Title: T5 Action Plan for the Application of Digital Technologies
Course: Strategic Planning for Digital Technology Implementation

Q: Match the abbreviations and definitions:
- internal strengths that can help to achieve the goal | S
- internal weaknesses that can work against the goal achievement | W
- external strengths that can help to achieve the goal | O
- external weaknesses that can work against the goal achievement | T

Q: Match the types of strategies with their definitions
- Corrective strategies | use strengths and opportunities to mitigate weaknesses and threats
- Defensive strategies | plans to neutralize weaknesses and threats
- Aggressive strategies | leverage strengths and opportunities for growth

Q: Strategy is a static document that represents the desired state in the future. What is its operationalization called? Select one answer.
- action plan (Correct! Action plans are operational descriptions of how to deliver the strategy.)
- agile plan (Incorrect! The correct answer is action plans. Agility, i.e., timely action in situations of rapid changes, is an important characteristic of managers when implementing action plans.)
- analytical plan (Incorrect! Although strategy operationalization plans include analytics and measurement of strategy achievement, the name of strategy operationalization is an action plan.)
- atmospheric plan (Incorrect! You probably chose this option as a joke :))
A: action plan

Q: Select 1 or more answers. The following should be associated with the activities in the action plan:
- deadlines (Correct!)
- owners (Correct!)
- resources (Correct!)
A: deadlines; owners; resources

Q: Select one or more answers. After we have attached deadlines, owners and resources to activities, we can also perform the following analyses:
- identify stress periods (Correct!)
- analyse owner workloads (Correct!)
- analyse the required resources (Correct!)
- achievement of KPIs (key performance indicators) of the respective objectives (Incorrect! We can only monitor the achievement of KPI goals once the strategy has begun to be implemented. After defining the deadlines, resources and holders of each activity, we can analyze the status of deadlines, holders and resources at a global level, i.e. at the level of all activities. This allows us to identify stressful periods, the workload of people and the total resources needed and, if necessary, correct certain activities.)
- define the D, d, g and G values of activity measures (Incorrect! These four activity measure values ​​are defined during the measure definition and are not directly related to deadlines, resources and owners. After defining the deadlines, resources and owners of each activity, we can analyze the status of deadlines, owners and resources at a global level, i.e. at the level of all activities. This allows us to identify stressful periods, people's workload and the total resources needed and, if necessary, correct certain activities.)
A: identify stress periods; analyse owner workloads; analyse the required resources

Q: Which of the listed perspectives (areas) from the BSC methodology is not included in the model for profit organizations? Select one answer.
- finance (Incorrect! Finance is part of the strategy map for both for‑profit and non‑profit organisations.)
- customers (clients) (Incorrect! Customers (clients) are part of the strategy map for both for‑profit and non‑profit organisations.)
- internal (business) processes (Incorrect! Internal (business) processes are part of the strategy map for both for‑profit and non‑profit organisations.)
- learning and growth (Incorrect! The learning and growth perspective is part of the strategy map for both for‑profit and non‑profit organisations.)
- vision (Correct! The vision perspective is not explicitly defined for for-profit organizations. However, as we can often see the vision of profit organizations in the context of finance, we can say that it is implicitly present through the perspective of finance.)
A: vision

Q: If the measure value of an objective is between D and d, then

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Select one answer.
- that objective is not being achieved to a satisfactory extent (Correct! Red color clearly suggests that the goal is not being achieved to a satisfactory extent. Depending on the proximity of the deadline for the goal realization, this situation may require making decisions in the direction of improving the goal realization.)
- the objective’s performance is satisfactory, but not yet at the desired level (Incorrect! Goal execution is satisfactory when the goal measure values ​​are between d and g.)
- the performance of the strategic objective is at a high level of satisfaction (Incorrect! The execution of a strategic goal is at a high level of satisfaction only when the achievement of the goal is above g.)
A: that objective is not being achieved to a satisfactory extent

Q: Which of the following methods and approaches are used as comprehensive systems when developing action plans?
- BSC (balanced scorecard)
- TQM (total quality management)
- OKR (objectives and key results)
- SWOT (strengths, weaknesses, opportunities, threats)
- TOWS (threats, opportunities, weaknesses, strengths)
A: BSC (balanced scorecard); TQM (total quality management); OKR (objectives and key results)

