Unit of Competency Mapping – Information for Teachers/Assessors – Information for Learners

CPPCMN8001 Mapping and Delivery Guide
Lead the strategic planning process for an enterprise

Version 1.0
Issue Date: April 2024


Qualification -
Unit of Competency CPPCMN8001 - Lead the strategic planning process for an enterprise
Description
Employability Skills
Learning Outcomes and Application This unit of competency specifies the outcomes required to lead the development of high-level strategic plans for an organisation or professional practice. These plans are usually long-term covering three to five years. Establishing financial and non-financial performance indicators, and monitoring them, are critical to success. It requires the analysis of the environment, identification of risks and opportunities, and specification of strategic directions for the organisation or practice. The unit also addresses annual operational planning to support the strategic plan, including planning staffing requirements and succession planning.The unit supports the work involved in serving the vision and mission of an organisation. It applies to senior managers and owners who provide the strategic direction and planning for the organisation.No licensing, legislative, regulatory, or certification requirements apply to this unit of competency at the time of endorsement.
Duration and Setting X weeks, nominally xx hours, delivered in a classroom/online/blended learning setting.

The following must be present and available to learners during assessment activities:

equipment:

computer with internet access

telephone

materials:

historical and current company information

contingencies:

objections to elements of the plan from a staff or stakeholders

physical conditions:

established organisation requiring strategic planning.

Timeframe:

according to organisational requirements.

Assessor requirements

As a minimum, assessors must satisfy the assessor requirements in the Standards for Registered Training Organisations (RTOs) current at the time of assessment.
Prerequisites/co-requisites
Competency Field
Development and validation strategy and guide for assessors and learners Student Learning Resources Handouts
Activities 		Slides
PPT 		Assessment 1 Assessment 2 Assessment 3 Assessment 4
Elements of Competency Performance Criteria              
Element: Initiate the strategic planning process.
  • Owners and senior staff are extensively consulted to determine the parameters that will be used for the planning process, including timeframes and budget.
  • Current strategic planning documents are analysed to determine a methodology that is in keeping with the organisation’s needs and past practice.
  • Stakeholders who will contribute to the plan’s development are identified.
  • Planning methodology is developed and a project plan, including resource allocation, is documented.
       
Element: Conduct an environmental and organisational scan.
  • Extensive research is conducted of local and international best practice and trends in the organisation’s field of operation.
  • Demographic and trend data is identified, collected and analysed to provide profiling information about the organisation’s market.
  • Industry intelligence relating to competitors is collected and analysed.
  • Key strengths, weaknesses, opportunities and threats (SWOT) to the organisation are identified.
  • Major risk factors are identified that could constrain the achievement of organisational goals in the short, medium and long term.
  • Stakeholders are consulted to identify issues and expectations affecting the organisation’s operations.
       
Element: Lead the establishment of organisational key directions and goals.
  • Processes to engage staff and stakeholders in establishing the major goals of the organisation are developed and implemented during the predetermined planning period.
  • Leadership is provided to establish the vision, mission and key goals of the organisation for the planning period.
  • Leadership to establish the organisation’s key result areas for the period of the plan is provided.
       
Element: Lead the development of the plan’s key activities and performance indicators.
  • Processes and delegations are put in place and managed to develop detailed activities to achieve the organisation’s goals.
  • Processes and delegations are put in place and managed to develop specific performance indicators to enable the measurement of success.
  • Resourcing levels to enable the plan to be enacted are costed and budgeted.
  • Strategies are developed and applied to gain staff and stakeholder commitment to the process and the plan.
  • Sign-off and commitment to finalised strategic plan are obtained from stakeholders and participants.
       
Element: Manage the implementation process.
  • Development of necessary tactical or operational annual plans is lead and managed across the organisation to facilitate implementation of longer-term strategic plan.
  • Prioritising and human, financial and capital resourcing of programs or operational tactics are planned and conducted.
  • Changed processes or practices to support implementation are analysed and planned.
  • Succession planning and other human resource development strategies are enacted to ensure long-term viability of organisation.
  • Strategies to skill the workforce in order to enact the plan are put in place.
  • Communication processes are put in place to inform and support staff and stakeholders during required change and implementation process.
       
