data from input to storage and to the eventual output.
• Input controls: These controls are used mainly to check the integrity of data entered into a business application, whether the source is input directly by staff, remotely by a business partner, or through a Web-enabled application. Input is checked to ensure that it remains within specified parameters.
• Processing controls: These controls provide automated means to ensure processing is complete, accurate, and authorized.
• Output controls: These controls address what is done with the data. They should compare results with the intended result and check them against the input.
• Integrity controls: These controls can monitor data in process and/or storage to ensure that data remains consistent and correct.
• Management trail: Processing history controls, often referred to as an audit trail, enable management to track transactions from the source to the ultimate result and to trace backward from results to identify the transactions and events they record. These controls should be adequate to monitor the effectiveness of overall controls and identify errors as close as possible to their sources.

Categories of IT Controls [4]

IT controls are often described in two categories:

• Control environment, or those controls designed to shape the corporate culture or "tone at the top."
• Change management procedures - controls designed to ensure the changes meet business requirements and are authorized.
• Source code/document version control procedures - controls designed to protect the integrity of program code
• Software development life cycle standards - controls designed to ensure IT projects are effectively managed.
• Logical access policies, standards and processes - controls designed to manage access based on business need.
• Incident management policies and procedures - controls designed to address operational processing errors.
• Problem management policies and procedures - controls designed to identify and address the root cause of incidents.
• Technical support policies and procedures - policies to help users perform more efficiently and report problems.
• Hardware/software configuration, installation, testing, management standards, policies and procedures.
• Disaster recovery/backup and recovery procedures, to enable continued processing despite adverse conditions.
• Physical security - controls to ensure the physical security of information technology from individuals and from environmental risks.
• Completeness checks - controls that ensure all records were processed from initiation to completion.
• Validity checks - controls that ensure only valid data is input or processed.
• Identification - controls that ensure all users are uniquely and irrefutably identified.
• Authentication - controls that provide an authentication mechanism in the application system.
• Authorization - controls that ensure only approved business users have access to the application system.
• Input controls - controls that ensure data integrity fed from upstream sources into the application system.
• Forensic controls - control that ensure data is scientifically correct and mathematically correct based on inputs and outputs

Current IT Standard/Control Frameworks and Models

Several popular IT Governance and Standards Frameworks are displayed in Figure 1: COSO Internal Control Integrated Framework ; COBIT (Control Objectives for Information and Related Technology) ; ITIL (Information Technology Infrastructure Library) , and ISO 27001/9000. While no one framework or model encompasses all of the possible IT controls, collectively they cover the “what, how, and scope” of IT Governance — albeit with some duplication and overlap.

COBIT [5]

Short for Control Objectives for Information and Related Technologies, COBIT was first developed to guide IT governance and management. It's scope is unique from most frameworks in that it focuses narrowly on security, risk management, and governance. If you’re looking to streamline business processes, sync IT with business needs, alter your IT infrastructure, or manage the multi-cloud, COBIT isn’t the answer. But with most companies relying enormously on IT for business success – sometimes the IT itself is the product – COBIT is essential to developing, controlling, and maintaining risk and security for enterprises around the world, regardless of your industry.

COSO [6]

The Committee of Sponsoring Organizations were charged by the Treadway Commission to develop an integrated guidance on Internal Control. As a result of this, a framework for designing, implementing and evaluating internal control for organizations was released. The COSO Framework was designed to help businesses establish, assess and enhance their internal control. The importance of Internal Control in the Operations and Financial Reporting of an entity cannot be over-emphasized as the existence or the absence of the process determines the quality of output produced in the Financial Statements. A present and functioning Internal Control process provides the users with a “reasonable assurance” that the amounts presented in the Financial Statements are accurate and can be relied upon for informed decision making. The COSO Integrated Framework for Internal Control has five (5) components which include:

• Control Environment: The control environment is the set of standards, processes, and structures that provide the basis for carrying out internal control across the organization
• Risk Assessment: Risk assessment involves a dynamic and iterative process for identifying and assessing risks to the achievement of objectives.
• Control Activities: Control activities are the actions established through policies and procedures that help ensure that management’s directives to mitigate risks to the achievement of objectives are carried out.
• Information and Communication: Communication is the continual, iterative process of providing, sharing and obtaining necessary information.
• Monitoring Activities: Ongoing evaluations, separate evaluations or some combination of the two are used to ascertain whether each odf the five components of internal control, including controls to effect the principles, within each component, is present and functioning.

