What is SWOT - Revision history

S123368: /* Limitations and critiques of SWOT */

2019-03-01T09:32:42Z

Limitations and critiques of SWOT

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	* How much control does the organization have over each SWOT factor?		* How much control does the organization have over each SWOT factor?
	* How much does each SWOT factor cost or benefit the organization?		* How much does each SWOT factor cost or benefit the organization?
	By using the above two questions in SWOT, it will further enhance SWOTs usability<ref name=''1'' />		By using the above two questions in SWOT, it will further enhance SWOTs usability<ref name=''1''> ''https://onlinelibrary-wiley-com.proxy.findit.dtu.dk/doi/pdf/10.1002/9780470592663.ch24'' </ref>

	= Conclusion =		= Conclusion =

S123368: /* Critical success factors */

2019-03-01T09:32:32Z

Critical success factors

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	= Critical success factors =		= Critical success factors =
	There is always some critical success factor, when using a tool and SWOT is not excluded<ref name=''1'' />. Here are a couple of points to be aware of if you want a good SWOT:		There is always some critical success factor, when using a tool and SWOT is not excluded<ref name=''1''> ''https://onlinelibrary-wiley-com.proxy.findit.dtu.dk/doi/pdf/10.1002/9780470592663.ch24'' </ref>. Here are a couple of points to be aware of if you want a good SWOT:

	1. Information shared by stakeholders within a SWOT analysis should never be used to play the blame game, but it should be a basis for continuous improvement		1. Information shared by stakeholders within a SWOT analysis should never be used to play the blame game, but it should be a basis for continuous improvement

S123368: /* How to conduct SWOT */

2019-03-01T09:32:02Z

How to conduct SWOT

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	Where after you put the factors for Strengths, Weaknesses, Threats according to in “Handbook of Improving performance in the Workplace”<ref name=''2''> ''Handbook of Improving Human Performance Technology Third Edition Principles, Practices, and Potential, James A. Pershing Editor Foreword by Harold D. Stolovitch and Erica J. Keeps'' </ref>, to rank with numbers from 1-5 how much it is under your control and for enhancers and inhibitors.		Where after you put the factors for Strengths, Weaknesses, Threats according to in “Handbook of Improving performance in the Workplace”<ref name=''2''> ''Handbook of Improving Human Performance Technology Third Edition Principles, Practices, and Potential, James A. Pershing Editor Foreword by Harold D. Stolovitch and Erica J. Keeps'' </ref>, to rank with numbers from 1-5 how much it is under your control and for enhancers and inhibitors.

	5. Synthesizing SWOTs: After the previous step, now the data can be collected, and the data can be shown visually, there is an example in the “Handbook of Improving performance in the Workplace”<ref name=''Handbook of Improving Human Performance Technology Third Edition Principles, Practices, and Potential, James A. Pershing Editor Foreword by Harold D. Stolovitch and Erica J. Keeps''> >		5. Synthesizing SWOTs: After the previous step, now the data can be collected, and the data can be shown visually, there is an example in the “Handbook of Improving performance in the Workplace”<ref name=''2''> ''Handbook of Improving Human Performance Technology Third Edition Principles, Practices, and Potential, James A. Pershing Editor Foreword by Harold D. Stolovitch and Erica J. Keeps'' </ref>

	6. Interpreting findings and deliberating action: Now it is the time to decide upon, which and how to act upon the findings. There are a few actions to take according to what the factors are. Monitor: The factors which are neither enhancer nor inhibitors. Mitigate Threats and Exploit Opportunities: Actions are to be taken, if it is seen that there are threats that will hinder the project, likewise with opportunities, it is supposed to be exploited if it will add value. Lastly, Confront Weaknesses and Leverage Strengths: Because these factors are internal, it is easier to control them, therefore strengths should be leveraged to help achieve desired results and weaknesses should be confronted.		6. Interpreting findings and deliberating action: Now it is the time to decide upon, which and how to act upon the findings. There are a few actions to take according to what the factors are. Monitor: The factors which are neither enhancer nor inhibitors. Mitigate Threats and Exploit Opportunities: Actions are to be taken, if it is seen that there are threats that will hinder the project, likewise with opportunities, it is supposed to be exploited if it will add value. Lastly, Confront Weaknesses and Leverage Strengths: Because these factors are internal, it is easier to control them, therefore strengths should be leveraged to help achieve desired results and weaknesses should be confronted.

S123368 at 09:29, 1 March 2019

2019-03-01T09:29:22Z

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	* To what degree is each factor an enhancer or an inhibitor of performance?		* To what degree is each factor an enhancer or an inhibitor of performance?

