Exploring the Menu-Driven Approach to Project Management in Professional Services

Exploring the Menu-Driven Approach to Project Management in Professional Services


One of the enduring challenges in project management is the diverse range of interpretations and implementations of its methodologies. Whether adhering to established frameworks like PRINCE2, Agile, or Scrum, project management can mean vastly different things depending on the context. For a small startup, it might resemble a simple to-do list, whereas for a government project, it could involve extensive documentation, governance, oversight, and multiple stakeholders.

This variability makes pricing and scaling projects complex. Clients often want to pay the minimum while expecting maximum output. Defining the boundaries of project management services, especially when they intersect with procurement, business analysis, and process improvement, becomes a tricky balancing act.

The Concept of Menu-Driven Project Management

To address these challenges, I contemplated a menu-driven approach to project management. Imagine having three tiers of project initiation documents—small, medium, and large—and applying this logic to the entire project management lifecycle. Customers could then pick and choose exactly what they need, receiving real-time pricing updates. This transparency could demystify what clients are paying for and potentially optimize resource allocation.

Pros and Cons of the Menu-Driven Approach

1. Transparency and Accountability: Clients can see exactly what they are paying for, enhancing trust and accountability.
2. Customization: Clients can tailor the project management services to their specific needs, avoiding unnecessary expenses.
3. Flexibility: The approach accommodates fluctuating project demands, providing more resources when needed and scaling back during lulls.

1. Oversimplification: There’s a risk of reducing complex project management tasks to mere checklist items, undermining the true value of expertise and experience.
2. Client Comprehension: Clients may struggle to understand what components they need and why, which is often why they hire consultants in the first place.
3. Potential Gaps: The approach might miss the holistic view required to manage complex projects effectively, focusing too much on discrete tasks rather than the overall strategy.

Implementation and Observations

I developed a basic HTML and JavaScript-driven pick list to test this concept. The pricing generated by this algorithm seemed accurate based on my 30 years of experience in project and change management. However, I realized that while the tool could be useful, it might not be suitable as a direct product for clients. Most clients lack the necessary understanding of project management components, making the selection process cumbersome and potentially overwhelming.

The Broader Implications

The rise of dashboards, checklists, and various project management metrics suggests a growing preference for granular accountability. This trend might indicate that a menu-driven approach could add value by providing clear measurements of progress. However, it’s crucial to balance this with the need for flexibility and a holistic perspective, which are often essential in managing complex changes involving people, processes, and technology.


The menu-driven approach to project management offers intriguing possibilities for increasing transparency and customization in professional services. Yet, it also poses risks of oversimplification and potential gaps in project management. The challenge lies in finding the right balance between detailed accountability and the comprehensive, adaptive management required for successful project execution.

I invite feedback on this approach. Does a menu-driven model provide the transparency and control clients seek, or does it reduce the art of project management to a series of automated templates? Your insights will help refine this concept and explore its potential in real-world applications.

My menu-driven system is not yet a fully-fledged product for public use. However, if you’re interested, feel free to direct message me. I’ll be happy to share a link so you can experiment with it. Your feedback would be invaluable in refining and improving the system.


Elements of Target Operating Model (TOM) and Communication and Cultural Change Considerations

Elements of Target Operating Model (TOM) and Communication and Cultural Change Considerations

A Target Operating Model (TOM) defines the future state of an organization’s structure, processes, and systems, aligned with its strategic objectives. Addressing communication and cultural change issues within each element of the TOM is crucial for successful implementation.

Partners and Alliances

Key Considerations:
Communication: Establish clear communication channels with partners and alliances to ensure alignment with the organization’s goals. Regular updates, joint planning sessions, and feedback mechanisms are vital.
Cultural Change: Foster a collaborative culture that values and leverages the strengths of each partner. Encourage transparency and mutual respect to build strong, long-lasting relationships.

Measures (OBAs, OKRs, KPIs)

Key Considerations:
Communication: Clearly define and communicate the objectives, key results, and performance indicators across the organization. Ensure everyone understands how their work contributes to these metrics.
Cultural Change: Cultivate a performance-oriented culture that embraces accountability and continuous improvement. Recognize and reward achievements aligned with the measures to reinforce desired behaviors.

People, Knowledge & Skills

Key Considerations:
Communication: Provide ongoing communication about the skills and knowledge required for the future state. Use training programs, workshops, and knowledge-sharing sessions to disseminate this information.
Cultural Change: Promote a learning culture that values development and upskilling. Encourage employees to take ownership of their personal growth and provide support through mentoring and coaching.

Processes and Systems

Key Considerations:
Communication: Clearly articulate changes to processes and systems. Use detailed documentation, training sessions, and support resources to facilitate understanding and adoption.
Cultural Change: Foster a culture of adaptability and resilience. Encourage employees to embrace new technologies and processes, highlighting the benefits and providing support during the transition.

Policies & Procedures

Key Considerations:
Communication: Ensure policies and procedures are well-documented and accessible. Communicate changes effectively through various channels, such as intranet updates, emails, and meetings.
Cultural Change: Promote a culture of compliance and integrity. Ensure that employees understand the importance of adhering to policies and procedures and provide training to support compliance.

Strategy, Vision, Mission

Key Considerations:
Communication: Clearly communicate the organization’s strategy, vision, and mission. Use town hall meetings, newsletters, and visual aids to reinforce these elements regularly.
Cultural Change: Align organizational culture with the vision and mission. Encourage behaviors and practices that support the strategic direction, and celebrate successes that align with the vision.


Key Considerations:
Communication: Transparently communicate changes to the organizational structure. Provide clear explanations of new roles, reporting lines, and responsibilities.
Cultural Change: Cultivate a culture of collaboration and teamwork. Ensure that structural changes support cross-functional cooperation and that employees understand the rationale behind the changes.

Values & Behaviors

Key Considerations:
Communication: Clearly define and communicate the organization’s core values and expected behaviors. Use storytelling and role models to illustrate these values in action.
Cultural Change: Embed values into daily operations and decision-making processes. Recognize and reward behaviors that align with the values to reinforce their importance.