ITIL [7]

Successfully aligning customer demand and business needs with technology services offers organizations a unique opportunity to enhance efficiency, improve productivity, and increase value. Aligned organizational needs and services can lay the foundation for establishing a competitive edge and achieving business success. The ITIL® framework offers a set of ITSM best practices aids organizations in aligning IT service delivery with business goals. ITIL, or Information Technology Infrastructure Library, is a well-known set of IT best practices designed to assist businesses in aligning their IT services with customer and business needs. Services include IT related assets, accessibility, and resources that deliver value and benefits to customers. ITIL framework objectives include the delivery of valuable service offerings, as well as meeting customer needs, and achieving business goals of a given organization. Despite the individuality of each organization, ITIL provides guidelines for achieving these objectives and measuring success with KPIs . While it is most common to see ITIL implemented among large organizations, ITIL processes can bring value to small and mid-size organizations. Smaller organizations often implement only a subset of ITIL processes that are perceived to offer the most significant or tangible return on effort.

ISO 27001 [8]

ISO 27000|ISO 27001 is the international standard that describes best practice for an ISMS (information security management system) . The Standard takes a risk-based approach to information security. This requires organisations to identify information security risks and select appropriate controls to tackle them. Annex A of ISO 27001 provides an essential tool for managing security. It provides a list of security controls to be used to improve the security of information. As you can see from the list below, ISO 27001 is not fully focused on IT , while IT is very important, IT on its own cannot protect information. Instead, bringing together Physical security, HR management , organisational issues and legal protection, along with IT are required to secure the information. A useful way to understand Annex A is to think of it as a catalogue of security controls – based on your risk assessments, you should then select the ones that are applicable to your organisation and tie into your statement of applicability. The 14 control sets of Annex A:

• A.5 Information security policies (2 controls): how policies are written and reviewed.
• A.6 Organisation of information security (7 controls): the assignment of responsibilities for specific tasks.
• A.7 Human resource security (6 controls): ensuring that employees understand their responsibilities prior to employment and once they’ve left or changed roles.
• A.8 Asset management (10 controls): identifying information assets and defining appropriate protection responsibilities.
• A.9 Access control (14 controls): ensuring that employees can only view information that’s relevant to their job role.
• A.10 Cryptography (2 controls): the encryption and key management of sensitive information.
• A.11 Physical and environmental security (15 controls): securing the organisation’s premises and equipment.
• A.12 Operations security (14 controls): ensuring that information processing facilities are secure.
• A.13 Communications security (7 controls): how to protect information in networks.
• A.14 System acquisition, development and maintenance (13 controls): ensuring that information security is a central part of the organisation’s systems.
• A.15 Supplier relationships (5 controls): the agreements to include in contracts with third parties, and how to measure whether those agreements are being kept.
• A.16 Information security incident management (7 controls): how to report disruptions and breaches, and who is responsible for certain activities.
• A.17 Information security aspects of business continuity management (4 controls): how to address business disruptions.
• A.18 Compliance (8 controls): how to identify the laws and regulations that apply to your organisation.

ISO 9000 [9]

ISO 9000 is a family of internationally accepted standards that are used to measure the quality management system (QMS) followed by an organization. The main purpose of the ISO 9000 standard is to provide a time-tested framework to help companies establish and follow a systematic approach for managing organizational processes for rendering consistent quality. ISO 9000 is often used to refer to a family of three standards:

• ISO 9000:2005 - Fundamentals and vocabulary
• ISO 9001:2015 - Requirements
• ISO 9004:2000 - Guidelines for performance improvement
• ↑ Definition - What Does Information Technology Controls (IT Controls) Mean? IIA
• ↑ Why Are Information Technology Controls and Audit Important? IT Today
• ↑ The Hierarchy of IT Controls David A Richards et al.
• ↑ The Two Categories of IT Controls Wikipedia
• ↑ COBIT BMC
• ↑ COSO Deloitte
• ↑ ITIL Cherwell
• ↑ ISO 27001 itgovernance.co.uk
• ↑ ISO 9000 ISO 9001 Checklist

Further Reading

• General IT Controls (GITC) Risk and Impact Deloitte Risk Advisory
• Guide to the Sarbanes-Oxley Act: IT Risks and Controls Protiviti
• The Increasing Importance of IT 'Controls' Datamation

Project management

Implementation plan: What to include and 5 essential steps

A project plan or project implementation plan is a key strategic document that keeps teams on track throughout a project, indicating how a project is expected to run along with who’s responsible for what. It’s an extremely valuable planning tool — one that can be the difference between project success and project failure.

