This document discusses elements of successful planning including defining goals and objectives, considering alternatives, and detailing actions, policies, and strategies. It emphasizes establishing structure, activities, milestones, and sequencing in initial planning while avoiding blockades like being too busy, unreliable third parties, or incomplete information. The importance of revisiting and fine-tuning plans, identifying shortfalls early, and having recovery plans is also highlighted. Key performance indicators should be specific, meaningful, accurate, reliable, and timely. Lessons should be learned from comparing original plans to actual outcomes.

1. Objective
Plan to succeed

2. Elements of Success
Externally Internally
•Deliver on time •Customer pay the bill
•Within Budget •Make a Profit
•Meet Specifications •Repeat business
•Minimal Disruption •Stress Free
•Within the Law •Job Satisfaction

3. Definition for ‘Planning’
•Determination of goals & objectives of an enterprise through a systematic
consideration of alternatives, of the policies, programs and procedures for
achieving them.
•Any activity devoted to clearly identifying, defining and determining courses of
action, before their initiation, necessary to achieve predetermined goals and
objectives.
•The process is to anticipate future occurrences, explore their probable impact,
and detailing policies, goals, objectives and strategies to solve the problems.
•This often includes preparing options documents, considering
alternatives and issuing final plans.

4. Definition for ‘Planning’
•Planning is a fundamental function of management.
•It consists of selecting strategies from among alternative courses of action,
both for enterprise as a whole and for every department or section in it.
•Planning is, in effect, deciding in advance what to do, how to do it, when to do it
and who is to do it.
•Planning assumes that rational processes can be used to nominate resources
and define appropriate future action which will produce desired outcome.

5. Initial Planning
•Establish Structure
•Establish activities under each sub heading
•Set Milestones
•Sequencing (establish relationship between activities)
•Apply elements / constraints:
•Start / Finish date (split or no split)
•Human Factors (resource availability)
•Allow Nature (snow, storm, gale wind)
•Methodology
•Plant (accessibility, availability)

6. Blockade during Initial Planning
•Too busy
•Third Party Unreliability
•Incomplete information
•Not enough time in the contract

7. Complete the Plan
•Revisit & fine-tune initial plan
•Reduce or eliminate Blockade
Check
Check &
Check

8. Progress Planning
•Actuals but must be a true view
•Shortfall must be identified EARLY
•Recovery plan must be in place ASAP
•Corrective actions must be minuted and monitored
on a regular basis

9. Recap
•Anticipate problem
•Don’t be afraid to ask questions
•Must be realistic
•Work with People, do not dictate
•Assign accountability, not apportion blame
•Implement & not Impose
Plan the work, work the plan

10. Key Performance Indicators
•S Specific
•M Meaningful
•A Accurate
•R Reliable
•T Timely

11. Key Performance Indicators
Easy to obtain
Easy to present
Easy to understand
Easy to correct
Keep staff informed
how well they do !!!

12. Key questions before planning
•What is the plan for? What project?
•Why are we involved? What is the company’s role?
•Who are the recipients? Who will be using the plan?
•When is the plan needed? When is the deadline?
•Where will the plan be followed up? On Site / off site?
How to make Planning tools available?

13. Common Tools
•Microsoft Projects
•Primavera
•Suretrek
•Power Project
•Excel
•Microsoft Access Database

14. Lesson Learnt (close out process)
After the programme is completed, or project is finished. Compare
the original plan vs actual and ask:
Why
Why
Why
Why
Why
Jot down your experience and learn from it !!