planning tools and techniqes by book of stephen robonsPresentation of management

Presentation Of Presentation Of Management Management

Submitted to:Mam Submitted to:Mam Ayesha ZareefAyesha ZareefSubmitted by: Submitted by:

Group 2Group 2Class:BS(IT),3rd Class:BS(IT),3rd

SemesterSemester

ManagementManagement

Planning Tools and Planning Tools and TechniquesTechniques

Planning tools and Techniques Planning tools and Techniques includes:includes:

Techniques for assessing the EnvironmentTechniques for assessing the Environment Techniques for allocating ResourcesTechniques for allocating Resources Tools for Effective PlanningTools for Effective Planning Contemporary Planning TechniquesContemporary Planning Techniques

Techniques for Assessing the Techniques for Assessing the EnvironmentEnvironment

Environmental Scanning:Environmental Scanning: Careful monitoring of an organization’s internal and Careful monitoring of an organization’s internal and

external environments for detecting early signs of external environments for detecting early signs of opportunities and threats that may influence its opportunities and threats that may influence its current and future plans.current and future plans.

Techniques for assessing the Techniques for assessing the EnvironmentEnvironment

Competitor Intelligence:Competitor Intelligence: The process of gathering information about The process of gathering information about

competitors ( Who they are, What they are doing).competitors ( Who they are, What they are doing). It is not spying but rather careful attention to readily It is not spying but rather careful attention to readily

accessible information from employees, customers, accessible information from employees, customers, suppliers, the internet ,and competitors themselves.suppliers, the internet ,and competitors themselves.

It may involve reverse engineering of competing It may involve reverse engineering of competing products to discover technical innovationsproducts to discover technical innovations..


Global Scanning:Global Scanning: Screening a broad scope of information on global Screening a broad scope of information on global

forces that might affect the organization.forces that might affect the organization. Has value to firm with significant global interest.Has value to firm with significant global interest. Draws information from sources that provide global Draws information from sources that provide global

perspective on world wide issues and opportunities.perspective on world wide issues and opportunities.


Forecasting:Forecasting: The part of organizational planning that involves The part of organizational planning that involves

creating predictions of outcomes based on creating predictions of outcomes based on information gathered by environmental scanning.information gathered by environmental scanning.

It facilitates managerial decision making.It facilitates managerial decision making. It is more accurate in stable environments.It is more accurate in stable environments.


Forecasting Techniques:Forecasting Techniques: Quantitative ForecastingQuantitative Forecasting Qualitative ForecastingQualitative Forecasting


Quantitative Forecasting:Quantitative Forecasting: Quantitative forecasting mostly pertains to numbers Quantitative forecasting mostly pertains to numbers

or figures, such as sales forecasts, budget forecasts or figures, such as sales forecasts, budget forecasts etc.etc.

In quantitative forecasting, the two most basic In quantitative forecasting, the two most basic techniques are the time series technique wherein one techniques are the time series technique wherein one looks into the future based on what happened in the looks into the future based on what happened in the past and the relational technique which operates on past and the relational technique which operates on the idea that the future depends on a number of the idea that the future depends on a number of different factors which may affect it presently.different factors which may affect it presently.


Qualitative Forecasting:Qualitative Forecasting: It can be used to determine a company’s strengths, It can be used to determine a company’s strengths,

weaknesses, opportunities and threats, as well as to predict weaknesses, opportunities and threats, as well as to predict performance. performance.

One common qualitative technique is the Delphi technique, One common qualitative technique is the Delphi technique, where in trends and effects of decisions are predicted. where in trends and effects of decisions are predicted.

In the Delphi technique, results are mostly obtained through In the Delphi technique, results are mostly obtained through mailed surveys where participants are paid for their mailed surveys where participants are paid for their participation. These results are then analyzed based on the participation. These results are then analyzed based on the average of the group’s opinion.average of the group’s opinion.


Quantitative Versus Quantitative Versus Qualitative:Qualitative:

Whereas quantitative Whereas quantitative forecasting looks more into forecasting looks more into statistics and past trends to statistics and past trends to make predictions.make predictions.

Qualitative analysis relies Qualitative analysis relies more on managerial or more on managerial or judgmental opinion. judgmental opinion. Qualitative analysis is also Qualitative analysis is also often used when often used when quantitative data is absent.quantitative data is absent.


Collaborative Planning,Forcasting,and Collaborative Planning,Forcasting,and Replanishment(CPFR) Software:Replanishment(CPFR) Software:

A standardized way for organizations to use the internet A standardized way for organizations to use the internet to exchange data.to exchange data.

