Strcb/581 competency 3 assessment and rubric | STRCB/581 | University of Phoenix

Copyright 2021 by University of Phoenix. All rights reserved.

STRCB/581 Competency 3 Assessment and Rubric
Course Title: Strategic Planning & Implementation

Competency Assessment Title: Strategic Plan

Total Number of Points: 100

Assignment Directions
Step 1: Develop a strategic business plan for the company that you used in Competencies 1 and 2.

Step 2: Analyze the plan to determine the probability of success, and to prevent the company from expending valuable resources on a plan that was not properly
designed. Share your strategic business plan with stakeholders.

Step 3: Create a 10- to 15-slide presentation for key stakeholders to solicit their approval of your strategic business plan. Ensure to use speaker notes to convey
the details you would give if you were presenting.

Include the following in your presentation:

• An introduction with mission and vision statements
• Core values, ethics, and social responsibility principles
• An analysis of the company’s:
• Internal environment (e.g. strengths and weaknesses related to resources, trademarks, patents, copyrights, or current processes)
• External environment (e.g. opportunities and threats related to market trends, economic trends, demographics, or regulations)
• An evaluation of the internal and external environment’s impact on achieving the company strategy
• A strategic objective for the company
• Short- and long-term goals for achieving the company’s strategic plan
• Determination of methods for collecting data and measuring success of the strategic plan

Include a reference page and detailed speaker notes.

STRCB/581 Competency 3 Rubric Page 2 of 3

Copyright 2021 by University of Phoenix. All rights reserved.

Competency Assessment Rubric

Assignment/Performance
Criteria

Mastery
100%

Meets Expectations
85%

Not Met
0%

1. Introduction with mission and
vision statements

(weight 13%)

The introduction thoroughly oriented
the reader to the company’s history,
products/services provided, and
target customers and the mission
and vision statements were clearly
and concisely stated using highly
detailed language that supports the
company’s strategic direction.

The introduction partially oriented
the reader to the company’s history,
products/services provided, and
target customers and the mission
and vision statements were clearly
and concisely stated using partially
detailed language that supports the
company’s strategic direction.

The introduction minimally oriented
the reader to the company’s history,
products/services, and target
customers and the mission and vision
statements were somewhat clearly
and concisely stated, but didn’t use
enough detailed language to support
the company’s strategic direction, or
the introduction and mission and
vision statements were not included.

2. Explanation of core values, ethics,
and social responsibility principles

(weight 12%)

The explanation of the core values,
ethics, and social responsibility
principles was fully developed and
thoroughly provided insight into the
connections between the company’s
core values, ethics, and social
responsibility principles, and its
strategic direction.

The explanation of the core
values, ethics, and social
responsibility principles was
partially developed and partially
provided insight into the
connections between the
company’s core values, ethics,
and social responsibility
principles, and its strategic
direction.

The explanation of the core values,
ethics, and social responsibility
principles was somewhat developed
and somewhat provided insight into
the connections between the
company’s core values, ethics, and
social responsibility principles, and
its strategic direction. Or there was
no explanation of the core values,
ethics, and social responsibility
principles.

3. Analysis of company’s internal
and external environment

(weight 20%)

The analysis was thoroughly
developed and thoroughly provided
insight into the connections between
the company’s internal environment
strengths and weaknesses and
external environment opportunities
and threats and its strategic
direction.

The analysis was partially
developed and partially provided
insight into the connections
between the company’s internal
environment strengths and
weaknesses and external
environment opportunities and
threats and its strategic direction.

The analysis was somewhat
developed and somewhat provided
insight into the connections between
the company’s internal environment
strengths and weaknesses and
external environment opportunities
and threats and its strategic direction,
or there was no analysis.

4. Evaluation of internal and
external environment’s impact on
achieving the company’s strategic

plan
(weight 20%)

The evaluation was thoroughly
developed and thoroughly provided
insight into the internal and external
environment’s impact on achieving
the company’s strategic plan.

The evaluation was partially
developed and partially provided
insight into the internal and external
environment’s impact on achieving
the company’s strategic plan.

The evaluation was somewhat
developed and somewhat provided
insight into the internal and external
environment’s impact on achieving
the company’s strategic plan, or there
was no evaluation.

STRCB/581 Competency 3 Rubric Page 3 of 3

Copyright 2021 by University of Phoenix. All rights reserved.

Assignment/Performance
Criteria

Mastery
100%

Meets Expectations
85%

Not Met
0%

5. Strategic objective

(weight 10%)
The strategic objective was
thoroughly developed and fully
supported the strategic direction of
the company.

The strategic objective was
partially developed and partially
supported the strategic direction
of the company.

The strategic objective was
somewhat developed and
somewhat supported the strategic
direction of the company, or there
was no strategic objective.

6. Short and long-term goals for
achieving the company’s strategic

plan
(weight 15%)

The short- and long-term goals were
thoroughly developed, thoroughly
provided insight for achieving the
company’s strategic plan, and all
goals were specific, measurable,
attainable, relevant, and timely.

The short- and long-term goals were
partially developed, partially
provided insight for achieving the
company’s strategic plan, and most
goals were specific, measurable,
attainable, relevant, and/or timely.

The short- and long-term goals were
somewhat developed, somewhat
provided insight for achieving the
company’s strategic plan, and some
goals were specific, measurable,
attainable, relevant, and/or timely, or
the short- and long-term goals are not
included.

7. Metrics for measuring success of
strategic plan

(weight 10%)

The methods for collecting data and
measuring success of the strategic
plan was thoroughly explained,
included specific examples for each
type of data, and thoroughly
explained how it will be measured.

.

The methods for collecting data
and measuring success of the
strategic plan was partially
explained, included specific
examples for most types of data,
and partially explained how it will be
measured.

The methods for collecting data and
measuring success of the strategic
plan was somewhat explained,
included specific examples for some
types, somewhat explained how it will
be measured, or the methods for
collecting data and measuring
success of the strategic plan were not
included.