	Where after you put the factors for Strengths, Weaknesses, Threats according to in “Handbook of Improving performance in the Workplace”<ref name=''Handbook of Improving Human Performance Technology Third Edition Principles, Practices, and Potential, James A. Pershing Editor Foreword by Harold D. Stolovitch and Erica J. Keeps''> , to rank with numbers from 1-5 how much it is under your control and for enhancers and inhibitors.		Where after you put the factors for Strengths, Weaknesses, Threats according to in “Handbook of Improving performance in the Workplace”<ref name=''2''> ''Handbook of Improving Human Performance Technology Third Edition Principles, Practices, and Potential, James A. Pershing Editor Foreword by Harold D. Stolovitch and Erica J. Keeps'' </ref>, to rank with numbers from 1-5 how much it is under your control and for enhancers and inhibitors.

	5. Synthesizing SWOTs: After the previous step, now the data can be collected, and the data can be shown visually, there is an example in the “Handbook of Improving performance in the Workplace”<ref name=''Handbook of Improving Human Performance Technology Third Edition Principles, Practices, and Potential, James A. Pershing Editor Foreword by Harold D. Stolovitch and Erica J. Keeps''> >		5. Synthesizing SWOTs: After the previous step, now the data can be collected, and the data can be shown visually, there is an example in the “Handbook of Improving performance in the Workplace”<ref name=''Handbook of Improving Human Performance Technology Third Edition Principles, Practices, and Potential, James A. Pershing Editor Foreword by Harold D. Stolovitch and Erica J. Keeps''> >
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	== When to use SWOT ==		== When to use SWOT ==
	Here are just a few to show when it is applicable to use SWOT, and these mentioned components are also included in something called Human Performance Technology (HPT), which can deepen your understanding on SWOT, but it is not necessary<ref name=''4''> ''~~https://www~~.~~projectsmart~~.co.~~uk/swot-analysis-in-project-management.php~~'' </ref>.		Here are just a few to show when it is applicable to use SWOT, and these mentioned components are also included in something called Human Performance Technology (HPT), which can deepen your understanding on SWOT, but it is not necessary<ref name=''2''> ''Handbook of Improving Human Performance Technology Third Edition Principles, Practices, and Potential, James A. Pershing Editor Foreword by Harold D. Stolovitch and Erica J. Keeps'' </ref>

	1. In performance analysis		1. In performance analysis

S123368: /* How to conduct SWOT */

2019-03-01T09:27:19Z

How to conduct SWOT

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	When monitoring the internal and external environment of a program for change over time, for tracking new SWOTs as they emerge, and for documenting for previously existing SWOTs as they become less influential on a program		When monitoring the internal and external environment of a program for change over time, for tracking new SWOTs as they emerge, and for documenting for previously existing SWOTs as they become less influential on a program
	Besides these quite general categories within HPT practice, SWOT can also be a great to use within<ref name=''1'' />:		Besides these quite general categories within HPT practice, SWOT can also be a great to use within<ref name=''1''> ''https://onlinelibrary-wiley-com.proxy.findit.dtu.dk/doi/pdf/10.1002/9780470592663.ch24'' </ref>:
	* Appreciative inquiry – To clarify the organization’s strengths and opportunities		* Appreciative inquiry – To clarify the organization’s strengths and opportunities
	* Benchmarking – To identify possible opportunities and threats		* Benchmarking – To identify possible opportunities and threats

S123368 at 09:25, 1 March 2019

2019-03-01T09:25:04Z

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	5. Draw conclusions: Decide if the project is a go or a no-go based on the negative and positive relative. Maybe you are already on a project, but want to see how the situation is, then you need to decide what to do about the information you got out of SWOT.		5. Draw conclusions: Decide if the project is a go or a no-go based on the negative and positive relative. Maybe you are already on a project, but want to see how the situation is, then you need to decide what to do about the information you got out of SWOT.

	According to the Myriad guideline<ref name=''1'' />, there exist a way to conduct SWOT, in a bit of a different manner.		According to the Myriad guideline<ref name=''1''> ''https://onlinelibrary-wiley-com.proxy.findit.dtu.dk/doi/pdf/10.1002/9780470592663.ch24'' </ref>, there exist a way to conduct SWOT, in a bit of a different manner.