Element: Manage the evaluation process.
  • Processes to monitor performance against agreed benchmarks and performance indicators are put in place and enacted.
  • Outcomes of the strategic and operational plans are monitored in line with agreed processes.
  • Review or refinement of activities is undertaken in light of changing conditions to ensure the attainment of the strategic plan’s goals.
       


Evidence Required

List the assessment methods to be used and the context and resources required for assessment. Copy and paste the relevant sections from the evidence guide below and then re-write these in plain English.

Elements describe the essential outcomes.

Performance criteria describe the performance needed to demonstrate achievement of the element. Where bold italicised text is used, further information is detailed in the range of conditions.

1.

Initiate the strategic planning process.

1.1.

Owners and senior staff are extensively consulted to determine the parameters that will be used for the planning process, including timeframes and budget.

1.2.

Current strategic planning documents are analysed to determine a methodology that is in keeping with the organisation’s needs and past practice.

1.3.

Stakeholders who will contribute to the plan’s development are identified.

1.4.

Planning methodology is developed and a project plan, including resource allocation, is documented.

2.

Conduct an environmental and organisational scan.

2.1.

Extensive research is conducted of local and international best practice and trends in the organisation’s field of operation.

2.2.

Demographic and trend data is identified, collected and analysed to provide profiling information about the organisation’s market.

2.3.

Industry intelligence relating to competitors is collected and analysed.

2.4.

Key strengths, weaknesses, opportunities and threats (SWOT) to the organisation are identified.

2.5.

Major risk factors are identified that could constrain the achievement of organisational goals in the short, medium and long term.

2.6.

Stakeholders are consulted to identify issues and expectations affecting the organisation’s operations.

3.

Lead the establishment of organisational key directions and goals.

3.1.

Processes to engage staff and stakeholders in establishing the major goals of the organisation are developed and implemented during the predetermined planning period.

3.2.

Leadership is provided to establish the vision, mission and key goals of the organisation for the planning period.

3.3.

Leadership to establish the organisation’s key result areas for the period of the plan is provided.

4.

Lead the development of the plan’s key activities and performance indicators.

4.1.

Processes and delegations are put in place and managed to develop detailed activities to achieve the organisation’s goals.

4.2.

Processes and delegations are put in place and managed to develop specific performance indicators to enable the measurement of success.

4.3.

Resourcing levels to enable the plan to be enacted are costed and budgeted.

4.4.

Strategies are developed and applied to gain staff and stakeholder commitment to the process and the plan.

4.5.

Sign-off and commitment to finalised strategic plan are obtained from stakeholders and participants.

5.

Manage the implementation process.

5.1.

Development of necessary tactical or operational annual plans is lead and managed across the organisation to facilitate implementation of longer-term strategic plan.

5.2.

Prioritising and human, financial and capital resourcing of programs or operational tactics are planned and conducted.

5.3.

Changed processes or practices to support implementation are analysed and planned.

5.4.

Succession planning and other human resource development strategies are enacted to ensure long-term viability of organisation.

5.5.

Strategies to skill the workforce in order to enact the plan are put in place.

5.6.

Communication processes are put in place to inform and support staff and stakeholders during required change and implementation process.

6.

Manage the evaluation process.

6.1.

Processes to monitor performance against agreed benchmarks and performance indicators are put in place and enacted.

6.2.

Outcomes of the strategic and operational plans are monitored in line with agreed processes.

6.3.

Review or refinement of activities is undertaken in light of changing conditions to ensure the attainment of the strategic plan’s goals.

A person demonstrating competency in this unit must satisfy the requirements of the elements, performance criteria, foundation skills and range of conditions of this unit.

The person must also consult and coordinate to initiate and implement a high-level strategic planning process for one organisation.

In doing the above, the person must:

identify and analyse a body of research to identify industry trends and organisational requirements, including:

examples of industry best practice

industry intelligence

demographic trends and other market profiling

stakeholder interests and needs

use communication and management skills to design and drive a strategic planning process

develop a strategic plan that reflects organisational needs and positions the organisation for success, underpinned by sound financial and other analysis

source and engage resources and staff commitment to ensure implementation of the detailed tactics required for organisation’s success.

