planning tools & techniques

8/3/2019 Planning Tools & Techniques

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Planning Tools & Techniques


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M. Ismail ayubM. Farhan Minhaj ul abidinM. Talha a. khan


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TECHNIQUES FOR ASSESSINGTHE ENVIRONMENT

ENVIRONMENTAL SCANNING

FORECASTING BENCHMARKING


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ASSESSING THEENVIRONMENT

ENVIRONMENTAL SCANNING: Careful monitoring of an organization's internal and

external environments for detecting opportunities &

threats that influence its current and future plans.

COMPETITOR INTELLIGENCE

Gathering information about competitorswho they are,what they are doing.

GLOBAL SCANNING

Screening a broad scope of information on global forcesthat might affect the organization.


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FORECASTING

Planning tool that involves creating predictionsof outcomes based on information gathered by

environmental scanning.

FORECASTING TECHNIQUES

1. QUANTITATIVE FORECASTING

Applying a set of mathematical rules to a series of hard datato predict outcomes (e.g., units to be produced).

2. QUALITATIVE FORECASTING

Using experts judgments and opinions


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BENCHMARKING

Measurement of the quality of a firm's policies,products, programs, strategies, etc., and theircomparison with standard measurements, orsimilar measurements of the best-in-class firms.


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6 STEPS TO BETTERBENCHMARKING

1. Identify (what is to be benchmarked)

2. Data collection

3. Data analysis4. Reporting

5. Learning from best practices

6. Planning and implementing improvementactions


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TECHNIQUES FORALLOCATING RESOURCES

1. BUDGETING

2. SCHEDULING

3. BREAK EVEN ANALYSIS4. LINEAR PROGRAMING


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ALLOCATING RESOURCES

THE ASSETS OF THE ORGANIZATION

Financial: debt, equity, and retained earnings

Physical: buildings, equipment, and rawmaterials

Human: experiences, skills, knowledge, andcompetencies

Intangible: brand names, patents,reputation, trademarks, copyrights, anddatabases


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BUDGETS

Numerical plans for allocating resources (e.g., revenues,expenses, and capital expenditures).

TYPES OF BUDGETS


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SCHEDULES

Plans that allocate resources by detailing;

- What activities have to be done.

- The order in which they are to be completed.

- Who is to do each.

- When they are to be completed.

IT INCLUDESGANTT CHARTS

LOAD CHARTS

PERT NETWORK ANALYSIS


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GANTT CHART

A chart that depicts progress in relation to time, oftenused in planning and tracking a project.


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LOAD CHART

A modified Gantt chart that lists entire departments orspecific resources on the vertical axis. Allows managers

to plan and control capacity utilization.


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PROGRAM EVALUATION AND REVIEW

TECHNIQUE (PERT)

A model for project management designed to analyze

and represent the task involve in completing a project.STEPS IN DEVELOPING A PERT NETWORK

1. Identify every significant activity that must be achieved for a

project to be completed.

2. Determine the order in which these events must be completed.

3. Diagram the flow of activities from start to finish, identifying eachactivity and its relationship to all other activities.

4. Compute a time estimate for completing each activity.

5. Using the network diagram that contains time estimates for each

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

activity and for the entire project.


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Breakeven Analysis

BREAK EVEN

The break even is the point at which the cost or

expenses is equal to revenues.


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LINEAR PROGRAMMING

A mathematical method for determining a wayto achieve a best outcome using proportionalrelationships between two variables.


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CONTEMPORARY PLANNINGTECHNIQUES

PROJECT MANAGEMENT

SCENARIO PLANNING

C t Pl i


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Contemporary PlanningTechniques

PROJECT MANAGEMENT

Project management is the discipline of planning,organizing, securing and managing resources to

bring about successful completion of project.


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PROJECT PLANNING PROCESS


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CONTEMPORARY PLANNINGTECHNIQUES

SCENARIO

A consistent view of what the future is likely to be.

SCENARIO PLANNING

An attempt not try to predict the future but toreduce uncertainty by playing out potentialsituations under different specified conditions.

CONTINGENCY PLANNING

Developing scenarios that allow managersdetermine in advance what their actions should beshould a considered event actually occur.


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THANK YOU

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