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Planning

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Title: Planning


1
Planning
  • Module 4
  • LIS 580 Spring, 2006
  • Instructor- Michael Crandall

2
Roadmap
  • Purpose of planning
  • The planning process
  • Setting objectives
  • Building planning premises
  • Developing plans
  • Types of plans
  • Planning pitfalls

3
Purpose of Planning
Because of changes in the environment
Set the standards to facilitate control
Provide direction
Managers engage in planning to
Minimize waste and redundancy
Reduce the impact of change
Prentice Hall, 2002
4
Elements Of Planning
  • Plan
  • A method for doing or making something,
    consisting of at least one goal and a predefined
    course of action for achieving that goal.
  • Goal
  • A specific result to be achieved the end result
    of a plan.
  • Objectives
  • Specific results toward which effort is directed.

G.Dessler, 2003
5
Elements Of Planning (contd)
  • Planning
  • The process of setting goals and courses of
    action, developing rules and procedures, and
    forecasting future outcomes.
  • What Planning Entails
  • Choosing goals and courses of action and deciding
    now what to do in the future to achieve those
    goals.
  • Assessing today the consequences of various
    future courses of action.

G.Dessler, 2003
6
What Planning Accomplishes
  • Allows decisions to be made ahead of time.
  • Permits anticipation of consequences.
  • Provides direction and a sense of purpose.
  • Provides a unifying framework avoiding piecemeal
    decision making.
  • Helps identify threats and opportunities and
    reduces risks.
  • Facilitates managerial control through the
    setting of standards for monitoring and measuring
    performance.

G.Dessler, 2003
7
The Management Planning Process
  • Hierarchy of Plans
  • A set of plans that includes the company-wide
    plan and the derivative plans of subsidiary units
    required to help achieve the enterprise-wide
    plan.
  • Top management approves a long-term plan and
    each department creates its own budgets
  • The Planning Hierarchy
  • Top management formulates its plans based on
    upward feedback from the departments, and the
    departments in turn draft plans that make sense
    in terms of top managements plan.

G.Dessler, 2003
8
Hierarchy of Goals
FIGURE 41
G.Dessler, 2003
9
Who Does the Planning?
  • Small businesses
  • Entrepreneurs do most of the planning.
  • Large firms
  • Traditional
  • A central corporate planning group works with top
    management and each division to solicit,
    challenge, and refine the companys plan.
  • Current
  • Planning is decentralized and includes the firms
    product and divisional managers, aided by small
    headquarters advisory groups.

G.Dessler, 2003
10
Checklist 4.1How to Develop a Plan
  • Set an objective.
  • Develop forecasts and planning premises.
  • Determine your options.
  • Evaluate alternatives.
  • Choose your plan, and start to implement it.
  • Go to Level 2.


The decision- making process
G.Dessler, 2003
11
Setting Objectives
G.Dessler, 2003
12
Checklist 4.2 Principles of Goal-Setting
  • Set SMART goalsmake them specific, measurable,
    attainable, relevant, and timely. Choose areas
    (sales revenue, costs, and so forth) that are
    relevant and complete.
  • Assign specific goals.
  • Assign measurable goals.
  • Assign doable but challenging goals.
  • Encourage participation.
  • Use executive assignment action plans, or
    management by objectives.

G.Dessler, 2003
13
Forecasts and Planning Premises
  • Forecasting is used to predict future
    requirements and opportunities
  • Determines the premises on which planning is
    based
  • Can be quantitative (e.g., a time series) or
    qualitative (e.g., jury of executive opinion)
  • Marketing research
  • Competitive intelligence
  • Helps build the picture of what others are doing
    to inform the planning process
  • Next step is the decision-making process we
    talked about yesterday
  • Finally, you begin to build your plans (usually
    more than one to realize objectives)

14
The Business Plan And Its Components
  • Description of the business (including ownership
    and products or services)
  • Marketing plan
  • Financial plan
  • Management
  • and/or personnel plan.

G.Dessler, 2003
15
Outline of a Marketing Plan
Source Adapted from Philip Kotler and Gary
Armstrong, Principles of Marketing (Upper Saddle
River, NJ Prentice Hall, 2001), p. 70.
FIGURE 43
G.Dessler, 2003
16
Acmes Potential Market Segments
FIGURE 44
Source Business Plan Pro, Palo Alto Software,
Palo Alto, CA.
G.Dessler, 2003
17
Product, Pricing, and Sales Forecasts
FIGURE 45
Source Business Plan Pro, Palo Alto Software,
Palo Alto, CA.
G.Dessler, 2003
18
Personnel Plan
FIGURE 46
Source Business Plan Pro, Palo Alto Software,
Palo Alto, CA.
G.Dessler, 2003
19
Sales Forecast by Service Two-Month Sales Plan
for Acme Consulting, 2003
FIGURE 47
G.Dessler, 2003
20
Gantt Scheduling Chart for Acme Strategic Report
Projects, Jan 115, 2003
FIGURE 48
G.Dessler, 2003
21
Acme Consulting Profit and Loss
Source Business Plan Pro, Palo Alto Software,
Palo Alto, CA.
FIGURE 49
G.Dessler, 2003
22
G.Dessler, 2003
23
G.Dessler, 2003
24
Types of Plans
Type of Plan Time Frame Specificity Frequency of Use
Strategic Long Term Directional Single Use
Tactical Short Term Specific Standing
Operational Ongoing Very detailed Day-to-day
Policies, procedures, and rules Varies Varies Varies
G Dessler, 2003
25
Reporting Improper Behavior
Source James Jenks, The Hiring, Firing (and
everything in between) Personnel Forms Book
(Ridgefield, CT Round Lake Publishing, 1996),
pp. 22425.
FIGURE 410
G.Dessler, 2003
26
Pitfalls of Planning
  • Planning may create rigidity
  • Plans cannot be developed for a dynamic
    environment
  • Formal plans cannot replace intuition and
    creativity
  • Planning focuses managers attention on todays
    competition, not tomorrows survival
  • Formal planning reinforces success, which may
    lead to failure

Prentice Hall, 2002
27
Elmer L. Anderson Library
  • What did the planners do right in this effort?
  • Was the design a result of research or
    creativity?
  • How was the planning process affected by
    stakeholder needs?
  • How much of the planning was related to political
    activities and how much to actual construction
    activity?
  • How was success measured for the project?

28
Extreme Chaos
  • Better project success rates due to lower costs
    and smaller projects
  • Difficulty of estimating costs and schedules
    accurately
  • Often tripled up front to avoid failure
  • Old metrics not appropriate to modern methods
  • Difficult to establish benchmarks
  • Different skills for different roles

29
Project Success Factors
30
Next Time
  • Strategic planning
  • Read Chapter 5 and Cleveland Public Library
    Strategic Plan
  • Discussion questions
  • How has the Gold Coast City Council been able to
    use evidence to aid in strategic planning?
  • Do you think their choice of benchmarks will
    achieve the overall objectives?
  • Are there any risks in using these measures in
    deciding on long-term changes in structure?
  • Do you think the library staff is engaged in this
    process? Should they be?
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