	1. Recruiting stakeholders: This phase’s idea is simply to try to include your stakeholders. According to the book; Exploring Corporate Strategy by Gerry Johnson, Kevan Scholes and Richard Whittington, you can map your stakeholders according to their interest in a project. If you google “Power-interest matrix”, you can see how you should approach your stakeholders in relative to “Interest” and “Power”		1. Recruiting stakeholders: This phase’s idea is simply to try to include your stakeholders. According to the book; Exploring Corporate Strategy by Gerry Johnson, Kevan Scholes and Richard Whittington, you can map your stakeholders according to their interest in a project. If you google “Power-interest matrix”, you can see how you should approach your stakeholders in relative to “Interest” and “Power”
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	3. Identifying and categorizing SWOTs: Now when the stakeholders are in the groups, they should start to work on the SWOT.		3. Identifying and categorizing SWOTs: Now when the stakeholders are in the groups, they should start to work on the SWOT.

	4. Analyzing SWOTs: In “Handbook of Improving performance in the Workplace” Volume 2<ref name=''2'' />, there is a figure showing, on how they are analyzing the SWOT factors within a Construction Company. Similar should be done. Hereafter, two additional questions should be asked:		4. Analyzing SWOTs: In “Handbook of Improving performance in the Workplace” Volume 2<ref name=''Handbook of Improving Human Performance Technology Third Edition Principles, Practices, and Potential, James A. Pershing Editor Foreword by Harold D. Stolovitch and Erica J. Keeps''> ''https://www.professionalacademy.com/blogs-and-advice/marketing-theories---swot-analysis'' </ref>, there is a figure showing, on how they are analyzing the SWOT factors within a Construction Company. Similar should be done. Hereafter, two additional questions should be asked:

	* To what degree is each factor internally or externally controlled?		* To what degree is each factor internally or externally controlled?
	* To what degree is each factor an enhancer or an inhibitor of performance?		* To what degree is each factor an enhancer or an inhibitor of performance?

	Where after you put the factors for Strengths, Weaknesses, Threats according to in “Handbook of Improving performance in the Workplace”<ref name=''2'' />, to rank with numbers from 1-5 how much it is under your control and for enhancers and inhibitors.		Where after you put the factors for Strengths, Weaknesses, Threats according to in “Handbook of Improving performance in the Workplace”<ref name=''Handbook of Improving Human Performance Technology Third Edition Principles, Practices, and Potential, James A. Pershing Editor Foreword by Harold D. Stolovitch and Erica J. Keeps''> , to rank with numbers from 1-5 how much it is under your control and for enhancers and inhibitors.

	5. Synthesizing SWOTs: After the previous step, now the data can be collected, and the data can be shown visually, there is an example in the “Handbook of Improving performance in the Workplace”<ref name=''2''> ~~''2'' </ref~~>		5. Synthesizing SWOTs: After the previous step, now the data can be collected, and the data can be shown visually, there is an example in the “Handbook of Improving performance in the Workplace”<ref name=''Handbook of Improving Human Performance Technology Third Edition Principles, Practices, and Potential, James A. Pershing Editor Foreword by Harold D. Stolovitch and Erica J. Keeps''> >

	6. Interpreting findings and deliberating action: Now it is the time to decide upon, which and how to act upon the findings. There are a few actions to take according to what the factors are. Monitor: The factors which are neither enhancer nor inhibitors. Mitigate Threats and Exploit Opportunities: Actions are to be taken, if it is seen that there are threats that will hinder the project, likewise with opportunities, it is supposed to be exploited if it will add value. Lastly, Confront Weaknesses and Leverage Strengths: Because these factors are internal, it is easier to control them, therefore strengths should be leveraged to help achieve desired results and weaknesses should be confronted.		6. Interpreting findings and deliberating action: Now it is the time to decide upon, which and how to act upon the findings. There are a few actions to take according to what the factors are. Monitor: The factors which are neither enhancer nor inhibitors. Mitigate Threats and Exploit Opportunities: Actions are to be taken, if it is seen that there are threats that will hinder the project, likewise with opportunities, it is supposed to be exploited if it will add value. Lastly, Confront Weaknesses and Leverage Strengths: Because these factors are internal, it is easier to control them, therefore strengths should be leveraged to help achieve desired results and weaknesses should be confronted.

S123368: /* Introduction to SWOT */

2019-03-01T09:22:19Z

Introduction to SWOT

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	* T - Threats – An external inhibitor of performance that has the potential to reduce accomplishments.		* T - Threats – An external inhibitor of performance that has the potential to reduce accomplishments.

	Now that we know what SWOT stands for, but how does one go around about them? There are some questions to get it started <ref name=''3''> ''https://www.professionalacademy.com/blogs-and-advice/marketing-theories---swot-analysis'' </ref.		Now that we know what SWOT stands for, but how does one go around about them? There are some questions to get it started <ref name=''3''> ''https://www.professionalacademy.com/blogs-and-advice/marketing-theories---swot-analysis'' </ref>.

