In the strategic planning meeting held by the organization, there were attempts to define the strategy and directions to be taken the coming year and make the proper decisions on the allocation of applicable resources. The administrator had a comprehensive presentation explaining the prospective plans of establishing the two primary satellite care centers in the growing suburbs. These would be manned by four family practitioners and support staff. There were, however, objections on the conclusion and one of the senior physicians strongly opposed the project claiming it would be a waste of expenditure and time particularly due to the already busy schedules the organization had that was collecting a considerable amount of revenue.
In order to establish the future direction of the organization, it is proper to understand its current state and position as well as the possible avenues through which it can invest in particular plans for action. A monitoring and controlling process will be of significance to oversee all the metrics and tasks needed to ensure that the proposed project is within the scope, time, risk and budget of the organization to allow for the successful procession to a project with minimal risk. With regard to the concerns of the physician, it is necessary for the group to execute a number of actions including an analytical comparison of the actual performance and the expected performance, risk monitoring and control, performance quality control, scope control, cost control and integrated control and consequent changes made to the baselines of the progress measurement (Patrick & Suzanne, 1993). This will catalyze change control and help in decision making, yield an outcome with positive differences and to help observe the project execution. An assessment of any potential problems in a timely manner for corrective action to be taken will similarly be effective to control the project execution (Patrick & Suzanne, 1993).
The organization should, therefore, take the necessary steps to align their future project with the success measures of its stakeholders. Differences within the team are a regular and healthy occurrence as well positive changes that promote growth and development. The establishment of the satellite centers is an example of such a change that should be implemented and fully exploited (John, 1974). The organization will only be required to circumvent the change control to make sure approved changes are made. This is to reduce possible risks but still maintain the viability of the project.
References
Argenti, J. (1974). Systematic corporate planning. New York: Wiley.
Burkhart, P. J., & Reuss, S. (1993). Successful strategic planning: a guide for nonprofit agencies and organizations. Newbury Park, CA: Sage Pubs..
