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1.5 Planning, Organizing, Leading, and Controlling

Learning objectives.

• Know the dimensions of the planning-organizing-leading-controlling (P-O-L-C) framework.
• Know the general inputs into each P-O-L-C dimension.

A manager’s primary challenge is to solve problems creatively. While drawing from a variety of academic disciplines, and to help managers respond to the challenge of creative problem solving, principles of management have long been categorized into the four major functions of planning, organizing, leading, and controlling (the P-O-L-C framework). The four functions, summarized in the P-O-L-C figure, are actually highly integrated when carried out in the day-to-day realities of running an organization. Therefore, you should not get caught up in trying to analyze and understand a complete, clear rationale for categorizing skills and practices that compose the whole of the P-O-L-C framework.

It is important to note that this framework is not without criticism. Specifically, these criticisms stem from the observation that the P-O-L-C functions might be ideal but that they do not accurately depict the day-to-day actions of actual managers (Mintzberg, 1973; Lamond, 2004). The typical day in the life of a manager at any level can be fragmented and hectic, with the constant threat of having priorities dictated by the law of the trivial many and important few (i.e., the 80/20 rule). However, the general conclusion seems to be that the P-O-L-C functions of management still provide a very useful way of classifying the activities managers engage in as they attempt to achieve organizational goals (Lamond, 2004).

Figure 1.7 The P-O-L-C Framework

Planning is the function of management that involves setting objectives and determining a course of action for achieving those objectives. Planning requires that managers be aware of environmental conditions facing their organization and forecast future conditions. It also requires that managers be good decision makers.

Planning is a process consisting of several steps. The process begins with environmental scanning which simply means that planners must be aware of the critical contingencies facing their organization in terms of economic conditions, their competitors, and their customers. Planners must then attempt to forecast future conditions. These forecasts form the basis for planning.

Planners must establish objectives, which are statements of what needs to be achieved and when. Planners must then identify alternative courses of action for achieving objectives. After evaluating the various alternatives, planners must make decisions about the best courses of action for achieving objectives. They must then formulate necessary steps and ensure effective implementation of plans. Finally, planners must constantly evaluate the success of their plans and take corrective action when necessary.

There are many different types of plans and planning.

Strategic planning involves analyzing competitive opportunities and threats, as well as the strengths and weaknesses of the organization, and then determining how to position the organization to compete effectively in their environment. Strategic planning has a long time frame, often three years or more. Strategic planning generally includes the entire organization and includes formulation of objectives. Strategic planning is often based on the organization’s mission, which is its fundamental reason for existence. An organization’s top management most often conducts strategic planning.

Tactical planning is intermediate-range (one to three years) planning that is designed to develop relatively concrete and specific means to implement the strategic plan. Middle-level managers often engage in tactical planning.

Operational planning generally assumes the existence of organization-wide or subunit goals and objectives and specifies ways to achieve them. Operational planning is short-range (less than a year) planning that is designed to develop specific action steps that support the strategic and tactical plans.

Organizing is the function of management that involves developing an organizational structure and allocating human resources to ensure the accomplishment of objectives. The structure of the organization is the framework within which effort is coordinated. The structure is usually represented by an organization chart, which provides a graphic representation of the chain of command within an organization. Decisions made about the structure of an organization are generally referred to as organizational design decisions.

Organizing also involves the design of individual jobs within the organization. Decisions must be made about the duties and responsibilities of individual jobs, as well as the manner in which the duties should be carried out. Decisions made about the nature of jobs within the organization are generally called “job design” decisions.

Organizing at the level of the organization involves deciding how best to departmentalize, or cluster, jobs into departments to coordinate effort effectively. There are many different ways to departmentalize, including organizing by function, product, geography, or customer. Many larger organizations use multiple methods of departmentalization.

Organizing at the level of a particular job involves how best to design individual jobs to most effectively use human resources. Traditionally, job design was based on principles of division of labor and specialization, which assumed that the more narrow the job content, the more proficient the individual performing the job could become. However, experience has shown that it is possible for jobs to become too narrow and specialized. For example, how would you like to screw lids on jars one day after another, as you might have done many decades ago if you worked in company that made and sold jellies and jams? When this happens, negative outcomes result, including decreased job satisfaction and organizational commitment, increased absenteeism, and turnover.

Recently, many organizations have attempted to strike a balance between the need for worker specialization and the need for workers to have jobs that entail variety and autonomy. Many jobs are now designed based on such principles as empowerment, job enrichment and teamwork . For example, HUI Manufacturing, a custom sheet metal fabricator, has done away with traditional “departments” to focus on listening and responding to customer needs. From company-wide meetings to team huddles, HUI employees know and understand their customers and how HUI might service them best (Huimfg, 2008).

Leading involves the social and informal sources of influence that you use to inspire action taken by others. If managers are effective leaders, their subordinates will be enthusiastic about exerting effort to attain organizational objectives.

The behavioral sciences have made many contributions to understanding this function of management. Personality research and studies of job attitudes provide important information as to how managers can most effectively lead subordinates. For example, this research tells us that to become effective at leading, managers must first understand their subordinates’ personalities, values, attitudes, and emotions.

Studies of motivation and motivation theory provide important information about the ways in which workers can be energized to put forth productive effort. Studies of communication provide direction as to how managers can effectively and persuasively communicate. Studies of leadership and leadership style provide information regarding questions, such as, “What makes a manager a good leader?” and “In what situations are certain leadership styles most appropriate and effective?”

Quality control ensures that the organization delivers on its promises.

International Maize and Wheat Improvement Center – Maize seed quality control at small seed company Bidasem – CC BY-NC-SA 2.0.

Controlling

Controlling involves ensuring that performance does not deviate from standards. Controlling consists of three steps, which include (1) establishing performance standards, (2) comparing actual performance against standards, and (3) taking corrective action when necessary. Performance standards are often stated in monetary terms such as revenue, costs, or profits but may also be stated in other terms, such as units produced, number of defective products, or levels of quality or customer service.

The measurement of performance can be done in several ways, depending on the performance standards, including financial statements, sales reports, production results, customer satisfaction, and formal performance appraisals. Managers at all levels engage in the managerial function of controlling to some degree.

The managerial function of controlling should not be confused with control in the behavioral or manipulative sense. This function does not imply that managers should attempt to control or to manipulate the personalities, values, attitudes, or emotions of their subordinates. Instead, this function of management concerns the manager’s role in taking necessary actions to ensure that the work-related activities of subordinates are consistent with and contributing toward the accomplishment of organizational and departmental objectives.

Effective controlling requires the existence of plans, since planning provides the necessary performance standards or objectives. Controlling also requires a clear understanding of where responsibility for deviations from standards lies. Two traditional control techniques are budget and performance audits. An audit involves an examination and verification of records and supporting documents. A budget audit provides information about where the organization is with respect to what was planned or budgeted for, whereas a performance audit might try to determine whether the figures reported are a reflection of actual performance. Although controlling is often thought of in terms of financial criteria, managers must also control production and operations processes, procedures for delivery of services, compliance with company policies, and many other activities within the organization.

The management functions of planning, organizing, leading, and controlling are widely considered to be the best means of describing the manager’s job, as well as the best way to classify accumulated knowledge about the study of management. Although there have been tremendous changes in the environment faced by managers and the tools used by managers to perform their roles, managers still perform these essential functions.

Key Takeaway

The principles of management can be distilled down to four critical functions. These functions are planning, organizing, leading, and controlling. This P-O-L-C framework provides useful guidance into what the ideal job of a manager should look like.

• What are the management functions that comprise the P-O-L-C framework?
• Are there any criticisms of this framework?
• What function does planning serve?
• What function does organizing serve?
• What function does leading serve?
• What function does controlling serve?

Huimfg.com, http://www.huimfg.com/abouthui-yourteams.aspx (accessed October 15, 2008).

Lamond, D, “A Matter of Style: Reconciling Henri and Henry,” Management Decision 42, no. 2 (2004): 330–56.

Mintzberg, H. The Nature of Managerial Work (New York: Harper & Row, 1973); D. Lamond, “A Matter of Style: Reconciling Henri and Henry,” Management Decision 42 , no. 2 (2004): 330–56.

Principles of Management Copyright © 2015 by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

17.2 The Planning Process

• Outline the planning and controlling processes.

Planning is a process. Ideally it is future oriented, comprehensive, systematic, integrated, and negotiated. 11 It involves an extensive search for alternatives and analyzes relevant information, is systematic in nature, and is commonly participative. 12 The planning model described in this section breaks the managerial function of planning into several steps, as shown in Exhibit 17.3 . Following this step-by-step procedure helps ensure that organizational planning meets these requirements.

Step 1: Developing an Awareness of the Present State

According to management scholars Harold Koontz and Cyril O’Donnell, the first step in the planning process is awareness. 13 It is at this step that managers build the foundation on which they will develop their plans. This foundation specifies an organization’s current status, pinpoints its commitments, recognizes its strengths and weaknesses, and sets forth a vision of the future. Because the past is instrumental in determining where an organization expects to go in the future, managers at this point must understand their organization and its history. It has been said—“The further you look back, the further you can see ahead.” 14

Step 2: Establishing Outcome Statements

The second step in the planning process consists of deciding “where the organization is headed, or is going to end up.” Ideally, this involves establishing goals. Just as your goal in this course might be to get a certain grade, managers at various levels in an organization’s hierarchy set goals. For example, plans established by a university’s marketing department curriculum committee must fit with and support the plans of the department, which contribute to the goals of the business school, whose plans must, in turn, support the goals of the university. Managers therefore develop an elaborate network of organizational plans, such as that shown in Exhibit 17.4 , to achieve the overall goals of their organization.

Goal vs. Domain Planning

Outcome statements can be constructed around specific goals or framed in terms of moving in a particular direction toward a viable set of outcomes. In goal planning , people set specific goals and then create action statements. 15 For example, freshman Kristin Rude decides that she wants a bachelor of science degree in biochemistry (the goal). She then constructs a four-year academic plan that will help her achieve this goal. Kristin is engaging in goal planning. She first identifies a goal and then develops a course of action to realize her goal.

Another approach to planning is domain/directional planning , in which managers develop a course of action that moves an organization toward one identified domain (and therefore away from other domains). 16 Within the chosen domain may lie a number of acceptable and specific goals. For example, high-school senior Neil Marquardt decides that he wants to major in a business-related discipline in college. During the next four years, he will select a variety of courses from the business school curriculum yet never select a major. After selecting courses based on availability and interest, he earns a sufficient number of credits within this chosen domain that enables him to graduate with a major in marketing. Neil never engaged in goal planning, but in the end he will realize one of many acceptable goals within an accepted domain.

The development of the Post-it® product by the 3M Corporation demonstrates how domain planning works. In the research laboratories at 3M, efforts were being made to develop new forms and strengths of cohesive substances. One result was cohesive material with no known value because of its extremely low cohesive level. A 3M division specialist, Arthur L. Fry, frustrated by page markers falling from his hymn book in church, realized that this material, recently developed by Spencer F. Silver, would stick to paper for long periods and could be removed without destroying the paper. Fry experimented with the material as page markers and note pads—out of this came the highly popular and extremely profitable 3M product Scotch Post-it®. Geoff Nicholson, the driving force behind the Post-it® product, comments that rather than get bogged down in the planning process, innovations must be fast-tracked and decisions made whether to continue or move on early during the product development process. 17

Situations in which managers are likely to engage in domain planning include (1) when there is a recognized need for flexibility, (2) when people cannot agree on goals, (3) when an organization’s external environment is unstable and highly uncertain, and (4) when an organization is starting up or is in a transitional period. In addition, domain planning is likely to prevail at upper levels in an organization, where managers are responsible for dealing with the external environment and when task uncertainty is high. Goal planning (formulating goals compatible with the chosen domain) is likely to prevail in the technical core, where there is less uncertainty.

Hybrid Planning

Occasionally, coupling of domain and goal planning occurs, creating a third approach, called hybrid planning . In this approach, managers begin with the more general domain planning and commit to moving in a particular direction. As time passes, learning occurs, uncertainty is reduced, preferences sharpen, and managers are able to make the transition to goal planning as they identify increasingly specific targets in the selected domain. Movement from domain planning to goal planning occurs as knowledge accumulates, preferences for a particular goal emerge, and action statements are created.

Consequences of Goal, Domain, and Hybrid Planning

Setting goals not only affects performance directly, but also encourages managers to plan more extensively. That is, once goals are set, people are more likely to think systematically about how they should proceed to realize the goals. 18 When people have vague goals, as in domain planning, they find it difficult to draw up detailed action plans and are therefore less likely to perform effectively. When studying the topic of motivation, you will learn about goal theory. Research suggests that goal planning results in higher levels of performance than does domain planning alone. 19

Step 3: Premising

In this step of the planning process, managers establish the premises, or assumptions, on which they will build their action statements. The quality and success of any plan depends on the quality of its underlying assumptions. Throughout the planning process, assumptions about future events must be brought to the surface, monitored, and updated. 20

Managers collect information by scanning their organization’s internal and external environments. They use this information to make assumptions about the likelihood of future events. As Kristin considers her four-year pursuit of her biochemistry major, she anticipates that in addition to her savings and funds supplied by her parents, she will need a full-time summer job for two summers in order to cover the cost of her undergraduate education. Thus, she includes finding full-time summer employment between her senior year of high school and her freshman year and between her freshman and sophomore years of college as part of her plan. The other two summers she will devote to an internship and finding postgraduate employment—much to mom and dad’s delight! Effective planning skills can be used throughout your life. The plan you develop to pay for and complete your education is an especially important one.

