OperationsFramework / modelObjective-oriented project planning (OOPP)How can a team connect project activity to measurable outcomes, strategic purpose, evidence, and external assumptions?Use OOPP when a project is strategically important, involves several functions, or depends on behaviour and conditions that the delivery team cannot create directly. It is also useful when:
keymodelsSearch
Find frameworks by question, context, or constraint.
- Records
- 820
- Domains
- 10
- Tags
- 60
Content type
Resources
48 shownPress ArrowDown from search to enter results
OperationsFramework / modelObjective-oriented project planning (OOPP)How can a team connect project activity to measurable outcomes, strategic purpose, evidence, and external assumptions?Use OOPP when a project is strategically important, involves several functions, or depends on behaviour and conditions that the delivery team cannot create directly. It is also useful when:
TemplateTemplate / formRisk Management Planning Meeting AgendaHow can risk management planning meeting agenda support strategic choice or positioning?
StrategyTemplate / formScenario planningHow can scenario planning support strategic choice or positioning?Royal Dutch Shell has used scenarios to understand business dynamics, recognise opportunities, examine strategic options and support long term decisions. More generally, use the method when important choices depend on uncertainties that cannot be reduced to one forecast.
TemplateTemplate / formChange Planning ChecklistHow can change planning checklist support strategic choice or positioning?InnovationTemplate / formScenario planningHow can scenario planning support strategic choice or positioning?Understand how the business environment may change.StrategyTemplate / formScenario planningHow can scenario planning support strategic choice or positioning?Use it when long term strategy depends on several interacting uncertainties.
People & OrganisationTemplate / formOperating cadence mapWhich recurring forums and written updates connect planning, decisions, metrics, and execution?
OperationsTemplate / formObjective-oriented project planning matrixHow should a team document and test the complete causal design of a project before and during delivery?
StrategyTemplate / formOKR planning worksheetHow can a team turn strategic outcomes into a small set of measurable objectives and key results?
StrategyMatrix / portfolioAnsoff’s matrix and product market gridHow can ansoff’s matrix and product market grid support strategic choice or positioning?The appropriate route to corporate growth depends on the risk the organisation can accept, its current portfolio of products and markets, and whether it intends to build around existing or new offers and customers. Systematic planning begins with a clear view of the distance between today’s position and the desired future one. The product/market grid and the later Ansoff cube help managers describe that gap and identify possible growth directions.
StrategyFramework / modelCreating value from mergers, acquisitions and alliancesHow can creating value from mergers, acquisitions and alliances support strategic choice or positioning?Use this assessment for every proposed merger, acquisition or alliance, from initial rationale through valuation and integration planning.
OperationsTemplate / formLaunch planHow will a product move from readiness work through release, communication, support, and follow-up?
TemplateTemplate / formContracts Management PlanHow can contracts management plan improve people, teams, or organisational effectiveness?
TemplateTemplate / formProgram Governance PlanHow can program governance plan support strategic choice or positioning?
TemplateTemplate / formBenefits Realization PlanHow can benefits realization plan improve people, teams, or organisational effectiveness?
TemplateTemplate / formChange Management PlanHow can change management plan improve people, teams, or organisational effectiveness?
TemplateTemplate / formProgram Risk Management PlanHow can program risk management plan improve people, teams, or organisational effectiveness?
StrategyFramework / modelSWOT analysisHow can swot analysis support strategic choice or positioning?Use SWOT to connect internal resources and capabilities with the competitive conditions around the organisation. It can support the development and selection of strategy, or any other decision for which the objective and scope have first been defined clearly.
TemplateTemplate / formProcurement Management PlanHow can procurement management plan support strategic choice or positioning?
TemplateTemplate / formProgram Management PlanHow can program management plan support strategic choice or positioning?
TemplateTemplate / formProgram Benefits Sustainment PlanHow can program benefits sustainment plan support strategic choice or positioning?
TemplateTemplate / formProgram Financial PlanWhen and how should program financial plan be applied?
TemplateTemplate / formQuality Management PlanHow can quality management plan improve people, teams, or organisational effectiveness?
TemplateTemplate / formSchedule Management PlanHow can schedule management plan improve people, teams, or organisational effectiveness?
OperationsTemplate / formRollout and ramp planHow should exposure expand safely from a small cohort to broad availability?
Organisational behaviourTemplate / formCohort session planHow should a live cohort session combine instruction, examples, practice, reflection, and follow-up?
People & OrganisationTemplate / formMedia training planHow should company spokespeople prepare for formats, difficult questions, and message discipline?
TemplateTemplate / formProgram Benefits Transition PlanHow can program benefits transition plan support strategic choice or positioning?
TemplateTemplate / formProgram Scope Management PlanWhen and how should program scope management plan be applied?
People & OrganisationTemplate / formHard-feedback conversation plannerHow can a manager deliver difficult feedback with clarity, evidence, inquiry, and care?
People & OrganisationTemplate / formHigh-performer growth planHow can a manager keep exceptional contributors challenged, supported, and retained?
People & OrganisationTemplate / formExecutive onboarding and early-wins planHow should an executive learn the organization, integrate relationships, clarify authority, and create early value?
People & OrganisationTemplate / formBoard meeting preparation planHow should management prepare board members so meeting time is used for strategy and decisions?
People & OrganisationTemplate / formBoard engagement plannerHow can a company use each board member's coaching, recruiting, customer, and strategic strengths?
People & OrganisationTemplate / formTeam rebuild planHow should a manager restore capability and clarity after a major team change?
Organisational behaviourTemplate / form30-60-90 onboarding planWhat outcomes, relationships, learning, and practice should a new team member complete in 30, 60, and 90 days?
OperationsTemplate / formStrategic-priority recovery planWhat actions, decisions, and support will return a high-impact priority to a healthy trajectory?
Organisational behaviourTemplate / formOwnership planHow should ownership transfer or evolve without losing decisions, context, and stakeholder trust?
InnovationTemplate / formPilot planWhat hypothesis, audience, scope, operating model, measures, and decision criteria should govern a pilot?
People & OrganisationTemplate / formAcquired-team assessment planHow should an acquired team be assessed fairly while preserving the hiring bar and deal context?
People & OrganisationTemplate / formTeam offsite plannerHow can a team turn an offsite purpose into preparation, facilitation, decisions, and follow-through?
People & OrganisationTemplate / formManaging-up partnership planHow can a manager build a productive, explicit working relationship with their own manager?
People & OrganisationTemplate / formVP Product onboarding and delegation planHow should a CEO transfer product context and authority while preserving appropriate involvement?
People & OrganisationTemplate / formDownturn communication planHow should leaders explain financial context, decisions, uncertainty, and expectations during a downturn?
People & OrganisationTemplate / formManager transition planHow can an employee move between managers without losing context, development history, or trust?
People & OrganisationTemplate / formCompensation conversation plannerHow should a manager prepare for and conduct a clear compensation discussion?
People & OrganisationTemplate / formTeam communication planHow should a team make priorities, decisions, progress, and context reliably visible?
People & OrganisationTemplate / formStrategic target relationship planHow should a company build trusted relationships with potential strategic targets before a transaction?