Planning

PlanningPlanning

MEANINGMEANINGplan is a course of action to be taken in plan is a course of action to be taken in future. It is a pre decided course of future. It is a pre decided course of action . Planning is the process of action . Planning is the process of deciding in advance what is to be done deciding in advance what is to be done , how it is to be done , where , when , how it is to be done , where , when and whom . It involves determination and whom . It involves determination of objectives to be achieved as well as of objectives to be achieved as well as the activities required to achieve the the activities required to achieve the objectives.objectives.

DEFINEDEFINE The planning of action is at one and the same The planning of action is at one and the same

time the result envisaged, the line of action to time the result envisaged, the line of action to be followed , the stages to go through and the be followed , the stages to go through and the methods to use.methods to use.

- HENRI FAYOL- HENRI FAYOL Planning is fundamentally a mental Planning is fundamentally a mental

predisposition to d0 things in an orderly way , predisposition to d0 things in an orderly way , to think before and to act in the light of the to think before and to act in the light of the fact rather than of guesses.fact rather than of guesses.

- L.F.URWICK- L.F.URWICK

Features of planningFeatures of planning Planning is goal oriented:Planning is goal oriented: it seeks to it seeks to

achieve certain objectives and all plans are achieve certain objectives and all plans are linked with the goal of the organization. So linked with the goal of the organization. So planning is purposeful.planning is purposeful.

Planning is future oriented:Planning is future oriented: it is it is based on the proverb “ look before you leap”. based on the proverb “ look before you leap”. It is essential to predict future.It is essential to predict future.

Planning is primary Planning is primary function :function :planning saves as the basis for planning saves as the basis for another functions of management. Planning another functions of management. Planning provides the foundation for managerial action provides the foundation for managerial action to achieve the specify goals of organization.to achieve the specify goals of organization.

Planning is continuous process:Planning is continuous process: planning is on going process it is prepared for a planning is on going process it is prepared for a specific period of time . At the end of the specific period of time . At the end of the period , new plans have to be prepared. period , new plans have to be prepared. similarly as condition changed the existing similarly as condition changed the existing plans to be revised.plans to be revised.

Planning aims at efficiency and Planning aims at efficiency and effectiveness:effectiveness: plans are prepared to plans are prepared to achive the objectives in the best way.sound achive the objectives in the best way.sound planning leads to accomplishment of desired planning leads to accomplishment of desired objectives at the minimum possibility costobjectives at the minimum possibility cost

Importance of planning Importance of planning MAKING OBJECTIVES CLEARMAKING OBJECTIVES CLEAR : planning : planning

makes goal clean and specific . It focus to makes goal clean and specific . It focus to attain the organizational goal and also serve attain the organizational goal and also serve guide for deciding what actions should be takenguide for deciding what actions should be taken

Help organization a right Help organization a right path :path :Employees can understand how their Employees can understand how their action relate to organizational goals . It action relate to organizational goals . It provides orderly efforts towards the goals . provides orderly efforts towards the goals .

It reduced risk and uncertainty :It reduced risk and uncertainty : It It helps to predict future events and prepare to helps to predict future events and prepare to face the unexpected events . It helps manager face the unexpected events . It helps manager to identify the potential danger and steps take to identify the potential danger and steps take to over come them.to over come them.

It improve efficiency of operations :It improve efficiency of operations : planning involved selection of best possible planning involved selection of best possible course of action. It helps to achieve optimum course of action. It helps to achieve optimum utilization of available resources.utilization of available resources.

Provides the basis of control :Provides the basis of control : planning makes control meaningful and planning makes control meaningful and effective. A comparison of performance with the effective. A comparison of performance with the desired results helps to identify the deviations desired results helps to identify the deviations and to take corrective steps to make the events and to take corrective steps to make the events confirm to plansconfirm to plans

Limitation of planningLimitation of planning Dynamic conditions act as a limitation Dynamic conditions act as a limitation

of planningof planning : :the assumption on which planning the assumption on which planning is based may not hold good and the condition under is based may not hold good and the condition under which plans are being implemented may differ from which plans are being implemented may differ from the assumed conditions.the assumed conditions.