Information shared between suppliers and retailers Information shared between suppliers and retailers aids in planning and satisfying customer demands aids in planning and satisfying customer demands through a supportive system of shared information.through a supportive system of shared information.

This allows for continuous updating of inventory and This allows for continuous updating of inventory and upcoming requirements, making the end-to-end upcoming requirements, making the end-to-end supply chain process more efficient. supply chain process more efficient.

Supply Chain Collaboration-CPFRSupply Chain Collaboration-CPFR


Benchmarking:Benchmarking: A measurements of the quality of an organization’s A measurements of the quality of an organization’s

policies,products,programs,stretegies,etc and their policies,products,programs,stretegies,etc and their comparison with standard measurements, or similar comparison with standard measurements, or similar measurements of its peers.measurements of its peers.

The objective of benchmarking are:The objective of benchmarking are:1.1. To determine what and where improvements are called for.To determine what and where improvements are called for.2.2. To analyze how other organizations achieve their high To analyze how other organizations achieve their high

performance levels.performance levels.3.3. To use this information to improve performance.To use this information to improve performance.

Benchmarking ProcessBenchmarking Process

Techniques for Allocating ResourcesTechniques for Allocating Resources

Resources:Resources: An economic or An economic or

productive factor productive factor required to accomplish required to accomplish an activity, or as means an activity, or as means to undertake an to undertake an enterprise and achieve enterprise and achieve desired outcome.desired outcome.


Types of Resources:Types of Resources:The assets of the organization are:The assets of the organization are: Financial:Financial:debt,equity,anddebt,equity,and retained earningretained earning Physical:Physical:buildings,equipment,and raw materialsbuildings,equipment,and raw materials Human:Human:experiences,skills,knowledge,and competenciesexperiences,skills,knowledge,and competencies Intangible: Intangible: brand names, patents, brand names, patents,

reputation,trademarks,copyrights,and databasesreputation,trademarks,copyrights,and databases Structural/Cultural:Structural/Cultural:history,culture,work systems, history,culture,work systems,

working relationships, trust and policiesworking relationships, trust and policies


BudgetBudget SchedulingScheduling ChartingCharting AnalysisAnalysis

Techniques for Allocating ResourcesTechniques for Allocating Resources Budget:Budget: A budget is a comprehensive, formal A budget is a comprehensive, formal

plan that estimates the probable plan that estimates the probable expenditures and income for an expenditures and income for an organization over a specific period. organization over a specific period. Budgeting describes the overall Budgeting describes the overall process of preparing and using a process of preparing and using a budget.budget.

It is Used to improve time, space, It is Used to improve time, space, and use of material resources.and use of material resources.

It is the most commonly used and It is the most commonly used and most widely applicable planning most widely applicable planning technique for technique for organizations.organizations.

Types of BudgetTypes of Budget


Suggestions for Improving BudgetingSuggestions for Improving Budgeting Be flexible.Be flexible. Goals should drive budgets (budgets should not Goals should drive budgets (budgets should not

determine goals).determine goals). Coordinate budgeting throughout the organization.Coordinate budgeting throughout the organization. Use budgeting/planning software when appropriate.Use budgeting/planning software when appropriate. Remember that budgets are tools.Remember that budgets are tools. Remember that profits result from smart Remember that profits result from smart

management, not because you budgeted for themmanagement, not because you budgeted for them


Scheduling:Scheduling: Plans that allocate resources by detailing what Plans that allocate resources by detailing what

activities have to be done, the order in which they are activities have to be done, the order in which they are to be completed, who is to do each, and when they are to be completed, who is to do each, and when they are to be completed.to be completed.

Represent the coordination of various activities.Represent the coordination of various activities.


Charting:Charting: Charting is a tool that automatically visualizes data. Charting is a tool that automatically visualizes data.

Give it the link to a data file and Charted returns a Give it the link to a data file and Charted returns a beautiful, shareable visualization of that data. beautiful, shareable visualization of that data.

Types of Charting:Types of Charting: Grant ChartGrant Chart Load ChartLoad Chart


Grant Chart:Grant Chart: A Gantt chart, commonly used in project A Gantt chart, commonly used in project

management, is one of the most popular and useful management, is one of the most popular and useful ways of showing activities (tasks or events) displayed ways of showing activities (tasks or events) displayed against time. On the left of the chart is a list of the against time. On the left of the chart is a list of the activities and along the top is a suitable time scale. activities and along the top is a suitable time scale. Each activity is represented by a bar; the position and Each activity is represented by a bar; the position and length of the bar reflects the start date, duration and length of the bar reflects the start date, duration and end date of the activity. end date of the activity.


