Unit of competency Outline

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21/10/2026 2:01 PM AWST

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Lead the strategic planning process for an enterprise

Lead the strategic planning process for an enterprise

Unit of competency
National Code
CPPCMN8001A
State Code
WC064
TGA Status
Deleted
DTWD Status
Deleted
Current Release Number
1.00
Current Release Date
20/02/2012
State Implementation and Classification
Approved Date
07/03/2014
Original Release Date
20/02/2012
Nominal Hours
80
Field of Education
080307 - Organisation Management
Description
This unit of competency specifies the outcomes required to lead the development of high-level strategic plans for an enterprise or professional practice. Strategic planning covers analysis of the environment, identification of risks and opportunities, and specification of strategic directions that serve the vision and mission of the organisation. Establishing financial and non-financial performance indicators, and monitoring them, are critical to success. The unit also addresses planning staffing requirements and succession planning.
General notes
N/A
Elements and Performance Criteria
1 Initiate the strategic planning process
  • 1.1 Business owners and senior staff are extensively consulted to determine the parameters that will be used for the planning process, including timeframes and budget.
  • 1.2 Current strategic planning documents are analysed to determine a methodology that is in keeping with the organisation’s needs and past practice.
  • 1.3 Stakeholders who will contribute to the plan’s development are identified.
  • 1.4 Planning methodology is developed and a project plan including resource allocation is documented.
2 Conduct an environmental and organisational scan
  • 2.1 Extensive research is conducted of local and international best practice and trends in the organisation’s field of operation.
  • 2.2 Demographic and trend data is identified, collected and analysed to provide profiling information about the organisation’s market.
  • 2.3 Industry intelligence relating to competitors is collected and analysed.
  • 2.4 Key strengths, weaknesses, opportunities and threats (SWOT) to the organisation are identified.
  • 2.5 Major risk factors are identified that could constrain the achievement of organisational goals in the short, medium and long term.
  • 2.6 Stakeholders are consulted to identify issues and expectations affecting the organisation’s operations.
3 Lead the establishment of organisational key directions and goals
  • 3.1 Processes to engage staff and relevant stakeholders in establishing the major goals of the organisation are developed and implemented during the predetermined planning period.
  • 3.2 Leadership is provided to establish the vision, mission and key goals of the organisation for the planning period.
  • 3.3 Leadership to establish the organisation’s key result areas for the period of the plan is provided.
4 Lead the development of the plan’s key activities and performance indicators
  • 4.1 Processes and delegations are put in place and managed to develop detailed activities to achieve the organisation’s goals.
  • 4.2 Processes and delegations are put in place and managed to develop specific performance indicators to enable the measurement of success.
  • 4.3 Resourcing levels to enable the plan to be enacted are costed and budgeted.
  • 4.4 Appropriate methods are used to gain commitment to the process and the plan.
  • 4.5 Sign-off and commitment to the finalised strategic plan are obtained from relevant stakeholders and participants.
5 Manage the implementation process
  • 5.1 Development of necessary tactical or operational annual plans is lead and managed across the organisation to facilitate implementation of longer-term strategic plan.
  • 5.2 Prioritising and resourcing (human, financial and capital) of programs or operational tactics are planned and conducted.
  • 5.3 Changed processes or practices to support implementation are analysed and planned.
  • 5.4 Succession planning and other human resource development strategies are enacted to ensure long-term business viability.
  • 5.5 Strategies to skill the workforce in order to enact the plan are put in place.
  • 5.6 Communication processes are put in place to inform and support staff and stakeholders during required change and implementation process.
6 Manage the evaluation process
  • 6.1 Processes to monitor performance against agreed benchmarks and performance indicators are put in place and enacted.
  • 6.2 Outcomes of the strategic and operational plans are monitored in line with agreed processes.
  • 6.3 Review or refinement of activities is undertaken in light of changing conditions to ensure the attainment of the strategic plan goals.
The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included.
Best practice and trends may include:
emerging or changed use of technologies
company structures, including trends towards:
changed ownerships
merged or diversified organisations
multi-service organisations
new or changing levels and ranges of services.
Industry intelligence may include:
data available from industry associations
information gained through industry networks
market research
published reports on industry composition
search of publicly available annual reports for listed companies
search of publicly available business records.
Risk factors may include:
access to skilled workforce
change to regulatory or licensing environment
changing client requirements
cyclical changes within the industry or region
difficulties associated with the nature or complexity of the project itself
difficulties inherent to the site
difficulty in accessing funds
emergence of new technologies
ill health of principal or key staff
legal proceedings
OHS
reliance on gaining input from external professionals in a timely manner
requirement to operate within a complex and rigid regulatory and compliance system
strength of existing or new competitors
tightened economic environment
time delays due to the planning process.
Planning period may be:
annually for an operational plan
typically three or five year horizons for a strategic plan.
Resourcing levels may include:
consultant costs
funding of business expansion
human resources
infrastructure
new marketing effort and costs.
The evidence guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package.
Critical aspects for assessment and evidence required to demonstrate competency in this unit
A person should demonstrate the ability to:
consult and coordinate to initiate and implement an organisational strategic planning process
identify and analyse a body of research to identify industry trends and organisational requirements, including:
examples of industry best practice
industry intelligence
demographic trends and other market profiling
stakeholder interests and needs
use communication and management skills to design and drive a strategic planning process
develop a strategic plan that reflects organisational needs and positions the organisation for success, which is underpinned by sound financial and other analysis
harness resources and staff commitment to ensure implementation of the detailed tactics required for business success.
Context of and specific resources for assessment
Assessment of this unit:
must be in the context of the work environment
may be conducted in an off-site context, provided it is realistic and sufficiently rigorous to cover all aspects of workplace performance, including task skills, task management skills, contingency management skills and job role environment skills
must meet relevant compliance requirements.
Resource implications for assessment include:
access to:
suitable assessment venue and equipment
suitable simulated or real opportunities and resources to demonstrate competence
assessment instruments.
Method of assessment
Assessment for this unit must verify the practical application of the required skills and knowledge, using one or more of the following methods:
written and/or oral assessment of the candidates required knowledge for the unit
observed, documented and/or firsthand testimonial evidence of the candidates
implementation of appropriate procedures and techniques for the safe, effective and efficient achievement of the required outcomes
identification of the relevant information and scope of the work required to meet the required outcomes
identification of viable options and the selection of options that best meet the required outcomes
consistently achieving the required outcomes.
Guidance information for assessment
This unit could be assessed on its own or in combination with other units relevant to the job function.
Where applicable, physical resources should include equipment modified for people with disabilities.
Access must be provided to appropriate learning and/or assessment support when required.
Assessment processes and techniques must be culturally appropriate, and appropriate to the language and literacy capacity of the candidate and the work being performed.
Replaced By
State Code National Code Title Type
AXH85 CPPCMN8001 Lead the strategic planning process for an enterprise Unit of competency
State Code National Code Title Type
J824 CPP80213 Graduate Diploma of Building Design Qualification