Roles & Rewards

Key Considerations:
Communication: Clearly outline roles and responsibilities. Provide detailed job descriptions and set clear expectations for performance.
Cultural Change: Develop a reward system that aligns with the organization’s goals and values. Use both monetary and non-monetary rewards to motivate and engage employees.

Plan Goals

Key Considerations:
Communication: Communicate the organization’s goals effectively. Use visual aids, regular updates, and progress reports to keep everyone informed.
Cultural Change: Foster a goal-oriented culture that values achievement and accountability. Encourage employees to set personal goals that align with the organization’s objectives and provide support to help them succeed.


Successfully implementing a Target Operating Model requires thoughtful communication and a proactive approach to cultural change across all elements. By addressing these considerations, organizations can ensure a smooth transition to the desired future state, fostering alignment, engagement, and sustainable success.


Understanding the Target Operating Model (TOM) and Addressing Communication and Cultural Change Issues

Understanding the Target Operating Model (TOM) and Addressing Communication and Cultural Change Issues

What is a Target Operating Model (TOM)?

A Target Operating Model (TOM) is a comprehensive framework that outlines how an organization should operate to achieve its strategic goals. It acts as a blueprint for the future state of the organization, encompassing various elements such as structure, processes, technology, people, and culture. By defining the desired future state, a TOM helps organizations identify the gaps between their current and target states and provides a roadmap for transformation. This roadmap is crucial for improving efficiency, effectiveness, and overall performance.

Communication and Cultural Change Issues in Implementing a TOM

Implementing a new TOM involves significant changes that can impact the organization’s culture and communication dynamics. Here are the key issues that need to be addressed:

1. People

Change in Roles and Responsibilities:
Introducing a new TOM often necessitates restructuring roles and responsibilities, which can create uncertainty and resistance among employees. Clear communication about the changes and their rationale is essential to mitigate fears and conflicts.

Skills Development:
Employees may need to develop new skills or adapt existing ones to align with new processes and technologies. Comprehensive training and development programs are crucial to support this transition and ensure employees feel equipped to meet new demands.

Employee Engagement:
Actively involving employees in the TOM development process fosters a sense of ownership and commitment to the changes. Transparent communication and opportunities for feedback are key to gaining employee buy-in and engagement.

2. Policies and Processes

Alignment with Strategy:
The TOM should ensure that policies and processes align with the organization’s strategic goals. This may involve revising existing policies or creating new ones to support the desired outcomes.

Standardization vs. Flexibility:
Balancing the need for standardized processes with the flexibility to adapt to changing market conditions is vital. The TOM should strike a balance that ensures efficiency while maintaining agility.

Change Adoption:
Implementing new processes can face resistance from employees accustomed to the old ways of working. Effective change management strategies, such as clear communication, training, and incentives, are necessary to facilitate adoption.

3. Systems and Technology

Integration and Compatibility:
A new TOM may involve integrating or replacing existing systems and technologies. Ensuring compatibility and seamless integration is essential to avoid operational disruptions.

Data Management:
New data requirements and analytics capabilities introduced by the TOM necessitate robust data governance policies to ensure data accuracy, security, and privacy.

User Experience:
User-friendly interfaces and intuitive design are critical for the adoption and effectiveness of new technologies. Incorporating user feedback into system design and implementation can enhance user experience and acceptance.

4. Culture

Cultural Transformation:
Implementing a new TOM often requires a cultural shift within the organization. Leaders play a crucial role in promoting a culture of innovation, collaboration, and continuous improvement to support the new operating model.

Communication and Transparency:
Transparent communication about the reasons for change, the benefits of the new TOM, and its impact on employees is essential for building trust and reducing resistance. Regular updates and open dialogue can help maintain transparency.

Celebrating Successes:
Recognizing and celebrating milestones and achievements related to the TOM implementation can reinforce desired behaviors and motivate employees to embrace change.


Successfully implementing a new TOM requires meticulous planning, effective communication, and active engagement from employees at all levels. By addressing the cultural and change management implications upfront, organizations can smooth the transition process and achieve the intended benefits of the new operating model. This involves not only technical and structural adjustments but also fostering a culture that supports innovation, collaboration, and continuous improvement.




In any change management project, whether it involves people, policies, processes, systems, technology, or ways of working, it’s important to consider more than just the technical delivery. Understanding how changes impact people is crucial because changes in culture affect people’s sense of belonging, identity, responsibility, and fit within the organization.

To ease concerns and resistance, it’s beneficial to have a communication plan and a change management plan. These help people understand what will change, what will stay the same, the benefits of the change, and any potential downsides. Providing training, supervision, support, coaching, and mentoring can help protect their roles and respect their place in the organization while building confidence and psychological safety. This support also helps increase their ambition, resilience, capacity, and competence, encouraging them to embrace and benefit from the change.


For workshops focused on change awareness and managing change, it’s beneficial to include a variety of change models, tools, and templates that offer both theoretical understanding and practical application. Here’s a comprehensive list that could be covered across different workshops:

Change Models
1. Kotter’s 8-Step Change Model A sequential approach that provides steps starting from creating urgency to embedding the changes into the culture.
2. Lewin’s Change Management Model A simple framework involving unfreeze, change, and refreeze stages.
3. ADKAR Model (Awareness, Desire, Knowledge, Ability, Reinforcement) Focuses on individuals’ needs during change.
4. Bridges’ Transition Model Emphasizes the emotional transition individuals experience during change.
5. The McKinsey 7-S Model Addresses seven interdependent factors that are categorized as either “hard” or “soft” elements: strategy, structure, systems, shared values, skills, style, and staff.
6. Nudge Theory Utilizes positive reinforcement and indirect suggestions to influence behavior and decision making.

1. Stakeholder Analysis Tools To identify and understand the impact on various stakeholders and their influence over the change process.
2. Change Impact Assessment Tools To evaluate the potential impacts of change initiatives on different areas of the organization.
3. Readiness Assessments To gauge the organization’s preparedness for change, identifying potential challenges and resistance.
4. Communication Planning Tools For crafting effective messages and determining communication channels that will best reach all parts of the organization.
5. Risk Management Tools To anticipate, mitigate, and manage risks associated with change.
6. Project Management Software Such as Asana, Trello, or Microsoft Project to plan, execute, and track change management activities.

