Module 2

Planning &
Implementatio
n

Planning
is

a creative process. Like many creative

processes, it can be tend to be
unstructured and ad hoc, at times
bordering on chaotic. It requires unequal
measures
of
experience,
analysis,
intuition, and inspiration.

Definition of Planning
Basic

human activity
Rational choice
Control of future action
Special kind of problem
solving
What planners do

Planning as a basic human

activity

Some

see planning as a basic human

activity that pervades our behavior at
every level of society. In this view, planning
is a process of human thought followed by
action based upon that thought. This
makes planning a very general human
activity.

Planning a rational choice

This

view of planning is confined to matters of

deliberate choice. It emphasizes the link
between planning appropriate future actions
through a sequence of choices. It is a
structured rational approach to achieving
desired ends.

Planning as control of future

consequences

Planning may be seen as an attempt to control

future consequences through present actions,
this view fuses planning and action together,
for if we do not implement a plan, there can be
no control exerted over the future. Some would
measure the success of planning by the future
consequences we are able to control.

Planning as a special kind of

problem solving

Another line of thought is that planning is

problem solving that is aimed at very particular
kinds of problems. Planning theorists have
defined the problems they deal with as wicked
problems. A wicked problem is one with no clear
answers; solutions are only better or worse.

Planning is what planners do

Planning help decision-makers identify their

problems, conceive solutions to them, and
compare the importance of the inevitable
conflicting values inherit in any solution.

Planning
is...the
deliberate
social or organizational activity
of
developing
an
optimal
strategy for solving problems
and achieving a desired set of
goals.

How is planning done?

Planning is done by
people. Its done in
a sequential, multistaged process in
which many of the
stages are linked
to
their
predecessors
by
feedback loops.

Where do plans come from?

They come from people.

There comes a time in
every planning model
when alternatives are
designed to address the
problems that motivated
the planning process in
the
first
place.
Alternatives
are
solutions to problems
that contribute to stated
planning objectives.

Guidelines to Ensure Successful

Planning and Implementation

A common failure in many kinds of planning is

that the plan is never really implemented. Instead,
all focus is on writing a plan documents. Too often,
the plan sits collecting dust on a shelf. Therefore,
most of the following guidelines help to ensure
that the planning process is carried out
completely and is implemented completely or,
deviations from the intended plan are recognized
and managed accordingly.

1. Involve the Right People in the Planning

Process
Going back to the reference to systems, its critical
that all parts of the system continue to exchange
feedback in order to function effectively. This is true
no matter what type of system. When planning, get
input from everyone who will responsible to carry
out parts of the plan, along with representative from
groups who will be affected by the plan. Of course,
people also should be involved if they will be
responsible to review and authorize the plan.

2. Write Down the Planning Information and

Communicate in Widely

New managers, in particular, often forget that others

dont know that these managers know. Even if
managers do communicate their intentions and a
plan verbally, chances are great that others wont
completely hear or understand what the manger
wants done. Also, as plans change, its extremely
difficult to remember who is supposed to be doing
what and according to which version of the plan. Key
stakeholders
(employees, management,
board
members, funders, investor, customers, clients, etc.)
may request copies of various types of plan.
Therefore, its critical to write plans down and
communicate then widely.

3. Goals and Objectives should be SMARTER

SMARTER is an acronym, that is, a word composed by
joining letters from different words in a phrase or set
words. In this case, a SMARTER goal or objectives is:

Specific
Measurable
Acceptable
Realistic
Time Frame
Extending
Rewarding

4. Build Accountability (Regularly Review

Whos Doing What and by When?)
Plans should specify who is responsible for achieving
each result, including goals and objectives. Dates
should be set for completion of each result, as well.
Responsible parties should regularly review status of
the plan. Be sure to have someone of authority sign
off on the plan, including putting their signature on
the plan to indicate they agree with and support its
contents. Include responsibilities in policies,
procedures, job descriptions, performance review
processes, etc.

5. Note Deviations from the Plan and Re-plan

Accordingly
Its okay to deviate from plan is not a set of rules.
Its an overall guideline. As important as following
the plan is noticing deviations and adjusting the
plan accordingly.