Step 4: Determining a Course of Action (Action Statements)

In this stage of the planning process, managers decide how to move from their current position toward their goal (or toward their domain). They develop an action statement that details what needs to be done, when, how, and by whom. The course of action determines how an organization will get from its current position to its desired future position. Choosing a course of action involves determining alternatives by drawing on research, experimentation, and experience; evaluating alternatives in light of how well each would help the organization reach its goals or approach its desired domain; and selecting a course of action after identifying and carefully considering the merits of each alternative.

Step 5: Formulating Supportive Plans

The planning process seldom stops with the adoption of a general plan. Managers often need to develop one or more supportive or derivative plans to bolster and explain their basic plan. Suppose an organization decides to switch from a 5-day, 40-hour workweek (5/40) to a 4-day, 40-hour workweek (4/40) in an attempt to reduce employee turnover. This major plan requires the creation of a number of supportive plans. Managers might need to develop personnel policies dealing with payment of daily overtime. New administrative plans will be needed for scheduling meetings, handling phone calls, and dealing with customers and suppliers.

Planning, Implementation, and Controlling

After managers have moved through the five steps of the planning process and have drawn up and implemented specific plans, they must monitor and maintain their plans. Through the controlling function (to be discussed in greater detail later in this chapter), managers observe ongoing human behavior and organizational activity, compare it to the outcome and action statements formulated during the planning process, and take corrective action if they observe unexpected and unwanted deviations. Thus, planning and controlling activities are closely interrelated (planning ➨ controlling ➨ planning . . .). Planning feeds controlling by establishing the standards against which behavior will be evaluated during the controlling process. Monitoring organizational behavior (the control activity) provides managers with input that helps them prepare for the upcoming planning period—it adds meaning to the awareness step of the planning process.

Influenced by total quality management (TQM) and the importance of achieving continuous improvement in the processes used, as well as the goods and services produced, organizations such as IBM-Rochester have linked their planning and controlling activities by adopting the Deming cycle (also known as the Shewhart cycle).

It has been noted on numerous occasions that many organizations that do plan fail to recognize the importance of continuous learning. Their plans are either placed on the shelf and collect dust or are created, implemented, and adhered to without a systematic review and modification process. Frequently, plans are implemented without first measuring where the organization currently stands so that future comparisons and evaluations of the plan’s effectiveness cannot be determined. The Deming cycle , shown in Exhibit 17.6 , helps managers assess the effects of planned action by integrating organizational learning into the planning process. The cycle consists of four key stages: (1) Plan—create the plan using the model discussed earlier. (2) Do—implement the plan. (3) Check—monitor the results of the planned course of action; organizational learning about the effectiveness of the plan occurs at this stage. (4) Act—act on what was learned, modify the plan, and return to the first stage in the cycle, and the cycle begins again as the organization strives for continuous learning and improvement.

Concept Check

• What are the five steps in the planning process?
• What is the difference between goal, domain, and hybrid planning?
• How are planning, implementation, and controlling related?

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Strategic planning presentation: A comprehensive guide

Learn everything from defining your mission to creating an action plan.

Raja Bothra

Building presentations

In this comprehensive guide, we'll delve deep into the world of strategic planning presentations, uncovering the strategies, models, and key performance indicators (KPIs) that drive businesses forward.

So, let's embark on this journey to demystify the art of strategic planning presentations.

What is strategic planning, and why is it important?

Before we dive into the nitty-gritty of strategic planning presentations, let's establish a clear understanding of what strategic planning entails. At its core, strategic planning is the process through which an organization defines its objectives, evaluates its resources, and charts a course of action to achieve its long-term goals. It's like the roadmap that guides a business toward its desired future.

Strategic planning is crucial for several reasons. First and foremost, it provides a sense of direction. In the ever-evolving business landscape, having a well-defined strategic plan is akin to having a North Star to navigate by. It ensures that all stakeholders are aligned with the organization's vision and mission, fostering unity and a shared purpose.

Moreover, strategic planning allows businesses to anticipate and adapt to changes in the market. It's not enough to have a great product or service; you must also have a strategy to stay ahead of the competition. In this dynamic environment, being proactive rather than reactive is key to survival.

Strategic planning models

Now that we've established the importance of strategic planning, let's explore some strategic planning models that can serve as valuable frameworks for your presentations. These models are like tools in your strategic toolkit, each offering a unique approach to the planning process.

• SWOT analysis : This classic model helps businesses assess their strengths , weaknesses , opportunities , and threats . It's a powerful tool for identifying internal and external factors that can impact your strategic decisions.
• The strategic planning process : This model provides a step-by-step guide to the entire strategic planning process , from setting objectives to implementation and evaluation. It's like a well-structured action plan for your business's future.
• Strategy development : Developing a sound business strategy is at the heart of strategic planning. This model offers insights into crafting a winning strategy that aligns with your organization's goals and resources.
• Gap analysis : Want to bridge the divide between your current state and your desired future state? Gap analysis is the model for you. It helps you pinpoint the disparities and devise strategies to close the gap effectively.
• The strategy map : This model helps you visualize your strategy by creating a graphical representation of your goals, objectives, and the causal relationships between them. It's a fantastic way to convey complex ideas in a simple, visually appealing manner.

KPIs and metrics to add in strategic plan presentation

As the saying goes, " What gets measured gets managed. " In strategic planning presentations, KPIs (Key Performance Indicators) and metrics are your guiding lights. These quantifiable measures provide insights into the health and progress of your strategic initiatives. Here are some essential KPIs and metrics to consider including in your presentation:

• Revenue growth : One of the fundamental KPIs, revenue growth , indicates the financial health of your organization. It reflects the effectiveness of your strategies in generating income.
• Customer acquisition cost (CAC) : Understanding how much it costs to acquire a new customer is vital. A high CAC can eat into your profits, so presenting strategies to reduce it can be a game-changer.
• Customer lifetime value (CLV) : This metric gauges the long-term value of a customer to your business. A higher CLV often signifies effective customer retention strategies.
• Market share : For many businesses, market share is a critical KPI. It measures your share of the market compared to competitors, showing your industry presence.
• Return on investment (ROI) : ROI quantifies the profitability of your investments. A positive ROI indicates that your strategies are generating more revenue than they cost.
• Employee satisfaction : Don't forget about your internal stakeholders. Employee satisfaction can impact productivity and customer service, making it a valuable metric to track.

How to structure an effective strategic planning presentation

Now that you have a grasp of the models and metrics, let's focus on the structure of your strategic planning presentation. Remember, a well-structured presentation not only conveys your ideas effectively but also keeps your audience engaged. Here's a tried-and-true structure to consider:

1. Title slide

• Begin your presentation with a compelling title that piques interest.
• Introduce yourself and your role in the organization.

2. Agenda slide

• Provide a clear outline of what your presentation will cover.

3. Executive summary

• Summarize the key points of your strategic plan.
• Highlight the most critical objectives and strategies.

4. Business overview

• Give an overview of your organization, its mission, and its current position in the market.
• Use visuals like charts and graphs to make data more digestible.

5. Strategic objectives

• Present your strategic objectives clearly and concisely.
• Use the SMART (Specific, Measurable, Achievable, Relevant, Time-bound) criteria to define your objectives.

6. Strategies and tactics

• Dive into the heart of your plan by detailing your strategies and tactics .
• Use visuals and real-world examples to illustrate your points.

7. KPIs and metrics

• Show how you'll measure success using the KPIs and metrics we discussed earlier.
• Use charts and graphs to make data visually appealing.

8. Implementation plan

• Explain how you'll put your strategies into action.
• Include a timeline to show the sequence of events.

9. Risk assessment

• Address potential threats and constraints that could impact your plan.
• Highlight contingency plans to mitigate these risks.

10. Conclusion

• Summarize the key takeaways from your presentation.
• End with a strong call to action or next steps.

11. Q&A

• Open the floor to questions and engage with your audience.
• Be prepared to provide detailed answers to ensure buy-in from stakeholders.

Do's and don'ts of a strategic planning presentation

• Clear and concise : Avoid jargon and keep your language simple and understandable.
• Visuals : Visual aids like charts, graphs, and diagrams can clarify complex ideas.
• Practice : Rehearse your presentation to ensure a smooth delivery.
• Engage your audience : Encourage questions and discussions to foster understanding and buy-in .
• Adaptable : Be prepared to adjust your presentation based on your audience's level of expertise and interest.

Don'ts:

• Overwhelm with data : While data is essential, don't drown your audience in it. Select the most relevant information.
• Rush : Take your time to explain key points and concepts.
• Overconfident : Be open to feedback and willing to adjust your plan if necessary.
• Neglect the human element : Remember that your presentation is not just about data; it's also about convincing your audience to support your plan.

Summarizing key takeaways

• Strategic planning : It's your roadmap for long-term success, providing direction and adaptability.
• Models matter : Use models like SWOT analysis, strategic planning processes, and more to structure your presentations effectively.
• Metrics count : Include KPIs like revenue growth, CAC, CLV, market share, and ROI for measuring success.
• Structure matters : Create presentations with a clear agenda, engaging content, and a strong conclusion.
• Presentation do's and don'ts : Be clear, use visuals, practice, engage your audience, and stay adaptable. Avoid data overload, rushing, overconfidence, and neglecting your audience.

1. What is a strategic planning presentation, and how can I create one efficiently?

A strategic planning presentation is a vital tool for conveying your organization's long-term vision and goals. It's a roadmap that outlines your business plan, competitive advantage, and strategy for success. To create one efficiently, consider using Prezent, PowerPoint or Google Slides, as they offer editable templates designed for strategic management presentations. These customizable templates help streamline the process, allowing you to focus on developing a strategic plan rather than formatting slides from scratch.

2. What should I include in a strategic planning presentation?

In your strategy presentation, cover essential components such as your mission statement, vision statement, and a detailed strategic plan with clear, actionable goals and action plans. Use slide templates to organize your content effectively within a planning framework. Be sure to highlight your organization's unique competitive advantage and address the potential imitability of your strategy. Additionally, incorporate business diagrams and analysis to support your points and make your presentation high-quality and informative.

3. Can I use PowerPoint and Google Slides for my strategic planning presentation?

Yes, you can leverage both PowerPoint and Google Slides for your strategy presentation. They offer professionally designed templates that are fully customizable, making it easier to allocate your content and create an efficient strategy slideshow. Whether you prefer one page, PPT or Google Slides, you have the flexibility to develop and edit your presentation collaboratively online and save it in various formats, including PDF.

4. How often should I update my strategic planning presentation?

Your strategic planning presentation may change over time as your business evolves. It's advisable to review and update it regularly, especially when significant developments occur or during pivotal moments like a product launch or changes in strategic direction. Ensure that your presentation reflects your organization's current goals, strategies, and execution plans to maintain its relevance and effectiveness.

5. What role do professionally designed templates play in a strategic planning presentation?

Professionally designed templates are instrumental in creating an efficient and visually appealing strategy planning powerpoint presentation. These pre-designed templates offer a scheme that organizes your content logically, making it easier to brainstorm and communicate your organization's process effectively. With high-quality, customizable templates, you can convey your strategy clearly, emphasizing your competitive advantage and ensuring your audience understands your business plan.

Create your strategic planning presentation with prezent

Prezent revolutionizes the creation of strategic planning presentations with its comprehensive suite of features. It starts by saving you a remarkable 70% of the time typically spent on crafting presentations. With access to a vast library of over 35,000 slides and brand-approved designs, Prezent ensures that your presentation is not only visually appealing but also 100% on brand, aligning perfectly with your company's image.

Additionally, it crushes 60% of communication costs, making it a cost-effective solution. Prezent allows you to consider audience preferences, personalize content, and collaborate in real-time, enabling your team to work seamlessly together. Its overnight presentation service ensures you meet tight deadlines with ease, further enhancing your strategic planning process.

So, go ahead, create your strategic planning presentation, and steer your organization toward a future filled with success and sustainability.

Are you ready to power up your strategic planning presentations? Try our free trial or book a demo today with Prezent!

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• Module 1: Introduction to Management
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• Module 3: Planning and Mission
• Module 4: Environments and Strategic Management
• Module 5: Decision Making
• Module 6: Organizational Structures
• Module 7: Human Resource Management
• Module 8: Groups, Teams, and Teamwork
• Module 9: Culture and Diversity
• Module 10: Leadership
• Module 11: Motivation
• Module 12: The Individual and the Organization
• Module 13: Ethics in Business
• Module 14: Communication
• Module 15: Control
• Module 16: Globalization and Business

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Planning In Management PPT: Types and Importance

Planning In Management PPT: Definition, Types and Importance Free Download: Planning is the fundamental management feature, which entails finding out beforehand, what’s to be carried out, whilst is it to be carried out, how it’s far to be carried out and who’s going to do it.

