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    Resources » The 5 Step Process of Strategic Planning

    The 5 Step Process of Strategic Planning
    by Jive Guest Author Thursday, November 16th, 2017.

    Strategic plans help identify what an organization is striving to become and maps out the necessary steps needed to get there. It used to be that strategic plans would go out for ten years, but organizations today typically look 2-3 years down the road—some industries just plan every year.

    Developing a strategic plan is a multi-step process and one step builds off of the other. To begin the process the organization needs to have a passion for what they are doing and a clear idea of what they want to achieve.

    5 Step Process for Developing a Strategic Plan

    Step 1: Write a Vision Statement

    A Vision Statement is a statement (typically 2-3 sentences) that gives the reader (and more importantly, the organization) a mental picture of what the organization hopes to become or what the organization hopes to achieve.

    It is important to understand where an organization is going before it can develop a strategic plan for how to get there. The value of a vision statement is that is gives leadership and employees a shared goal.

    Example Vision Statement : “ABC Dry Cleaners will be the premier professional laundry of the metropolitan area by providing unmatched customer service and cleaning services that exceed the competition.”

    Example Vision Statement Step 2: Write a Mission Statement

    A Mission Statement is an explanation of why an organization exists and the path it will take to achieve its vision. Mission statements are typically shorter than a vision statement but not always and are organization specific. This is a statement that describes what the organization is passionate about and why it exists.

    Example Mission Statement : We exist to “help our customers care for and extend the life of their clothes investment.”

    Example Mission Statement Step 3: Perform a Gap Analysis

    A gap analysis is a process an organization goes through to identify the gaps between its current state and its vision. To do a gap analysis, simply look at where the organization is and compare it to where it hopes to be.

    This process typically involves a step of researching data outside the organization as well as taking a good hard look at data within the organization. Examples of gaps an organization might look at would be:

    Step 4: Write SMART Goals

    Write SMART goals for 2-3 years out (some organizations choose to go shorter or longer depending on the organization).

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    Timesheet approval is useful if you need tighter control over edits made to time and expense entries. It allows project managers and administrators to review and approve timesheets for other users; once a timesheet is approved, the time and expense entries for that week are locked and can only be edited by administrators.

    Note: It’s always possible to report on and invoice for tracked time and expenses, regardless of whether they’ve been approved.

    Activating Timesheet Approval

    You can activate timesheet approval by doing the following:

    If you decide later that you don’t need timesheet approval, just head back to your Choose Modules page and uncheck the Timesheet Approval box.

    Keep in mind that removing the timesheet approval module will not unlock timesheets that have been approved and locked—if you want to edit any timesheets, you’ll need to go back and manually unlock them (more on that in the Unlocking Timesheets section of this article!) while timesheet approval is still enabled.

    Submitting and Approving Time and Expenses

    How to Submit Time and Expenses

    Time and expenses are submitted and approved together—it’s not possible to submit or approve time or expenses.

    After submission, timesheets can still be edited until they’re actually approved. Approvers will always see the most up-to-date entries.

    Approving a timesheet locks the entries for the entire week, so be sure to only submit your timesheet once the week is over!

    Who Can Approve Time and Expenses

    Approving Time and Expenses

    To approve submitted timesheets, project managers and administrators can head over to Time > Pending Approval and do one of the following:

    Timesheets cannot be rejected. However, if a timesheet needs to be changed before being approved, you have two choices:

    Archived Timesheets

    All pending and approved timesheets for the entire history of your account are kept in Time > Archive .

    Unlocking Timesheets

    If you need to unlock an approved timesheet, head over to Time > Archive and click into the timesheet in question. Then click the button at the bottom right to Withdraw Approval .

    For more information on unlocking time and expense entries, check out our article on How to Unlock a Timesheet

    Timesheet Submission Emails

    Project managers will get an email alert when someone submits time or expenses to projects they manage. If a project has no manager, then all of the administrators in your account will get the email alert.

    If you would like to turn off timesheet submission emails:

    Timesheet Reminders

    You can always check on any outstanding timesheets by heading over to Time > Unsubmitted . If you need to remind your users to submit their timesheets, you can either send individual reminders or set up automatic reminders to be sent each week to everyone in your account.

    Sending One-Time Reminders

    Sending Automatic Reminders

    Automatic reminders are sent at 4 pm (in your account’s time zone) on the day you choose. Reminders sent on Monday, Tuesday, or Wednesday are reminders to submit the timesheet for the previous week. Reminders sent on Thursday or Fridays are reminders to submit the timesheet for the current week. In either case, reminders will only be sent to people who haven’t already submitted their timesheet for the applicable week.

    To set up a reminder:

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    Posted on: 05/10/18 | Author: Communications | Categories: All Posts , Feature Story

    Precision measurement of the proton’s weak chargenarrows the search for new physics.

    Dr. Jeff Martin, © UWinnipeg

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    is one of the Canadian researchers that played a major role in an international collaboration that hasgained new insight into the most elusive of the four fundamental forces in nature, theweak force. The Q-weak experiment has revealed the strength of the weak force’s gripon the proton, by measuring the proton’s weak charge to high precision. The researchwas carried out using the high quality polarized electron beam available at theContinuous Electron Beam Accelerator Facility, at the US Department of Energy’sThomas Jefferson National Accelerator Facility.The result, published recently in N atu re , also narrows the search for new particles that could influence the behavior of matter at very short distance scales.

    “The UWinnipeg team was in charge of two major particle detectors that we built in order to carry out the experiment,” explains Martin. “Our contribution was an important part of the overall Canadian effort on this international science project. One of the detectors was totally novel, being made out of synthetic diamond and itself setting a new standard for precision measurements.”

    The proton’s weak charge is analogous to its more familiar electric charge, a measureof the influence the proton experiences from the electromagnetic force. These twointeractions are closely related in the Standard Model of particle physics, a highlysuccessful theory that describes the electromagnetic and weak forces as two differentaspects of a single force that interacts with subatomic particles. Despite its success, theStandard Model has a number of shortcomings, such as the large number ofparameters that are constrained only by experiment, or the absence of a clearexplanation for the existence of dark matter. The proton’s weak charge can bepredicted very precisely in the Standard Model, and a precise measurement then canbe used to look for hints of new physics, via deviations from the Standard Modelprediction.

    To measure the proton’s weak charge, an intense beam of electrons was directed ontoa target containing cold liquid hydrogen, and the electrons scattered from this targetwere detected in a precise, custom-built measuring apparatus. The key to the Q-weakexperiment is that the electrons in the beam were highly polarized – prepared prior toacceleration to be mostly “spinning” in one direction, parallel or anti-parallel to the beamdirection. With the direction of polarization rapidly reversed in a controlled manner, theexperimenters were able to latch onto the weak interaction’s unique property of parity(spatial inversion) violation, in order to isolate its tiny effects to high precision: a differentscattering rate by about 2 parts in 10 million was measured for the two beampolarization states.


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