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Managing Activities to Achieve Results
Plans for Areas of Responsibility
Presented by
Anthony Beckley
2010
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Planning
P P = P PPeople who fail to plan, plan to fail
Planning, Leading, Controlling, Coordinating
(basic tenants of management)
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Hierarchy of Objectives
Operational Plans
Strategy
Tactics
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Today
Foreman: What'cha doin', Louie?
Louie: I'm sawin' these planks, boss... got abunch of 'em to do!
Foreman: Ummmmm, yeah... Louie, I can'ttell for sure from this angle but it looks likeyour saw's kinda dull.
Louie: Eyes of a hawk, boss... I seen betteredges on butter-knives!
Foreman: Ummmm, yeah... so tell me,Louie, if you don't mind my askin'... whydon'cha sharpen the saw, then?
Louie: Oh, I can't do that now, boss... I'm too
busy cuttin' these planks
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Tomorrow the Story Continues
At 8 AM sharp, the foreman delivers another load of planks to Louis, and instruct him to saw them.
"And remember what I told you yesterday, Louis. Sharpen The Saw."
"Right, boss!" And Louis picks up his saw, heads over to the grindstone, and proceeds to start
sharpening it.
Lunch hour comes, Louis doesn't join the crew for lunch. Foreman figures he's puttin' in extrahours.
4 PM comes around, foreman goes to check on Louis. The pile of planks is still there, uncut. Louis
is still at the grindstone, sharpening his saw, which by now has been whittled away to a nub.
"Whatcha doing, Louis?"
"Sharpening my saw, Boss, jest as you asked. I figger that ifI sharpen it for 'nother half an hour, it'll
be so good and sharp that I can cut through those planks like butter, an' get the whole pile o' wood
done in the last half hour 'fore quittin' time."
The (obvious) moral: Spending all your time sharpening and no time cutting is just as bad as
spending all your time cutting and not sharpening. If not worse - on the first day, poor Louis at least
got some of the wood cut.
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Steven Covey 7 Habits ofHighly Effective
People
Q1- U&I
Crises
Pressing problems
Deadline-driven projects,
meetings,
Q2 IBNI
preparations
Preparation
PreventionValues clarification
Planning
Relationship building
Needed relaxation
Empowerment
Training
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Steven Covey 7 Habits ofHighly Effective
People
Q3 - UBNI
Needless interruptions
Unnecessary reports
Artificial deadlines
Unimportant meetings, phone calls,
mail
Other people's minor issues
Q4- NUNI
Trivia, busywork
Some phone callsTime wasters
"Escape" activities
Irrelevant mail
Excessive TV watching
Excessive relaxation
If I had eight hours to chop down a tree, I'd spend six sharpening my axe. -- AbrahamLincoln
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Business Plans
Planning involves decisions wrt:
What to do in the future
How to go about doing it
When to do it
Who should do it Why should we do it
Planning Decisions are relevant at all levels of the organization
Strategic level defining overall objectives - long term
Tactical level how to achieve the objectives short term Operational level implementing on day to day basis to achieve objectives
What has to be achieved
What resources are needed
What task sequences are required
What coordination is required
What must be controlled and monitored
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Planning & Control Cycle
Identify objectives
Submit Budget Plan
Respond to Deviations
Monitor results
Gather Data wrt Alternatives
Select Course of Action
Search for Alternatives
Planning
Control
Planning the process of
deciding what should be done
Coordination
Actions / tasks Focus
Success factors
Eliminates uncertainty
Control the measurement of the
desired outcomes against the
plan
Rapid
Contingencies
Budget control
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Measures of Success
Efficiency versus Effectiveness
Efficiency relationship between Inputs and Outputs less is more
Effectiveness measure of how an organization achieves its Output
requirements as defined by objectives and targets -moving forward / doing theright things not just doing the right things
quality of output
customer satisfaction
innovation
a customer is satisfied
factory produces more cars
waste has been reduced
ten employees are retired early
dividend payments are increased
better quality products produced
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Management by Objectives (Drucker 1954)
MBO is planning system that focuses on coordination of
short term plans with long term objectives / goals
plans of junior with senior managers
efforts performed by different functions
To successfully achieve organizational goals in MBO system
all efforts at all levels focused on business objectives and achievements
business targets for managers based on achieving common objective
everyone aware of the common objectives
standard judgment practices in place
Functional Objectives must be interlocked
Vertically Horizontally
Milestones
MBO = SMART
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Systems , Policies and Procedures
Planning and Coordination Tools
Systems an agreed process for carrying out and activity interfaces
Policies general statements that provide guidelines for decision making - canrelate to internal / external
Procedures chronological sequence of events - more prevalent on the shop floor
Efficiency
Routine
Standardization
Rules - specific & definite hard and fast
Programs series of plans to achieve an objective expansion, IT conversion,
marketing short or long term
Budget formal plan with projections measured against actual performance
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Risk Management Corporate PerspectiveViewing developments within the context ofstrategic goals
Recognizing both the potential value of opportunity
and the potential impact of adverse effects
Forward-looking View
Thinking toward tomorrow, identifying
uncertainties, anticipating potential outcomes
Open Communication
Using processes that value the individual voice(bringing unique knowledge and insight to
identifying and managing risk)
Integrated Management
Making risk management an integral and vital part
of project management
Continuous Process
Sustaining constant vigilance
Identifying and managing risks routinely through allphases of the project's lifecycle
Shared Vision
Mutual vision based on common purpose, shared
ownership and collective communication
Focusing on results
Teamwork
Working co-operatively to achieve common goals
Pooling talent, skills and knowledge
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Risk Management Principles
Risk Assessment list to identify
Risk Analyses probability /
Impact
Risk Management - devising aplan to negate risk and effects
Risk transference outsource
your risks
Contingencies advance planning
Risk Log to manage / control
Risk effectively
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Risk Log Outlay
Identifier Description Impact
H/M/L
Counter
Measures
Owner Date
Logged
Target Date for
Completion
Status / Progress
001 H Not started+
commen
ts
002 M Started
003 L Completed
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