	Strengths:		Strengths:
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	[[File:SWOTKL.png‎]]		[[File:SWOTKL.png‎]]

	The 4x4 Matrix<ref name=''1''> ''https://onlinelibrary-wiley-com.proxy.findit.dtu.dk/doi/pdf/10.1002/9780470592663.ch24'' </ref		The 4x4 Matrix<ref name=''1''> ''https://onlinelibrary-wiley-com.proxy.findit.dtu.dk/doi/pdf/10.1002/9780470592663.ch24'' </ref>

	== How to conduct SWOT ==		== How to conduct SWOT ==
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	6. Interpreting findings and deliberating action: Now it is the time to decide upon, which and how to act upon the findings. There are a few actions to take according to what the factors are. Monitor: The factors which are neither enhancer nor inhibitors. Mitigate Threats and Exploit Opportunities: Actions are to be taken, if it is seen that there are threats that will hinder the project, likewise with opportunities, it is supposed to be exploited if it will add value. Lastly, Confront Weaknesses and Leverage Strengths: Because these factors are internal, it is easier to control them, therefore strengths should be leveraged to help achieve desired results and weaknesses should be confronted.		6. Interpreting findings and deliberating action: Now it is the time to decide upon, which and how to act upon the findings. There are a few actions to take according to what the factors are. Monitor: The factors which are neither enhancer nor inhibitors. Mitigate Threats and Exploit Opportunities: Actions are to be taken, if it is seen that there are threats that will hinder the project, likewise with opportunities, it is supposed to be exploited if it will add value. Lastly, Confront Weaknesses and Leverage Strengths: Because these factors are internal, it is easier to control them, therefore strengths should be leveraged to help achieve desired results and weaknesses should be confronted.
	As you can see the latter option is more wholesome and no doubt more detailed, depending your situation on using SWOT.		As you can see the latter option is more wholesome and no doubt more detailed, depending your situation on using SWOT.
	Remember these guidelines are only one of the many guidelines.		Remember these guidelines are only one of the many guidelines.


	== When to use SWOT ==		== When to use SWOT ==

S123368: /* Introduction to SWOT */

2019-03-01T09:21:06Z

Introduction to SWOT

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	[[File:SWOTKL.png‎]]		[[File:SWOTKL.png‎]]

	The 4x4 Matrix<ref name=''1''> ''https://onlinelibrary-wiley-com.proxy.findit.dtu.dk/doi/pdf/10.1002/9780470592663.ch24'' </ref>		The 4x4 Matrix<ref name=''1''> ''https://onlinelibrary-wiley-com.proxy.findit.dtu.dk/doi/pdf/10.1002/9780470592663.ch24'' </ref

	== How to conduct SWOT ==		== How to conduct SWOT ==

S123368: /* Introduction to SWOT */

2019-03-01T09:18:52Z

Introduction to SWOT

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	[[File:SWOTKL.png‎]]		[[File:SWOTKL.png‎]]

	The 4x4 Matrix<ref name=''1'' />		The 4x4 Matrix<ref name=''1''> ''https://onlinelibrary-wiley-com.proxy.findit.dtu.dk/doi/pdf/10.1002/9780470592663.ch24'' </ref>

	== How to conduct SWOT ==		== How to conduct SWOT ==

S123368 at 09:18, 1 March 2019

2019-03-01T09:18:22Z

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	3. To decide what further or future actions to take regarding those factors		3. To decide what further or future actions to take regarding those factors

	But what do they stand for?<ref name=''1'' />:		But what do they stand for?<ref name=''1''> ''https://onlinelibrary-wiley-com.proxy.findit.dtu.dk/doi/pdf/10.1002/9780470592663.ch24'' </ref>

	* S – Strengths – Refers to internal competencies, valuables resources or attributes		* S – Strengths – Refers to internal competencies, valuables resources or attributes
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	* T - Threats – An external inhibitor of performance that has the potential to reduce accomplishments.		* T - Threats – An external inhibitor of performance that has the potential to reduce accomplishments.

	Now that we know what SWOT stands for, but how does one go around about them? There are some questions to get it started (3).		Now that we know what SWOT stands for, but how does one go around about them? There are some questions to get it started <ref name=''3''> ''https://www.professionalacademy.com/blogs-and-advice/marketing-theories---swot-analysis'' </ref.

	Strengths:		Strengths: