SWOT analysis is a simple framework to help answer the question, "What are the prospects for this project's success?" The approach recognizes that any project should be examined for both positive and negative influences from internal and external perspectives. A SWOT framework prompts you to look in detail at both sides of the coin. That is, the strengths and weaknesses of your integration initiative are only meaningful in terms of the opportunities and threats in its environment. Good strategy means you must look both internally and externally. In writing about SWOT analysis, John Bryson quotes Sun Tzu, from the Art of War :

So it is said that if you know others and know yourself, you will not be imperiled in a hundred battles; if you do not know others but do know yourself, you win one and lose one; if you do not know others and do not know yourself, you will be imperiled in every single battle.4

Identify SWOT elements. To achieve this knowledge of yourself (strengths and weaknesses) and of others (opportunities and threats) requires identifying the SWOT elements and analyzing them in depth. This is typically done in interactive groups where people can discuss, assess, and elaborate on what is identified in each category.

Maximize the positive, minimize the negative. The analysis and deliberation are designed to identify ways to take advantage of your plan's strengths and exploit opportunities, as well as minimize the impacts of weaknesses and protect against threats.

Known objective. SWOT analysis is best suited to a stage in planning when the nature of the objective is reasonably well known. It is a useful way of testing the feasibility of your project objective.

Determine how to move forward. This type of analysis helps you start identifying what will be needed to move your project forward.

Express different viewpoints. The interactive process can provide people with an opportunity to express their views about the project and discuss their implications. Advocates of a project tend to emphasize strengths and opportunities. Opponents tend to emphasize weaknesses and threats. Neither creates the balanced or comprehensive analysis needed for successful planning. Using the SWOT framework provides legitimate exposure for both perspectives and an opportunity to reconcile opposing points of view.

More planning. The results of a detailed SWOT analysis also provide valuable material for continued planning and support- generating activities. The strengths can be presented and emphasized to potential supporters. Discussion of weaknesses and threats provides useful information for strengthening the project or plan where possible, or anticipating the effects of environmental threats.

Information quantity, quality. The key to effective SWOT analysis is the quantity and quality of available information. Participants' understanding of your project, its resources, and weaknesses must be deep and detailed. Similarly, analysis of the environment in terms of opportunities and threats must be based on thorough scanning and collection of data from a wide variety of sources.

Predict the future. Complete information about the environment is never available and projections about future events and trends are always subject to error. So the SWOT analysis must include consideration of the reliability of the information used and of the conclusions reached. Considerable technical resources may also be needed in some circumstances to provide forecasts and projections for assessing the opportunities and threats in the environment.

Shared goals. The process of SWOT analysis is based on the assumption that the participants all share the general goal of creating a good project and achieving your organization's objectives. This, of course, is not always true. Because the process is dependent on information provided by participants, as well as their collaboration, the analysis may be vulnerable to disruptive or subversive behavior.

4 John M. Bryson. Strategic Planning for Public and Nonprofit Organi- zations. San Francisco, CA: Jossey-Bass, 1995, p. 82.