LEVEL III

IMPROVING BUSINESS
Module title:
PRACTICE
LO1: Diagnose the Business
1.1 Determining and Acquiring Data Required for Diagnosis
Data Required for Diagnosing a Business Include:-

– Organization capability

– appropriate business structure

– level of client service which can be provided

– internal policies, procedures and practices

– staff levels

– market changes/market segmentation

– market consolidation/fragmentation

– revenue

– level of commercial activity

– break even data

– pricing policy

– business environment(PEST)

– demographic factors

– competitors, competitor pricing and response to pricing

– competitor marketing/branding

– Competitor products etc.

1.2 Determining Competitive Strategies and Competitive

Advantages
To be successful over the long term, a business must hold some advantage relative
to its competition. In the simplest terms, such a competitive advantage can take
one of three forms that reflect basic customers’ values: customers want goods and
services as:

1. Better
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 2. Cheaper, and
3. Faster
1. Differentiation
In pursuing a competitive advantage based on differentiation, firms attempt to
create unique boundless of goods and /or services that will be highly valued by
customer. Following are some attributes that can differentiate products.

Product features – the physical characteristics or capabilities of a product may be

an important form of differentiation. For example, Philips developed a television
that can be display two channels on the same screen.

After-sales service – convenience and quality of service may be critical factors in

deciding among alternative products.

Desirable image- these is the obvious basis of virtually all fashion products,
ranging from clothing and shoe to jewelry.

Technological innovation- technology provides the basis of competitive

advantages for a broad rang of firms.

Manufacturing consistency- this is especially important in making components

that must mesh with others to produce a finished good.

Status symbol- Luxury automobiles and limited edition sports cars are well-
recognized examples. A vehicle that costs more than some houses do is obviously
purchased for reasons other than just transportation.

In summary, success based on a differentiation strategy depends on:

1. Understanding what customers value

2. Being uniquely able to provide that valve, and

3. Being able to charge a premium price for it
2. Cost Leadership
The competitive advantage called cost leadership requires achieving a low- cost
position relative to one’s competition. Because costs can usually be lowered as a
product becomes more standardized, low-cost manufacturing firms strive for long
production runs and low –cost service firms offer uniform packages.

If successful, a low-cost strategy also allows firms to address the five forces
in their competitive environment so they can realize higher- than- normal
profits. Following are some examples of how cost leadership addresses
competitive forces.
a. Holding the low-cost position convince rivals not to enter a price war.
Price wars can be ruinous to all competitors involved. Thus, a cost advantage
that is great enough to serve, as a deterrent may be an important “peace
keeping” weapon.
b. Low-cost producers are protected from customer pressure to lower
prices. Competitors cannot consistently price below what is known as their
survival price that which allows profit margins just adequate to maintain a
business. By definition, the low-cost leader has a lower survival price than any
other competitors does, so customer will not able to play one competing
supplier against another to force price below a level at which the cost leader
can still make profits.
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 c. Because of their higher margins, low-cost producers are better able
to with stand increases in their costs from suppliers. In some industries,
the costs of key suppliers are volatile. In this case, the lowest-cost producer
may be the only one that comes near to making a profit.
d. New entrants competing on the basis of price must face the low-cost
leader without having the experience necessary to become efficient. As
a company’s cumulative volume of production increases and the company
gains experience in providing a particular good or service, production costs
tend to decrease the so-called experience curve effects..
e. Low cost producer are in the best position to use pricing to compete with substitute products.
3. Quick Response
Quick response is more than just another aspect of differentiation, though the two are
obviously complementary. Quick Response refers to the speed with which a new
product, a product improvement or even a managerial decision that affects the
customer can be made, rather than the firms’ relative level of differentiation or low
cost. Just as a high cost or unattractive features can diminish the desirability of a
product, a company’s slow response to customers’ needs may force them to choose
alternatives. Quick response is really a way of looking at a firm’s flexibility. Virtually
all firms can eventually make the same changes quick responders make, but slower
firms are not flexible enough to adjust what they do as rapidly as quick- response
competitors do.

