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ASTM International Officers’ Training WorkshopSeptember 11-12, 2006Pat Picariello, Director, Developmental Operations

Strategic Planning & New Activity Development

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Strategic Planning

Strategic Planning is one of the most significant components of a healthy committee because it

• Reinforces the assets and attributes of the committee

making it stronger

• Provides direction and focus

• Moves actions toward a desired result

• Maximizes potential

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The Strategic Planning Process

Survey current status

Identify future directions and needs

Define goals and priorities

Develop implementation plan

Achieving success

Measuring progress

Re-assessing status

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Survey Current Status

Committee Overview

Standards Development Profile

Use of Standards in Marketplace

Accessories

Strengths/Weaknesses

Participation vs Players

International Considerations

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ID Future Direction & Needs

New Activities

Emerging Trends

Ask the Customer

Research Program Focus

Think Beyond Standards

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Define Goals & Priorities

Goal must include concise statement of purpose, time schedule, and some measurement indicator

Set priorities based on need and resources

BE REALISTIC

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Develop Implementation Plan

Ensure plan will take you toward goal

Need buy-in from all affected

Plan needs to be understandable and realistic

Divide plan into major milestones

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Strategic Planning can’t stop With the Plan

Biggest problem with strategic planning is losing momentum with implementation

The hard truth is that the best plan is the one that actually gets implemented

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Achieving SUCCESS

Simple and clear

Use target dates

Must have accountability

Regularly review progress

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Measuring Progress

Return to implementation plan

Hold people accountable to assignments

Execute corrective action and adjust schedules

Reward accomplishments

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Incorporating Planning into Committee Structure

Force planning as a priority

Function of Executive Subcommittee or Ad Hoc Group

Regular communication with committee members

Need to know the pulse of the industry – solicit external input if needed

Use staff resources

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New Activity Development

Critical to continued relevance of the committee/subcommittee through the generation of:

• New Content

• New Membership

• New Ideas

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Initiation of New Activities

Members/Technical Committee

Government Agency

Trade Association

Professional Society

Manufacturer

Individual

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Potential Areas for Activity

New Technology & Products

Marketplace Issues

Regulatory Issues

Topics of Controversy

Research Sources

International Considerations

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New Activity Proposal

What factors are driving the request?

What is the expected benefit & use of the product?

Is time a factor?

What expertise is required?

What organizations & trade publications are relevant to the activity?

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Development Process

Identification of Industry Needs & Use

Search for Existing Activities

Analyze Interest

Evaluate Viability

Match ASTM Capabilities with Industry Objectives

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New Standards Development Activity

Strategic Planning

Identification of Expertise, Leadership, & Related Organizations

Hold Appropriate Meetings

Networking

Follow-up Publicity & Membership Promotion

Project Funding & Research Needs (if necessary)

Identification of Other ASTM Products

ASK QUESTIONS

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New Activity = New Approach

SDO as Service Provider: Competition Model

Identify Need & Usage

Establish Goals

• Tangible vs. Theoretical

Identify Tools to Accelerate Development of Information

Establish Timeline for Completion

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Conclusion

There are different ways to accomplish a goal

Don’t bring a knife to a gun fight

Flexibility, Flexibility, Flexibility

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Questions?

Pat Picariello

610.832.9720

ppicarie@astm.org

ASTM Website

www.astm.org