Managing Activities Lesson 2 Plans Mailing A1

8/7/2019 Managing Activities Lesson 2 Plans Mailing A1

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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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Documents

Managing Activities Lesson 2 Plans Mailing A1