1.3 Undertaking SWOT analysis

The basic objectives of SWOT analysis helps to analyze those project ideas found viable after the micro
screening process while utilizing the SWOT parameters. It helps to apply those forms of analysis for any
project expansion or diversification at a later stage of the business enterprise.

The SWOT analysis framework

Positive factors negative factors

To be capitalized to be eliminated

strength Weakness
opportunity threat

To make use of them to avoid them

In SWOT analysis we should analyze both the external and the external and the external
environment

Components of SWOT analysis

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 1. Strength--These are positive initial factors that occur at present (not potential) strengths are
within the control of entrepreneur and they occur at present strengths should be capitalized
strength includes.
 Technical expertise
 Good network with customers
 Managerial expertise
 Distribution system
 Cheap price
 New improvements of products
 Packaging
 Superior technology
 Product features
2. Weakness -this are also within the control of the entrepreneur that occur at present they are
lack of missing or weak points as far as possible weakness should be eliminated they may
include
 Limited product life cycle - no technical exercise of owners
 Poor design of product -lack of promotion experience
 Weak selling effort - technological obsolescence
 Comparatively high price - inexperienced mgt
-lack of working capital

3. Opportunities- are positive or favorable factors in environment which the entrepreneur should
make use of they are however mostly beyond the control of entrepreneurs some of opportunities.

 Few and weak competitors -scarcity of products in the locality

 Rising income of target market - favorable government policy
 Growing demand - low interest in loans
 Technical assistance available - adequate training opportunities
 Access to cheap raw materials

4. Threats- these are negative or unfavorable external factors in the environment and normally beyond
the control of the entrepreneur the adversely affect the business if not eliminated or overcome some of
these threats are.

 Rising raw material - restrictive(about force

 Government chain bureaucracy - insufficient power
 Corruption - poor infrastructure
 Raw material shortage - smuggling
 Changing regulation

LO2: Benchmark the Business

2.1 Meaning of Benchmarking Data
 Benchmarking is the process of identifying "best practice" in relation to both products
(including) and the processes by which those products are created and delivered. The
search for "best practice" can take place both inside a particular industry, and also in
other industries (for example - are there lessons to be learned from other industries?).

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 The objective of benchmarking is to understand and evaluate the current position of a
business or organization in relation to "best practice" and to identify areas and means of
performance improvement.

Application of benchmarking involves four key steps:

(1) Understand in detail existing business processes

(2) Analyze the business processes of others

(3) Compare own business performance with that of others analyzed

(4) Implement the steps necessary to close the performance gap

2.2 TYPES OF BENCHMARKING

1. Strategic Benchmarking

Where businesses need to improve overall performance by examining the long-term

strategies and general approaches that have enabled high-performers to succeed, it
involves considering high level aspects such as core competencies, developing new
products and services and improving capabilities for dealing with changes in the external
environment

2. Performance or Competitive Benchmarking

Businesses consider their position in relation to performance characteristics of key

products and services.

3. Process Benchmarking

Focuses on improving specific critical processes and operations. Benchmarking partners

are sought from best practice organizations that perform similar work or deliver similar
services.

4. Functional Benchmarking

Businesses look to benchmark with partners drawn from different business sectors or
areas of activity to find ways of improving similar functions or work processes.

5. Internal Benchmarking Involves benchmarking businesses or operations from within

the same organization (e.g. business units in different countries).
6. International Benchmarking

Best practitioners are identified and analyzed elsewhere in the world, perhaps because
there are too few benchmarking partners within the same country to produce valid
results.

2.3 Identifying Sources of Benchmarking Data

Some Sources of Benchmarking Data Are:

– professional and trade associations,

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– trade publications,

– annual reports,

– consumer reports,

– subject matter specialists,

– industry analysts,

– consultants specializing in benchmarking,

– universities (e.g., research papers and related literature),

– groups, special interest groups, or focus groups

– Quality and Customer Satisfaction

– Warehouse management

2.4 process of Benchmarking

– In order to benchmark successfully:

1. Select a process to benchmark.

2. Study performance-boosting best practices. Talk to colleagues inside your

3. Judge the appropriateness and adapt best practices

4. Measure results and do a payback analysis

5. Plan and implement best practices

LO3: Develop Plans to Improve Business

Performance
3.1. Listing Required Improvements for Business Performance
– Performance improvement is the concept of measuring the output of a
particular process or procedure, then modifying the process or procedure to
increase the output, increase efficiency, or increase the effectiveness of the
process or procedure. The concept of performance improvement can be applied
to either individual performance such as an athlete or organizational
performance such as a racing team or a commercial enterprise.

– In Organizational development, performance improvement is the concept of

organizational change in which the managers and governing body of
an organization put into place and manage a program which measures the
current level of performance of the organization and then generates ideas for

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 modifying organizational behavior and infrastructure which are put into place to
achieve higher output.

– The primary goals of organizational improvement are to increase organizational

effectiveness and efficiency to improve the ability of the organization to deliver
goods and or services. A third area sometimes targeted for improvement
is organizational efficacy, which involves the process of setting organizational
goals and objectives.

Performance improvement plan (PIP)

– Performance improvement plans are tools employers can use to identify areas of
inadequate employee performance. PIPs can also establish a path employees can
follow to boost their ability to meet expected performance standards. A plan's
ultimate goal is to enable an employee to reach his best performance level,
which is a key to any business reaching optimum performance.

3.2 Determining Work Flow Changes for Required Improvements

– Workflow is a term used to describe the tasks, procedural steps, organizations or
people involved, required input and output information, and tools needed for
each step in a business process.

– It is a depiction of a sequence of operations, declared as work of a person, a

group of persons, an organization of staff, or one or more simple or complex
mechanisms. Workflow may be seen as any abstraction of real work. For control
purposes, workflow may be a view on real work under a chosen aspect, thus
serving as a virtual representation of actual work. The flow being described may
refer to a document or product that is being transferred from one step to
another.

3.3 Developing Action Plan for Business Improvements

What is Action Planning?

– Action planning is a process which will help you to focus your ideas and to decide
what steps you need to take to achieve particular goals that you may have. It is a
statement of what you want to achieve over a given period of time. Preparing an
action plan is a good way to help you to reach your objectives in life: don't worry
about the future, start planning for it!

– It involves:

– Identifying your objectives

– Setting objectives which are achievable & measurable.

– Prioritizing your tasks effectively.

– Identifying the steps needed to achieve your goals using lists.

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– Being able to work effectively under pressure.

– Completing work to a deadline.

– Having a contingency plan

Stages in Action Planning

– WHERE AM I NOW? This is where you review your achievements and progress,
and undertake self-assessment.

– WHERE DO I WANT TO BE? This is where you decide your goals.

– HOW DO I GET THERE? This is where you define the strategy you will use to
achieve your goals, and to break down your goal into the smaller discreet steps
you will need to take to achieve your target.

– TAKING ACTION. This is the natty gritty where you implement your plan!

– WHERE AM I NOW? evaluation

3.4 Checking Organizational Structures for Business Improvements

An organizational structure consists of activities such as task allocation,
coordination and supervision, which are directed towards the achievement of
organizational aims. It can also be considered as the viewing glass or perspective
through which individuals see their organization and its environment.

– An organization can be structured in many different ways, depending on their

objectives. The structure of an organization will determine the modes in which it
operates and performs.

– Organizational structure allows the expressed allocation of responsibilities for

different functions and processes to different entities such as
the branch, department, workgroup and individual.

– Organizational structure affects organizational action in two big ways. First, it

provides the foundation on which standard operating procedures and routines
rest. Second, it determines which individuals get to participate in which decision-
making processes, and thus to what extent their views shape the organization’s
actions.