A person demonstrating competency in this unit must demonstrate knowledge of:

contractual requirements and implications for the organisation

financial management requirements and processes of the organisation

industry trends, including changes to technology

organisational resource requirements to undertake projects

processes and procedures for goal setting and activity setting

regulatory and licensing arrangement and potential changes

risk management processes

strategic and operational planning processes, including:

environmental analysis

strengths, weaknesses, opportunities and threats (SWOT)

establishing a vision and mission

establishing key performance indicators and performance measures.

Submission Requirements

List each assessment task's title, type (eg project, observation/demonstration, essay, assignment, checklist) and due date here

Assessment task 1: [title]      Due date:

(add new lines for each of the assessment tasks)

Assessment Tasks

Copy and paste from the following data to produce each assessment task. Write these in plain English and spell out how, when and where the task is to be carried out, under what conditions, and what resources are needed. Include guidelines about how well the candidate has to perform a task for it to be judged satisfactory.

Elements describe the essential outcomes.

Performance criteria describe the performance needed to demonstrate achievement of the element. Where bold italicised text is used, further information is detailed in the range of conditions.

1.

Initiate the strategic planning process.

1.1.

Owners and senior staff are extensively consulted to determine the parameters that will be used for the planning process, including timeframes and budget.

1.2.

Current strategic planning documents are analysed to determine a methodology that is in keeping with the organisation’s needs and past practice.

1.3.

Stakeholders who will contribute to the plan’s development are identified.

1.4.

Planning methodology is developed and a project plan, including resource allocation, is documented.

2.

Conduct an environmental and organisational scan.

2.1.

Extensive research is conducted of local and international best practice and trends in the organisation’s field of operation.

2.2.

Demographic and trend data is identified, collected and analysed to provide profiling information about the organisation’s market.

2.3.

Industry intelligence relating to competitors is collected and analysed.

2.4.

Key strengths, weaknesses, opportunities and threats (SWOT) to the organisation are identified.

2.5.

Major risk factors are identified that could constrain the achievement of organisational goals in the short, medium and long term.

2.6.

Stakeholders are consulted to identify issues and expectations affecting the organisation’s operations.

3.

Lead the establishment of organisational key directions and goals.

3.1.

Processes to engage staff and stakeholders in establishing the major goals of the organisation are developed and implemented during the predetermined planning period.

3.2.

Leadership is provided to establish the vision, mission and key goals of the organisation for the planning period.

3.3.

Leadership to establish the organisation’s key result areas for the period of the plan is provided.

4.

Lead the development of the plan’s key activities and performance indicators.

4.1.

Processes and delegations are put in place and managed to develop detailed activities to achieve the organisation’s goals.

4.2.

Processes and delegations are put in place and managed to develop specific performance indicators to enable the measurement of success.

4.3.

Resourcing levels to enable the plan to be enacted are costed and budgeted.

4.4.

Strategies are developed and applied to gain staff and stakeholder commitment to the process and the plan.

4.5.

Sign-off and commitment to finalised strategic plan are obtained from stakeholders and participants.

5.

Manage the implementation process.

5.1.

Development of necessary tactical or operational annual plans is lead and managed across the organisation to facilitate implementation of longer-term strategic plan.

5.2.

Prioritising and human, financial and capital resourcing of programs or operational tactics are planned and conducted.

5.3.

Changed processes or practices to support implementation are analysed and planned.

5.4.

Succession planning and other human resource development strategies are enacted to ensure long-term viability of organisation.

5.5.

Strategies to skill the workforce in order to enact the plan are put in place.

5.6.

Communication processes are put in place to inform and support staff and stakeholders during required change and implementation process.

6.

Manage the evaluation process.

6.1.

Processes to monitor performance against agreed benchmarks and performance indicators are put in place and enacted.

6.2.

Outcomes of the strategic and operational plans are monitored in line with agreed processes.

6.3.

Review or refinement of activities is undertaken in light of changing conditions to ensure the attainment of the strategic plan’s goals.

