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31-666: GPRA may refer to: Government Performance and Results Act Provisional Government of the Algerian Republic Topics referred to by the same term [REDACTED] This disambiguation page lists articles associated with the title GPRA . If an internal link led you here, you may wish to change the link to point directly to the intended article. Retrieved from " https://en.wikipedia.org/w/index.php?title=GPRA&oldid=932854085 " Category : Disambiguation pages Hidden categories: Short description

62-690: A SWOT assessment. Strategy Safari and other books identified Kenneth R. Andrews as the co-author of Business Policy: Text and Cases who was responsible for writing the theoretical part of the book containing the SWOT components. More generally, Mintzberg et al. attributed some conceptual influences on what they called the "design school" (of which they were strongly critical) to earlier books by Philip Selznick ( Leadership in Administration , 1957) and Alfred D. Chandler Jr. ( Strategy and Structure , 1962), with other possible influences going back to

93-406: A basis for the analysis of internal and environmental factors. SWOT analysis may also be used in pre-crisis planning, preventive crisis management , and viability study recommendation construction. SWOT analysis can be used to build organizational or personal strategy. Steps necessary to execute strategy-oriented analysis involve identifying internal and external factors, selecting and evaluating

124-775: A few other minor programs. These were some of the many unsuccessful programs that tried to establish Federal Performance Budgeting. Where these other bills failed to receive enough legislative approval to be made into law, the GPRA was successfully approved by both Congress and the President. To ensure the GPRA continued to have a lasting impact, President Obama signed the Government Performance and Results Modernization Act of 2010 into law on January 4, 2011. The GPRA has fully served its intended purpose of agency goal reporting and achieving for twenty three years. This act

155-542: A given project: Constraints consist of: calendar of tasks and activities, costs, and norms of quality. The " k " constant varies with each project (for example, it may be valued at 1.3). In 1965, three colleagues at the Long Range Planning Service of Stanford Research Institute —Robert F. Stewart, Otis J. Benepe, and Arnold Mitchell —wrote a technical report titled Formal Planning: The Staff Planner's Role at Start-Up . The report described how

186-433: A highly-cited 1997 critique, "SWOT Analysis: It's Time for a Product Recall", Terry Hill and Roy Westbrook observed that one among many problems of SWOT analysis as often practiced is that "no-one subsequently used the outputs [of SWOT analysis] within the later stages of the strategy". Hill and Westbrook, among others, also criticized hastily designed SWOT lists. Other limitations of SWOT practice include: preoccupation with

217-685: A person in the role of a company's staff planner would gather information from managers assessing operational issues grouped into four components represented by the acronym SOFT: the "satisfactory" in present operations, "opportunities" in future operations, "faults" in present operations, and "threats" to future operations. Stewart et al. focused on internal operational assessment and divided the four components into present (satisfactory and fault) and future (opportunity and threat), and not, as would later become common in SWOT analysis, into internal (strengths and weaknesses) and external (opportunities and threats). Also in 1965, four colleagues at

248-483: A published lecture, mentioned "the mnemonic, familiar to students, of S.W.O.T., namely strengths, weaknesses, opportunities, threats". An early example of a 2 × 2 SWOT matrix is found in a 1980 article by management professor Igor Ansoff (but Ansoff used the acronym T/O/S/W instead of SWOT). SWOT analysis is described in very many publications. A few examples of books that describe SWOT analysis and are widely held by WorldCat member libraries and available in

279-473: A rational undertaking. Its principal subactivities include identifying opportunities and threats in the company's environment and attaching some estimate of risk to the discernible alternatives. Before a choice can be made, the company's strengths and weaknesses must be appraised. Looking back from three decades later, in the book Strategy Safari (1998), management scholar Henry Mintzberg and colleagues said that Business Policy: Text and Cases "quickly became

310-414: A single strength, such as cost control, leading to a neglect of weaknesses, such as product quality; and domination by one or two team members doing the SWOT analysis and devaluing possibly important contributions of other team members. Many other limitations have been identified. Business professors have suggested various ways to remedy the common problems and limitations of SWOT analysis while retaining

341-529: Is also key. On January 4, 2011, President Obama signed H.R. 2142 , the GPRA Modernization Act of 2010 (GPRAMA), into law as Pub. L.   111–352 (text) (PDF) . Section 10 requires agencies to publish their strategic and performance plans and reports in machine-readable formats. StratML is such a format. Agencies are required to identify "key factors external to the agency and beyond its control that could significantly affect

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372-446: Is different from Wikidata All article disambiguation pages All disambiguation pages Government Performance and Results Act The GPRA Modernization Act of 2010 took the existing requirements of the 1993 act and developed a more efficient and modern system for government agencies to report their progress. The Government Performance Act was signed by President Clinton on August 3, 1993 but not implemented until

403-410: Is known as its strategic fit . Internal factors may include: External factors may include: A number of authors advocate assessing external factors before internal factors. SWOT analysis has been used at different levels of analysis , including businesses , non-profit organizations , governmental units , and individuals . It is often used alongside other frameworks, such as PEST , as

434-615: The Harvard Graduate School of Business Administration —Edmund P. Learned, C. Roland Christensen, Kenneth R. Andrews , and William D. Guth—published the first of many editions of the textbook Business Policy: Text and Cases . ( Business policy was a term then current for what has come to be called strategic management. ) The first chapter of the textbook stated, without using the acronym, the four components of SWOT and their division into internal and external appraisal: Deciding what strategy should be is, at least ideally,