Q: Select one answer: If the performance of a strategic objective deviates significantly from expectations, then
- no actions need to be taken (Incorrect! Significant deviations of results from the plan require rapid resolution.)
- it is necessary to continue to monitor the execution of risks and take corrective action at the end of the strategic management cycle (Incorrect! Taking corrective measures at the end of the cycle is too late and will not help achieve the objective.)
- act quickly: analyse obstacles to objective performance and work to remove them (Correct!)
A: act quickly: analyse obstacles to objective performance and work to remove them

Q: Which of the above situations in the development of a strategic plan require additional analysis and reaction? Select one or more answers.
- the activity deadlines are well distributed across the strategic management cycle and realistically planned (Incorrect! This is a desirable situation and does not require a response.)
- the dean of the institution is the leader of all activities (Correct! This may be a case of the dean being overloaded as the person in charge of the activity and it is necessary to consider possible redistribution of the workload through delegation.)
- the total costs for implementing the activities significantly exceed the available budget (Correct! Financial resources are always limited. If we are already over budget in the plan, we have a problem that needs to be solved.)
- for strategy implementation we need licences that we already have (Incorrect! This situation is acceptable and does not require a special response.)
- the values of measures associated with activities can be easily determined at any time (Incorrect! This is a desirable situation and does not require a reaction. The problem would be if we defined a measure for an activity that is difficult to measure.)
A: the dean of the institution is the leader of all activities; the total costs for implementing the activities significantly exceed the available budget

Q: Select multiple answers. The following are included in material/technical resources:
- premises (Correct!)
- equipment (Correct!)
- software and licences (Correct!)
- project manager (Incorrect! The project manager is part of human resources, which are tracked separately.)
- travel costs (Incorrect! Travel costs are non‑material and a financial resource.)
A: premises; equipment; software and licences

Q: Order the steps in developing an action plan.
- SWOT analysis
- Creating the strategy
- Creating operational objectives
- Defining the measurement method (KPI)
- Defining value ranges
- Positioning operational objectives within perspectives
- Interdependencies among objectives
- Creating the map of objectives and measures
A: SWOT analysis / Creating the strategy / Creating operational objectives / Defining the measurement method (KPI) / Defining value ranges / Positioning operational objectives within perspectives / Interdependencies among objectives / Creating the map of objectives and measures

Q: Why is operationalization necessary for the implementation of strategic goals? Select one answer.
- Because strategic goals usually already have clearly defined activities and success measures. (Incorrect. Strategic goals are usually not concrete enough without further elaboration.)
- Because operationalization translates broad goals into concrete, measurable and time-bound activities. (Correct! Operationalization turns general strategic goals into specific activities, measures and deadlines.)
- Because operationalization eliminates the need for monitoring goals and reporting. (Incorrect. Monitoring and reporting remain key elements of implementation.)
- Because operationalization replaces the need for an action plan. (Incorrect. Operationalization is a prerequisite for a high-quality action plan, not its replacement.)
A: Because operationalization translates broad goals into concrete, measurable and time-bound activities.

Q: What is the purpose of using a SWOT analysis in the process of creating an action plan? Select one answer.
- SWOT is used exclusively to identify internal weaknesses of the organization. (Incorrect. SWOT also includes opportunities, threats and strengths — not only weaknesses.)
- SWOT enables the combination of strengths, weaknesses, opportunities and threats to develop strategies in the TOWS matrix. (Correct! SWOT provides the basis for creating SO, WT, WO and ST strategies and is directly used in the TOWS matrix.)
- SWOT replaces the need to define operational objectives. (Incorrect. SWOT does not replace operational objectives; it informs them.)
- SWOT is used only after the action plan is implemented, as an evaluation tool. (Incorrect. SWOT is used at the beginning of the process.)
A: SWOT enables the combination of strengths, weaknesses, opportunities and threats to develop strategies in the TOWS matrix.

Q: What is the key role of an action plan in implementing a digital technology strategy? Select one answer.
- It translates strategic goals into concrete tasks, assigns responsibilities and sets deadlines. (Correct! The action plan breaks the strategy into activities, responsibilities, timelines and resources, enabling operational implementation.)
- It serves as a replacement for the strategic document and defines the vision of digital transformation. (Incorrect. The action plan supports the strategy but does not define the vision.)
- It is used only for financial planning of digital projects. (Incorrect. Finances are only one part of an action plan.)
- It allows activities to be carried out without the need to measure success. (Incorrect. An action plan must include indicators of success.)
A: It translates strategic goals into concrete tasks, assigns responsibilities and sets deadlines.