1. Change Management Plan Template A document that outlines the steps necessary to achieve successful change, including timelines, roles, and responsibilities.
2. Communication Plan Template Outlines how, when, and what information will be communicated to the stakeholders during the change process.
3. Training Plan Template Designed to assist in planning the training requirements necessary for effective change implementation.
4. Stakeholder Engagement Plan Template Details strategies for engaging different stakeholders throughout the change process.
5. Impact Analysis Template Used for identifying potential consequences of the change, whether they be positive or negative, and developing strategies to handle them.
6. Risk Assessment Template For identifying and assessing risks, providing strategies for risk mitigation.

Metrics and Measurement Tools
1. KPIs (Key Performance Indicators) Specific metrics chosen to track the success of the change process.
2. Employee Feedback Tools Surveys, focus groups, and interviews to gather feedback from employees on the change process.
3. Benchmarking Tools Comparing current change management practices against best practices or successful case studies.

Incorporating these models, tools, and templates into the workshops will provide participants with a comprehensive understanding of how to approach, manage, and sustain change in an organization. It ensures they leave equipped not only with knowledge but also with practical tools that can be applied in real-world situations.


Creating an effective workshop series on Change Awareness for different groups within an organization involves designing content that resonates with the unique roles and responsibilities of each group. Here’s a suggested content format and style outline for the three workshops targeting leadership, HR, and management staff:

Workshop 1: Leadership Driving Change
Objective: Equip organizational leaders with the tools and insights needed to effectively drive and support change.

1. Introduction
Overview of the change process.
Importance of leadership in successful change management.

2. Vision Casting
Defining and communicating the vision for change.
Interactive session: Leaders articulate their vision in small groups.

3. Leadership Strategies for Change
Identifying and overcoming resistance to change.
Case studies: Successful change initiatives led by leaders.

4. Building a Change-Ready Culture
Role of leadership in fostering a change-ready culture.
Workshop activity: Creating a roadmap for building and sustaining a change-ready environment.

5. Feedback and Q&A
Open discussion and feedback session.
Q&A to address specific concerns or ideas from participants.

Workshop 2: HR Department Facilitating Change
Objective: Provide HR professionals with skills and strategies to facilitate change and support both leaders and staff through transitions.

1. Introduction
Role of HR in change management.
Overview of change models and theories relevant to HR.

2. Communication and Engagement
Effective communication strategies during change.
Workshop activity: Drafting a communication plan for an upcoming change.

3. Training and Support Systems
Developing training programs to aid transition.
Group discussion: Identifying support needs of staff during change.

4. Measuring Impact and Feedback
Tools for measuring change impact and employee feedback.
Interactive session: Using feedback to improve change processes.

5. Closing and Q&A
Recap of key strategies and tools.
Q&A and open discussion for addressing specific HR challenges in change management.

Workshop 3: Management Staff Implementing and Experiencing Change
Objective: Prepare management staff to implement change effectively and navigate their roles as both change agents and recipients.

1. Introduction
Understanding the role of management in change.
Impact of change on daily operations.

2. Change Leadership for Managers
Skills for leading teams through change.
Role-playing activity: Managing team reactions to hypothetical change scenarios.

3. Practical Tools for Managers
Tools and techniques for managing change at the team level.
Workshop activity: Developing a mini-change management toolkit.

4. Coping with Change
Personal and professional impacts of change on managers.
Group discussion: Sharing experiences and strategies for coping with change.

5. Feedback, Q&A, and Closure
Gathering feedback on the workshop and the change processes.
Final Q&A session for addressing lingering concerns.

Each workshop should be interactive, incorporating real-life examples, group discussions, role-plays, and activities that encourage active participation and practical learning. This format helps ensure that each group not only understands their role in change management but also feels equipped to act effectively in those roles.



I am an MBA-qualified management consultant and project manager, with certifications in PRINCE2 and Scrum Agile. I specialize in strategy implementation and project delivery, focusing on organizational goals, key performance indicators, and objectives across all areas. I am also an APMG-qualified change manager, an ICF coach, and a certified mediator, with additional qualifications in mental health first aid and therapeutic interventions.

My expertise covers various aspects of organizational change including privatizations, mergers and acquisitions, business integrations, and technology changes. I have helped organizations grow from startups to mid-sized and large companies, often involving changes to the operating model, ownership, and product or service structures.

I understand the importance of addressing the human side of change. I focus on the needs for learning and development, helping individuals manage anxiety and concerns about change by providing the necessary tools, training, and support for psychological safety and growth.

Additionally, I have experience as a Chartered Management Institute Lecturer, teaching levels 3, 5, and 7, which complements my skills as a project and change manager. I often train change teams and support change managers, enabling organizations to sustain future changes independently. My role often involves kickstarting processes in growth programs or mergers and acquisitions, then developing skills within the organization for ongoing success.


MBA, Chartered BCS,
PRINCE2 & APMG Change Practitioner
Lean Processes-Greenbelt
First Aid for Mental Health
Certificate in Applied Therapeutic Skills
Mediation Practitioner


Navigating Toward Peak Performance: Lessons from High-Performance Rowing Teams for Organizational Change

Navigating Toward Peak Performance: Lessons from High-Performance Rowing Teams for Organizational Change

In the competitive world of high-performance rowing, every fraction of a second shaved off the clock is a testament not just to the athletes’ physical prowess but also to a meticulously crafted ecosystem of motivation, strategy, and execution. This holistic approach, expertly steered by coaching, offers profound insights for organizational leaders aiming to propel their teams toward excellence. Let’s dive into how the principles of rowing can be leveraged to foster a thriving culture in any organization.

The Role of Coaching: Steering More Than Just Performance

In rowing, as in business, a coach’s role transcends mere supervision. Effective coaching involves orchestrating a training program that balances skill enhancement with stamina development, akin to professional development programs that alternate between building technical competencies and reinforcing workplace habits. This periodization in rowing—divided into phases like base, build, and peak—mirrors the strategic phases of project management and skill acquisition in the corporate world.

Motivation: The Wind in Our Sails

Central to the philosophy of high-performance teams is the trio of play, purpose, and potential. This framework not only fuels motivation but also enriches the team’s culture:
Play: Encouraging a culture where tasks are engaging and enjoyable fosters innovation and creativity. Like rowers who refine their technique to enhance performance, employees thrive in environments where they can experiment and innovate.
Purpose: Understanding the ‘why’ behind efforts aligns individual contributions with the team’s overarching goals, much like rowers synchronize their strokes to cut through water more efficiently.
Potential: Focusing on personal and professional growth, akin to a rower’s physical and tactical development, ensures continuous improvement and sustained motivation.

Key factors

Direct Motivators (Often collaborative)

Indirect Motivators (Often individual and possibly divisive)
>Emotional Pressure
>Economic Pressure

In the image we see
HOW = [Skill] + [Process]
WHAT = [Experimentation] + [Goals]
WHY / MOTIVATION = [Play + Purpose + Potential] + or – [Emotional Pressure+Economic Pressure + Inertia]

The interesting point is that all these factors improve TACTICAL PERFORMANCE following the rules, complying with the process, achieving the goals. However if you want to improve ADAPTIVE PERFORMANCE challenging the rules, thinking differently, innovating, experimenting then only Play Purpose And Potential are positive motivators and Emotional Pressure Economic Pressure and Inertia are actually negative influences.

Experimentation and Goals: Charting the Course

Setting clear goals and promoting an environment of experimentation are pivotal in rowing and business alike. In rowing, this might mean adjusting techniques or equipment to optimize speed and efficiency, paralleled in business by setting strategic objectives and encouraging innovative approaches to achieve them. The focus is not only on setting these goals but on the iterative process of testing and learning, which drives continuous improvement.

Skills and Process: The Mechanics of Success

The development of skills and the refinement of processes are fundamental in both rowing and corporate settings. In rowing, technical skills need to be matched with effective teamwork processes to ensure smooth and efficient strokes. Similarly, in organizations, individual competencies must be complemented with streamlined processes to ensure that team efforts are cohesive and aligned toward common objectives.

From Boats to Boardrooms: Applying Rowing Insights to Organizational Change

The parallels between high-performance sports and business are striking. Both arenas demand a balance between high skill levels and high motivation, facilitated by effective coaching. The transition from training to peak performance in sports can serve as a model for business transformations, emphasizing the importance of leadership in fostering a culture that values continuous learning, adaptability, and proactive problem-solving.

Leaders in business can take a cue from rowing coaches by focusing not only on the what and the how but also on the why of employee actions. By nurturing an environment that balances skill development with motivational strategies and process optimization, leaders can create high-performing teams that are resilient, adaptive, and prepared to meet challenges head-on.

In conclusion, just as a rowing coach fine-tunes every aspect of the team’s performance to achieve that perfect stroke, business leaders must cultivate a workplace that encourages motivation, embraces experimentation, and hones skills to steer their organizations toward success. Whether on water or in the workplace, the journey towards excellence is a collective effort—a symphony of coordinated strokes propelled by the relentless pursuit of improvement and the strategic guidance of a skilled coach.




A strategy and a business plan are both crucial for the success of an organization, but they serve different purposes and contain different types of information:

1. Strategy:
Purpose: A strategy outlines the overarching approach or methodology an organization intends to use to achieve its goals. It’s about setting long-term objectives and deciding the best ways to achieve them.
Contents: A strategy typically includes the vision and mission of the organization, strategic goals, and the key initiatives or approaches the organization plans to use to meet these goals. It focuses on where the organization wants to go and how it plans to get there, often without getting into minute details.
Scope: Strategic plans are generally high-level, focusing on broad goals and long-term outcomes. They are more about direction and less about specific actions.

2. Business Plan:
Purpose: A business plan is a detailed document that outlines the specific actions, resources, and steps a company will take to achieve its objectives. It is often used to secure funding from investors or lenders and to guide the company’s operations in a detailed and structured way.
Contents: A business plan typically includes detailed plans regarding the business model, market analysis, operational structure, financial projections, marketing and sales strategies, and potential risks. It also includes timelines and milestones for the execution of different activities.
Scope: Business plans are detailed and tactical. They focus on specific actions and timelines and are often used as a tool for execution and monitoring progress.

In essence, while a strategy provides the “what” and the “why,” a business plan outlines the “how,” “when,” and “with what resources.” A business plan is more detailed and serves as a roadmap to implement the strategy.


The terms “strategy” and “tactics” are often used together but refer to different levels of planning and action, especially in business, military, or competitive contexts. Understanding the distinction between them is crucial for effective planning and execution.


Definition: Strategy is the overarching plan or set of goals designed to achieve a significant or overall aim. It is the high-level blueprint that guides an organization towards its long-term objectives.
Focus: The focus of strategy is on establishing long-term goals, directions, and priorities. It involves thinking about the organization’s position within the context of its external environment, identifying opportunities and threats, and determining how to leverage strengths and mitigate weaknesses.
Scope: Strategy is broad and long-range. It is concerned with achieving overarching outcomes and often involves making decisions under conditions of uncertainty.
Examples: Deciding to enter a new market, developing a new line of products, or redefining a company’s overall business approach to gain competitive advantage.


Definition: Tactics involve specific actions or short-term decisions made to achieve immediate goals, which are often components of a larger strategy.
Focus: The focus of tactics is on the execution of the strategy, dealing with the implementation of specific tasks. It involves how to effectively deploy resources, manage tasks, and navigate operational challenges.
Scope: Tactics are more narrow and short-term. They are concerned with the details of how strategies will be executed and are often adaptive to the situation at hand.
Examples: Adjusting pricing in response to a competitor’s promotion, optimizing manufacturing processes for cost efficiency, or launching a targeted marketing campaign.

Relationship Between Strategy and Tactics

Strategy sets the course for an organization, while tactics are about taking action to follow that course. A good strategy without effective tactics can falter because it lacks the means for execution. Conversely, tactical moves without a sound strategy can lead to misaligned efforts and inefficiency.

In summary, strategy and tactics complement each other: strategy provides the “what” and “why,” and tactics provide the “how” and “when.” Both are essential for the success of any endeavor, requiring thoughtful consideration and alignment to ensure that tactical decisions support strategic goals.