Organizations are Structured in Different Ways:

1. By Function
2. By Regional Area - a geographical structure e.g. with a marketing manager
North, marketing manager South etc.
3. By product e.g. Marketing manager crisps, marketing manager drinks, etc
4. Into Work Teams, etc.
Organizational structure consists of the following elements

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 – Identification of the major and key activities to be done to meet the project
objectives

– Grouping these activities to related functions

– Assigning various functions to specific positions

– Determination of relationships of the various activities to achieve coordination

and unity of effort.

– Fixing of responsibility and authority for each task.

– To illustrate the organizational structure, an organizational chart (by function) is

drawn showing the chains of a command relationship and positions.

LO4: Develop Marketing and Promotional Plans

4.1 Reviewing Practical Mission and Vision Statement
Mission Statements for New and Small Firms

The mission statement should be a concise statement of business strategy and

developed from the customer's perspective and it should fit with the vision for the
business. The mission should answer three questions:

– What do we do?

– How do we do it?

– For whom do we do it?

Vision Statement Creation

Once you've created your mission statement, move on to create your vision statement:

 First identify your organization's mission. Then uncover the real, human value in that
mission.

 Next, identify what you, your customers and other stakeholders will value most about
how your organization will achieve this mission. Distil these into the values that your
organization has or should have.

 Combine your mission and values, and polish the words until you have a vision
statement inspiring enough to energize and motivate people inside and outside your
organization.

4.2 Developing/Reviewing Practical Objectives

Once you have developed your vision and mission, you can then develop the goals and
objectives needed to achieve your vision.
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Goals - Goals are general statements of what you want to achieve. So they need to be
integrated with your vision. They also need to be integrated with your mission of how
you are going to achieve your vision. Examples of company goals are:

– To improve profitability

– To increase efficiency

– To capture a bigger market share

– To provide better customer service

– To improve employee training

– To reduce carbon emissions

A goal should meet the following criteria:

– Suitable: Does it fit with the vision and mission?

– Acceptable: Does it fit with the values of the company and the employees?

– Understandable: Is it stated simply and easy to understand?

– Flexible: Can it be adapted and changed as needed?

Objectives - Objectives are specific, quantifiable, time-sensitive statements of what is

going to be achieved and when it will be achieved. They are milestones along the path
of achieving your goals. Examples of company objectives are:

– To earn at least a 20 percent after-tax rate of return on our net investment

during the next fiscal year

– To increase market share by 10 percent over the next three years.

– To lower operating costs by 15 percent over the next two years by improving the
efficiency of the manufacturing process.

– To reduce the call-back time of customers inquiries and questions to no more

than four hours.

Objectives should meet the following criteria:

– Measurable: What will happen and when?

– Suitable: Does it fit as a measurement for achieving the goal?

– Feasible: Is it possible to achieve?

– Commitment: Are people committed to achieving the objective?

– Ownership: Are the people responsible for achieving the objective included in

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 4.3 Identifying Target Markets
– Target markets

– Target markets focus marketing and sales efforts towards the companies and
people most likely to buy your products and services. A good target market
selection creates an optimum environment for marketing campaigns to be
successful.

– A good methodology is to introduce profiles of the four broadest markets. Each

profile defines potential target markets for sales opportunities. From the profiles
you create targeted lists. You apply lead generation techniques to convert sales
cycles to transactions. The four broadest market profiles are 1) Non-Customers
2) First Time Buyers 3) Customers 4) Loyal Customers

1. Non-Customer Profile
The Non-customer profile is someone who has never been a customer of your
company's.

2. First Time Buyer Market Profile

The First Time Buyer is a person or business has purchased your products for the
first time.

– The objective-setting process?

3. Customer Market Profile

– The Customer Market Profile consists of companies or people who have

purchased from you more than once. Customers presumably have a deeper
relationship with your company than First Time Buyers. There are several good
methods for segmenting your customer base. Here are a few of the categories
used to separate your customers and identify the most profitable relationships.

