Difference between revisions of "Strategic Planning"

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:: [[/Examination of SOPs for WMAu]]
:: [[/Examination of SOPs for WMAu]]
*::[[/Reading Material]]
* [[/Reading Material]]
::[http://strategy.wikimedia.org/wiki/Wikimedia_Movement_Strategic_Plan_Summary Wikimedia Movement Strategic Plan Summary]
::[http://strategy.wikimedia.org/wiki/Wikimedia_Movement_Strategic_Plan_Summary Wikimedia Movement Strategic Plan Summary]
* [[/Drafts]]
* [[/Drafts]]

Revision as of 00:26, 31 May 2011

/WMF Strategic Plan: Fit to WMAU
/Stakeholder analysis
/SWOT analysis
/Examination of SOPs for WMAu
Wikimedia Movement Strategic Plan Summary

Suggested Process

Idea Generation


  • Assess resources (money, skills, member enthusiasm, etc) required to each item (how feasible is it given WMAU's likely resources)
  • Assess how long it is likely to take
  • Assess the likely impact of the activity if successful
  • Assess the probability of success of each activity
  • Identify some Key Performance Indicators for the activity (preferably easy-to-measure ones)


  • Assess WMAU member interest in these activities


  • Priorities into the activities that WMAU will focus on, the activities we would support but not focus on, and everything else which is worthwhile but not where we will invest our resources. Prioritisation is the hard step and, in a volunteer organisation, the willingness of a number of members to say "Yes, I really am commmitted to this one" is probably the key driver. Not matter how important or worthwhile an activity is, it will go nowhere without people to drive it.
  • Set some KPI targets for the priority activities
  • Make rough budget allocations to the priority activities (say 60% of budget as large contributions to a few priority projects, 20% of budget as small contributions to a larger set of "supportable" projects that WMA members want to pursue, 10% reserved for exciting opportunities that are not foreseen and 10% for overheads).


  • Appoint coordinators for the priority projects, create mailing lists/Wiki spaces to support their activities, and get them running


  • Monitor projects quarterly (light weight) in terms of activity and progress on KPIs
  • Re-assess strategic plan and budget allocations annually