_the Operational Planning (1)

8/12/2019 _the Operational Planning (1)

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The Operational

Planning Process


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Planning Dimensions

Planning Determining what you want to accomplish and

developing approaches to achieving yourobjectives.

Planning Dimensions:


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Planning Process The work plan process or cycle can be reduced to five

essential questions:

1. Where are we now? (management assessment)

2. Where do we want to be? (goals, objectives)

3. Generally, how will we get there? (strategies)

4. Specifically, what will we do? (activities, outputs,

resources, time)5. How will we know if we are making progress?

(support, monitoring, evaluation)


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Perhaps more than a cycle, planning is a continuum

made up of a series of whats and hows.

What are you going to do? Create a vision, identify goals,

establish objectives, and program outputs.

How are you going to do this? By drafting a mission, selecting

strategies, and scheduling activities.


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Planning Process (contd)

A Strategic Plan helps identify, in

general terms, how we will getwhere we want to go by identifyingthe general method (Question #3)

the organization will apply toprogress from the current situation

(Question #1) to the desiredsituation (Question #2).

Operational Plans, which translatethe general strategies outlined in

the strategic plan into acomprehensive package of specific

activities (Question #4) that willbest help us to implement the

strategies.


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Strategic and Operational

Planning

(by. Robert N Lussier) Strategic Planning

The process of developing a mission and long-range objectives and determining in advance

how they will be accomplished. Operational Planning

The process of setting short-range objectivesand determining in advance how they will be

accomplished. Strategy

A plan for pursuing the mission and achievingobjectives.


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Strategic and Operational Levels


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Operational Planningby.CORAT AFRICA) This is more routine to ensure daily

operations are running

It focuses on the day-to-day operations with

no more than a 12 month cycle

This is an annual work plan explaining how

the goals of the strategic plan will be

implemented and what budget andprocesses are required


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Operational planning cont

Focuses on adjusting and developing

controls, increasing efficiencies and reducing

time and costs

The purpose of an operational plan is toeffectively execute the goals identified in the

strategic plan

An operational plan shows where to focusattention


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Operational planning cont

Operational plans answer key questions like

who is doing what? What are the day to day

activities? What are the labor requirements?

What are the sources of raw materials?


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The Development of theOperational Plan A. The Process

B. Tools

C. Planning Worksheets


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The Processof theOperational PlanThe proposed operational planning process

consists of 4 steps:

1. Select Activities

Activities are the specific tasksneeded to fulfill the objectives, and

implement the strategies.


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2. Project Outputs

Outputs should provide clear evidence of

the successful execution of the activity or

cluster of activities.


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3. Assign Responsibilities and

Resources

Determine the person(s) who will be

responsible for executing each

activity or cluster of activities.


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4. Schedule Activities

The activity time line, also known as the

Gantt Chart, is an essential tool for

developing an operational plan. The

Gantt Chart is used to display the majoractivities in their planned chronological

sequence.


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Tools of the OperationalPlanA. The Activity Feasibility Checklist

The Activity Feasibility Checklist this is a

reality check, which helps to make sure

you select those activities which havethe greatest possibility for successful

execution.


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Example: The Feasibility Checklist


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Planning Worksheets

Objectives Objectives are specific, measurable, appropriate,realistic and time-boundachievements

you hope torealize. Each strategyshould have acorresponding set of 1-2objectives

Activities Activities are the tasks needed to fulfill the objectives. Activities should be expressed in

clear, concrete terms, and in chronological order. Each objective should have 1-3

corresponding activity

Outputs Outputs are the end results that are expected from the successful implementation of

the activities. They should be expressed in absolute terms, so that there is clear evidence

of their existence. Each activity or cluster of activities should have a corresponding

output

Responsible Here is where note the name(s) of the person(s) assigned to execute each activity or

cluster

of activities. When assigning a person to the activity, it is important to be as specific as

possible to ensure accountability, follow-up and support to that individual

Time line The Time line, or Gantt Chart, is used to display the major activities in their planned

chronological sequence. The Chart shows the month or quarter in which each activity, or

cluster of activities, will be carried out


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Planning Worksheets


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Operational Plan Format


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Support and Monitoring ofOperational Plans Support is provided by the higher levels of the system

to the lower tiers of the

Monitoring is done to assess the degree to which

outputs have been produced and to reveal and resolve

any problems impeding progress.

The results of the monitoring visits are used to identify

the support required during the next implementation

interval.


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Supporting the Implementation of the Operational Plan


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Supporting the Implementation of the Operational Plancont


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Monitoring the Implementationof the Operational Plan Monitoring is the process of measuring,

coordinating, collecting, processing, and

communicating information of assistance

to managers and decision-makers. It is a critical part of the implementation

phase of an operational plan, since it

provides feedback that can be used tomodify the plan and identify areas in

which additional support is required.


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SELE TED REFEREN ES Robert N Lussier, 2006, Management Fundamental,

University Of Alabama, Thomson Business And

Economics.

Corat Africa, Strategic Planning, OperationalPlanning And Business Planning, Module 5

Judith B. Seltzer, Peter N. Cross, Jan Hoey, Handbook

for Strategic and Operational Planning


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