– Frequency. How frequently the customer purchases from you.

– Recency. How recently the customer purchased from you.

– Duration. How long the customer has been purchasing from you.

– Intensity. How much the customer purchases from you.

4. Loyal Customer Market Profile

A Loyal Customer is a customer with a successful track record with the company
and has been purchasing from you for three years or longer. Loyal Customers are
your best customers

4.4 Obtaining Market Research Data

Data from Internal Sources

– data about existing clients

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 – data about possible new clients

Data from External Sources Such As:

– trade associations/journals

– libraries

– Internet

– Chamber of Commerce

– industry reports

Primary Market Research Such As:

– telephone surveys

– personal interviews

– mail surveys

Secondary Market Research

– trade associations/journals

– libraries

– Internet

– Chamber of Commerce

– industry report

4.5 Developing Practical Brand, Labeling and Packaging

Branding

 Brand is a "Name, term, design, symbol, or any other feature that identifies one seller's
goods or service as distinct from those of other sellers.

Advantages of Brands

A strong brand offers many advantages for marketers including:

 Brands provide multiple sensory stimuli to enhance customer recognition. For example,
a brand can be visually recognizable from its packaging, logo, shape, etc. It can also be
recognizable via sound, such as hearing the name on a radio advertisement or talking
with someone who mentions the product.

 Customers who are frequent purchasers of a particular brand are likely to become Brand
Loyal. Cultivating brand loyalty among customers is the ultimate reward for successful

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 marketers since these customers are far less likely to be enticed to switch to other
brands compared to non-loyal customers.

 Well-developed and promoted brands make product positioning efforts more effective.
The result is that upon exposure to a brand (e.g., hearing it, seeing it) customers conjure
up mental images or feelings of the benefits they receive from using that brand. The
reverse is even better. When customers associate benefits with a particular brand, the
brand may have attained a significant competitive advantage.

 Firms that establish a successful brand can extend the brand by adding new products
under the same “family” brand. Such branding may allow companies to introduce new
products more easily since the brand is already recognized within the market.

 Strong brands can lead to financial advantages through the concept of Brand Equity in
which the brand itself becomes valuable. Such gains can be realized through the out-
right sale of a brand or through licensing arrangements.

Labeling

Labeling is any written, electronic, or graphic communications on the packaging or on a

separate but associated label.

 Label is a concise explanation of any product given for purpose of identification. The
word labeling is used more as a symbol, than a real idea. The general functions of labels
are extensively predictable and familiar as a method of distinction that helps people
recognize one product from another. Labeling are bar codes, labels and seals of
approval. Labeling is widely used in food and beverages products, bulk mailing,
pharmaceutical products, cosmetic, electronic, etc.

 Packaging is the science, art, and technology of enclosing or protecting products for
distribution, storage, sale, and use. Packaging also refers to the process of design,
evaluation, and production of packages. Packaging can be described as a coordinated
system of preparing goods for transport, warehousing, logistics, sale, and end use.
Packaging contains, protects, preserves, transports, informs, and sells. In many
countries it is fully integrated into government, business, and institutional, industrial,
and personal use.

The Purposes of Packaging and Labeling

Packaging and labeling have several objectives

 Physical protection – The objects enclosed in the package may require protection from,
among other things, mechanical shock, vibration, electrostatic,
compression, temperature

 Barrier protection – A barrier from oxygen, water vapor, dust, etc., is often
required. Permeation is a critical factor in design.

 Containment or agglomeration – Small objects are typically grouped together in one

package for reasons of efficiency. For example, a single box of 1000 pencils requires less
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 physical handling than 1000 single pencils. Liquids, powders, and granular
materials need containment.

 Information transmission – Packages and labels communicate how to use,

transport, recycle, or dispose of the package or product.

 Marketing – The packaging and labels can be used by marketers to encourage potential
buyers to purchase the product. Package graphic design and physical design have been
important and constantly evolving phenomenon for several decades.