Grant Chart:Grant Chart:This allows you to see at a glance:This allows you to see at a glance: What the various activities areWhat the various activities are When each activity begins and endWhen each activity begins and end How long each activity is scheduled to lastHow long each activity is scheduled to last Where activities overlap with other activities, and by Where activities overlap with other activities, and by

how much how much The start and end data of the whole projectThe start and end data of the whole project

Grant ChartGrant Chart

To summarize, a Gantt chart shows you what has to To summarize, a Gantt chart shows you what has to be done (the activities) and when (the schedule).be done (the activities) and when (the schedule).


Load Chart:Load Chart: A schematic and graphic device to indicate the A schematic and graphic device to indicate the

amount of authorized work yet to be performed by a amount of authorized work yet to be performed by a machine, a group, or any other producing unit in a machine, a group, or any other producing unit in a factory. factory.

Load ChartLoad Chart A graph showing the amount of work still to be A graph showing the amount of work still to be

performed by a factory producing unit such as a performed by a factory producing unit such as a machine or assembly group.machine or assembly group.


Analysis:Analysis: Program Evaluation and Review Technique (PERT)Program Evaluation and Review Technique (PERT) Breakeven AnalysisBreakeven Analysis Linear ProgrammingLinear Programming

Techniques for Allocating ResourcesTechniques for Allocating Resources Program Evaluation and Review Technique Program Evaluation and Review Technique

(PERT):(PERT): A flow chart diagram that depicts the sequence of A flow chart diagram that depicts the sequence of

activities needed to complete a project and the time or activities needed to complete a project and the time or cost associated with each activity.cost associated with each activity.

Events:Events: Endpoints for completion.Endpoints for completion. Activities:Activities: Time require for each activity.Time require for each activity. Slack time:Slack time: The time that a completed activity waits The time that a completed activity waits

for another activity to finish so that they can begin for another activity to finish so that they can begin jointly on another activity.jointly on another activity.

Critical path: Critical path: TheThe longest path of activities that longest path of activities that allows all tasks to be completed.allows all tasks to be completed.

Techniques for Allocating ResourcesTechniques for Allocating Resources Steps in Developing a PERT Network:Steps in Developing a PERT Network:1.1. Identify every significant activity that must be achieved for Identify every significant activity that must be achieved for

a project to be completed.a project to be completed.2.2. Determine the order in which these events must be Determine the order in which these events must be

completed.completed.3.3. Diagram the flow of activities from start to finish, Diagram the flow of activities from start to finish,

identifying each activity and its relationship to all other identifying each activity and its relationship to all other activities.activities.

4.4. Compute a time estimate for completing each activity.Compute a time estimate for completing each activity.5.5. Using the network diagram that contains time estimates for Using the network diagram that contains time estimates for

each activity, determine a schedule for the start and finish each activity, determine a schedule for the start and finish dates of each activity and for the entire project.dates of each activity and for the entire project.

A Visual PERT Network for A Visual PERT Network for Constructing an Office BuildingConstructing an Office Building

Techniques for Allocating ResourcesTechniques for Allocating Resources Breakeven Analysis:Breakeven Analysis: Breakeven Analysis is uses to determine the point at which Breakeven Analysis is uses to determine the point at which

all fixed costs have been recovered and profitability all fixed costs have been recovered and profitability begins.begins.

Fixed Cost (FC)Fixed Cost (FC) Variable Costs (VC)Variable Costs (VC) Total Fixed Costs (TFC)Total Fixed Costs (TFC) Price (P)Price (P) Breakeven Formula:Breakeven Formula:Breakeven: Total Fixed Costs/Unit Price-Breakeven: Total Fixed Costs/Unit Price-

Unit Variable Unit Variable costcost

Breakeven AnalysisBreakeven Analysis


Linear Linear Programming:Programming:

A technique that seeks to A technique that seeks to solve resources solve resources allocation problems allocation problems using the proportional using the proportional relationships between relationships between two variables.two variables.

Graphical Solution to Linear Graphical Solution to Linear Programming ProblemProgramming Problem

Contemporary Planning TechniquesContemporary Planning Techniques

Following planning techniques are important to make Following planning techniques are important to make planning more effective and efficient in this type of planning more effective and efficient in this type of organizational environment.organizational environment.