Availability of time is a limiting factor Availability of time is a limiting factor planning :planning :some times it causes delay in taking some times it causes delay in taking action .at emergency situation in business require action .at emergency situation in business require promotion action and allow little time for thinkingpromotion action and allow little time for thinking

Cost involved in planning :Cost involved in planning : planning is a planning is a costly process. A good ideal time , energy and costly process. A good ideal time , energy and money is involved in gathering of facts and testing money is involved in gathering of facts and testing of various alternatives.of various alternatives.

The Government from time to time will be The Government from time to time will be constraint on managerial decision.constraint on managerial decision.

Procedure , rules and policies once established Procedure , rules and policies once established are difficult to change . are difficult to change .

Some person are psychologically opposed to Some person are psychologically opposed to planning as they consider the present more planning as they consider the present more important than the future.important than the future.

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How to Make a Plan That How to Make a Plan That WorksWorks

2

Set Goals

DevelopCommitment

DevelopEffectiveActionPlans

TrackProgressToward

GoalAchievement

MaintainFlexibility

Revise existing planor

Begin new planning process

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S.M

.A.R

.T.

S.M

.A.R

.T. Specific

Measurable

Attainable

Realistic

Timely

Setting GoalsSetting Goals

2.1

Step 1.Step 1. DEFINE THE DEFINE THE TASKTASKWhat would we need to know about theWhat would we need to know about theassignment before we accept?assignment before we accept?

All the facts and figures: where, when, All the facts and figures: where, when, how, what and whohow, what and who

The objective or goal of the assignment:The objective or goal of the assignment: what we are trying to accomplishwhat we are trying to accomplish

Step 2.Step 2. IDENTIFY IDENTIFY RESOURCESRESOURCES

When we consider the resources needed When we consider the resources needed and available, we need to ask ourselves:and available, we need to ask ourselves:

What resources do we need to accomplish the What resources do we need to accomplish the task? task?

What do we already have?What do we already have? Where do we get what we don’t have?Where do we get what we don’t have? Are there any resources that requireAre there any resources that require

special attention, advance planning,special attention, advance planning,or significant expense? Are thereor significant expense? Are therealternatives?alternatives?

Step 3.Step 3. CONSIDER CONSIDER ALTERNATIVESALTERNATIVES

This step relates to alternate methods and This step relates to alternate methods and procedures for a training course. These might procedures for a training course. These might include:include:

What kind of training aids should we use?What kind of training aids should we use?

Which technique will be best forWhich technique will be best forgetting the message across?getting the message across?

How should we arrange the tablesHow should we arrange the tablesand chairs?and chairs?

Step 4. CREATE THE Step 4. CREATE THE PLANPLAN

Creating a workable plan can be a challenge.Creating a workable plan can be a challenge. Training session outlines are provided in BSA Training session outlines are provided in BSA

training manuals.training manuals. We need to fill in the blank spaces.We need to fill in the blank spaces.

A written plan tells everyone concerned A written plan tells everyone concerned what is expected, and when.what is expected, and when.

It provides a permanent record that will be It provides a permanent record that will be helpful the next time we conduct the course.helpful the next time we conduct the course.

It can serve as a backdated checklistIt can serve as a backdated checklist

Step 5. WORK THE PLANStep 5. WORK THE PLAN

Be sure you are ready. Be sure you are ready.

Review the previous steps.Review the previous steps.

Do it! Hold the training course.Do it! Hold the training course.

Follow the written plan, but be flexible and Follow the written plan, but be flexible and make any adjustments needed.make any adjustments needed.

Step 6. EVALUATEStep 6. EVALUATE

What should we evaluate about a training What should we evaluate about a training course?course?

Did we accomplish what we set out to do?Did we accomplish what we set out to do?

Will we conduct it the same way again?Will we conduct it the same way again?

If not, what changes would we make?If not, what changes would we make?

TWO TYPES OF PLANSTWO TYPES OF PLANSThere are two types of plans that relate to There are two types of plans that relate to

training:training:

SHORT-RANGE PLANSSHORT-RANGE PLANS

LONG-RANGE PLANSLONG-RANGE PLANS

SHORT RANGE PLANNING :SHORT RANGE PLANNING : It relates It relates to a relatively short period and has to be to a relatively short period and has to be consistent with the long range plans . consistent with the long range plans . Operational planning are generally related to a Operational planning are generally related to a short periods.short periods.