6. Evaluate Planning Process and the Plan

During the planning process, regularly collect

feedback from participants. Do they agree with the
planning process? If not, what dont they like and how
could it be done better? In large, ongoing planning
processes (such as strategic planning, business
planning, project planning, etc.) its critical to collect
this kind of feedback regularly.

During regular review of implementation of the

plan, assess if goals are being achieved or
not.
If not
Were goals realistic?
Do responsible parties have the resources
necessary to achieve the goals and objective?
Should goals be changed?
Should more priority be placed on achieving
the goals?
What needs to be done?

7. Recurring Planning Process is at Least as

Important as Plan Document

Far too often, primary emphasis is placed on the plan

document. This is extremely unfortunate because the
real treasure of planning is the planning process itself.
During planning, planners learn a great deal from
ongoing analysis, reflection, discussion, debates and
dialogue around issues and goals in the system.
Perhaps there is no better example of misplaced
priorities in planning than in business ethics. Far too
often, people put emphasis on written codes of ethics
and codes of conduct. While these documents certainly
are important, at least as important is conducting
ongoing communications around these documents.

8. Nature of the Process Should be

Compatible to Nature of Planners
A prominent example of this type of potential
problem is when planners dont prefer the top
down or bottom up, linear type if planning
(for example, going from general to specific
along the process of an environmental scan,
SWOT analysis, mission/vision/values, issues
and goals, strategies, objectives, timelines,
etc.) There are other ways to conduct planning.

9. Critical But Frequently Missing Step

Acknowledgement and Celebration of
Results

Its easy for planners to become tired and even cynical

about the planning process. One of the reasons for this
problem is very likely that far too often, emphasis is
placed on achieving the results. Once the desired
results are achieved, new ones are quickly established.
The process can see, like having to solve one problem
after another, with no real end in sight. Yet when one
really thinks about it, its a major accomplishment to
carefully analyze a situation, involve others in a plan to
do something about it, work together to carry out the
plan and actually see some results. So acknowledge
this celebrate your accomplishment!

HOW TO PLAN AN ACTIVITY

1. IDENTIFY THE ACTIVITY: Can
you answer the following
questions on the activity?
What is the activity?
Who is the activity designed
for?
When is the activity planned
for?
How much will the activity
cost?

2. PLANNING THE ACTIVITY

Step 1: Getting the manpower
Step 2: Getting the advisor
Step 3: How should we plan the activity?
Brainstorm
Weeding out ideas
Prioritize the items
Chronological listing of the planning
listing
e) Assigning people to handle specific tasks
f) Giving deadline
a)
b)
c)
d)

Step 4: Following through

a) Checklist For An Activity
b) Activity/Program Planning Guide

3. PRIOR TO THE ACTIVITY

a) Check up . DONT SPEND TIME BLAMING AND
COMPLAINING.
b) Activity day plan
c) Simulation/run through

) The main thing to stress here is that as a

chairperson, you are to supervise or
direct traffic. You cannot physically do
everything so make sure that those
assigned their duties well enough so that
you wont have to worry about anything
except for handling the emergencies.

4. DAY OF THE ACTIVITY

a) Brief run through
b) Make the proper acknowledgements: If you are
emceeing the activity, take time to properly
acknowledge your workers for their work and
efforts.

5. AFTER THE ACTIVITY

a) Send out your thank you notes/letters: This is

the official acknowledgement of their efforts. Take
the time even before the activity to prepare these
notes or letters so that you can get them out
immediately after the activity date.
b) Evaluation: Review and analyze your efforts and
keep good records to help out the next person
who will be responsible for this activity.
Remember to list very specific recommendations

THE GOALS
&
THE OBJECTIVES

Written goals should be related in some

manner to the overall purpose of the
organization. Individual objectives are then
written for each goal as the first step
toward the goals accomplishment.

Following are specific components that must be

considered when writing goals and objectives:
GOALS

1. Have
desiredtofuture
The a
Direction
condition.
Go
2. Should be broad in
focus.
3. Should be expressed
in either qualitative
or quantitative
terms.
4. Should be long-range
in time frame.
5. Should be
challenging, yet be
realistic and
achievable.

OBJECTIVE
S
The Means to
Achieve

1. Should be specific
and measurable.
2. Should be narrower
in focus than the
goals.
3. Should be expressed
in quantitative
terms.
4. Have a shorter time
frame and be dated.

The
End