Based on my experience, strategies are focused on the broader vision and core values of an organization. They are designed to be ambitious and long-term, often looking ahead by a decade, and aim to answer fundamental questions like the organization’s legacy, long-term goals, reason for existence, and existential purpose.

Business plans, on the other hand, tend to be more short-term and specific, typically covering around three years and sometimes as brief as one year, especially in fast-changing environments. This shift to shorter plans reflects the rapid pace of change in many industries. For example, while sectors like pensions may still focus on the long-term due to their nature, fields like technology can experience significant shifts within just a year, necessitating more immediate and detailed planning.

A typical business plan includes detailed month-by-month projections for cash flow, income, expenses, product sales, investments, and returns for the first year, providing a clear picture of expected financial activities. For subsequent years, the details might reduce to a yearly overview for the next two or three years, indicating potential growth at a more general level. This structure helps maintain focus on the near term while also providing a broader outlook for the following years. The overarching strategy complements this by setting a broader context, sometimes spanning 10 years or more, integrating these plans into the organization’s long-term vision.


Jersey Business is a local organization that offers free support and guidance to local businesses. It provides various resources, including templates and guides for creating a business plan. Below, you’ll find links to these guides and a table of contents from the template you can download. This gives you a reliable method for developing a business plan.

1) Executive Summary
2) Company Description
>> Products and services
>> Long Term Aim of Business
>> Objectives
>> S.W.O.T. Analysis
3) Market Analysis
>> Target market
>> Profile of competitors
>> Your Competitive advantage
4) Marketing and Sales Strategy
>> Marketing strategy
>> Sales Strategy
>> Pricing Strategy
5) Management Team and Staffing
>> Management Team
>> Staffing
>> Training Plans
6) Operations
7) Financial Projections and Assumptions
8) Funding Requirements

Not all business plans are the same. They often reflect the unique style and priorities of a specific organization and can change over time. For example, the business plan for Jersey Business in 2024 differs in format, content, and style from their 2021 plan. This isn’t a criticism of the organization but highlights that there is no one fixed way to create a business plan. As we’ll explore later, the audience for your business plan can influence its content significantly. Whether it’s for investors, a bank, your staff, or a potential merger partner, the business plan you present may vary greatly.

Jersey Business – Business Plan 2024

Jersey Business – Business Plan 2023,%20Tourism,%20Sport%20and%20Culture/Decisions%20in%202021/mde20210021%20Jersey%20Business%20-%20Business%20Plan%202021.pdf


Previously, I discussed how business plans are generally more short-term and focused compared to strategies. Here, I’d like to elaborate on how these can vary significantly depending on the market, sector, stakeholders, interests of involved parties, and the specific message being conveyed. For instance, if your strategy is aimed at securing a bank loan, facilitating a merger and acquisition, or is intended for public consumption as part of providing public services, then the format, style, content, and language of both your strategy and business plan may differ greatly. While a strategy might address long-term political ambitions, a business plan might focus on the annual budget and specifics of its allocation.


Creating a comprehensive strategy and business plan for a quasi-autonomous non-governmental organization (quango) operating within a political environment involves addressing the needs and expectations of key stakeholders such as politicians, the press, and the public. Here’s a suggested table of contents that would comprehensively cover these aspects:

Table of Contents

1. Executive Summary
Overview of the business plan
Key objectives and strategic goals
Summary of recommendations

2. Introduction
Purpose of the business plan
Definition and role of the quango
Importance of the political environment

3. Organizational Background
History of the organization
Mission and vision statements
Current structure and governance

4. Stakeholder Analysis
Identification of key stakeholders
Stakeholder needs and expectations
Strategies for stakeholder engagement

5. Political Environment Analysis
Overview of the political landscape
Impact of current policies on operations
Anticipated changes in legislation

6. Strategic Objectives
Long-term and short-term goals
Alignment with governmental objectives
Criteria for measuring success

7. Operational Strategy
Description of core services and activities
Resource allocation (financial, human, technological)
Risk management strategies

8. Marketing and Communication Plan
Communication objectives and strategies
Public relations and media approach
Crisis communication plan

9. Financial Plan
Current financial status
Budgeting and financial forecasting
Funding sources and financial sustainability strategies

10. Performance Evaluation
Performance indicators
Monitoring and evaluation framework
Reporting and accountability mechanisms

11. Governance and Compliance
Regulatory requirements
Ethical standards and practices
Oversight and internal audit processes

12. Risk Management
Identification of potential risks
Mitigation strategies
Contingency plans

13. Appendices
Supporting documents
Data sources and references
Glossary of terms

This structure aims to provide a robust framework for developing a strategic and operational blueprint that effectively navigates the complexities of a politically-sensitive environment, ensuring alignment with public service objectives and delivering value for money.


For a management consulting firm crafting a strategic business plan, clarity and precision are crucial, especially when communicating to potential clients and associates. The plan should succinctly articulate the firm’s capabilities, strategic direction, and the value it offers to both clients and associates. Here’s a suggested table of contents that balances these needs effectively:

Table of Contents

1. Executive Summary
Quick overview of the firm’s mission, vision, and core values
Summary of strategic goals and key offerings

2. Firm Overview
History and evolution of the firm
Leadership and management structure
Core areas of expertise and specializations

3. Strategic Objectives
Long-term and short-term business goals
Alignment with industry trends and client needs

4. Market Analysis
Overview of the consulting market
Identification of target client segments
Competitive landscape and positioning

5. Client Engagement Strategy
Client relationship management approach
Customization of services for diverse client needs
Case studies and testimonials

6. Associate Management Strategy
Value proposition for associates
Quality expectations and collaboration models
Opportunities for professional growth and rewards

7. Services and Solutions
Detailed description of consulting services
Tools and methodologies employed
New and upcoming offerings

8. Marketing and Sales Strategy
Brand positioning and communication strategies
Channels and tactics for client acquisition and retention
Metrics for tracking marketing effectiveness

9. Operational Excellence
Internal processes for ensuring efficiency and quality
Technology and systems in place for operational support
Continuous improvement mechanisms

10. Financial Strategy
Revenue models and pricing strategies
Financial projections and investment needs
Risk management and financial controls

11. Performance Metrics
Key performance indicators (KPIs) for assessing success
Benchmarks for efficacy, efficiency, and longevity
Feedback and evaluation procedures

12. Sustainability and Corporate Responsibility
Commitments to ethical practices and sustainability
Community engagement and social responsibility initiatives

13. Conclusion
Reiteration of the firm’s commitment to quality and excellence
Call to action for clients and potential associates

14. Appendices
Relevant certifications and accreditations
Additional resources and reading
Contact information for further inquiries

This structure ensures that the firm’s strategic intent, operational effectiveness, and value proposition are communicated clearly and succinctly, catering to the limited attention spans of busy stakeholders while highlighting the firm’s strengths and potential for future success.