SHORT-RANGE PLANSSHORT-RANGE PLANS Meet a particular objective in the near futureMeet a particular objective in the near future Cover a limited area of trainingCover a limited area of training Answer the question: Are we doing things right?Answer the question: Are we doing things right? Should fit well within and contribute to long-range Should fit well within and contribute to long-range

plansplans

Some examples:Some examples:• Plans for basic training sessions for new leaders Plans for basic training sessions for new leaders

who have just been recruitedwho have just been recruited• Plans for a den chief training conferencePlans for a den chief training conference• Plans for training roundtable staff membersPlans for training roundtable staff members

LONG RANGE PLANSLONG RANGE PLANSLONG RANGE PLANNING : long range LONG RANGE PLANNING : long range planning sets long term goals for the planning sets long term goals for the enterprise and then proceeds to formulate enterprise and then proceeds to formulate specific plans for attaining these goals. It specific plans for attaining these goals. It also involves an attempt to analyze and also involves an attempt to analyze and make decision about basic problems and make decision about basic problems and issues which have significance reaching well issues which have significance reaching well beyond the present operating horizon of the beyond the present operating horizon of the enterpriseenterprise

..

LONG RANGE PLANSLONG RANGE PLANS Cover a longer timeCover a longer time May include a variety of different types of trainingMay include a variety of different types of trainingSome examples:Some examples:

• An annual plan, including Fast Start and basic An annual plan, including Fast Start and basic trainingtraining

• Makeup training sessionsMakeup training sessions• Den chief trainingDen chief training• Regular monthly roundtablesRegular monthly roundtables• Supplemental trainingSupplemental training• Personal coachingPersonal coaching• Self-studySelf-study

SHORT- AND LONG-RANGE SHORT- AND LONG-RANGE PLANSPLANSBoth short-range and long-range plans Both short-range and long-range plans are developed using the six steps.are developed using the six steps.

PERT CHARTPERT CHART A PERT chart is a graphic representation of a A PERT chart is a graphic representation of a

project’s schedule, showing the sequence of project’s schedule, showing the sequence of tasks, which tasks can be performedtasks, which tasks can be performed

simultaneously, and the critical path of tasks simultaneously, and the critical path of tasks that must be completed on time in order for that must be completed on time in order for the project to meet its completion deadline.the project to meet its completion deadline.

How to use itHow to use it Identify all tasks or project componentsIdentify all tasks or project components. Make sure the . Make sure the

team includes people with firsthand knowledge of the team includes people with firsthand knowledge of the project so that during the brainstorming session all project so that during the brainstorming session all component tasks needed to complete the project are component tasks needed to complete the project are captured. Document the tasks on small note cards.captured. Document the tasks on small note cards.

Identify the first task that must be completed.Identify the first task that must be completed. Place the Place the appropriate card at the extreme left of the working surface.appropriate card at the extreme left of the working surface.

Identify any other tasks that can be started Identify any other tasks that can be started simultaneously with task #1. simultaneously with task #1. Align these tasks either Align these tasks either above or below task #1 on the working surface.above or below task #1 on the working surface.

How to use itHow to use it Identify the next task that must be completedIdentify the next task that must be completed. Select a . Select a

task that must wait to begin until task #1(or a task that task that must wait to begin until task #1(or a task that starts simultaneously with task #1) is completed. Place the starts simultaneously with task #1) is completed. Place the appropriate card to the right of the card showing the appropriate card to the right of the card showing the preceding task.preceding task.

Identify any other tasks that can be started Identify any other tasks that can be started simultaneously with task #2simultaneously with task #2. Align these tasks either . Align these tasks either above or below task #2 on the working surface.above or below task #2 on the working surface.

Continue this process until all component tasks are Continue this process until all component tasks are sequenced.sequenced.

Identify task durationsIdentify task durations. Using the knowledge of team members, . Using the knowledge of team members, reach a consensus on the most likely amount of time each task will reach a consensus on the most likely amount of time each task will require for completion. Duration time is usually considered to be require for completion. Duration time is usually considered to be elapsed time for the task, rather than actual number of hours/days elapsed time for the task, rather than actual number of hours/days spent doing the work. Document this duration time on the spent doing the work. Document this duration time on the appropriate task cards.appropriate task cards.

