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CHAPTER 3
Creating a Process Plan
and Road Map
This chapter describes the preplanning activities necessary to ensure that the organizational
Creating a Process Plan and
elements are in place to initiate the strategic planning process so that the process provides max- Road Map
imum benefits to the airport. During preplanning, the key parties develop shared understand- (Chapter 3)
ings and reach agreement about the planning process. Preplanning is also critical to determining
whether the organization is ready to undergo strategic planning. Evaluating and
Understanding the
The information presented in this chapter is intended to assist airport management with the Organization
following: (Chapter 4)
· Defining the need to initiate the strategic planning process
Defining and Articulating the
· Defining the specific benefits/outcomes that airport management hopes to achieve from the Organization's Mission,
process Vision, and Values
(Chapter 5)
· Assessing the organization's readiness for strategic planning
· Defining the scope of the process or developing an outline of the steps and activities that will
Scanning the Environment
take place during the planning process. This outline should specify the tasks, outcomes, and and Predicting
resources to be expended (time and financial) and the individual(s) responsible for ensuring Developments
that each phase in the airport strategic planning process is complete (Chapter 6)
· Defining the expected outcome of the process in terms of a written plan
· Determining the stakeholders that should participate in the strategic planning process, includ- Identifying Strategic Issues,
Strategies, and Long-Term
ing the potential leaders of the process and the methods that will be used to keep stakeholders Objectives
informed (Chapter 7)
· Defining who should facilitate the strategic planning effort
Formulating
Short-Term Objectives and
Creating Action Plans
3.1 Defining the Need to Initiate the (Chapter 8)
Strategic Planning Process
In an ideal situation, strategic planning should be an internalized and regularized process not Writing, Communicating,
triggered by anything in particular other than the need, on a routine basis, to revisit the organi- and Executing the Plan
(Chapter 9)
zational values, mission, and vision; assess the operating environment; examine strategies and
objectives; and ensure that other airport planning analyses (master plan, business plan, etc.) are
aligned with the organization's overall strategy. Monitoring, Evaluating, and
Modifying the Plan
For those organizations that do not have a regularized process, the need to develop a strategic (Chapter 10)
plan may result from leadership change; major internal changes (e.g., a change of governing
structure or dramatic staff turnover) or external changes (e.g., airline bankruptcy or consolida-
tion triggering a decrease in aircraft operations and revenues); a need to cope with vital issues,
such as rapid growth; or simply a need for the organization to define its mission and general
strategic vision.
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