Creating a strategy and business plan for an organization that seeks to attract volunteers, ensure effective governance, satisfy stakeholders, and appeal to donors requires a comprehensive approach. The plan should articulate the mission, vision, and values clearly, and outline roles, expectations, and strategies for financial sustainability. Here’s a suggested table of contents that covers these needs:

Table of Contents

1. Executive Summary
Brief overview of the organization’s purpose and strategic goals
Key highlights of the plan

2. Organization Overview
History and background of the organization
Mission, vision, and core values
Structure and key personnel

3. Strategic Objectives
Long-term goals and objectives
Yearly targets and milestones

4. Volunteer Engagement Strategy
Recruitment goals and strategies
Roles and responsibilities of volunteers
Training and development programs
Recognition and rewards system

5. Donor and Participant Engagement
Fundraising goals and methods
Donor engagement strategies
Value proposition for donors and participants

6. Financial Plan
Overview of current financial status
Detailed annual budget
Funding objectives and strategies
Plans for loans or financial support if required

7. Governance and Regulatory Compliance
Governance structure
Policies and controls in place
Compliance with relevant laws and regulations

8. Risk Management
Identification of potential risks
Mitigation strategies
Contingency planning

9. Marketing and Public Relations
Marketing strategies to build brand awareness
Public relations activities and media outreach
Communication plan for stakeholders

10. Performance Measurement
Key performance indicators (KPIs)
Evaluation mechanisms for volunteer and financial performance
Reporting systems for trustees and regulators

11. Sustainability and Impact
Strategies for long-term sustainability
Environmental and social impact goals
Community involvement and support strategies

12. Ethics and Organizational Culture
Ethical standards and practices
Organizational culture and employee well-being
Diversity and inclusion initiatives

13. Conclusion
Summary of strategic imperatives and calls to action
Invitation for engagement and support

14. Appendices
Supporting documents
Legal and regulatory compliance proofs
Contact information and resources for further inquiry

This structure is designed to convey the organization’s seriousness about its mission, its respect for governance, its commitment to stakeholders, and its readiness to deliver value to the community it serves. It balances the need to attract and manage volunteers with the necessity of appealing to donors and satisfying regulatory and fiscal responsibilities.


This article, despite using bullet lists to keep it concise, is still quite detailed and lengthy. It’s important to reflect on the purpose of a strategy or business plan and how they differ based on your circumstances, audience, and the message you want to communicate. Often, a strategy and business plan might be combined in discussions, but in practice, they are usually distinct. A strategy might be set for four or five years and not often changed, while a business plan is typically updated annually to reflect more immediate needs and changes.

The strategy might cover long-term, ongoing objectives (“Evergreen” content), while the business plan focuses on specific actions for the upcoming year, including operational adjustments and significant changes like projects that deliver new capabilities. For example, launching a new product might be a project within a business plan, but once launched, it becomes part of the regular business operations.

It’s crucial to differentiate between regular business activities and change-driven projects because many organizations struggle with limited resources to handle both simultaneously. This discussion could naturally lead to a deeper exploration of project and program management, which would be suitable for another post.

See also

Business Plans And Planning

Business Plans And Planning

Rethinking Data For Strategic Decision-making And Implementation

Rethinking Data for Strategic Decision-Making and Implementation

Details of my Business Plan

A Good Business

Business Profile


Corporate Coaching v Mentoring


My Answer


Coaching is a process aimed at improving performance and focuses on the present rather than the distant past or future. It centers on the individual and their ideas and opportunities to define goals, set a path, and achieve success. Coaching involves listening, reflecting, asking questions, and unlocking an individual’s potential.

Typically, a coaching conversation might follow the GROW model which leads to deciding on actions using criteria such as the SMART model—specific, measurable, accountable, results-oriented, and time-bound—are often used.


GROW emphasizes a sequential process of setting goals, examining reality, generating options, and committing to actions, providing a comprehensive framework for coaching conversations and action planning.

Goal: Setting a clear and specific goal that the client wants to achieve
Reality: Examining the current reality of the client’s situation, including any challenges or obstacles
Options: Generating a range of potential options and strategies for achieving the goal
Will: Committing to an action plan and holding the client accountable for following through with it


In contrast to other models, PERMA emphasizes positive emotions, engagement, relationships, meaning, and accomplishment, focusing on holistic well-being and flourishing rather than just goal attainment.

Positive Emotions: Focusing on positive emotions such as joy, gratitude, and contentment
Engagement: Engaging in activities that provide a sense of flow and absorption
Relationships: Cultivating positive relationships with others
Meaning: Identifying and pursuing activities that provide a sense of purpose and meaning
Accomplishment: Setting and achieving goals to build self-esteem and confidence


In contrast to other models, CLARITY delves into specific elements such as context, life events, reactions, and identity, providing a deeper understanding of the individual’s situation and facilitating targeted interventions and strategies.

Context: Examining the individual’s context and understanding the factors that have led to their current situation
Life Event: Exploring any significant life events that have impacted the individual’s situation
Actions: Identifying specific actions that the individual needs to take to achieve their goals
Reactions: Examining the individual’s emotional and behavioral reactions to their situation
Images and Identify: Exploring the individual’s self-image and identity
Thoughts: Examining the individual’s thinking patterns and beliefs
Your future choice: Identifying specific actions and strategies to move forward and achieve the desired outcome


Distinct from other models, SPACE integrates social, physical/psychological, cognitive, and emotional aspects, offering a holistic approach to goal achievement by addressing various dimensions of an individual’s well-being and behavior.