This section specifies work environments and conditions that may affect performance. Essential operating conditions that may be present (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) are included. Bold italicised wording, if used in the performance criteria, is detailed below.

Best practice and trends must include:

emerging or changed use of technologies

company structures, including trends towards:

changed ownerships

merged or diversified organisations

multi-service organisations

new or changing levels and ranges of services.

Industry intelligencemust include:

data available from industry associations

information gained through industry networks

market research

published reports on industry composition

search of publicly available annual reports for listed companies

search of publicly available business records.

Risk factors to be considered must include:

access to skilled workforce

change to regulatory or licensing environment

changing client requirements

cyclical changes within the industry or region

difficulties associated with nature or complexity of project itself

difficulties inherent to site

difficulty in accessing funds

emergence of new technologies

ill health of principal or key staff

legal proceedings

reliance on gaining input from external professionals in a timely manner

requirement to operate within a complex and rigid regulatory and compliance system

strength of existing or new competitors

tightened economic environment

time delays due to the planning process

work health and safety (WHS).

Resourcing levels to be considered must include:

consultant costs

funding of organisation’s expansion

human resources

infrastructure

new marketing effort and costs.

Copy and paste from the following performance criteria to create an observation checklist for each task. When you have finished writing your assessment tool every one of these must have been addressed, preferably several times in a variety of contexts. To ensure this occurs download the assessment matrix for the unit; enter each assessment task as a column header and place check marks against each performance criteria that task addresses.

Observation Checklist

Tasks to be observed according to workplace/college/TAFE policy and procedures, relevant legislation and Codes of Practice Yes No Comments/feedback
Owners and senior staff are extensively consulted to determine the parameters that will be used for the planning process, including timeframes and budget. 
Current strategic planning documents are analysed to determine a methodology that is in keeping with the organisation’s needs and past practice. 
Stakeholders who will contribute to the plan’s development are identified. 
Planning methodology is developed and a project plan, including resource allocation, is documented. 
Extensive research is conducted of local and international best practice and trends in the organisation’s field of operation. 
Demographic and trend data is identified, collected and analysed to provide profiling information about the organisation’s market. 
Industry intelligence relating to competitors is collected and analysed. 
Key strengths, weaknesses, opportunities and threats (SWOT) to the organisation are identified. 
Major risk factors are identified that could constrain the achievement of organisational goals in the short, medium and long term. 
Stakeholders are consulted to identify issues and expectations affecting the organisation’s operations. 
Processes to engage staff and stakeholders in establishing the major goals of the organisation are developed and implemented during the predetermined planning period. 
Leadership is provided to establish the vision, mission and key goals of the organisation for the planning period. 
Leadership to establish the organisation’s key result areas for the period of the plan is provided. 
Processes and delegations are put in place and managed to develop detailed activities to achieve the organisation’s goals. 
Processes and delegations are put in place and managed to develop specific performance indicators to enable the measurement of success. 
Resourcing levels to enable the plan to be enacted are costed and budgeted. 
Strategies are developed and applied to gain staff and stakeholder commitment to the process and the plan. 
Sign-off and commitment to finalised strategic plan are obtained from stakeholders and participants. 
Development of necessary tactical or operational annual plans is lead and managed across the organisation to facilitate implementation of longer-term strategic plan. 
Prioritising and human, financial and capital resourcing of programs or operational tactics are planned and conducted. 
Changed processes or practices to support implementation are analysed and planned. 
Succession planning and other human resource development strategies are enacted to ensure long-term viability of organisation. 
Strategies to skill the workforce in order to enact the plan are put in place. 
Communication processes are put in place to inform and support staff and stakeholders during required change and implementation process. 
Processes to monitor performance against agreed benchmarks and performance indicators are put in place and enacted. 
Outcomes of the strategic and operational plans are monitored in line with agreed processes. 
Review or refinement of activities is undertaken in light of changing conditions to ensure the attainment of the strategic plan’s goals. 

Forms

Assessment Cover Sheet

CPPCMN8001 - Lead the strategic planning process for an enterprise
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Assessment Record Sheet

CPPCMN8001 - Lead the strategic planning process for an enterprise

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