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Planning In Management PPT: Definition, Types and Importance

It is an intellectual procedure which lays down an organisation’s targets and develops diverse courses of movement, via way of means of which the agency can gain those targets. It chalks out exactly, the way to obtain a particular goal. Planning is not anything however wondering earlier than the movement takes place. It allows us to take a peep into the destiny and determine earlier the manner to cope with the situations, which we are going to come upon in destiny. It entails logical thinking and rational decision making.

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• About Planning in Management
• Types of Planning
• Importance of Planning

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7 Steps of Management Planning Process

• Post author: Anuj Kumar
• Post published: 17 September 2023
• Post category: Entrepreneurship
• Post comments: 0 Comments

Table of Contents

• 1.1 Establish Goals
• 1.2 Identify Resources
• 1.3 Establish Goal-Related Tasks
• 1.4 Prioritize Goals and Tasks
• 1.5 Create Assignments and Timelines
• 1.6 Establish Evaluation Methods
• 1.7 Identify Alternative Courses of Action
• 2.1 What is the management planning process?

Management Planning Process

An effective management planning process includes evaluating long-term corporate objectives. Management planning is the process of assessing an organization’s goals and creating a realistic, detailed plan of action for meeting those goals.

Much like writing a business plan takes into consideration short and long-term corporate strategies. The basic steps in the management planning process involve creating a road map that outlines each task the company must accomplish to meet its overall objectives:

Establish Goals

Identify resources, establish goal-related tasks, prioritize goals and tasks, create assignments and timelines, establish evaluation methods, identify alternative courses of action.

The first step of the management planning process is to identify specific company goals. This portion of the planning process should include a detailed overview of each goal, including the reason for its selection and the anticipated outcomes of goal-related projects.

Where possible, objectives should be described in quantitative or qualitative terms. An example of a goal is to raise profit by 25 percent over a 12-month period.

Each goal should have financial and human resources projections associated with its completion. For example, a management plan may identify how many sales people it will cost to meet the goal of increasing sales by 25 percent.

Each goal should have tasks or projects associated with its achievement. For example, if a goal is to raise profits by 25 percent, a manager will need to outline the tasks required to meet that objective. Examples of tasks might include increasing the sales staff or developing advanced sales training techniques.

Prioritizing goals and tasks is about ordering objectives in term of their importance. The tasks deemed most important will theoretically be approached and completed first. The prioritizing process may also reflect the steps necessary to complete a task or achieve a goal.

For example, if a goal is to increase sales by 25 percent and an associated task is to increase sales staff, the company will need to complete the steps toward achieving those objectives in chronological order.

As the company prioritizes projects, it must establish timelines for completing associated tasks and assign individuals to complete them. This portion of the management planning process should consider the abilities of staff members and the time necessary to realistically complete assignments.

For example, the sales manager in this scenario may be given monthly earning quotas to stay on track for the goal of increasing sales by 25 percent.

A management planning process should include a strategy for evaluating the progress toward goal completion throughout an established time period. One way to do this is through requesting a monthly progress report from department heads.

Even the best-laid plans can sometimes be thrown off track by unanticipated events. A management plan should include a contingency plan for certain aspects of the master plan that prove to be unattainable. Alternative courses of action can be incorporated into each segment of the planning process, or for the plan in it’s entirely.

FAQs Section

What is the management planning process.

These are the steps of the management planning process: 1. Establish Goals 2. Identify Resources 3. Establish Goal-Related Tasks 4. Prioritize Goals and Tasks 5. Create Assignments and Timelines 6. Establish Evaluation Methods 7. Identify Alternative Courses of Action.

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Management Presentation: 8 Tips, Examples & a Template

In a corporate context, presenting works wonders for a career. Most professionals get exposure to presenting to informed colleagues and department managers. It’s an ideal way to get visibility and show value. But a management presentation to senior executives who aren’t familiar department nuances is a different ballgame.

A management presentation is a high-level summary to senior executive that optimizes reports to include only the details relevant to directorial decisions . They are notoriously difficult to navigate for two reasons: 1. most executives do not have working knowledge of the nuances in each department , 2. presenters rarely have time to understand executives’ preferences .

More than anything else, good management presenters learn how to strike a balance in the degree of detail: they provide enough detail so executives make informed decisions, but not so much detail that they cause confusion.

This article explores how to make a good management presentations in PowerPoint using 4 management presenting best practices , 4 management presenting techniques , providing examples for each, and finishing with a management presentation template you can apply in real life. You can use it as a jumping off point for deeper communication curriculum .

5 management presenting best practices are:

• Ask what managers prefer ahead of time.
• Have 1 message, and 1 message Only.
• The only words should be “Thought Starters.”
• Keep it short.
• Practice 7 times in advance.

4 management presenting techniques are:

• Use a CSP model – Challenge, Solution, Progress.
• Begin with a summary of exactly 3 points.
• Use only these 3 chart types: bar, line, scatter.
• Design slides with the company logo.

I will use a financial analyst perspective in this article, but everything here applies to data and business analysts as well.

Ask Executives Their Preference Ahead of Time

If you’ve ever taken a class on presentation techniques, you’ve heard the old adage “know your audience.” It’s true, the best way to deliver a great presentation is to align your message with what your audience already understands. The same applies to a management presentation.

The challenge is that, more often than not, executives are too busy for you to get to know them well. This means you hardly get the chance to understand how they like presentations. So what can you do? Well, ask them! There’s no harm in sending an email to understand better. And what’s more, once you know, you can always defer to their preferences in the future.

For a financial management presentation, common questions to ask include the following:

• Do you prefer to see raw data, or only visualizations?
• Do you prefer charts or table summaries?
• Would you like a written explanation on paper for each slide?
• Do you like averages alone, or do you prefer means, or standard deviation?
• What interests you most in a presentation?

If you gather some helpful insights, then your presentation will be that much better. That said, you may not get a response, or it may be quick and not insightful. But most senior executives will appreciate you asking .

The best part is you will be able to surprise them. Using the best practices and techniques below, in additional to any insights gathered form your email, will work wonders for you.

Have 1 Message, and 1 Message Only

The easiest mistake to make on a management presentation is trying to deliver multiple messages. Senior executives go through loads of meetings every day, and each meeting they have includes a wave of information. Your mission should be to deliver 1 essential message so they can easily understand and compartmentalize it.

This is no easy task. When I try to narrow down the focus of my management presentation message, it seems like I leave out critical information along the way. The key is to tell a story to incorporate critical information as part of a story towards the essential message.

For example, imagine you work for a wholesale watch company called Batch Watch . You want to explain a financing operation in which the company has the option of two loans to fund the initial costs of 10,000 watches. These loans have different interest rates and maturity dates. Loan A is better if the company expects to sell the watches within 3 months, while Loan B is better if the company expects to sell over more than 3 months. Each has cancellation fees and cash flow impacts.

Instead of showing the cancellation fees and cash flow impact of the each loan, all you need to say is “ we expect the company to sell them within 3 months, and we recommend loan A for that reason.” If the executives disagree on the sale timeline, they will ask for more information.

This is how you keep senior executives engaged, by integrating them in the story you tell. Ultimately, the essential message of your presentation should be how much profit the company will make from the watch funding operation. Senior executives should leave feeling like the project is in good hands with you, and they only feel that way when you tell a story around the essential message .

Whatever the Message, Use Data

Whatever message you want to send, it needs to be backed up by data. In the example above the data was financial, but it’s not always that simple. Context may require you to provide KPIs and perform extensive data analysis that culminates in a small output that your viewers can easily digest.

You need to be strong with data to deliver a good management presentation. To get started or refresh your memory, you can read AnalystAnswers’ free Intro to Data Analysis eBook .

The Only Words Should be “Thought Starters”

As a general presentation principle, you should not write many thoughts down on presentation slides. Words have two negative impacts on the audience: they demand energy from the reader, and they make the reader feel compelled to read, lest they misunderstand.

If you can avoid putting text blocks altogether, do. If you don’t need any writing at all, don’t. However, if you need guidance as you speak or want to provide reminders for a later data, use “Thought Starters.”

Thought starters are phrases of 3 words maximum that contain ideas leading to the essential message. People often call them “bullet points,” which is common for list-style thought starters. Personally, I prefer to place thought starters at different places on a slide. When I use a chart, for example, I put thought starters at relevant places on the slide.

Keep it Short

Your presentation should never consume more than 80% of the allotted timeframe. This means that if you plan a 5 minutes meeting, deliver the presentation in 4 minutes. If you’re given 30 minutes, do it in 25 minutes. If you have 1 hour, do it in 45 minutes.

By keeping the presentation short, you relieve the audience and you allow for some question buffer. Have you ever sat in a meeting planned for 1 hour, and at 45m it ends early? It’s a pleasure for everyone. Most of us feel like we’re running behind — when you put us ahead of schedule, we love you!

At the same time, senior executives may bombard you with questions throughout the presentation. If you planned to fill the whole timeframe, you won’t finish. But if you planned to finish early, you still have a chance.

And if you use the rest of these best practices and techniques, those senior executives shouldn’t need to ask too many questions!

Practice 7 Times in Advance

There’s a mix of opinions on the number of times you should rehearse a presentation before doing it live, but most people agree that it’s somewhere between 5 and 10 times. If you take nothing else from this article, take this. To deliver a good presentation, prepare excellent slides; to deliver a great presentation, practice presenting them 7 times.

To deliver a good presentation, prepare excellent slides; to deliver a great presentation, practice presenting them 7 times. AnalystAnswers.com

But just practicing isn’t enough, there are a few criteria you must meet:

• Practice in the room you will present in. There’s something about envisioning yourself live that really makes a difference. When you practice in a space other that where you’ll present, it’s good. But when you practice in the “live” room, you’re able to sensitize yourself to the environment, which calms nerves so you can focus on the message.
• Have an audience. We all behave differently when there’s stimulus of other people around. Whenever possible, get one or two people to whom you can present. In addition to getting used to having an audience, you’ll also get some feedback.
• Use the same volume of voice. When we’re not “live,” we have a tendency to hold back on our voice. This is detrimental to the presentation because you feel taken off guard by your own voice. Make sure to envision yourself in front of the senior execs when you practice.

Best Practices Recap

We’ve addressed 5 best practices — now let’s turn our attention to 4 specific techniques you can easily implement. And when you do, that work wonders for management presenting.

Use a CSP Model (Challenge, Solution, Progress)

Every presentation needs structure, but it’s easy to forget that we need to guide our audience. A great way to structure management reports is using the CSP model. CSP stands for Challenge, Solution, Progress, and it’s exactly what it sounds like.

You need to explain the challenge or goal, explain what the solution to the challenge is (or how to achieve the goal), and show where you are in the steps to completing that goal.

For example, let’s look at our Batch Watch case. Imagine you need to find funding for a new product launch — $100,000 to be exact. A sample CSP model for this would be a slide that shows:

By using the CSP model, you guide the audience. However, it’s important to note that the CSP model is not a summary . It’s an overview of the process, but a summary should always come before. Let’s talk about it now.

Begin with a Summary of Exactly 3 Points

Any good presentation begins with a summary. And a good summary communicates the essential message simply in 3 points. However, the summary is not the same thing as the CSP model. Instead, it provides an alternative view on the challenge and and solution.

For example, using our Batch Watch case of funding a new product, you could address a summary in the following way:

• Challenge, Solution, Progress
• Funding acquisition
• Project Timeline

This provides additional details that are most relevant to the project and carry added value to the CSP model.

Use only Bar Charts (aka Column Charts), Line Graphs, and Scatter Plots

Whether it’s for data, financial, and business analyst topics , management presentations should only ever have bar charts, line graphs, and scatter plots. They are common, rich in information, and well understood. Any other kind of graph is distracting more than anything else.

A bar graph is useful when you want to compare like variables. For example, if you want to show the average size of Canadian trout versus American trout. A common mistake, though, is to use bar graphs to show change over time. While it’s not incorrect to do so, line graphs are better for this purpose.

A line graph is useful when you want to show change in one variable over time (we call this time series data). For example, if you want to show the progression of revenues over time, line graphs are the perfect way to do so.

A scatter plot is best when you want to compare a set of observations of one variable to a set of observations of another. It’s the ideal way to quickly visualize the relationship between two variables. For example, if you want to see how company revenues compare to GDP, you could use a scatter plot like this:

For example, let’s look at our Batch Watch case. If we want to see how our company is performing compared to the economy as a whole, we could use this scatter plot. As you can see, we have a positive (bottom left to top right) relationship, but a weak one (points not clustered closely).