It’s also a fairly comprehensive document, and if you’ve never built one before, the concept can feel a bit overwhelming.

In this post, we’ll give you a five-step plan for building and implementing a project plan. First, we’ll walk you through what a project implementation plan looks like, why you should create one for every project, and what each plan should include.

• What is a project implementation plan?

A project implementation plan is a document that defines how a project will be executed. Implementation plans outline the project's goals, scope, and purpose, as well as listing the resources (including team members) necessary for a successful project.

Project implementation plans are sometimes called “strategic plans” because they lay out the strategy proposed for a project. But we like the longer name because it conveys more than just strategy: It suggests a process going into action, and it answers the question of how a team will arrive at a goal.

A project implementation plan serves as a critical reference point throughout the project's lifecycle, ensuring everyone is on the same page and everything is on the right track. It's a vital document for guiding decision-making, mitigating risks, and ultimately ensuring the successful completion of the project from start to finish.

The Teamwork.com guide to project management

Get best practices, tips, and methodologies to enhance your project management approach with our free guide.

• Why every project should start with an implementation plan

Why start each project with an implementation plan? Simple: because you want the project to succeed, and you want an objective way to know if it succeeded.

Starting each project with an implementation plan accomplishes quite a bit for most teams and businesses, primarily because it creates a shared sense of vision and understanding and points toward a clearly defined goal.

Most teams realize these four benefits (and plenty more) when they create a thorough and functional project implementation plan:

It creates an actionable roadmap of the scope of work

Projects run the gamut from extremely simple to lengthy and complex. The more complicated and interconnected the project, the greater the chance for confusion.

Whatever the level of complexity, chaos ensues when team members aren’t clear on what to do, when to do it, or why they’re doing it.

A project implementation plan is the antidote to this kind of chaos because it shows all parties what the path forward looks like (the roadmap ) — as well as what is and isn’t on that path (the scope of work).

It makes goals and communication transparent to all stakeholders

When all parties understand the goals of a project, you lessen confusion around those goals. There may still be disagreement on how to best achieve a goal, but there’s no confusion about what the team is aiming to accomplish.

Also, a central, accessible document containing all relevant aspects of a project creates a single source of truth for teams, managers, executives, vendors, customers, and more. When anyone and everyone associated with a project is working from the same playbook, teams and businesses enjoy clearer, more focused, and more transparent communication .

It holds your team members accountable

Around 70% of businesses report having at least one failed project in the last year. We’ve all been part of a project where no one seemed accountable for problems or even total project failure. Of course, no one likes taking the blame and finding a scapegoat isn’t always terribly productive. Still, if you have a team member or business unit that’s consistently failing to deliver, you want to know.

A strong project implementation plan makes clear who’s responsible for what within a project. It gives project managers and team leads a stronger understanding of task accountability, helping to hold team members accountable for their work.

And most of the time, better accountability comes with better results!

It helps your entire team stay on the same page

You’ll never completely eliminate scope creep (something that occurred within more than a third of projects in 2021), nor should you. Parameters for various deliverables or even the entire project can and do change over the course of a project, and sometimes a change in scope is clearly the right decision.

But not all scope creep is good. Especially with longer or more complex projects, it’s common for team members to lose focus on the top-level goals — not to mention the specific steps needed to reach those goals.

This loss of focus is preventable, though, as is the scope creep that grows from it. A project implementation plan keeps the big-picture goals and the steps required to meet them in focus. When a change in scope is warranted, it should be documented within or alongside the implementation plan.

• Essential components of a great implementation plan

Most well-designed implementation plans contain these essential items, though it’s important to note that implementation plans vary widely, just like the projects they’re attached to.

These elements comprise a solid foundation for your next implementation plan. Start with these, but feel free to add additional elements that make sense for your industry or project type.

1) Scope statement

The scope statement outlines the scope of the project — essentially, what work will be performed in the project (and what work would be considered out of scope).

2) Project milestones, goals, and key objectives

Project goals are the high-level outcomes the project aims to achieve. Key objectives are the steps or intermediate outcomes that will occur throughout the project in support of the project goals. Project milestones are the points of measurement along the way, usually significant or tangible in some way.