Social: Examining the individual’s social context, including relationships with others and their support network
Physical/Psychological: Examining the individual’s physical and psychological health and well-being
Actions: Identifying specific actions that the individual needs to take to achieve their goals
Cognition: Exploring the individual’s thinking patterns, beliefs, and attitudes
Emotion: Examining the individual’s emotional state and identifying ways to manage emotions and increase resilience

There are many, many other models!


Mentoring, like coaching, focuses on placing the client at the centre of attention and involves deep listening. It aims to help them solve their problems, reach goals, and set their own path. However, mentoring differs in that the mentor brings their skills, talents, and experience to the conversation. They may share stories, lessons, and observations, which the client can use to create their own solutions.


In contrast to Mentoring, coaching does not involve offering advice or direction but rather involves asking questions and allowing the client to be the main resource for information and insight. However, it’s important to note that a coach who withholds information or fails to provoke awareness is not particularly helpful. Coaching is relational; you are meant to bring your whole self into the room and work as a thinking, feeling partner with the client. While not necessarily providing clear direction, there is a role for provoking awareness, as long as the client is the one choosing their path.

It should be recognized that the above definition of coaching provided aligns closely with the International Coaching Federation’s (ICF) concept of solution-based coaching. This approach is about setting goals, achieving them, and having a clear purpose, as opposed to methods that might be more therapeutic. There are many styles of coaching, and solution-based coaching, or coaching towards a specific goal using the GROW model, is just one approach and not the only method for structuring coaching conversations.

A Corporate Context

In a corporate setting, coaching involves more than just the coach and the coachee; there might also be a sponsor or other parties funding the coaching. These sponsors typically define the goals, expected outcomes, or measurable outputs of the coaching. However, it’s crucial to understand that the conversations between the coach and coachee remain private and confidential.

While the sponsoring organization may be interested in the outcomes of the coaching sessions, they must obtain updates through standard procedures such as performance reviews or discussions with the coach. They cannot directly inquire about the confidential discussions between the coach and the coachee. This separation is essential because it respects the distinct relationships: the coach and coachee, and the employer and employee. These relationships must be appropriately managed to ensure conversations are held with the right people, at the right time, about the right things, keeping the coach-coachee relationship independent and impartial from the employer-employee relationship, even if their interests may overlap.

Typically the discussion may be about [1] personal management or leadership skills [2] goals, objectives and performance [3] personal or team development or processes.
Coaching or Mentoring to individuals (eg Sponsor, Project Manager, Project Participants) or teams (eg Delivery Team or User Team) can be part of their Training and Development and linked to Personal Development and Performance Review and Appraisal. Or this could be linked to Project Delivery and Performance.

These may be scheduled at key milestones for example

Project Set-Up & Team Building
Key Delivery Phases or Milestones
Project Hand-Over/Go-Live
Project Close/Review


The Air Traffic Control Approach To Project Management (Full Series)

The Air Traffic Control Approach To Project Management: A New Perspective

The Air Traffic Control Approach to Project Management: A New Perspective

Part 2 Fueling Your Project’s Journey: The Art Of Securing Permission To Taxi

Part 2 Fueling Your Project’s Journey: The Art of Securing Permission to Taxi

Part 3 Navigating The Project Skyway: Mastering Flight Planning In Project Management

Part 3 Navigating the Project Skyway: Mastering Flight Planning in Project Management

Part 4 Securing The Final Clearances: The Crucial Phase Of Project Approval

Part 4 Securing the Final Clearances: The Crucial Phase of Project Approval

Part 5 Take-off And Direction: Transitioning From Planning To Execution In Project Management

Part 5 Take-Off and Direction: Transitioning from Planning to Execution in Project Management

Part 6 Navigating The Procurement Process In Project Management

Part 6 Navigating the Procurement Process in Project Management

Part 7 Mastering The Delivery Phase In Project Management

Part 7 Mastering the Delivery Phase in Project Management

Part 8 Ensuring A Smooth Landing: The Importance Of Training In Project Management

Part 8 Ensuring a Smooth Landing: The Importance of Training in Project Management

Part 9 Final Approach: Hand-over, Arrival, And Project Closure

Part 9 Final Approach: Hand-Over, Arrival, and Project Closure

Part 10 Reflection And Continuous Improvement: The Final Review In Project Management

Part 10 Reflection and Continuous Improvement: The Final Review in Project Management

Tim HJ Rogers
Consult | CoCreate | Deliver

I support people and teams to grow, perform and succeed unlocking potential as a partner Consultant, Coach, Project and Change Manager. Together we can deliver projects and change, and improve the confidence, capacity, drive and desire of the people I work with.

ICF Trained Coach | MBA Management Consultant | PRINCE2 Project Manager, Agile Scrum Master | AMPG Change Practitioner | Mediation Practitioner | BeTheBusiness Mentor | 4 x GB Gold Medalist | First Aid for Mental Health | Certificate in Applied Therapeutic Skills

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands


Part 10 Reflection and Continuous Improvement: The Final Review in Project Management

Welcome back to the final installment of our series on the Air Traffic Control approach to project management. As our project journey concludes, we reach a crucial stage that often determines the long-term success and sustainability of the outcomes we’ve worked so hard to achieve: Review and Reflection. This phase is about looking back to assess the project’s performance and looking forward to applying the lessons learned to future projects.

Step 10: Review and Reflect

The Review and Reflection phase is essential for closing out projects not just administratively but also intellectually. It involves evaluating the project’s process, outcomes, and overall impact to understand what worked, what didn’t, and how things can be improved in future endeavors.

Conducting a Thorough Project Review

A comprehensive project review includes several key components:
Performance Evaluation: Assessing the project against its initial objectives, timelines, and budget. Did the project deliver what was promised, on time and within budget?
Stakeholder Feedback: Gathering and analyzing feedback from all stakeholders, including clients, team members, and partners. This feedback is invaluable for understanding the effectiveness of project deliverables and management practices.
Lessons Learned: Identifying both successes and failures to determine lessons that can be applied to future projects. This involves discussing what should be repeated, what should be avoided, and what could be improved.

The Role of the PMO: Facilitating Effective Reviews

In our air traffic control metaphor, the PMO oversees the review process to ensure it is thorough and unbiased. The PMO facilitates:
Structured Debrief Sessions: Organizing sessions where team members can discuss their experiences and insights in a structured environment.
Documentation of Findings: Ensuring that all findings from the review process are well-documented and easily accessible for future reference.
Recommendation Implementation: Overseeing the implementation of recommendations from the lessons learned to improve future project management practices.

Challenges in the Review and Reflect Phase

Effective project reviews can be challenging due to several factors:
Bias and Subjectivity: Overcoming personal biases and subjectivity in evaluating project performance and outcomes.
Time Constraints: Finding time for a thorough review can be difficult, especially in fast-paced environments where teams may be eager to move on to the next project.
Stakeholder Engagement: Ensuring all stakeholders are willing to participate openly and constructively in the feedback process.

Best Practices for Effective Project Reviews

To maximize the benefits of the Review and Reflect phase, consider the following best practices:
Encourage Openness and Transparency: Create an environment where team members feel safe to share honest feedback without fear of repercussions.
Use Structured Feedback Tools: Employ tools such as surveys, interviews, and focus groups to gather comprehensive feedback from all stakeholders.
Regularly Schedule Review Points: Instead of waiting until the project’s end, incorporate regular review points throughout the project’s lifecycle to adjust processes and expectations as needed.

Leveraging Lessons for Future Success

The ultimate goal of the Review and Reflect phase is to ensure continuous improvement in project management practices. This includes:
Actionable Lessons Learned: Develop clear, actionable lessons that can be implemented in future projects.
Knowledge Sharing: Share findings not only within the project team but across the organization to help others benefit from the project’s learnings.
Continuous Improvement Culture: Foster a culture where continuous improvement is valued and encouraged, and where learning from every project is seen as a stepping stone to greater success.

Conclusion of Our Series

As we conclude our series on the Air Traffic Control approach to project management, we reflect on the journey we’ve taken together. From the initial planning stages to the final review, this approach has provided a structured yet flexible framework for navigating complex projects. Our aim has been to equip you with the insights and strategies necessary to manage your projects with precision, foresight, and adaptability, ensuring successful outcomes in a dynamic environment.

Thank you for joining us on this journey. We hope that the insights from this series will inspire and empower you to take your project management skills to new heights.

#ProjectManagement #ReviewAndReflect #LessonsLearned #ContinuousImprovement #PMO #ProjectSuccess #StakeholderFeedback #KnowledgeSharing


Part 9 Final Approach: Hand-Over, Arrival, and Project Closure

Welcome back to our ongoing series on the Air Traffic Control approach to project management. As our project journey nears its destination, we arrive at a critical phase that marks the culmination of all the hard work and strategic planning: the Hand-Over, Arrival, and Closure. This stage is about ensuring a seamless transition of the project outputs to the business-as-usual environment, effectively ‘landing the plane’ and disembarking the passengers.

Step 09: Hand-Over, Arrival, and Close

This phase is the final step in the project lifecycle, where the project team ensures that everything is ready to be handed over to the operational teams who will manage the new system, product, or process. It is about closing the project with a clear and structured handover and ensuring that all aspects of the project are complete, documented, and understood by those who will use and maintain the project’s deliverables.

Completing the Project Handover

A successful project handover involves several key activities:
Documentation Completion: Finalizing all project documentation, including operational manuals, maintenance guides, and user training materials. This documentation is crucial for the ongoing support and management of the project outputs.
Final Deliverables Check: Ensuring that all project deliverables are complete, functioning as intended, and ready for operational use.
Operational Training and Support: Confirming that all operational staff are trained and confident in their roles concerning the new deliverables, ensuring no gaps in knowledge or capability.

The Role of the PMO: Ensuring a Smooth Transition

In our metaphor of air traffic control, the PMO acts as the controller ensuring that the ‘aircraft’ lands safely and all ‘passengers’ (project outputs) are ready to disembark smoothly. The PMO’s role in this phase involves:
Overseeing the Closure Process: Monitoring the closure activities to ensure that all aspects of the project are completed as per the closure plan.
Quality Assurance: Conducting final quality checks to ensure that all deliverables meet the project standards and requirements.
Facilitating the Handover: Helping to coordinate the transfer of responsibilities from the project team to the operational teams.

Challenges in the Hand-Over and Closure Phase

Closing a project can present its own set of challenges:
Incomplete Tasks: Ensuring that no tasks are left incomplete or overlooked can be difficult, especially in complex projects.
Stakeholder Satisfaction: Meeting all stakeholder expectations and ensuring that they are satisfied with the project outcomes.
Resource Allocation: Managing the redistribution of resources, both human and material, as the project wraps up.

Best Practices for Effective Project Closure

To ensure an effective closure phase, project managers should consider the following best practices:
Comprehensive Closure Checklist: Develop a detailed checklist that covers all aspects of the project closure to ensure nothing is missed.
Stakeholder Debriefings: Conduct meetings with key stakeholders to confirm that all their requirements have been met and to gather feedback on the project process and outcomes.
Lessons Learned Session: Organize a session to discuss what went well and what could be improved. Documenting these lessons is vital for future projects.

Ensuring Lasting Impact

The true success of a project is not just in meeting its immediate objectives but in ensuring that its benefits continue to be realized in the long term. This includes:
Post-Implementation Review: Conducting a review after the project has been operational for some time to ensure that it continues to meet the business needs.
Ongoing Support and Maintenance: Setting up support structures to address any issues that arise post-handover and to ensure the continuous optimal performance of the project deliverables.

Looking Forward

As we conclude this series in our next post, we will reflect on the entire journey we have taken together. We will discuss the importance of review and reflection not just at the end of the project but as a continuous improvement tool throughout the project lifecycle.

Thank you for following this series on the Air Traffic Control approach to project management. We hope that the insights provided have equipped you with the tools and perspectives needed to manage your projects more effectively and achieve successful landings in all your future endeavors.

#ProjectManagement #ProjectClosure #HandoverProcess #OperationalExcellence #PMO #ProjectSuccess #StakeholderSatisfaction #ContinuousImprovement