Construct the PERT chart. Construct the PERT chart. Number each task, draw connecting Number each task, draw connecting arrows, and add task characteristics such as duration, anticipated start arrows, and add task characteristics such as duration, anticipated start date, and anticipated end date.date, and anticipated end date.

Determine the critical pathDetermine the critical path. The project’s critical path includes . The project’s critical path includes those tasks that must be started or completed on time to avoid delays those tasks that must be started or completed on time to avoid delays to the total project. Critical paths are typically displayed in red.to the total project. Critical paths are typically displayed in red.

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Charts: Henry GanttCharts: Henry Gantt

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Planning from Top to Planning from Top to BottomBottom

Adapted from Exhibit 5.5

3

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Starting at the TopStarting at the TopStrategic Plans

Clarify how the company will serve customers and position itself against competitors (2-5 years)

VisionAn inspirational statement of anorganization’s purpose (2 sentences)

Mission

Overall goal that unifies efforts towardits vision, stretches and challenges,and possesses a finish line andtime frame. Flows from vision.

3.1

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Planning Time LinesPlanning Time Lines

3.1 Years0 1 2 3 4 5 6

Plan

s

Strategic

Tactical

Operational

5 Years

2 years

30 days

6 months

6 months

2 Years

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Bending in the MiddleBending in the Middle

Tactical Plans

Specify how a company will use resources, budgets, and people toaccomplish goals within its mission. (6 months to 2 years)

Managementby

ObjectivesDevelop and carry out tactical plans

1. Discuss possible goals

2. Participatively select goals consistent with overall goals

3. Jointly develop tactical plans

4. Meet to review progress3.2

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Finishing at the BottomFinishing at the Bottom

Operational Plans

Day-to-day plans for producing or delivering products and services overa 30-day to six-month period

3.3

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Kinds of Operational PlansKinds of Operational Plans

Single-Use Plans Plans that cover unique, one-time-only events

Standing Plans

Plans used repeatedly to handle frequently recurring events.Three kinds are: policies, procedures,and rules and regulations.

BudgetsQuantitative planning to decide how to allocate money to accomplish company goals

3.3

Strategic planning :Strategic planning : It is part of It is part of functional areas of business . It involves key functional areas of business . It involves key decisions regarding the overall goals and decisions regarding the overall goals and strategies of the enterprises . It is the process strategies of the enterprises . It is the process of deciding on basic goals , the resources of deciding on basic goals , the resources required to achieverequired to achieve

Operational planning : it is also known as Operational planning : it is also known as tactical planning or administrative planning tactical planning or administrative planning which involves the conversion strategic plans which involves the conversion strategic plans into detailed operational programs.into detailed operational programs.

Functional planning :Functional planning : It is prepared for It is prepared for various functional areas of business like various functional areas of business like production planning financial planning and production planning financial planning and man power planning . It serves as a guide for man power planning . It serves as a guide for people in a particular department of functional people in a particular department of functional areas of the enterprise.areas of the enterprise.

Mission : explains fundamental purpose of the Mission : explains fundamental purpose of the organization . It explains how an organization organization . It explains how an organization will conducts its business. will conducts its business.

Objectives : it explains the future destination an Objectives : it explains the future destination an organization wants to attain. The objectives organization wants to attain. The objectives should be clearly understand by every should be clearly understand by every employees.employees.

Policies : general rules in written statement to be Policies : general rules in written statement to be followed in respective situation. Provides basic followed in respective situation. Provides basic framework within which managers operate.framework within which managers operate.

Procedures : administrative guide prescribing Procedures : administrative guide prescribing the sequence in which various activities are to the sequence in which various activities are to be performed. It helps in standardizing and be performed. It helps in standardizing and stream lining day to day activities.stream lining day to day activities.

Rules : statement of action asking Rules : statement of action asking subordinates to have in a particular manner. It subordinates to have in a particular manner. It is strictly followed by every one. it is essential is strictly followed by every one. it is essential for smooth operation of business. Eg :no for smooth operation of business. Eg :no smoking , no entrysmoking , no entry

SUMMARYSUMMARY

A well planned training course is easier to A well planned training course is easier to present and easier for participants to present and easier for participants to understand.understand.

The process permits each planning step to be The process permits each planning step to be revisited whenever necessary. revisited whenever necessary.

On-going improvements make training more On-going improvements make training more effective.effective.