Design Slides Using the Company Logo

When you’re presenting to senior executives, you want your slides to look professional. The best way to do that is by putting your company logo on them, including any corporate design standards (colors, fonts, etc). Show through your presentation that you belong to the same company, and that you’re in it in spirit. For example, let’s add the AnalystAnswers.com logo to our CSP slide:

Techniques Recap

Here’s a sample management presentation template below. I hope you understand after reading this article that management presentation is more about your delivery than it is about the slides you prepare.

Download Management Presentation Template for Free

While the techniques we’ve discussed will help you build a good presentation, your success really depends on how well you deliver the ideas needed to help senior executives make decisions. At the end of the day, it’s all about balance.

If you only remember two things from this article, remember that great management presenters give enough detail to inform senior executive but not too much that they cause confusion, and great management presenters make sure they do so by practicing 7 times in advance. You’ll have to practice, practice, practice.

About the Author

Noah is the founder & Editor-in-Chief at AnalystAnswers. He is a transatlantic professional and entrepreneur with 5+ years of corporate finance and data analytics experience, as well as 3+ years in consumer financial products and business software. He started AnalystAnswers to provide aspiring professionals with accessible explanations of otherwise dense finance and data concepts. Noah believes everyone can benefit from an analytical mindset in growing digital world. When he's not busy at work, Noah likes to explore new European cities, exercise, and spend time with friends and family.

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The Presentation Planning Checklist

By the Mind Tools Content Team

This presentation planning checklist* will help you to deliver successful presentations.

Presentation

• Does your introduction grab participants' attention and explain your objectives?
• Do you follow this by clearly defining the points of the presentation?
• Are these main points in logical sequence?
• Do these flow well?
• Do the main points need support from visual aids?
• Does your closing summarize the presentation clearly and concisely?
• Is the conclusion strong?
• Have your tied the conclusion to the introduction?
• Are you knowledgeable about the topic covered in your presentation?
• Do you have your notes in order?
• Where and how will you present (indoors, outdoors, standing, sitting, etc.)?
• Have you visited the presentation site?
• Have you checked your visual aids to ensure they are working and you know how to use them?

Many people are nervous about speaking in public. If this applies to you, see our article, Managing Presentation Nerves .

• Make sure you are dressed and groomed appropriately and in keeping with the audience's expectations.
• Practice your speech standing (or sitting, if applicable), paying close attention to your body language, even your posture, both of which will be assessed by the audience.

Visual Aids

• Are the visual aids easy to read and easy to understand?
• Are they tied into the points you are trying to communicate?
• Can they be easily seen from all areas of the room?

* Adapted, in part, from Rouse/Rouse, Business Communications: A Cultural and Strategic Approach (ISBN: 9781861525444). © 2002 Cengage Learning

Rouse, M.J. and Rouse, S. (2002). ' Business Communications: A Cultural and Strategic Approach ,' London: Thomson Learning. p173-174.

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infoDiagram visual slide examples, PowerPoint diagrams & icons , PPT tricks & guides

7 Essential PPT Templates for Strategic Planning Presentations

Last Updated on March 6, 2024 by Peter Z

It’s no secret that company strategy needs to be understood clearly by all people so all activities and projects are aligned with it. Creating a presentation deck on strategic topics can be challenging, as you need to show the big picture in a catchy way that will resonate with all involved people. Substituting huge text blocks with easy-to-follow infographics will definitely help you communicate various long-term and strategic planning topics.

We’ve put together this list of recommended PowerPoint slide decks that can be a source of graphical inspiration so you don’t have to spend endless time searching for visuals to fit the presented concepts.

Elevate your business performance presentations with our curated resources – visit our financial performance PPT reports page .

These seven templates will help you create high-quality presentations to convey strategic planning concepts:

• Strategy Management Pillars
• Roadmap Diagrams
• Vision & Mission Concepts
• Business Model Canvas
• Go To Market Strategy Plan
• Business Recovery & Transformation Plan
• Gap Analysis Types and Tools

Explore slide decks presented here in the Strategy and Long-term Planning PowerPoint Templates collection . You can get any deck or separate slide as an editable PPT file.

Strategy Management Pillars Graphics

The metaphor of ancient columns is often used to present foundation elements holding the building. As you can see in the example below, the pillars of business excellence represent the core values and form the foundation to hold up the “roof” – the company vision.

Explore the Strategy Management Pillars collection here that will help you create strategic planning slides faster.

Pillars can be used to present the following concepts:

• Foundation your company was built on and why you do what you do.
• Company vision, mission, key values, and capabilities
• Core principles of your business
• Project plan essentials

Roadmap Diagram Templates for Sharing Long-term Vision and Strategic Planning Goals

A well-designed roadmap is like a GPS for your business or project. It’s one of the best visual tools to make your vision and steps towards it clear for everyone on the team.

You can use roadmaps to show yearly or quarterly goals, steps to achieve, and phases of your project plan. Check the Roadmap Diagram Templates collection here .

The roadmap is an effective visualization tool that can remind everyone of your vision and keep all team members on the right road. Check three ways to design a roadmap slide depending on the type of planning you present.

Roadmaps should not necessarily contain the “road” image, despite its name, they can also be visualized as a table. If you’re discussing product development or release, sharing responsibilities within the team, or want to track projects across departments, such roadmap tables will help you illustrate these concepts more visually.

Vision & Mission Presentation Diagrams

Besides current goals, strategies, and action plans, every company has a mission – a reason it exists and a vision – a striking statement clarifying the business’s meaning and purpose for stakeholders.

To underline the importance of these statements and show how your company differs from others, try using more creative and fresh designs for such slides. If you’d like to save time, choose templates from our collection of slides for illustrating vision, mission, and values .

For more ideas on presenting various statements, see seven ideas for the quote slides .

Business Model Canvas Template

The Business Model Canvas framework is a strategic management template used for describing or altering existing business models and developing new ones. It allows seeing a big picture of core activities, resources, and partners.

BMC is widely used by companies and startups to analyze their strategy and apply the lean startup approach. Visualizing it without cluttering the slide will help you keep the audience’s attention and convey your ideas clearly.

Go-To-Market Strategy Plan Framework

The go-to-market strategy is the tactical action plan that drafts the necessary steps to deliver a unique value proposition to customers and achieve a competitive advantage in a new market. It can be applied to pretty much anything, from launching new products and services, to re-launching your company or brand.

Having a concisely presented go-to-market strategy can help a lot while explaining it to the management board or stakeholders because such documents usually contain lots of content and numeric data. Get inspired by Go To Market Strategy Plan graphics covering all elements of GTM.

You can use these graphics to:

• Design a framework for your go-to-market strategy including all important elements on one slide
• Illustrate total available, serviceable available & obtainable market volume
• Describe the competitive landscape by comparing the biggest market players
• Show entrance and exit barriers
• Visualize your targeted customer profile
• Present financial highlights
• Illustrate key milestones and timeline of a rollout to the new marketplace
• Describe the key success factor of your expansion strategy

Business Recovery Plan Graphics Template

If you are working on a business recovery or transformation plan, illustrating key business challenges, trends, and your crisis management strategy in a clear, informative manner will help you be heard.

You can reuse and adapt our collection of Post-Pandemic Business Recovery Plan diagrams to present your strategy on how to deal with any sudden emergency situation, causing massive business disruption, and adapt to a new business context.

Slides in this deck can be used to:

• Describe phases of business reaction
• Visualize methods how to reshape the ways of working for the future
• Illustrate your performance gap analysis
• Present a contingency plan for the response phase
• Visualize your digitalization and automatization strategies
• Cover responsibility and sustainability aspects
• Illustrate the circular economy model
• Summarize digital co-working success elements

To outline the next steps after such a strategic planning meeting, explore ideas on illustrating the concept of follow-up with one symbol .

Gap Analysis Types and Tools Presentation

A gap analysis is a business assessment methodology that compares actual performance and results with what was expected. It is useful when you need to evaluate current results and the necessary improvement efforts to close the gap and reach the desired performance,

Check our Gap Analysis Diagrams deck which includes templates to show the concept of gap analysis, its benefits and types, brand perception & customer experience gaps, efficiency gap benchmark, and more.

If you are looking for general graphics to help your audience connect the dots between concepts or ideas, check bridge graphics design ideas .

Summary of the best visual metaphors for strategic planning

One of the most common presentation design challenges is how to paint a big picture to convey a complex message. Infographics and visuals can help you a lot with this. They don’t have to be overcomplicated, simple diagrams will do. You can see from the examples that it’s enough to choose a good visual metaphor: pillars, road, a mountain, gap & a bridge, target bullseye, or DNA helix.

Pre-designed PowerPoint decks full of various diagrams and icons will help you save time on designing those infographics. Most of the slide decks in this blog also contain business-relevant content, which you can reuse for your presentations.

Designer’s tip: When designing your slides, remember consistency rules if you’re mixing slides from two or more PowerPoint files or other sources. It will help to make your presentation more professional-looking and therefore it will be easier to make an impact on the audience you’re talking to.

Explore our YouTube channel for more creative inspiration:

Resources: PowerPoint Templates for Strategic Planning Presentations

Explore the complete presentation graphics about long-term planning and business strategies topics. All templates mentioned above, and many more, are available in the infoDiagram collection:

Strategic and Long-term Planning PowerPoint Templates

More inspiration for strategic planning presentations

• How to choose the right diagram so it fits the content
• Illustrating strategy concept with one icon
• 10 decks to visualize projects review and plan for the future
• How to present a triple-bottom-line business model creatively
• Ideas to avoid boring company overview presentation

You can find more design ideas and examples of presenting strategic planning topics on our blog .

Published by

Chief Diagram Designer, infoDiagram co-founder View all posts by Peter Z

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Principle Of Management - Planning

Introduction To Planning in Management-Module III

Mishal A / Noida

33 years of teaching experience

Qualification: B.Tech/B.E. (BIT MESRA - 2014)

