Document the set, sequence and priorities of the actions that will achieve the vision and strategies
This step is focused on the project management steps related to the capability-building initiative. It includes documenting the set and sequence of the actions that will achieve the vision and implement the strategies selected earlier for enhancing inadequate capabilities and developing any missing capabilities.
The plan’s set of actions should map to the vision and strategies established earlier. The sequence of actions should reflect the logical and efficient set of implementation steps, and maximize value based on the time frame determined earlier. It should include the priority of the steps, along with the current status of the actions throughout implementation.
What distinguishes an agency capability-building action plan is that it should detail the design of each of the desired capabilities and how each of the steps contributes to the desired outcomes related to building capabilities.
There are several dimensions that contribute to developing capabilities, shown in Figure 6.1.:
Not all dimensions are present in every capability, nor necessary to enhance it. For example, the capability to establish data management capability is likely to require some dimensions of governance, systems and processes to enhance it. The capability to quickly adjust strategy may primarily require the organization dimensions.
In addition to the set and sequence of actions, the action plan should establish the implementation roadmap in enough detail that all responsible and supporting staff understand the role they play and the actions for which they are responsible.
• who should lead each action
• which business areas are involved or support each step
• when each step should commence, how long it will take and when it should be completed
• staff will do what and by when, including the list and schedule of activities and what will be achieved through each.
An action plan is meant to be a living document, and the action steps, start and end dates and progress should be updated in real-time. Step 6 goes into additional detail on monitoring and adjusting the action plan over time.
• change forces/context
• capability gaps
• proposed strategies
• performance measures
The agency could use a cross-functional action development workshop to determine the set of actions needed to develop capabilities. This approach helps an agency collaborate on developing the “who” “what” “when” “where” and “how” of the action plan. This ensures that there is agreement that the actions taken will be focused on enhancing the missing or inadequate essential capabilities and establishes joint responsibility for accountability.
The basic steps of an action development workshop include:
Included is a sample agenda for a half-day action development workshop with detailed instructions that can be adapted for state DOT use. Also included is an action plan template, filled in with an example of capability building for creating a learning organization. Note that it incorporates each of the project goals, along with the capability element developed, the business areas responsible for and supporting the action steps, the step priority, along with start and end dates.
|Action Plan Title: Capability-Building Related to Learning
Project Lead: Jane Smith
|Develop Capability to create a learning organization. Current capability is very low; department has no experience with continuous improvement methodology
Organizational Management approach: Continuous Improvement/Lean
|Goal 1: Establish Lean governance and management structure by October 1, 2020|
|Capability element||Business area/person responsible||Support Roles||Priority||Start date||End date||Status||Notes|
|Assign lead||Human resources necessary to develop and monitor capability||Jane Smith||Deputy Secretary Jones||High||10/1/2019||12/1/2020||Behind schedule|
|Plan workshop||Process for aligning leaders, determining gaps, prioritizing likely efficiency drivers, monitoring and reporting||Jane Smith||HR/ Talent Development Contact||Medium||1/1/2020||3/1/2020||Not started||TD contact will be assigned by 12/15/2019|
|Kickoff governance committee||Leadership support and guidance for initiative||Jane Smith, |
|Board of Directors||Medium||4/1/2020||5/1/2020||Not started|
|Goal 2: Achieve $2M in organizational efficiencies bottom line savings) by July 1, 2021|
|Document how to measure/ track savings||Process documentation and baseline for future improvements||Jane Smith, Division Reps||Governance Committee||High||10/15/2019||12/1/2019||On track|
|Set up tracking mechanism||System structure||IT Lead (TBD)||Jane Smith||Medium||10/20/2019||1/2/2020||On track||IT Division Administrator will assign by 10/1/2019|
|Monitor savings||Measurement process for capturing results||Jane Smith||Division Reps||Low||5/1/2020||Ongoing||Not started|
• How does the plan map to capability-building?
• What are the priorities of the steps?
• Which business areas are supporting the effort?
• When will each step begin?
• When will each step end?
• What is the current status of each step?