Examples of milestones across a few industry contexts include wireframe completed, beta launch, copy drafted, or the completion of a phase, segment, or function that’s part of the whole.

3) Detailed resource plan

A project’s resource plan indicates which human resources are involved along with their time or workload commitment. You should also include materials and equipment (typically, only what’s beyond the standard stuff every employee already has) needed for successful project completion.

4) Estimated implementation timeline

A key element of any implementation plan is a concrete timeframe for the project (and its implementation). These dates are rarely perfect at the outset of a project, but they provide a goal to work toward and give stakeholders some context for what they’re signing off on.

Most project teams use project management software for creating project timelines , often in the form of a Gantt chart.

5) Implementation plan milestones

Your implementation plan may benefit from its own set of internal milestones, separate from the broader project milestones. These internal milestones are more useful on highly complex projects with multiple levels of approval and numerous departments supplying information.

Implementation plan milestones could look like these: initial stakeholder information gathered, plan drafted, plan discussed and feedback incorporated, final sign-off by all stakeholders.

6) Implementation plan KPIs & metrics

Your key performance indicators (KPIs) or other metrics reveal how well the team is accomplishing the implementation plan. Establish measurable indicators, state what they are within the plan itself, and then track them over the course of the project.

Here, a quality project management tool is essential if you want to succeed with measurements that span the length of a project.

• 5 easy steps to create your project implementation plan

Now you know what needs to go into your project implementation plan — but how do you actually create one and get the implementation process started?

We know this process can seem daunting at first, and it does take some upfront work. But the process doesn’t have to be as complicated as it seems. Follow these five easy steps to create an implementation plan that helps keep your project and your team on track. Then, as future projects arise, use these questions as a template of sorts to create a quality implementation and management plan for each one.

Teamwork.com’s project management template is an easy way to start building your plan today.

• 1) Define your goals and milestones

Before you can create a plan for how to get where you want to go, you need to spend some time deciding where you want to go .

So, before you start building out any other part of a project implementation or action plan, start by devoting time to the what and the where:

What are you trying to accomplish? (Project-level goals)

What needs to happen to reach those goals? (Project objectives)

What are the intermediate steps or milestones that demonstrate progress along the path toward the project’s goals? (Project milestones)

Once you establish goals, objectives, and milestones — and achieve buy-in from key stakeholders and project team members on those goals and milestones — you’re ready to proceed to step two.

• 2) Conduct research by interviewing, surveying, or observing

Research is one key element of a successful implementation plan. In many project contexts, this research looks like interviewing or surveying various stakeholders, subject matter experts, department leaders, and so on — gathering the information necessary to build your implementation strategy.

Sometimes observation is a key strategy as well: Watching what another team (or vendor or external organization) does or has done on a similar project can provide valuable insights.

• 3) Brainstorm and map out potential risks

Every project has inherent potential risks. Some of these can be foreseen, while others seem to come out of nowhere. Take the pandemic as one example of the latter category. Yes, businesses should have business continuity and disaster management policies in place, but few — if any — businesses had a concrete plan of action lined up for a global pandemic.

So, there are risks you can’t plan for and could never predict. But there are plenty of risks that, with a little bit of brainstorming and planning, should be easy to discover. These are the ones you need to target as you perform a risk assessment.

Map out the known risks, along with potential impacts and mitigation strategies for each one. Some risks are entirely avoidable so long as you take appropriate risk management actions. Others may not be completely preventable, but having a plan in place will greatly reduce their impact.

• 4) Assign and delegate essential tasks

Every good implementation plan will include a work plan or action plan that lists out the tasks within the project to a certain level of granularity. These tasks eventually get plugged into a calendar or schedule of some sort, often within project planning software suites like Teamwork.com .

No matter what method or platform you’re using, at this stage, you need to map out or schedule these tasks. As a part of this step, make sure you assign and delegate tasks to specific resources (or, at minimum, specific departments or work groups).

This step is key to successful project execution, as it assigns responsibility and accountability for every task included in the plan, bringing clarity to who’s doing what and when.

• 5) Finalize your plan and allocate resources

Next up is allocating resources. You already assigned tasks to people (or departments) in the previous step, so what do we mean here that’s any different?

Put simply, there’s a difference between putting on paper that “Sam will handle task 35” (assigning tasks) and actually making sure that Sam has the capacity to handle task 35 (allocating resources).