Teaches: All Subjects, Chemistry, Computer Science, Mathematics, Physics

• MODULE-3 PLANNING
• A What is Planning? Managerial function Required at all levels Involves forecasting Involves decision making
• 1. 2. 3. Primary / Core function of management what happens if planning is wrong? Quite adaptive to nature Plans changes with the change in external environment like competitors policies, strategies, consumer's taste Pervasive Done in all organization whether small or big, business or non- business Used in all levels of organization
• 4. 5. 6. Goal oriented Planning lays down the goals and ways to achieve it Efficient Time and money are spent on planning to earn future gains Flexible Future is uncertain Flexible plans required if unexpected changes take place in future
• 7. 8. 8. Intellectual Process Managers cannot plan until and unless they analyze the firm's past ,present and future. requires foresightedness, imagination , intuition, judgement Decision making Feedback Controlling function gives feedback to managers about the efficiency of plans.
• 1. 2. 2. Achievement of organizational goal Shows path Minimum waste of time, money and energy Acts as a bridge Facilitates decision making Provides stability to organization Planned organization are found to be stable than others Foresight of managers helps in problem solving
• 4. 4. 6. 6. Proper utilization of resources Development of mangers Develops the conceptual skills Helps in coordinating activities with the external environment Promotes innovativeness Basis for control- no plans then no control
• 8. 9. Risk reduces A situation where reliable information is available about future but it is incomplete But uncertainty is always there because future is uncertain Morale boost up
• 1. a) b) c) 11. 1. a) b) Classification on the basis of levels in organization: Strategic plans Tactical plans Operational plans Classification on the basis of use Single use plans Programmes Budgets
• c) d) 2) a) b) c) d) e) Strategies Projects Standing plans Policies Procedures Methods Rules standards 10
• 111. 1. 2. 3. 1. 2. 3. Classification on the basis of time Long term plans Medium term plans Short term plans Classification on the basis of functional areas Production plans Marketing plans Financial plans
• At different levels in an organization, plans are made. 1. 1. a) b) c) Classification on the basis of levels in organization Strategic plans : Strategic plans are made to achieve the overall goals in organization Strategic goals are achieved through allocation of resources over different areas of enterprise Prepared for Long term plans 12
• d) e) 2. a) b) Plans are made by top level management Internal strengths and weaknesses are matched with the external environmental opportunities and threat. Tactical Plans : Aimed to achieve tactical goals of an organization They are related to departmental goals of an organization 13
• c) d) e) f) 3. a) b) c) They are part of strategic plans. Mainly framed by middle level management Prepared for intermediate period of 1 to 5 years These plans are more specific and concrete Operational Plans Plans meant to support tactical plans Resources are allocated by strategic plans and their efficient use is done by operational plan Plans made by lower level managers in consultation with middle level management 14
• d) Prepared for s ort periods of time of less than one year Top management middle mgmt Lower mgmt 15
• Il. Classification on the basis of use 1. a. b. c. d. i. Single —Use Plans: These plans carry out activities that are not intended to be repeated They are made to achieve a specific objective Basically short lived plans For eg., purchase of new machinery Different types of single use plans are: Programmes : a programme is a sequence of activities carried to implement a policy or achieve a goal. For eg., making a training programme for its employees 16
• Steps in making a programme: 1. 2. 3. 4. 5. 6. Dividing the total work into parts Developing the sequence of various parts Determining the responsibility for each part Determining how each part will be completed and arrangement of resources Determine the time required for completion of each part Develop a schedule for implementing each step 17
• Types of programmes: a. b. ii. O O O Major programme- designing of a main programme to achieve goals Minor programme- mainly designed to achieve the major programme Budget- is a statement of inflow and outflow of financial resources over a period of time Features- provides standard of performance, controlling device, future oriented For eg., monthly budget, six months, yearly budget 18
• iii. O O O O O O Strategies Provides guide to action Selection of a course of action out of various courses It is prepared depending upon environmental threats and opportunities ONE EXAMPLE OF STRATEGY: company adopts a new technology to reduce their cost of production and sell the products at lower price. Immediately other business will also adopt this strategy. Projects is a part of plan with an objective to achieve within a time frame. For eg., project plans are made for preparing an advertisement campaign, building a bridge, flyover etc. For instance, company decided to increase its sales by 5% then accordingly they will make a project plan. 19
• 2. O O O Standing Plans : Plans made to deal with activities or situations which occur repeatedly in the organisation They are made to achieve overall organizational goals For ego, everytime a employee goes on leave, he follows leave rules framed in the standing plans. This helps the top level management from botheration. 20
• Commonly used standing plans are: O a) Policies: O O O O O ii. iii. iv. Are general guidelines It is related to company's overall activities It is formulated by top managers They are flexible Should be easily understandable Policies should be related to facts Features of policies: Consistent Flexible- may offer discount if competitors are doing so Writing- avoid confusion One eg., of policy is ; NO RETURN OR EXCHANGE 21
• iv. iv. iv. Related to facts- not biased Related to recurring events- general guidelines repeated everytime the action is repeated Feasible- complex policies will make the situation worse. Types of policies a) a) a) a) Departmental policies : made for each departments Environmental policies : also known as external policies, Made by external parties but affect the internal functioning of business enterprises Implied policies: not formed consciously by managers but is involved on their own when managers repeatedly make some decisions in similar situations. Express policies : are written policies which clearly express the intentions of managers. 22
• Specific policies : are not general guidelines to action, used to make decisions in specific situations Appealed policies : policies are made on the appeal of subordinates, subordinates appeal their superiors to make policies when they face problems in carrying out their tasks. 23
• b) O O O O O O PROCEDURES : Provides sequential order to a policy Policy provides a general guideline to action, procedures defines steps to implement policy It relates to overall activities through policies It is less flexible It is a guide for people at lower levels and generally framed by middle and lower level managers. For eg., a policy that states that all appointments shall be made through selection procedure like application form, preliminary interview, conducting tests, cross checking, formal interview 24
• c) O O O METHODS: is a way of doing task to increase efficiency of that task, decrease cost and achieve organizational goals with minimum disturbance. It is a way of doing an event out of the sequence of events defined in procedure For ego, one of the selection procedure can be cross checking of the candidate by contacting the previous employer 25
• d) RULES : Are statements that a specific action must or must not taken in a O given situation Must be in writing O Are rigid , inflexible O No discretion can be used following rules. They have to be O followed by everyone. 26
• CLASSIFICATION ON THE BASIS OF TIME 1. LONG TERM PLANS: Minimum period of 5 years Relate to company's goals For example. , investment in fixed assets 2. MEDIUM/ Intermediate TERM PLAN: 1-5 YEARS Ego, impact of ad campaign on expansion of business in new market 27
• 3. Short term plan- Prepared for less than a year O For eg., plans made to retain or promote sales, to train workers O SHORT RANGE PLANS ong Range Plans Intermedi ate Plans 1 Year Years , 1-5 years 28
• IV. CLASSIFICATION ON THE BASIS OF FUNCTIONAL AREAS FEATURES a) b) c) d) Prepared for short term Short term objectives Consider the immediate future Specific plans to be taken in immediate future by people 29
• 1. Production plans : Consists of planning the process of converting inputs into output. Plans are made to set targets of production Plans are designed according to production policy Eg., use during peak season and also during seasonal fluctuation 30
• 2. marketing plans: O Designed by marketing managers Tells sales and marketing personnel who will sell what, where, when, to whom, in what quantity The production department produces according to the expected sale in the market 31
• 3. Financial plans: Plans made for raising and utilising/ allocating financial O resources effectively All the departments need funds for their effective functioning O 32
• 1. Need for planning First step to planning Decrease in sales leads to make plans again in the sales department Proper structured planning is required with a well communication system. Organizational resources are identified and allocated to specified areas 33
• 2. Goal identification What to be achieved through planning? For eg., if sales declining because of poor promotion policies then what can be the immediate goal??? Objectives must be clear in all departments so that plans can implemented effectively Communication must be clear to all the organizational members so that plans can be effectively communicated 34
• 3. Analysing the present situation once the objective is clear, planners need to know whether they are equipped or not Planners must analyze the present resource position( physical, financial and human) as well as internal and external environment Internal envt. reveals strengths and weaknesses whereas external environment reveals threats and opportunities PESTL information is provided through external environment Through secondary data, informations can be collected about internal and external environment 35
• 4. Identification of barriers to planning: Reasons behind Ineffective planning can be due to lack of planning skills, Unwillingness to set goals, unwillingness to accept changes by the members. Managers identify the barriers to achievement of goals. Helps in identifying the area where objectives can be continued, modifications required and where new objectives can be achieved. 36
• 5. Development of planning premises Process of planning is based upon estimates of future as plans are made to achieve goals in future. Future estimates of market, consumer preferences, political and economic environment are planning premises on which business plans are based. Planning premises are the anticipated environment in which plans are expected to operate. These forecast environmental factors which affects organization plans and reduces the chances of failure of plans 37
• 6. Development of alternative course of action After clarity of goals, managers must make alternative plans of action All possible alternatives should be considered by managers in order to achieve the objectives For instance, if an organization wants to grow its operation then alternative plans should be prepared like entering into new lines of business ,expanding the same lines of business in new market, offering discounts etc. 38
• 7. Evaluation of course of action The managers finally evaluate the best course of action out of alternative plans The most appropriate plan is selected which will adjust to the internal and external environment Such plans should be accepted which can give maximum returns. 39
• 8. Selection of course of action The best course of action should be finally selected as it is determined. Each plan should be supported by sub plans which is called derivative plans. For instance, what can be the derivative plan of a production plan??? A personnel plan can have derivative plans ??? 40
• 9. Feedback Is the final response Once the plan is selected and implemented, the manager receive information about the success or failure of plans If deviations found in the actual performance against planned or standard performance then immediately rectification is done. Planning is complete, if its implementation is effective. 41
• INTEGRATION: 1. There should be proper integration of short term requirements with long term O requirements Plans must be made according to the overall organizational goals. O 2. MARKET RESEARCH: Before making PLANS, MARKET RESEARCH should be conducted. O Proper market research is important as it helps in forecasting what exactly O required by the market. 3. FINANCIAL CONSTRAINTS O O Too much dependence on financial requirement can spoil the plan. In case if the budgetary balance is disturbed, all the operations may turn out to the problems. 42
• What will be the future cost and how must benefit earned must be analysed O carefully while designing the organizational plans. 4. COORDINATION Plan should be such that it aims to coordinate the functional areas of organization. Absence of coordination between functional areas can lead to the failure of organization goals. 5. CONSISTENT Plans should be made for a considerable period of time. Plans must be acceptable by all . One who frames it and one who implements it. 43
• 6. Flexible Though consistent, plans should be flexible as per the environmental changes. O 7. ACCEPTABLE Plan must be acceptable by all Plans may turn out to be failures if not implemented properly in the organization 8. PARTICIPATIVE Practice of participation in planning promotes good ideas. O The acceptability of plans increase if the participation increases in the planning O process. Group decision making encourages ideas/suggestions from subordinates of O different departments. This helps in finalizing the plans O 44
• O It is a process of selecting a course of action out of alternative courses to solve a problem. Decision making arises out of a problem O Decision making and problem are inter-related to O each other Managers identify the problems related to the O organization and solve the. 45
• 1. 2. 3. 4. 5. 6. Process of planning involves decision making Both of them require creativity, innovation by managers Both of them are related to achievement of goals Planning and decision making are continuous Managers make plans and decide for every situation Both are based on forecasts and assumptions 46
• 1. O GOAL ORIENTED- Purpose is to achieve goal 2. Required for every managerial function 3. Process of choosing a course of action 4. Problem solving is the basis for decision making 5. Continuous in nature 6. Intellectual in nature 47

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Top 10 Strategic Management PPT Templates with Samples and Examples

Neha Ranaut

In today's fast-paced business environment, effective strategic management is crucial for organizations, aiming to achieve their goals and stay ahead of the competition. A well-designed and visually appealing presentation can significantly convey strategic concepts and ideas to stakeholders, whether for board meetings, investor pitches, or internal communications.

In this blog, SlideTeam has curated a collection of the Top 10 Strategic Management PowerPoint Templates that are creative and powerful. Each template is carefully selected to provide a comprehensive range of design options and content layouts, enabling you to effectively communicate your strategic vision, goals, and action plans.

Whether you're a seasoned executive, a budding entrepreneur, or a student studying strategic management, this blog will provide you with the most impactful PowerPoint templates and teach you how to leverage them effectively. So, let's dive in to elevate your presentations to the next level. You'll have a handful of attractive templates that help you captivate your audience, communicate your strategic vision with clarity, and inspire action toward your organizational objectives.

Template 1: Strategic Management Guide for Leaders Strategy

This PPT Template is a powerful resource designed to assist leaders in managing and communicating their strategic initiatives. It is a comprehensive guide that provides you with valuable insights, tips, and real-life examples to enhance their strategic management skills. By utilizing the Strategy CD template, leaders can structure their presentations, have a table of contents, incorporate data-driven visuals, and engage their audience through storytelling techniques. You can customize it according to your wants and add multiple features to ensure your presentation aligns with your organization's unique strategy and messaging. Download it now.

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Template 2: Marketing Strategic Management PowerPoint Presentation Slides

This PPT Deck offers comprehensive tools for marketers to communicate their strategic plans and initiatives. In today's competitive business environment, marketing drives a significant portion of growth and captures market share. These presentation slides give marketers a structured framework to showcase their marketing strategies, objectives, target audience analysis, competitive analysis, and action plans. The visually appealing elements, charts, and graphics enable marketers to convey complex marketing concepts with clarity and impact. Use this PPT Presentation communicate their strategic vision, align their teams, and secure buy-in from stakeholders, ultimately leading to successful marketing campaigns and business outcomes. Download it now.

Template 3: Sustainable Competitive Advantage in Strategic Management PowerPoint Presentation Slides Strategy

This PPT Template is a valuable resource for organizations seeking a sustainable edge in the marketplace. The slides offer a complete framework to analyze and develop sustainable competitive advantages. It guides organizations through key strategic concepts such as value proposition, differentiation, cost leadership, and innovation. The visually compelling design and customizable features help convey complex ideas effectively, enabling presenters to articulate their unique value propositions and strategic initiatives with clarity and persuasion. Get it now.

Template 4: Strategic Management Advisory Company Profile Complete Deck

The PPT Deck helps firms present their capabilities, industry experience, and unique value proposition to potential clients and stakeholders. It covers all essential aspects of the company profile, including an introduction, mission and vision, team expertise, service offerings, case studies, client testimonials, and contact information. Use this presentation to effectively communicate your expertise, build credibility, and establish trust with its target audience, ultimately attracting new clients and partnerships. Download now from the link below.

Template 5: Business Strategic Management PowerPoint Presentation Slides

The planning template provides professionals with a systematic toolkit for creating impactful presentations on strategic business management. This slide offers a diverse range of visually captivating design options, content layouts, and data visualization tools that enable presenters to communicate complex strategic concepts with clarity and influence. From analyzing the external business environment to devising strategies and executing action plans, this template encompasses all essential elements of strategic business management. Use these slides to effectively articulate the strategic vision, engage stakeholders, and foster strategic alignment within their organizations. Whether for board meetings, executive briefings, or team presentations, download this template to empowers users with the necessary resources to deliver compelling and persuasive presentations on strategic management.

Template 6: Strategic Management Accounting PowerPoint Template Bundles

This template covers vital subjects such as cost analysis, budgeting, performance measurement, and financial forecasting. Use these templates to present financial data, analyze patterns, and communicate strategic initiatives' financial ramifications. Whether for financial reports, budget presentations, or strategic planning sessions, this PPT Layout helps professionals with the necessary resources to create informative and visually engaging presentations that facilitate informed decision-making and drive strategic accomplishments. Download it now.

Template 7: Strategic Management Planning Process PowerPoint Presentation Slides

This template guides users through the strategic management planning process, covering crucial steps such as environmental analysis, goal setting, strategy formulation, implementation, and evaluation. By utilizing these slides, professionals can effectively convey the strategic planning journey, engage stakeholders, and foster alignment within their organizations. Whether for executive briefings, team workshops, or strategic planning sessions, this template equips users with the necessary resources to deliver compelling and persuasive presentations that drive strategic excellence. Download now.

Template 8: Strategic Management Maturity Model Assessment PowerPoint Presentation Slides

This presentation template offers a structured framework to assess the maturity level of strategic management within an organization, covering crucial areas such as strategic planning, implementation, performance measurement, and organizational alignment. Organizations can use this template to identify strengths, weaknesses, and growth opportunities in their strategic management practices. It empowers organizations to create a roadmap for elevating their strategic capabilities, fostering a culture of ongoing improvement, and aligning their strategic initiatives with long-term success. Download now.

Templates 9: Stages of Strategic Management Maturity Model PowerPoint Presentation Slides

This presentation slides offer a structured framework outlining the stages of strategic management maturity, from initial ad-hoc processes to advanced, integrated approaches. This PPT Preset provides visually appealing design options, content layouts, and data visualization tools; presenters can effectively convey the stages of maturity and their corresponding characteristics. With the help of this template, organizations can assess their current position, identify areas for improvement, and develop a roadmap for advancing their strategic capabilities. This template empowers organizations to navigate the stages of strategic management maturity and align their strategies with long-term success. Get it now.

Template 10: Strategic Management Process PowerPoint Template Bundles

With this PPT Theme, you can seamlessly navigate the complexities of the strategic management process as you craft your narrative, seamlessly transitioning through environmental analysis, goal setting, strategy formulation, implementation, and evaluation. Each slide combines visuals and data visualizations in perfect harmony, weaving a captivating tale that sparks the imagination of your audience. Whether in the boardroom or a conference hall, your presentations will exude confidence and inspire action. Embrace the limitless possibilities of this template and witness your strategic expertise shine brightly, akin to a remarkable work of art. Download it now.

Template 11: Hoshin Kanri Strategic Management Schedule Performance Methodology Processes

The PPT Preset provides a comprehensive framework for organizations to manage and align their strategic objectives effectively. This template emphasizes a disciplined approach to strategic planning and execution. By implementing these processes, organizations can establish clear performance targets, track progress, and make data-driven adjustments to achieve strategic goals. With this template, organizations can enhance their strategic execution capabilities, drive organizational alignment, and achieve sustainable success. Get it now.

Template 12: Strategic Management PowerPoint Template Bundles

These bundles enable professionals to communicate strategic concepts with impact and clarity effectively. This template gives you suitable options whether you are creating a presentation on environmental analysis, strategy formulation, implementation, or performance evaluation; this will help you. Each slide is creatively designed to captivate and engage your audience, allowing you to convey complex ideas compellingly and persuasively. Using this Template Bundle gives you access to the necessary resources to deliver presentations that deeply resonate with stakeholders, foster strategic alignment, and inspire decisive action. Download it now.

The blog emphasizes the importance of well-designed and professionally crafted PowerPoint templates in conveying strategic messages and capturing the audience's attention. These templates cater to various strategic purposes, including business planning, project management , and marketing strategies. By utilizing these top-rated strategic PowerPoint templates, professionals can enhance the visual impact of their presentations and effectively communicate their strategic ideas. These templates offer a convenient and time-saving solution, it permits users to focus on the content rather than spending excessive time on design. It emphasizes visually consistent and cohesive strategies to create a professional and polished impression.

FAQs on Strategic Management

What do you mean by strategic management.

Strategic management is a process of planning, implementing, and evaluating an organization's long-term goals and objectives. It involves analyzing the internal and external factors that impact the organization's success, formulating strategies to achieve a competitive advantage, and making decisions that align with the overall strategic direction. Strategic management encompasses various activities, such as conducting environmental scans, setting strategic goals, formulating action plans, allocating resources, and monitoring performance.

What are five stages of strategic management?

The five stages of strategic management provide a systematic approach for organizations to plan, execute, and evaluate their strategies effectively.

The first stage is environmental analysis, where organizations assess the external and internal factors influencing their strategic decisions. Next is strategy formulation, involving the identification of goals and strategic options aligned with the organization's mission and vision. Strategy implementation follows, translating formulated strategies into action plans and allocating resources accordingly. The fourth stage is strategy execution, where organizations coordinate activities, monitor progress, and make necessary adjustments. Finally, the evaluation and control stage involves assessing outcomes, measuring performance, and learning from the results to improve future strategic decisions. These stages form a comprehensive framework for successful strategic management.

What are the 4 aspects of strategic management?

The four aspects of strategic management encompass environmental analysis, strategy formulation, strategy implementation, and evaluation/control. Organizations must assess their external and internal environment, develop a clear strategy, effectively execute it, and continuously evaluate progress to ensure strategic success in a dynamic business landscape.

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Write a Winning M&A Management Presentation

February 13, 2023

Are you looking for a new owner, scale-up funding or new financing for your business? If so, you need to invest in creating the best M&A management presentation your prospective investor has seen.

Really effective management presentations are like great cvs. they won’t get you the job, but they make the right impression to get you through the door, into the board room and onto the agenda . great management presentations do this by making your audience want to find out more., every management team and business is different. that means there’s no simple template or formula that you can copy for your management presentation.   don’t believe people who tell you there is.

We’ve pulled these seven tips from the 15+ years’ experience of the team at Benjamin Ball Associates . Our management presentation coaching specialists have reviewed thousands of management presentations, and we know that small changes make a big difference . Incorporating these tips can make the difference between getting relegated to the ‘no’ pile, or having an investor take the next step to investing with you.

How to write a winning management presentation Your management presentation should sell the investment, not your product Keep your M&A management presentation simple Be clear what makes you special in your presentation Don’t let your management presentation be boring Appeal to the heart AND the head in your management presentation Be honest in your management presentation Show, don’t tell

Best management presentation tip #1: Sell the investment, not the product

Investors are selfish. Your product may well change the world, but the investor is primarily thinking about their own risk and reward. This means that when they listen to you, they are subconsciously asking the question: ‘what does this mean for me’?

The best management presentations present everything in an investor-first context.

• So instead of slides that talk about your plans and ambitions, frame the information in terms of how those plans and ambitions will impact your investor’s returns.
• Instead of listing your team’s background, demonstrate how that background makes you a safe pair of hands for a new owner.
• Got great sales forecasts? Show how those forecasts will translate into rewards for investors.

Grab and hold their attention by using the language of M&A and investment and focusing on the things that matter most to potential buyers.  Read how to create a great pitch document.

Contact us for a free consultation on your coaching needs

Best management presentations tip #2: Keep it simple

Investors don’t put their cash into opportunities they don’t understand. If you present a concept in a difficult or complicated way , the mental exertion feels painful or makes them uneasy. Investors associate this with a negative gut instinct about you or your opportunity. That road leads to a ‘no’.

Instead, make the investment proposition easy to grasp . Clarity and ease of mental digestion feels good – That means investors will associate positive feelings with you and your opportunity .

So how do you transform a complex business into a simple management presentation?

When Steve Jobs was trying in 1990 to explain the impact that computers would have on the world, he spoke about bicycles. He described how humans are inefficient movers compared to many other animals on the planet. A human on a bicycle, though, can move even more efficiently than a condor. And a computer is like a bicycle for the human mind.

This analogy used a familiar concept (bicycles) to make an unfamiliar concept (computers in 1990) relatable. Analogies are one of several tools that help communicate complex ideas more effectively. Others are metaphors, similes and stories. No matter how complicated or abstract your product is, there is a way of presenting it in a simple, visual and engaging way. Use these ideas in your management presentations.

Best M&A management presentations tip #3: Be clear what makes you special

We find senior executives are frequently too close to their business to uncover the red thread that needs to run through their management presentation to make it exciting for investors. This is especially true for people wanting to sell their business . That’s where we help them discover their red thread and turn in into a seam of gold. What is the secret sauce that drives your success? Perhaps it’s your team, your IP, your connections or your track record?  

The best M&A management presentations focus relentlessly on their unique advantage. They demonstrate why it will contribute to the business’s success and how the team will leverage it.

One of our clients, a London-based block chain developer, used this idea to their advantage. Their original pitch had confused what they had done, the market, their technology, their products and the potential of the business. In all, it was unclear what the business did and why investors should be excited. For their management presentation, we helped them identify the red thread and then turn it into a few clear messages that ran through the presentation. The result was a compelling investment story that has taken them to the next level.  

Learn how to create a powerful equity story.

How to create a killer pitch deck

Best management presentation tip #4: don’t be boring.

• Crowded slides?
• Long blocks of text?
• Lists of bullet points?
• Bland headings?
• Weak design?

If your management presentation pitch deck looks as boring as everyone else’s, then investors will not get excited about meeting you. The best management presentation pitch decks are easy to read . They grab interest from the start, avoid jargon and use engaging language. They arouse interest through compelling headlines .

Investors should be able to flick through your management presentation pitch deck and understand your key points just from reading your slide headings. But those headings should also be different and intriguing enough that investors want to find out more. For example, instead of naming one of your slides ‘ About Us’ or ‘Our Team’ , choose a headline that reinforces your key message.

If your business is about running rock festivals, your headline for the team section of your deck could be ‘Ten Years’ Combined Experience of Running Profitable Events’. If you manufacture widgets that draw on your experience working with the inventor of the leading vacuum cleaner, your headline could be ‘James Dyson’s Protégé’. Finally, the best management presentations are often professionally designed with plenty of white space and relevant visuals. Don’t let amateur design let you down.

Best management presentation tip #5: Appeal to the heart as well as the head

Stories are an incredibly effective way to bypass investors’ heads and reach straight for their hearts. Instead of delivering plain facts in your management presentation (which are quickly forgotten), provide them within the context of a story.

• Identify the problem (the ‘villain’ of your story) and then
• Introduce your solution (the ‘hero’ of your story).
• Show what happens after the hero takes action, and
• Lay out the consequences of that action (or the consequences if that action doesn’t happen).

Perhaps your product is a small security device that alerts friends and family when you need help. Your presentation could focus on the software behind the invention. You could talk about how easy it is to set up. You can list the features and benefits. Or you could share what it’s like to feel safe and connected. You could show a video of someone whose life was saved, and how he or she felt when help came running – thanks to your device. That’s what great management presentations feel like.

When you trigger your buyer’s emotions, they become invested in your business and in you. Your management presentation becomes memorable and shareable. Remember: “People will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

Best M&A management presentation tip #6: Be honest

The best management presentations are from senior executives who don’t pretend to be perfect. Teams admit their mistakes, but also what they’ve learnt from them. They don’t hide their strategy changes, but instead share why and how they changed their approach, and the impact this has had. They have the confidence and self-awareness to be honest. As a result, investors see them as being trustworthy and having integrity and credibility.

Investors know there’s no perfect opportunity, there’s no perfect team, there’s no risk-free reward . So they are – rightly – wary of management teams that claim to offer any of these. Equally, if it appears that you’re trying to hide or mislead them, the investor will start to question everything else about you. To avoid this, be explicit about the data backing up your track record and the methodology used for your forecasts. Address doubts in your management presentation instead of creating them.

How to prepare an investor pitch deck

Best management presentation tip #7: show, don’t tell.

In your management presentation, Instead of describing how your product works, embed (or link to) a short film or screen-capture showing how it works. Instead of stating that your product changes people’s lives, include screenshots of customer reviews in which people say they will never be the same again. You could say that your product or service is different, but it’s much more powerful to show it, with mock-ups, testimonials and clippings from your industry’s trade press.  

A few years ago we helped a diamond mining company raise money from investors in London. To back up the powerful pitch deck that we helped them create, for their management presentation we suggested they bring a raw diamond into their meeting. Why? Firstly, few investors will have ever handled a raw diamond. Secondly, it allowed the management team to bring the business to life with stories: How often a diamond of that size was found, How many tons of rock they had to move to find that diamond, At what depth they found it, and What they did about safely and security. This one small prop transformed the quality of their presentation and made it much easier for the team to raise the money they needed to expand the business.

Transform your M&A management presentation

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Home Blog Business How To Create a Project Presentation: A Guide for Impactful Content

How To Create a Project Presentation: A Guide for Impactful Content

Corporate, academic, and business meetings share one common factor: successfully delivering project presentations. This is one skill professionals should harness in terms of articulating ideas, presenting plans, and sharing outcomes through an effective project presentation.

In this fast-paced reality where new tools and frameworks make us question the human factor value, we believe there’s much to be said about how working towards building presentation skills can make a difference, especially for making a project stand out from the crowd and have a lasting impact on stakeholders. We can no longer talk about simply disclosing information, the manner in which the narrative is built, how data is introduced, and several other factors that speak of your expertise in the subject.

This article will explore the art of project presentation, giving insights to presenters to deliver a memorable project plan presentation. Whether you are new to this experience or a seasoned presenter, this article promises to give you valuable information on how to build and present a project presentation that resonates with your target audience and will convert into your expected results for the project. Let’s get started.

Table of Contents

• Who is the audience of a project presentation?

Executive Summary

Project overview, the project process model, the project scope, the project resources, the project roadmap, the project activities plan, the project risks, quality control, project execution and monitoring.

• The Project Team

What Is a Project Presentation?

A project presentation is a business activity that brings together stakeholders and team members to oversee a project from execution to completion. During a project presentation, one or two people present a document or slide deck with an overview of all the project’s details.

During a project presentation, the project manager highlights key data about the project initiation and planning activities, like the project scope, requirements gathering, a deliverable list, timelines, and milestones.

The first instance of a project presentation is right before the execution of the project itself. Then, during the project process life cycle, you present it again with timely updates and news about the progress.

Who is the audience of a project presentation? 

A project-related audience is made up of stakeholders – all individuals and entities that affect or are affected by the project’s existence.

Discuss the project presentation with team members that’ll work on the project so they know what’s at stake and what’s expected of them. They’ll need information like requirements, the roadmap, the work breakdown structure, and deliverables.

Stakeholders

Present your project to the stakeholders that can authorize resources and expenditures. Show them how the project will offer the solutions they want under the conditions they impose in a set amount of time. 

Stakeholders want to know details like project scope, budget breakdowns, timing calculations, risk assessments, and how you plan to confront these risks and be ready for changes. 

The Structure of a Project Presentation

Project presentations follow a standard structure covering all critical elements. Follow this guideline to ensure that you cover everything with the slides, the speech, and the discussion.

In the next section, we describe a project presentation structure you can build with SlideModel templates or working with our AI PowerPoint generator . As you will see, most sections in the structure are summaries or overviews of project management practices completed during initiation and planning. 

At the start of your presentation, add an executive summary slide . This section is meant to welcome the viewer to the presentation and give an idea of what’s to come. To differentiate your executive summary from the project overview that comes right after it, use the opportunity to place the project into context. 

In an executive summary , show how this particular project fits into the overall strategy for the company or the section it belongs to. If, for example, your project is about TikTok Marketing, offer information as to how it fits in the overall marketing strategy.

Continue the presentation with a project overview to show the audience what to expect. This section covers one slide or a combination of slides depending on the layout. The project overview slide serves as the introduction to a project presentation and what’s inside.

Include these items:

• An Introduction with a brief background about the project. 
• A short explanation of the project’s objectives and completion goals.
• A quick overview of the timeline with start and end dates.

The project life cycle is the series of phases that a project goes through from its inception to its completion. The project process model is the group of knowledge areas, processes, and their relationships that will guide the activities along the project lifecycle. The next slide should display the chosen project process model and explain how it’ll be carried out along the different lifecycle phases. Project process models examples include Waterfall, Scrum, and V Model for software development, and Business Process Modeling Notation (BPMN) and Swimlane for general business-related projects.

Process models are important for the team to understand execution processes. Stakeholders need to see the process model to understand the systematic process of activities and how long they will take. 

Use one slide for the model, show only high-level components, and offer details during the presentation if the audience asks for them.

The scope is a crucial element of any project and needs its own section in the presentation. The scoping process begins with requirements gathering and includes the creation of a work breakdown structure , an analysis of what’s in and out of scope, plus validation and scope management plans. 

One or two slides are enough to highlight key scope details in a dashboard-style layout mirroring the information on your project scope statement. Preferably, place the scope slides towards the start of the project presentation close to the process model and project resources.

Every project needs resources, and that assessment must be included in the project presentation as well. In a general sense, all resources are what make up the overall budget for the project. In turn, you’ll need to show a budget breakdown that shows high-level resources.

Like many aspects of a project presentation, what you include depends on the industry you’re working for. Construction projects use constructors, materials, machinery, etc. Software projects use programmers, designers, software licenses, computers, etc.

Time is the main resource of any project. During project planning, the project management team estimates the required effort needed to complete the defined scope. Using the Project Process Model, Scope, and Resources, a plan is built. Present a roadmap to highlight the expected time for project completion and where each milestone falls along that line.

Roadmaps can be constructed with an infinite variety of visual layouts, from highly creative and illustrative to structured formats resembling spreadsheets and tables with color-coded roadmaps across the cells. Use one slide to show the roadmap highlighting time estimates, constraints, and projections. For updated project presentations, mark where the project is on the roadmap at that particular moment in time.

Every phase of the roadmap is broken down into action plans . Action plans list activities, their duration, allocated resources (human, material, and financial), and the relationship between activities.

Present your project activities plan with a Gantt Chart and a Costs Report. The Gantt Chart will show the activities to execute, how long they will take, and who (person or team) will be responsible for them. The costs reports will show how much the execution of activities will cost.

During the presentation, you’ll spend the most time on this section, as this is when and where your entire plan is outlined. To show more detail than the roadmap overview, use a few slides to show specific sections of the main Gantt chart and show key activities per phase or milestone.

All projects present risks, and to control them, they must be identified, assessed, evaluated, and mitigated . Visualize your risk assessment with a risk matrix and include it in the project presentation. 

Use this slide to explain to stakeholders how you plan to mitigate the identified risks. Share with team members what’s expected of them in order to keep the risks under control. Risk management is a critical component of project management and something stakeholders will always be looking at.

Controlling the quality of project deliverables is critical for positive project outcomes and continued success with the deliverable. This process is called quality control or quality assurance.

The project process model includes which quality control techniques the team will use and when. Some quality assurance (QA) techniques include statistical process control (SPC), Six Sigma, ISO 9000, and Total Quality Management (TQM). Use one slide to visualize the process and your plan to execute it.

Once the project starts, the project plan is a living entity and evolves over time. This section will need to be regularly updated with progress reports, performance KPIs, and status updates.

Across these slides, explain how activities will be monitored and deliverable outcomes measured. Show exactly how you will determine if the project is on course or has deviations. Visualize all execution activities with a Gantt chart to show the current progress. Use big numbers and data points to highlight performance metrics. Use a comparison slide to visualize the completeness percentage vs. planned progress and budget consumption vs. planned budget.

Explain all monitoring activities for the execution phase using a calendar or schedule that shows on what days activities will take place and who is involved.

The Project Team 

When presenting a project, include a stakeholder map to describe the management team, the sponsors, the main stakeholders, and the implementation team or teams. Depending on the size of the project, this will be an org chart or multiple org charts across a few slides.

Why is it important to present the project team to the stakeholders and vice versa? So that everyone involved knows the other parties and their responsibilities.

Another use for the team slide or slides is to present the next person who will speak during the project presentation. This gives the audience some background on that person’s role in the project.

Case Study – Project Presentation Example

Using the structure we present above, we outlined a case study of a realistic project and how the project manager puts together the project presentation using SlideModel templates. The project presentation example is based on a complex project of building a bridge (Cline Avenue Bridge). For the educational purpose of this article, we are not delivering all the elements of the project presentation, as it is out of scope. Still, we illustrate the more representative slides of each section, show how to prepare a PowerPoint Presentation for a project and how simple it is to adapt the templates to the content that needs to be presented. As a disclaimer, all information we present is an adaptation and reinterpretation of the real project, modified by SlideModel to fit the use case learning goals. This information and presentation should not be considered a source of information related to the Cline Avenue Bridge Project.

In this slide, the presenter summarises the project highlights in a project charter style. The Project Manager can extend this introduction all over the project lifecycle, and the speech can jump from different knowledge areas without the need to change slides or get deeper into details. Specifically, in the Cline Bridge Project, the objective is narrated, the location is just mentioned and linked to a map for further details, and a set of important facts are presented (Building Information Modelling Process, Budget, Duration, Sponsor, and Constructor). Key Highlights of the final deliverable are listed (Segmental Bridge, Material Concrete, 1.7 miles of length and 46 feet of width)

Process Model

The Process Model slide illustrates the framework for the project lifecycle, processes, planning, and execution. In this slide, the Project Manager will describe the model and how it is tailored to the specifics of the project. In this case, for the development and construction of the Cline Bridge, the builder has defined the use of BIM (Building Information Modelling) as the process model. During this slide, the presenter can describe the lifecycle phases (Design, Production, Construction, Operation, and Planning) and drill down one level over the knowledge practices involved. For example, the initial stage consists of “Design”, which has two main knowledge areas, Conceptual Design, and Detailed Design. The project manager is able to explain this definition without the need to outline detailed processes and activities within them.

The Scope section of the presentation generally involves several slides, as the content layout is a list of “requirements.” Based on this fact, a table layout is suggested to make good use of space. It is important to avoid abusing the “list” and present the group of requirements rather than specific requirements. Otherwise, the project manager ends up transcribing the requirements document.

In this project presentation example, we present 10 groups of requirements traversing different stages of the project lifecycle. 

• Design Standards: Bridge design must comply with local, national, and international design standards, including relevant engineering and safety codes
• Load Capacity: The bridge must be designed to safely carry a specific maximum load, which would include the weight of the bridge itself, traffic, pedestrians, wind, and other factors.
• Seismic Design: The design must account for seismic loads. 
• Aesthetic Design: The bridge must be designed to meet certain aesthetic criteria aligned with the artists and architects.
• Accessibility and Use Requirements: Requirements for pedestrian walkways, bike lanes, vehicle lanes, load restrictions for vehicles, clearance heights for boats if over a waterway, etc.
• Regulatory Approvals: The project must secure all necessary permits and approvals from relevant local and national regulatory bodies.
• Environmental Impact: The project must take steps to minimize its environmental impact during construction and the operation of the bridge, including implementing erosion and sediment controls.
• Materials Simulation: Materials should comply with regulations and usage expectations for current and future expected requirements.
• Site Preparation: The project must include preparation of the construction site, including any necessary land clearing or grading.
• Foundations Construction: Foundations will need to support materials weight and traffic expected for the next 30 years.
• Site Acquisition: Acquire site and terrain for building and logistics.

Building a bridge involves a high level of resource usage. In an executive meeting of a project presentation, the recommendation is to structure this section as a Financial table with only one level of detail. Further details are delegated to specific resources and cost analysis presentations.

The resources list presented is:

• Professional Services
• Construction Labour
• Quality Assurance
• Contingency
• Waste Disposal and Cleanup
• Subcontractors

In order to break the style of table after table during the project presentation, we suggest using visual elements as icons and colors metaphorically related to each of the elements listed.

Project Roadmap

As explained earlier in the article, the project roadmap serves to offer a comprehensive overview of the significant milestones that will happen over the course of time. Given the magnitude of a bridge construction project and its prolonged duration, it is advisable, particularly for such extensive endeavours, to present a roadmap that aligns milestones with corresponding lifecycle phases in a discernible manner. This approach enables the audience to mentally envision the sequential progression of the construction process.

Aligned with previous slides, in the example we created a roadmap with the following high level milestones, and sub componentes:

• Project Budgeting and Financing
• Land Purchase & Renting
• Conceptual Design
• Detailed Design
• Access Routes
• Waste Disposal
• Simulations
• Materials Tests
• Seismic Tests
• Fabrication
• Preparation of Modular Pieces
• Build and Assembly
• Test under Acceptance Criteria
• Stress Test
• Operation and Maintenance

As you can see, the Project Manager decided over a sequential roadmap, presented with little detail in timings, with start and end dates to picture dimension over the diagram.

Action Plan

In the bridge construction project of the example, there will be plenty of activity plans. All along the project several of these slides will be created and updated. The most suitable option for presentation tasks, durations, precedence relationship and resource allocation is the Gantt Chart Template. We present the first Quarter of the project, over the Conceptual Design Activities. 

As displayed in the PowerPoint Slide , the subtitle clarifies the number of slides that will be used for this purpose.

The activities presented are:

• Site Analysis
• Feasibility Analysis
• Design Concepts
• BIM Model Creation
• Model Revision
• Environmental Impact
• Present Design

Project Risks

Risk management is an iterative process all over the project life cycle. When presenting your projects, the risks will vary depending on the progress over the roadmap. For this specific example we decided to present the risks being discussed during the Ideation stage, where the developer is exchanging risks with contractors and the company that will build the bridge.

Our suggested layout for this kind of information is a simple table, where the risks are clearly readable and visible, while the description is a hint for discussion rather than an in depth explanation.

It is very important to classify the presented risks, at least with two dimensions; “Impact” and “Probability”. This will generate quality conversations around them. 

Outlined Risks during the Initiation Phase:

• Design Errors
• Construction Delays
• Budget Overruns
• Regulatory Changes
• Site Conditions
• Equipment Failures
• Health and Safety Incidents

As the reader can spot, the risks outlined, are very high level, and each of them will trigger specific Risk Analysis Reports.

The quality control section of the project presentation may vary depending on the quality process adopted. For large scale companies with a uniform portfolio of projects , it is common to see a continuous improvement quality model, which iteratively builds quality over the different projects (for example software companies) For construction companies like the example, the situation is not different, and the quality control model is aligned with the specific building process model. In this specific case, the project manager is presenting the quality control process to be applied over the BIM model and the Quality Control process to be followed for the physical construction of the bridge:

Execution and Monitoring

During the project, several status meetings will be carried out. During the project presentation the manager can establish the pattern to be used along the project.

For this example, we set a basic progress dashboard where the project manager can present : 

• The current timeline
• Top 5 issues
• Current Burndown
• Top 5 risks.

The art of project presentation goes beyond listing data in random slides. A project presentation is a powerful tool to align stakeholders and foster an environment of trust and collaboration over factual information.