ProjectProject Project ManagementProject Management Project Management ProcessProject Management Process The role of the Project ManagerThe role of the Project Manager Scenario PlanningScenario Planning


Project:Project: A one-time-only set of activities that has a definite beginning and A one-time-only set of activities that has a definite beginning and

ending point time.ending point time. Project Management:Project Management: The task of getting project’s activities done on time within budget The task of getting project’s activities done on time within budget

and according to specification is known as project management.and according to specification is known as project management. Define project goals.Define project goals. Identify all project activities, materials and labor.Identify all project activities, materials and labor. Determine the sequence of completion.Determine the sequence of completion.


Project management process:Project management process:


The Role of the Project Manager:The Role of the Project Manager: The project manager's role in a nutshell, is the overall responsibility for The project manager's role in a nutshell, is the overall responsibility for

the successful planning, execution, monitoring, control and closure of the successful planning, execution, monitoring, control and closure of a project.a project.

The project management role consisting of 3 dimensions:The project management role consisting of 3 dimensions:

Contemporary Planning TechniquesContemporary Planning Techniques Technical:Technical: The Technical aspects of the project management role would The Technical aspects of the project management role would

include those activities needed to develop and complete the include those activities needed to develop and complete the project definition, and then to implement the project in project definition, and then to implement the project in accordance with its implementation plan, controlling the accordance with its implementation plan, controlling the project assuring the required quality of delivery.project assuring the required quality of delivery.

For the Project Manager, depending on the size of the For the Project Manager, depending on the size of the project, the role could include:project, the role could include:

Managing a team of project managers to deliver these Managing a team of project managers to deliver these technical aspects.technical aspects.

Initially carrying out a significant portion of the technical Initially carrying out a significant portion of the technical project management aspects.project management aspects.

Contemporary Planning TechniquesContemporary Planning Techniques Transactional:Transactional:

The Transaction Dimension, refers to the traditional The Transaction Dimension, refers to the traditional project management activities associated with project management activities associated with managing the project's work flows and performance. managing the project's work flows and performance. Such activities would initially include:Such activities would initially include:

Establishing the project baseline metrics and Establishing the project baseline metrics and parameters required to control the project during the parameters required to control the project during the implementation stage.implementation stage.

Here the project manager is performing foremost as a Here the project manager is performing foremost as a ‘manager’.‘manager’.

Contemporary Planning TechniquesContemporary Planning Techniques Transformational:Transformational:

The Transformation Dimension refers to activities associated The Transformation Dimension refers to activities associated with leadership. Here the Project Manager is acting as the with leadership. Here the Project Manager is acting as the Project Leader. Softer people, relationship and communication Project Leader. Softer people, relationship and communication skills need to be put to work, seeking to get the best skills need to be put to work, seeking to get the best performance from the Project Team.performance from the Project Team.

This is where the best project managers spend the majority of This is where the best project managers spend the majority of their time; they realize that the performance return from their their time; they realize that the performance return from their effort invested in the Team and individuals vastly increases effort invested in the Team and individuals vastly increases the chances of success.the chances of success.


Scenario:Scenario: A consistent view of what the future is likely to be.A consistent view of what the future is likely to be. Scenario Planning:Scenario Planning: Scenario planning is that part of strategic planning Scenario planning is that part of strategic planning

which relates to the tools and technologies for which relates to the tools and technologies for managing the uncertainties of the future.managing the uncertainties of the future.

Contemporary Planning TechniquesContemporary Planning Techniques Scenario planning exercises involve identifying trends and Scenario planning exercises involve identifying trends and

exploring the implications of projecting them forward - exploring the implications of projecting them forward - probably as high, medium and low forecasts. These can probably as high, medium and low forecasts. These can include political, economic, social and technological. As include political, economic, social and technological. As different trends are chosen and different combinations of different trends are chosen and different combinations of forecast levels are combined, a whole spectrum of possibilities forecast levels are combined, a whole spectrum of possibilities can be identified.can be identified.

Well known examples include the end of the Berlin Wall, Well known examples include the end of the Berlin Wall, OPEC oil price rises, bombs and terrorist attacksOPEC oil price rises, bombs and terrorist attacks

Contingency Planning:Contingency Planning: Developing scenarios that allow managers determine Developing scenarios that allow managers determine

in advance what their actions should be should a in advance what their actions should be should a considered event actually occur.considered event actually occur.

End Of End Of PresentationPresentation

PRESENTED BY: PRESENTED BY: Group # 2Group # 2

Group MembersGroup MembersMaria Khan (1806)Maria Khan (1806)Rabail Iqbal (1795)Rabail Iqbal (1795)

Mehwish (1784)Mehwish (1784)Nazish Robin (1775)Nazish Robin (1775)

Leadership & Management

planning tools and techniqes by book of stephen robonsPresentation of management