 Security – Packaging can play an important role in reducing the security risks of
shipment. Packages can be made with improved tamper resistance to deter tampering
and also can have tamper-evident features to help indicate tampering. Packages can be
engineered to help reduce the risks of package pilferage:

 Portion control – Single serving or single dosage packaging has a precise amount of
contents to control usage. Bulk commodities (such as salt) can be divided into packages
that are a more suitable size for individual households. It is also aids the control of
inventory: selling sealed one-liter-bottles of milk, rather than having people bring their
own bottles to fill themselves.

 Convenience – Packages can have features that add convenience in distribution,

handling, stacking, display, sale, opening, reclosing, use, dispensing, reuse, recycling,
and ease of disposal.

4.6 Selecting and Developing Promotional Tools

Promotion is a communication process that takes place between a business and its
various publics. Publics are those individuals and organizations that have an interest in
what the business produces and offers for sale.

There are four basic promotion tools: advertising, sales promotion, public relations, and
personal selling. Each promotion tool has its own unique characteristics and function

 Advertising is described as paid, non-personal communication by an organization using

various media to reach its various publics. The purpose of advertising is to inform or
persuade a targeted audience to purchase a product or service, visit a location, or adopt
an idea

 Sales promotions are short-term incentives used to encourage consumers to purchase a

product or service. There are three basic categories of sales promotion: consumer,
trade, and business. Consumer promotion tools include such items as free samples,
coupons, rebates, price packs, premiums, patronage rewards, point-of-purchase
coupons, contests, , and games. Trade-promotion tools include discounts and
allowances directed at wholesalers and retailers.

 Public relations are the third promotional tool. An organization builds positive public
relations with various groups by obtaining favorable publicity, establishing a good
corporate image, and handling or heading off unfavorable rumors, stories, and events.

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 Organizations have at their disposal a variety of tools, such as press releases, product
publicity, official communications, lobbying, and counseling to develop image. Public
relations tools are effective in developing a positive attitude toward the organization
and can enhance the credibility of a product.

 Personal selling involves an interpersonal influence and information-exchange process.

There are seven general steps in the personal selling process: prospecting and
qualifying, pre-approach, approach, presentation and demonstration, handling
objections, closing, and follow-up. Personal selling does provide a measurement of
effectiveness because a more immediate response is received by the salesperson from
the customer

LO5: Develop Business Growth Plans

5.1 Meaning and Importance of Strategic Plan
What is Strategic Planning?

 A systematic, formally documented process for deciding what is the handful of key
decisions that an organization, viewed as a corporate as whole must get right in order to
thrive over the next few years. The process results in the production of a corporate
strategic plan.

Importance of Strategic Planning

– The strategic plan is the master of other plans

– You cannot predict the future.

– Strategic planning gives overall direction

– Strategic planning is planning for the organization as a whole

5.3 Ranking/Prioritizing Proposed Plans

Prioritized planning: Each day, a businessperson needs to list the things to be
accomplished and then indicate their degree of importance using a simple scale
such as

Urgent and very important matters: these are organizational matters or

activities that require immediate concern or decision-making. They are regarded
as urgent because they basically influence the overall performance of an
organization.

Less urgent and very important matters: these are the activities that are
crucial to the organization’s performance but are dealt with over a wider range
of time without any urgency.

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 Urgent and less important matters: these are activities that are not crucial to
the organization but they require immediate concern. They are seen next to
those activities, which are both urgent and more important.

– Less urgent and less important matters: these are organization matters or
activities that require the least attention both in urgency and importance of all
the organizational activities. They are dealt with after all the above activities are
executed.

5.5 Reviewing/Evaluating Work Practices/Performance

– Performance evaluations, which provide employers with an opportunity to
assess their employees’ contributions to the organization, are essential to
developing a powerful work team. Performance evaluation system that includes
a standard evaluation form, standard performance measures, and guidelines for
delivering feedback, and disciplinary procedures, performance evaluations can
enforce the acceptable boundaries of performance, promote staff recognition
and effective communication and motivate individuals to do their best for
themselves and the practice.