With a structured approach, all members involved in the project design and execution can understand the direction that’s being taken and the importance behind certain decisions. We hope these insights can turn your project into a powerful presentation that inspires and deliver results.

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10 Knowledge Areas of project management (PPT & PDF included!)

This blog is reader-supported. When you purchase something through an affiliate link on this site, I may earn some coffee money. Thanks! Learn more .

Knowledge areas are no longer covered in the PMBOK ® Guide – Seventh Edition . PMBOK 7 talks about the 8 project performance domains . Material on the Knowledge Areas can still be found in the PMI web guidance which members have access to, called Standards Plus .

This article reviews and explains the 10 project management Knowledge Areas from the PMBOK® Guide — Sixth Edition. You can view a PowerPoint of the Knowledge Areas and grab a PDF download below.

Knowledge Areas: Definition

What exactly are ‘Knowledge Areas’? And why are they so important they have capital letters?

PMI defines a Knowledge Area in the PMBOK® Guide — Sixth Edition Glossary like this:

An identified area of project management defined by its knowledge requirements and described in terms of its component processes, practices, inputs, outputs, tools, and techniques.

Basically, each Knowledge Area (which you might see abbreviated to KA) is a category of concepts and processes with a common goal. All the things you need to know and do for successful risk management, for example, are bundled under the Risk Management Knowledge Area.

The latest PMBOK Guide does not include Knowledge Areas, but if you’ve landed here because you’re working towards your Project Management Professional (PMP) exam, then you probably already know you are tested on more than what’s in the Guide.

Even if you aren’t in the PMI world at all, the Knowledge Areas give you a good grounding on what to know and do to keep your projects moving forward.

How many knowledge areas are there in project management?

According to the PMBOK® Guide — Sixth Edition, there are 10 Knowledge Areas. These are comprehensive and cover pretty much everything project managers do day-to-day.

However, as with any discipline that requires working with cross-functional teams, you may find in reality you need to draw on other areas in order to get the job done.

You’ll weave them all into your project management plan .

What are the project management Knowledge Areas?

The 10 Knowledge Areas of project management, according to PMI, are:

• Integration Management
• Scope Management
• Schedule Management
• Cost Management
• Quality Management
• Resource Management
• Communications Management
• Risk Management
• Procurement Management
• Stakeholder Management.

They appear in that order as there is some logic to how they map to the project lifecycle. For example, it helps to know the scope of a project before you plan the schedule. You need to know the resources before you communicate to them.

However, I don’t understand why Stakeholder Management is last — possibly because it got added in the PMBOK® Guide — Fifth Edition and was tacked on the end then. To me, it would make more sense to be addressed earlier.

Knowledge Areas PPT & PDF

You can view a super-quick overview of each of the project management Knowledge Areas in this Slideshare PowerPoint deck.

You can also download a PDF version of this presentation inside my project management resource library.

Let’s look at each of those in a bit more detail.

1. Integration Management

Project Integration Management is the hardest KA to get your head around because (in my opinion) it feels so vague.

The point of this whole Knowledge Area is to make it clear that everything about effective project management overlaps and needs to be managed as a holistic whole.

In other words, you can’t ‘do’ schedule management and ignore what the impacts of that might be on people, risk , communications, cost and the rest. This is the domain where you have to manage interdependencies between pretty much everything on the project.

I have always thought having a whole KA to make this point was excessive, but it is a really important concept.

The video below gives you an overview of what it’s all about.

2. Scope Management

This Knowledge Area looks at everything to do with managing project scope. Ultimately, the end result is that once you have worked through the relevant processes, you know what the project is going to deliver, as outlined in the project charter.

That includes requirements (full or as full as is appropriate at this point in time) or a scope statement and a work breakdown structure if you use one.

Tip: Don’t get hung up on creating a WBS. If it isn’t a helpful tool for you, in real life you don’t have to use it! But you will need to know about them if you intend to go for the PMP ® exam.

Project scope management is something you’ll do throughout the project, so you’ll keep returning to use your skills here every time there is a change. And good management here will help you avoid scope creep !

3. Schedule Management

Project Schedule Management is all about making a detailed plan to tell everyone when the project will deliver what is in the requirements.

Schedule management overlaps heavily with comms, as the timeline for the project is of major interest to stakeholders. It’s a key document that you’ll use to manage stakeholders’ expectations . You use it to track progress as well as keeping work moving along the critical path.

There are a number of different techniques for tracking schedule progress including earned value management and percent complete . There is a whole other PMI practice standard for scheduling , so this KA doesn’t have a ton of detail in about the ‘how’.

In this KA, you cover everything to do with defining the work required to deliver the scope, putting those tasks in the right order, estimating how long they will take to do and building the project schedule.

The domain also covers keeping the schedule up to date, and you might hear people refer to it as project time management (but don’t do that, it’s not accurate!).

You’ll often see schedule management and project cost management (see below) on project management job descriptions , because they are the technical skills employers want to know you can do.

4. Cost Management

Cost management is basically managing funding for project activities.

Under the umbrella of cost management, you will:

• Plan how much you are going to approach budgeting
• Estimate your costs
• Create the project budget
• Track and control the budget (using a budget tracking spreadsheet like this one ).

Many project managers on smaller projects don’t have the final say on how much money is allocated to their project, or final sign off on how it is spent. I think that’s unfortunate. If you are going to do the job, you should have authority to do it all.

However, I think many managers in the sponsorship role prefer to hold the purse strings themselves. It’s a shame, as they could delegate this to their project managers.

My personal feelings on whether you should have access to the budget and track project costs or not aside, do what you need to do to understand how your organization expects you to handle finances on your project.

Whether it’s you raising purchase orders and approving invoices or your sponsor, get the process clear in your own head so that funding isn’t a cause of delay.

5. Quality Management

It would be nice to think that quality was something formal covered on every project, but in my experience, and the experience of the project managers I mentor, quality isn’t often considered formally.

Obviously it depends on your project. If you are opening a factory that makes bricks, you want every single brick to adhere to quality criteria that make it safe for building works.

Many knowledge work-related projects don’t take the same regimented approach to quality. However, it’s an important Knowledge Area to be aware of and use as appropriate to ensure a quality result on your project.

Project Quality Management involves preparing a quality management plan with metrics, quality standards, quality assurance and a quality control approach. Then you implement the plan, carrying out quality-related tasks and making course-corrections as necessary to keep your project delivering the outputs you expect.

6. Resource Management

Project Resource Management is so important! It’s the domain where you work out what you need to get the project done.

Resources are typically people but could also be other things like:

• Equipment or vehicles
• IT hardware and software
• Materials like sand, gravel or other components
• Facilities e.g. an office you have to rent for the duration of the project
• Office gadgets like projectors.

I would count money as a resource as well. If you don’t have the funding, you won’t be doing your project.

This Knowledge Area covers planning how you are going to do resource management , estimating what resources you need, acquiring the human resources you need and ensuring the physical resources you’re using are available as necessary.

You’ll also track the utilization of resources and take corrective action if necessary — for example if you’re getting through your resources at a quicker-than-planned rate.

The Resource Management Knowledge Area also covers developing your project team and managing the team.

Developing the team means:

• Helping them improve their skills
• Ensuring they can work together effectively
• Creating an environment where the team can do their best work.

Managing the team means:

• Tracking individual performance against planned work
• Providing them with feedback on their contributions
• Resolving problems individuals may have
• Managing starters and leavers in the team so the team stays cohesive and changes don’t affect project performance.

That’s actually quite a lot for a project manager to do, especially if the people don’t work directly for you. Just do your best and be aware that you set the tone for the team’s culture.

Teamwork is so important , so focus on what you can do to make your project team a great place to work. Keep morale and enthusiasm high.

Read next: Team building ideas: Online scavenger hunt

7. Communications Management

In this Knowledge Area, you:

• Create a communications management plan
• ‘Do’ communications i.e. carry out your plan, send briefings out, give presentations or whatever
• Monitor the success (or otherwise) of those
• Make changes as appropriate to ensure your next communications are effectively received and acted on.

Project communications management is a huge part of my work as a project manager. It’s something I’m focused on all the time, from the smallest conversations with the team to the most formal press releases and staff briefings.

There’s lots of information about how to do project comms on this site, so use the search bar and have a look if you need more tips.

8. Risk Management

There’s a whole PMI credential on risk management, so that tells you risk management is a big deal for project managers.

The Project Risk Management Knowledge Area covers an adequate overview of what you need to do to manage risk on your project. If you want more detailed guidance, there are plenty of books on the subject.

Within this KA, you’ll be:

• Planning how to manage risk on the project and creating a risk management plan
• Identifying risks
• Analyzing risks (both qualitatively and quantitatively)
• Planning the risk response based on your analysis
• Carrying out the risk response activities
• Monitoring risk to check the success (or otherwise) of your response activities, and taking action as necessary.

Basically, that’s the risk management process in a nutshell. You’ll be managing potential risks the whole way through the project lifecycle. Anyone can raise a risk or take action to manage a risk, and it’s normally technical subject matter experts who own risk actions.

Risk management is a team effort and this is a KA you’ll be using over and over again until it becomes second nature.

9. Procurement Management

If your project isn’t buying anything, you can skip this whole Knowledge Area in real life, although you’ll need to know it for the PMP ® exam.

In the Project Procurement Management Knowledge Area, you:

• Plan the procurements required and create a statement of work
• Plan how you will make decisions about vendors
• Carry out the procurement exercise to select a vendor
• Manage the relationship with the vendor while they do the work
• Close the procurement contract at the end of the work.

Depending on what you are buying, and the type of organization you work in, you may have access to a specialist Purchasing team who can help with all of this. Use the in-house procurement process if you have one because there is a lot of contracting involved and those negotiations can be quite challenging if you aren’t used to being in that environment.

Recommended CAPM and PMP Prep Books

• The PMP Exam: How to Pass on Your First Try by Andy Crowe
• PMP Exam Prep by Rita Mulcahy
• CAPM Exam Prep by Rita Mulcahy
• A Guide to the Project Management Body of Knowledge (PMBOK®) Guide from PMI
• The 50 PMP Exam Questions Everyone Gets Wrong by Cornelius Fichtner

10. Stakeholder Management

Project Stakeholder Management is my favorite Knowledge Area because I believe that projects are done through people.

I also believe that managing people is a slightly arrogant way to think about the work we do in this domain, so it’s preferable to think about it as stakeholder engagement.

In this KA you:

• Identify the people involved and affected by the project objectives — the stakeholders
• Plan how you are going to engage them in your work: create a stakeholder engagement plan
• Manage the activities you are going to use to engage them, and gather feedback on whether the activities were successful or not.
• Act on the feedback to improve your stakeholder engagement work for next time.

This is also the area of the project where you are likely to have the most challenges, because people don’t act the way you sometimes expect them to. You’ll be dealing with conflict , negotiating, managing office politics.

For me, this is the most interesting part of project management and can also see you at the table with the most senior managers in the company.

This is also the domain where you are likely to be planning change management activities, if you don’t have a dedicated business change manager on the team.

So it’s worth spending some time learning the tools and techniques to support how you get work done through others, because they are so critical to your success and the project’s success!

Knowledge Areas Mnemonic

Struggling to remember all of this, in the right order? This video from covers five quick ways to memorize the 10 Knowledge Areas in the PMBOK Guide — 6th Edition.

How Knowledge Areas link to process groups

Knowledge Areas are one thing to learn about, but you’ll also need to swot up on project management process groups if you are planning to follow the PMI ways of working.

KAs flow through all the process groups, although obviously when you are doing project planning and scheduling, the Schedule Management guidance in the KA is most relevant. Then you’ll use it again later when you come to revise your schedule.

It might seem complicated at first, but project management processes are pretty straightforward once you’re in them, and even if you don’t use PMI processes, other standards, methodologies and guides have similar.

Both the processes and the knowledge areas are used for project planning, as you combine everything (skills + process) to keep the work moving forward.

• There are 10 project management Knowledge Areas, according to the Project Management Body Of Knowledge® Guide — Sixth Edition
• They cover the major domains you need to know and use as a successful project manager
• You might not use them all on each project
• You’ll need to know them all for the PMP ® exam.

Now you know about the Knowledge Areas, you’ll also want to spend some time thinking about the practical skills you need as a project manager, things every project manager should know but that aren’t always taught on courses or in books!

Take a look at the 10 things project managers should know that go beyond the ‘simple’ textbook understanding — those are the skills to work on next.

Join the free resource library to receive the Knowledge Area presentation as a PDF. Sign up here , I’ll message you back a link where you can download the templates.

Project manager, author, mentor

Elizabeth Harrin is a Fellow of the Association for Project Management in the UK. She holds degrees from the University of York and Roehampton University, and several project management certifications including APM PMQ. She first took her PRINCE2 Practitioner exam in 2004 and has worked extensively in project delivery for over 20 years. Elizabeth is also the founder of the Project Management Rebels community, a mentoring group for professionals. She's written several books for project managers including Managing Multiple Projects .

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Updated March 30, 2017 | complete program

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