In step 4, all you really did was determine who’s doing what. Now, during resource allocation, you make sure that your assignment plan is achievable. Resource allocation means assigning tasks to resources that are actually available. In other words, you need to make sure task 35 doesn’t land on Sam’s desk the same day as 10 other tasks.

Last, once everything else about your plan has been crafted, vetted, and approved, it’s time to finalize the plan. Usually, this involves sending out the completed plan for a final round of approvals.

Once approved, the project implementation plan becomes a single source of truth for the team and other stakeholders. So make sure to store the plan in a central, accessible location. ( Teamwork.com is a great place for this , if you ask us!)

• Create an effective project plan with Teamwork.com

Creating a project implementation plan requires careful planning and attention to innumerable details, but the results are worth the investment. Increase your project success rate, productivity, morale, and more by keeping teams focused on the right shared outcomes.

We’ve hinted at this a few times already, but project implementation planning (along with all the other documents and documentation you need to prepare to get a project off the ground) is infinitely easier when you use the right tools.

Teamwork.com is a powerful all-in-one platform for client work — including complete operations control and project management — that gives you a central location to store project data, robust yet flexible templates, and visibility into current and past project data. Teamwork.com can cut down on the detail work and keep your information organized in a digestible, more user-friendly way, ultimately empowering you and your teams to achieve better work for your clients, be more profitable, and stay on track.

See more of what Teamwork.com can do for your business now — get started now for free, view our comprehensive pricing plans , or book a demo today.

The only all-in-one platform for client work

Trusted by 20,000 businesses and 6,000 agencies, Teamwork.com lets you easily manage, track, and customize multiple complex projects. Get started with a free 30-day trial.

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Teamwork.com: The all-in-one platform for client work

Learn how Teamwork.com helps you drive business efficiency, grow profits, and scale confidently.

Ben is a Senior Content Marketing Specialist at Teamwork.com. Having held content roles at agencies and SaaS companies for the past 8 years, Ben loves writing about the latest tech trends and work hacks in the agency space.

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What is Internal Control and how is it implemented?

It is clear that in recent years companies have given increasing attention to their internal controls, to prevent fraud and tampering in their processes, so what is internal control ?

It is worth noting that, for organizations, the importance of internal controls is not only in its preventive character but also of their high effectiveness in support of business management at its various levels: strategic planning, execution and controlling processes and making critical decisions.

But after all, what is internal control correctly and what purpose does it serve?

Theoretical definition of what is internal control in organizations

As defined by the expert Francisco José de Araújo in his work ‘The structure of internal controls and the independence of internal audit’:

“Internal controls correspond with organizational plans and the coordinated set of methods and measures adopted for a particular company to safeguard its assets, check accuracy and reliability of accounting data, promote operational efficiency and encourage adherence to guidelines laid down by management.”

Internal controls represent an important and essential source for providing information and support of the most critical decisions of managers, helping them to conduct business in achieving the intended goals.

Note that both the business management style and the way of managing internal communication are factors that, company to company, can cause a variation or another on the purpose and usefulness of internal controls.

But as a rule, organizations that invest heavily in information technology and therefore have highly computerized systems, have an advantage over the competition, because their internal controls allow them the rapid detection and correction of flaws and imbalances in their various processes, which means a huge competitive advantage.

Have a look at SWOT analysis, a useful tool for business process improvement !

See also  a step by step guide on how to conduct a Swot analysis.

Main objectives of internal controls

Based on the theoretical concept, one can say that the main scopes of a structured internal control system are:

• To promote reliability and impartiality in the production of financial reports.
• To provide timely and easily accessible information , enabling the efficient and effective conduct of business processes.
• To ensure the compliance of internal processes and actions in general of the objectives of strategic planning, avoiding guideline deviations.
• To safeguard the company’s assets , support risk management and minimize any financial losses from mismanagement.

See: What is Total quality control?

Elementary assumptions of internal control implementation

• Allocation and clear documentation of the obligations of each employee of the company, so that in the possible case of irregularity, the appropriate person responsible can be charged.
• Standardization and documentation of standards, procedures, and internal routines.
• Roles and responsibilities related to the execution of critical processes must be well targeted and managed as a team, so no overload compromises efficiency.
• Cost-benefit analysis and prioritization of certain internal controls, so that resources consumed by running them are no larger than the gains.

After discovering the answer to what is internal control, check out how using BPM software can dramatically improve your business processes.

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• Business Management
• Process Automation
• Process Documentation
• Process Improvement
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• Process Modeling
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