pmgt 402 week 7 w10 planning
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School of Business
PMGT 4 0 2Project Leadership
Mario Vasilkovs
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Agenda
Housekeeping:
G20 Shadow Summit:
Student Centre Main Events Hall
Thursday, June 24, 1030 Hrs.
Vote for your favorite team
Mid-Term: June 30 (2 wks., today)
Foundations of Planning
The Basics
Goals and Plans
Project Application
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School of Business
PMGT 4 0 2Project Leadership
Foundations of Planning
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W hat is Planning ?
Managerial Function:
Defining the organizations goals
Establishing an overall strategy forachieving those goals
Developing a comprehensive set ofplans to integrate and coordinateorganizational work
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Types of Planning
Informal:
Undocumented
Short-Term Horizon
Narrow in focus, e.g. individualorganizational unit
Formal:
Documented
Specific
Can encompass Long-Term Horizon
Broad focus, i.e. whole Organization, andbeyond
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Types of Planning ( Continued)
Informal:
Difficult to share
Subjective biases
Formal:
Communications tool
Exposed to reality checks
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W hy Plan?
Provide Direction: Where is the organization going?
Articulated goals
Guide individual actions
Align actions for efficiency
Reduce Uncertainty:
Anticipate change
Consider impact
Anticipate reaction to change
Consider most effective response to change
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W hy Plan?
Reduce overlap and waste: Common ends and means
Minimize redundancy
Basis for control:
Establish expectations / standards
Measuring goal attainment
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Planning and Per form ance
Generally:
Planning correlates with better financialperformance
Balance Sheet or Income StatementQuality of implementation probably more
significant than the plans
Negative external factors constrain impactof planning
Studies of poor performance
Studies may have been too early:
4+ year lag between planning & results
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Planning Elem ents
Goals / Objectives:
Desired Outcomes
Individuals
Groups
Organizations
Direction for Activities
Measurement criteria for success
Plans:
The outline for how goals are accomplished
Activity Schedules
High-level resource allocations
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Traditiona l Goal Set t ing
Broad goals are set at the top ofthe organization
Assumes: top knows best
Goals are then broken intosubgoals for each organizationallevel
Goals are intended to direct,guide, and constrain from above
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W hat s this guy doing here?
Started t he Prussians thinking on some m ilitary ideas
http://www.gutenberg.org/files/21352/21352-h/images/img-063.jpg
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W ell Designed Goals
Outcomes rather than actionsAuftragstaktikEmpowerment
Measurable and quantifiableClear time frameChallenging yet attainable
DocumentedCommunicated to all necessary
organizational members
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Steps in Goal Set t ing
Review the organizations mission statement
Do goals reflect the mission?
Evaluate available resources
Are resources sufficient to accomplish the mission?
Determine goals individually or with othersAre goals specific, measurable, and timely?
Write down the goals and communicate them
Is everybody on the same page?
Review results and whether goals are being met
What changes are needed in mission, resources, orgoals?
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Plan Character ist ics
BreadthStrategic Plans
Apply to the entire organization Establish the organizations overall goals
Seek to position the organization in terms of itsenvironment
Cover extended periods of time
Operational Plans Specify the details of how the overall goals are to
be achieved Cover short time period
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Plan Character ist ics
Time Frame Long-Term Plans
Beyond three yearsShort-Term Plans
One year or less
SpecificitySpecific Plans
No room for interpretation
Directional Plans General guidelines, provide focus, yet
allow discretion in implementation
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Plan Character ist ics
Specificity illustrated:
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Exhibit 3- 4
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Plan Character ist ics
Frequency of Use
Single-use Plan
A one-time plan specifically designed to
meet the needs of a unique situation Plan for a Unique Need?
Standing Plans
Ongoing plans that provide guidance for
activities performed repeatedly Rules, Procedures, Policies
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Contem porary Planning I ssues
Planning creates rigidity
Assumes constant conditions withinthe time frame
Formal plans not suitable fordynamic environments
Same assumption
Formal plans replace intuition andcreativityPeters lawyers and accountants effect
Many case studies: GM, Apple19PMGT 402 Week 7 Foundations of Planning
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Contem porary Planning I ssues
Planning focused on today, nottomorrow
Optimize current conditions
Disrupt or reinvent the space
Cede leadership to the nimble
Planning ingrains focus on current
successCling to current leadership
Launched into discomfort
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Contingency Factors
Degree of environmental uncertaintyStable environment: specific plans
Dynamic environment: specific but
flexible plansPrepare to rework or discard plans
Plan anyway: the 4 year lag finding
Length of future commitmentsCurrent plans affecting future
commitments must be sufficiently long-term to meet the commitments
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Applicat ion to Project Managem ent
Managerial Function: Defining the projects goals
PRODUCT SCOPE
Establishing an overall strategy forachieving those goals
PROJECT SCOPE
Developing a comprehensive set of plansto integrate and coordinate organizational
work PM-specific techniques
Formal
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Applicat ion to Project Managem ent
Purposes: Provide Direction
Communications
Reduce Uncertainty Anticipate Contingencies
Reduce Overlap and Waste
Coordination
Basis for Control
Expected to compare to Actual
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Applicat ion to Project Managem ent
Well Designed Goals:Outcomes rather than actions
Past a certain level
Measurable and quantifiable UnambiguousClear time frameChallenging yet attainable
Hopefully, a result of planning
Documented
Communicated to all necessaryorganizational members Communications tool
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Applicat ion to Project Managem ent
Contemporary Planning Issues:
Planning creates rigidity
Formal plans not suitable for dynamic
environments PM we want the rigidity
Recognize a Change Control Process
Formal plans replace intuition andcreativity Replace or complement?
Document intuition to act as basis for lessonslearned.
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Applicat ion to Project Managem ent
Contemporary Planning Issues:
Planning focused on today, nottomorrow
Todays survival vs. tomorrowspossibilities
Different objectives
Different degree of openness
Planning ingrains focus on currentsuccess
Objective of PM to be reproducible
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Applicat ion to Project Managem ent
Planning Summary:
Goals
Strategies
Plans
General animates the specific
Increase awareness of the thinking
around planning, and itsapplication to Project Management
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Preparing for t he Mid- term
Planning can't eliminate change.Managers plan in order to __________.
A) reduce or eliminate the need for controls
B) maximize the overlap in work activities
C) focus attention on how things should bedone rather than ultimate achievements
D) anticipate changes and develop the mosteffective response
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Preparing for t he Mid- term
Name and describe in a sentence ortwo, two of Hofstedes five dimensionsof national culture from his study at
IBM.
Power Distance
Individualism vs. Collectiveism
Quality vs. Quantity of Life
Uncertainty Avoidance
Long vs. Short Term Orientation
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