465-556: The McKinsey consulting firm in the 1930s. By the end of the 1960s, the four components of SWOT (without using the acronym) had appeared in other publications on strategic planning by various authors, and by 1972 the acronym had appeared in the title of a journal article by Norman Stait, a management consultant at the British firm Urwick, Orr and Partners. By 1973, the acronym was well-known enough that accountant William W. Fea, in

496-430: The GPRA is for agencies to establish their goals and performance needed to achieve success in the particular agency or program. It also calls for agencies to clearly state their operational process, budgeting strategies, technology and skill positions, as well as, other resources necessary to meeting goals. Providing a strategy to compare the actual achievements of an agency to those performance goals they set out to achieve

527-544: The President and to Congress. The results can be accessed by the public once they are published. SWOT analysis This is an accepted version of this page In strategic planning and strategic management , SWOT analysis (also known as the SWOT matrix , TOWS , WOTS , WOTS-UP , and situational analysis ) is a decision-making technique that identifies the strengths, weaknesses, opportunities, and threats of an organization or project. SWOT analysis evaluates

558-427: The SWOT framework. Michael Porter developed the five forces framework as a reaction to SWOT, which he found lacking in rigor and too ad hoc . SOAR (strengths, opportunities, aspirations, and results) is an alternative technique inspired by appreciative inquiry . SOAR has been criticized as having similar limitations as SWOT, such as "the inability to identify the necessary data". In project management,

589-473: The achievement of the general goals and objectives". Implementation of the act was led by the Office of Management and Budget which was led by Jeffrey Zients and his associate Shelley H. Metzenbaum . Each report includes a list of performance goals for each program. This includes indicators that help measure the outcome for each goal. The performance achieved with a comparison with the performance levels and

620-432: The alternative to SWOT known by the acronym SVOR (Strengths, Vulnerabilities, Opportunities, and Risks) compares the project elements along two axes: internal and external, and positive and negative. It takes into account the mathematical link that exists between these various elements, considering also the role of infrastructures. The SVOR table provides an intricate understanding of the elements hypothesized to be at play in

651-528: The company's marketing analysis. Although the SWOT analysis was originally designed for business and industries, it has been used in non-governmental organisations as a tool for identifying external and internal support to combat internal and external opposition for successful implementation of social services and social change efforts. Understanding particular communities can come from public forums, listening campaigns, and informational interviews and other data collection. SWOT analysis provides direction to

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682-550: The competitive strengths and weaknesses of each competitor in the market. This process may involve analysing competitors' cost structures, sources of profits, resources and competencies, competitive positioning, product differentiation , degree of vertical integration , historical responses to industry developments, among other factors. Relevant marketing research methods may include: Marketing managers may also design and oversee various environmental scanning and competitive intelligence processes to help identify trends and inform

713-503: The four components with another to examine four distinct strategies: A SWOT analysis can be used to generate matching and converting strategies. Matching refers to seeking competitive advantage by matching strengths to opportunities. Conversion refers to converting weaknesses or threats into strengths or opportunities. An example of a conversion strategy is to buy off a threat through collaboration or merger. In competitor analysis , marketers can use SWOT analysis to detail and profile

744-443: The goals they had set for the year. If the performance goal was not met for that fiscal year, an explanation has to be given for why the goals that were proposed were not met. Following up the explanation, they have to give a written plan of what they will do to meet their goals the following fiscal year. They have to give a description of how each goal was useful and how effective it was to the final result. These results will be sent to

775-432: The most important factors, and identifying relationships between internal and external features. For instance, strong relations between strengths and opportunities can suggest good conditions in the company and allow using an aggressive strategy. On the other hand, strong interactions between weaknesses and threats could be analyzed as a warning to use a defensive strategy. One form of SWOT analysis combines each of

806-435: The most popular classroom book in the field", widely diffusing its authors' ideas, which Mintzberg et al. called the "design school" model (in contrast to nine other schools that they identified) of strategic management, "with its famous notion of SWOT" emphasizing assessment of a company's internal and external situations. However, the textbook contains neither a 2 × 2 SWOT matrix nor any detailed procedure for doing

837-420: The next stages of the change process . It has been used by community organizers and community members to further social justice in the context of social work practice, and can be applied directly to communities served by a specific nonprofit or community organization. SWOT analysis is intended as a starting point for discussion and not to, in itself, show managers how to achieve a competitive advantage. In

868-595: The static nature of the analysis, the influence of personal biases in identifying key factors, and the overemphasis on external factors, leading to reactive strategies. Consequently, alternative approaches to SWOT have been developed over the years. The name is an acronym for four components: Results of the assessment are often presented in the form of a matrix . Strengths and weaknesses are usually considered internal, while opportunities and threats are usually considered external. The degree to which an organization's internal strengths matches with its external opportunities

899-456: The strategic position of organizations and is often used in the preliminary stages of decision-making processes to identify internal and external factors that are favorable and unfavorable to achieving goals. Users of a SWOT analysis ask questions to generate answers for each category and identify competitive advantages . SWOT has been described as a "tried-and-true" tool of strategic analysis, but has also been criticized for limitations such as

930-631: The year 1999. From the time it was signed, the government focused on data collection and preparation for the following fiscal year. The fiscal year for the federal budget always starts October 1 and ends September 30 the following year. Before the GPRA was enacted, there was an attempted piece of legislation in the 1960s trying to fulfill the task the GPRA now achieves; it was called the Program Planning and Budgeting System. Similar legislation also attempted to approach performance management such as Zero-Based Budgeting , Total Quality Management , and

961-476: Was established to gain the trust of the American people. The government will be held accountable for all programs' results to be achieved. The Office of Management and Budget (OMB) is tasked pursuant to the GPRA with producing an annual report on agency performance. This is produced with the President's annual budget request. The Executive branch oversees the implementation of the GPRA. The key component of

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