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How to Use Project Management Tools to Integrate Strategic Planning Implementation and the Accreditation Cycle

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"Connecting Your Institution’s Achievements to Demonstrate a Culture of Compliance," by Susan Paraska, director of institutional effectiveness at Kennesaw State University, presents a method for integrating strategic plan implementation and the planning requirements of the accreditation cycle using project management tools.

Completing a strategic plan and maintaining accreditation may be viewed as projects—they cover defined periods of time, address specific requirements, and are intended to accomplish a vision, mission, or goals. Together they may be viewed as components of an organization’s portfolio because accomplishing each successfully requires aligning and prioritizing shared resources and the success of one is dependent on the other. For the purpose of this article we will examine them in a manner that extends their characterization as projects whose outputs provide evidence of an organization’s achievements that become the foundation of its culture of accreditation compliance. Given that, we will look at how an organization may apply project management techniques to not only work toward success with its strategic plan and accreditation status, but also to align other organizational initiatives in order to create a portfolio that contributes to a holistic approach to continuous improvement. The end goals of strategic planning and maintaining compliance converge so that an organization is moving toward its vision. Note that the scope of this article is an overview and not inclusive of all tools, methods, and materials used to arrive at a fnal product.


"presents a method 
for integrating strategic plan implementation and the planning requirements of the accreditation cycle using project management tools"

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Great message.  It truly shows that the principles of Project Management can be applied universally to ANY Project.  A Project is a Project is a Project; the principles are the same.  The means and methods may change, but the processes and procedures are consistent.  We need more people that are familiar with the universal processes of PM to manage Projects from a business perspective and not a technical perspective.

~Stephen B. Lafferty, AIA PMP LEEDap

This is quite relevant for our institution right now. I think that the matrix, particularly, is a tool we should consider using in our current planning process.

Tina Teeter

Financial Analyst

University of St. Thomas, St. Paul, MN

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