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INTRODUCTION TO STRATEGIC FRAMEWORK A strategic framework is a structured way to understand a project proposal by helping to clearly define each key service objective and its customers. The framework then helps to identify the resources, partners, and innovations that might contribute to success. To be most effective, the strategic framework should work with one project-specific objective at a time. Strategic frameworks can be devised by one person and then presented to and reviewed by others, or they can be created through a facilitated group decision conference.

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WHAT IS IT? An analysis of the internal and external factors. The framework leads to an initial identification of potential resources, including partners, and to a closer look at potential uses for information technology and other innovations. The strategic framework helps project teams identify four factors (customers, resources, innovations, and partners) that will influence the definition, development, and operationalization of their project goals.

Customers are people or organizations who make use of the service you intend to provide Partners are willing participants in a joint enterprise who invest staff time, equipment, money, or credibility in the creation and operation of the service. Partners share costs, risks, and benefits and engage in active, trustful working relationships with one another.

Resources are something of value that is necessary to the success of the service. When using the strategic framework, it is usually useful to specify what resource(s) are associated with an organization, rather than just an organization's name.

Innovations are products and services that could be used to design, develop, or deliver a new service or to offer an existing service in a new way.

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WHAT IS IT GOOD FOR? Taking a high-level view. The framework lays out the full array of internal and environmental factors that can support a particular service objective by:

Identifying existing and potential partners to help achieve those objectives

Identifying information and other resources that will be needed Identifying innovative products and services that might be relevant Getting more specific about the customers of the service

Thinking "outside the box." Its focus on brainstorming resources, partners, and innovations pushes you to think more broadly about what is possible. Recognizing multiple roles. In using the framework, you are likely to find that specific people or organizations appear in more than one place. It need to discuss issues related to developing and managing relationships with an organization that may play a combination of roles. These different roles will be played by different people or units within the same organization. Refining objectives in light of what customers need and what the environment has to offer. Another strength of the strategic framework is its capacity to reveal different "points of view." You can experiment with this idea by completing separate frameworks from the points of view of two different customers. You are likely

to find that the resources, partners, and innovations that would make one customer happy, the other will not. Understanding this disparity will help you sharpen your service objective and will become an important point of departure when you move on to define the scope of your entire project. Narrowing the scope in a way that makes it customer-specific--or broaden it to include features needed to satisfy additional kinds of customers. 1.3 SOME LIMITATIONS Focuses on "enablers," but ignores barriers. Identify barriers through modelling, prototyping, and best practice reviews. Lacks the detail needed to craft a project plan or design a system. Most importantly, this tool does not deal directly with the availability or cost of identified innovations, resources, or partners. It focuses the attention on what is possible rather than what is practical. How To Construct a Strategic Framework

In planning the strategic framework, each department will have their own set of goals and objectives; however, they will be working together towards fulfilling the company's mission or major goal.

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JKR STRATEGIC FRAMEWORK

OUR PURPOSE To work as strategic partner with our clients to deliver outcomes of government policies and services. To be the leader in asset management, project management and engineering excellence for the nation. To deliver the nations infrastructure OUR VISION To become a world class service provider and centre of excellence in asset management, project management and engineering services for the development of nations infrastructure through creative and innovative human capital and state-of-the art technology.

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OUR MISSION Our mission is to contribute to the nation building through Helping our clients deliver policy outcomes and services through working with them as strategic partners

Standardising our processes and systems to deliver consistent outcomes Providing effective and innovative asset and project management Taking good care of the environment in delivering our services Strengthening our existing engineering competencies Building harmonious relationships with the community Upholding integrity in delivering our services Developing our human capital and new competencies

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OUR STRATEGY MAP In supporting the implementation of our National Mission and the achievement of our vision. JKR has developed a Strategy Map aligned to the five thrusts that will guide us through the journey. This Strategy Map assists us in : Articulating how JKR creates value for its stakeholders and summarise the critical values we want to provide for them. Displaying key priorities and relationships between outcomes (the what) and performance enablers (the how). Shows how one outcome leads to another, depicting the cause-effect relationship between the four major perspectives of JKRs performance. Providing a clear view of "how I fit in" for sectors, branches, units, teams and individuals. The Internal Process and Learning and Growth perspectives of the map are the enablers for the other two perspectives, i.e. stakeholders and customers. Cascading the scorecard throughout JKR and clearly mapping the various units and functions back to the JKR-wide map which is critical to the leveraging and ensuring alignment.

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OUR STRATEGIC THEMES i. Customer focus To be strategic partners with our customers & increase their involvement & satisfaction with our services ii. Asset management To ensure all physical assets continue to deliver the desired outcomes with efficient use of short and long term resources. iii. Performance Measurement & Reporting To achieve our objectives and deliver accountability, performances are continually measured and gaps are

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Strategic Competency Development To create a system to develop competent workforce to match the right people to the right job & to measure performance for continuous improvement

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Standardisation To standardise our processes & skills to provide consistent & reliable services Earned value
To establish a project progress evaluation system anchored to schedule performance, quality & value

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Leveraging on ICT To streamline our business process, and communication system through the use of ICT, thus improving our effectiveness & efficiency

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Effective Implementation of Malaysian 5-Year Plan

To ensure projects are implemented through appropriate procurement methodologies to meet customer needs and outcomes

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Centre of technology in govermnet