Planning is a central aspect to a variety of management functions. Managers must carefully and methodically develop their plans but remain flexible to sustain viability in a given plan.
Good planning starts with identifying appropriate goals and objectives, evaluating circumstances and alternatives. Once this done, one can decide on a course of action and develop plan variations.
The final test of plans is against the various criteria for effectiveness and feasibility – the measures, yields and Key Performance Indicators.
Plans can be classed by purpose, duration and management level.
The range of plans broadens the higher up the organization the planning is managed. Continuous evaluation for relevance is key. Abandoning a plan is far better than wasting resources on a bad plan.
Poor planning and bad organization are a waste and can ferment frustration and distrust.
A principle factor for success is being decisive. Planning is after-all undertaken with the ultimate outcome being a decision.
A good manager knows how to use groups or collectives to make decisions and when to make the decision unilaterally.
Some decisions must be made by a committee, some not.
About the author
Clinton Jones has experience in international enterprise technology and business process on four continents and has a focus on integrated enterprise business technologies, business change and business transformation. Clinton also serves as a technical consultant on technology and quality management as it relates to data and process management and governance. In past roles Clinton has worked for Fortune 500 companies and non-profits across the globe.