– To create a performance evaluation system in your practice, follow these five

steps:

– Develop an evaluation form.

– Identify performance measures.

– Set guidelines for feedback.

– Create disciplinary and termination procedures.

– Set an evaluation schedule.

LO6: Implement and Monitor Plans

6.1 Developing Implementation Plan
What is an Implementation Plan?

 An Implementation plan is a management tool for a specific policy measure, or package of

measures, designed to assist organizations to manage and monitor implementation
effectively.

 Implementation plans are intended to be scalable and flexible; reflecting the degree of
urgency, innovation, complexity and/or sensitivity associated with the particular policy
measure.

 Sound implementation planning is a key element in ensuring the successful delivery

services. The following guidelines are designed to organization with the implementation
planning process.
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  Management Control and Program/Project Management

 Governance and Accountability

 Planning

 Resource Management

 Risk Management

 Stakeholder Engagement

 Review, Monitoring and Evaluation

 Effective implementation planning requires a structured approach to thinking and

communicating in these seven areas. This will create a shared understanding among those
who will drive implementation, from the most senior leaders to the most junior managers,
and across boundaries between and within an organization.

 An implementation plan breaks each strategy into identifiable steps, assigns each step to
one or more people and suggests when each step will be completed.

6.2 Identifying Indicators of Success of the Plan

 The implementers and planners have to agree on monitoring indicators. Monitoring
indicators are quantitative and qualitative signs (criteria) for measuring or assessing the
achievement of project activities and objectives. The indicators will show the extent to
which the objectives of every activity have been achieved. Monitoring indicators should be
explicit, pertinent and objectively verifiable.

 Monitoring Indicators are of four types, namely;

 Input indicators: describe what goes on in the project (eg number of bricks brought on site
and amount of money spent);

 Output indicators: describe the project activity (eg number of classrooms built);

 Outcome indicators: describe the product of the activity (eg number of pupils attending the
school); and

 Impact indicators: measure change in conditions of the community (eg reduced illiteracy in
the community).

Monitoring Implementation

 Implementation is the stage where all the planned activities are put into action. Before the
implementation of a project, the implementers should identify their strength and
weaknesses (internal forces), opportunities and threats (external forces).

 The strength and opportunities are positive forces that should be exploited to efficiently
implement a project. The weaknesses and threats are hindrances that can hamper project

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 implementation. The implementers should ensure that they devise means of overcoming
them.

 Monitoring is important at this implementation phase to ensure that the project is

implemented as per the schedule. This is a continuous process that should be put in place
before project implementation starts.

 Relationship among monitoring, planning and implementation

the close relationship between monitoring, planning and implementation demonstrates
that:

 Planning describes ways which implementation and monitoring should be done;

 Implementation and monitoring are guided by the project work plan; and

 Monitoring provides information for project planning and implementation.

 There is a close and mutually reinforcing (supportive) relationship between planning,

implementation and monitoring. One of the three cannot be done in isolation from the
other two, and when doing one of the three, the planners and implementers have to cater
for the others.

Advantages of Monitoring and Evaluation

– To ensure that the organization is following the direction established during strategic
planning.

– plans are guidelines

Key Questions While Monitoring and Evaluating Status of Implementation of the Plan

– Are goals and objectives being achieved or not? If they are, then acknowledging, reward
and communicate the progress. If not, then consider the following questions.

– Will the goals be achieved according to the timelines specified in the plan? If not, then
why?

– Should the deadlines for completion be changed (be careful about making these changes --
know why efforts are behind schedule before times are changed)?

– Do personnel have adequate resources (money, equipment, facilities, training, etc.) to

achieve the goals?

– Are the goals and objectives still realistic?

– Should priorities be changed to put more focus on achieving the goals?

– Should the goals be changed (be careful about making these changes -- know why efforts
are not achieving the goals before changing the goals)?

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