This document discusses operational planning and how to create an effective operational plan. It begins by explaining the importance of operational planning, such as helping define roles and responsibilities, creating the right staffing mix, enabling tracking of daily operations, and addressing immediate project demands. It then provides details on how to make an operational plan, including starting with a strategic plan, identifying stakeholders, and creating objectives and deliverables. The document also covers advantages like clarity and reduced delays, and disadvantages such as rigidity and the time required. Finally, it discusses elements of an effective operational plan such as breaking long-term visions into milestones and assessing skill requirements and gaps.

2. CONTENTS:
•4.7 IMPORTANCE OF OPERATIONAL PLANNING
•4.8 HOW TO MAKE AN OPERATIONS PLAN
•4.9 OPERATIONAL PLANNING ADVANTAGES AND
DISADVANTAGES
•4.10 CREATING AN EFFECTIVE OPERATIONAL PLAN
•4.11 OPERATIONAL GOALS

4. WHY IS AN OPERATIONAL PLAN IMPORTANT?
•THE WHOLE POINT OF OPERATIONAL PLANNING IS TO SEE THE EFFECT OF YOUR
OPERATIONS ON THE BUSINESS’S WORKING IN REAL-TIME, SO YOU KNOW EXACTLY
WHEN TO EXECUTE YOUR MAJOR STRATEGIES.
•AN OPERATIONAL PLAN HELPS YOU IDENTIFY AREAS THAT ARE NOT GENERATING
ENOUGH REVENUE OR ARE CAUSING LOSSES, AND THEN ASSISTS YOU WITH
FORMULATING THE NECESSARY CHANGES. THIS DOCUMENT ALSO PLAYS A CRUCIAL
ROLE IN KEEPING ALL KEY STAKEHOLDERS, MANAGEMENT, AND BOARD MEMBERS ON
THE SAME PAGE.

5. IMPORTANCE OF OPERATIONAL PLANNING
A. HELPS DEFINE INDIVIDUAL ROLES AND RESPONSIBILITIES
B. CREATES THE RIGHT MIX OF PERMANENT &
CONTINGENT EMPLOYEES
C. ENABLES TRACKING OF DAY-TO-DAY OPERATIONS
D. ADDRESSES IMMEDIATE PROJECT DEMANDS

6. A. HELPS DEFINE INDIVIDUAL ROLES AND
RESPONSIBILITIES
•OPERATIONAL PLANNING HELPS DETERMINE THE
TASKS OR ACTIVITIES INVOLVED TO
REACH MILESTONES. MANAGERS CAN THEN SELECT
THE RIGHT CANDIDATES FOR EACH JOB AND DEFINE
THEIR ROLES AND RESPONSIBILITIES ACCORDINGLY.

7. B. CREATES THE RIGHT MIX OF PERMANENT
AND CONTINGENT EMPLOYEES
•AN OPERATIONAL PLAN HELPS ANALYZE IMMEDIATE SKILL
REQUIREMENTS, FIND OUT IF THEY ARE ONE-OFF IN NATURE OR
NOT, AND ASSESS THE BUDGET REQUIRED TO FULFILL THEM.
BASED ON THAT, MANAGERS CAN HIRE PERMANENT OR
CONTINGENT EMPLOYEES OR CREATE A JUDICIOUS MIX OF
BOTH.

8. C. ENABLES TRACKING OF DAY-TO-DAY
OPERATIONS
•OPERATIONAL PLANNING HELPS OUTLINE THE DAY-TO-
DAY ACTIVITIES AND PROCESSES NECESSARY FOR
RUNNING AN ORGANIZATION. THE ABILITY TO VISUALIZE
DAILY OPERATIONAL ACTIVITIES HELPS TRACK THEM
EFFECTIVELY AND DETERMINE IF THERE ARE ANY
NEGATIVE COST/TIME VARIANCES.

9. D. ADDRESSES IMMEDIATE PROJECT
DEMANDS
•OPERATIONAL WORKFORCE PLANNING ALSO ENTAILS
PLANNING FOR SHORT-TERM OBJECTIVES AND
GOALS. IT PROVIDES INSIGHTS INTO
IMMEDIATE SKILL DEMANDS ACROSS VARIOUS
PROJECTS.

11. 4.8 - HOW TO MAKE AN OPERATIONAL PLAN
1. START WITH A STRATEGIC PLAN
2. NARROW DOWN YOUR SCOPE
3. IDENTIFY KEY STAKEHOLDERS
4. CREATE THE PLAN
5. SHARE AND UPDATE YOUR OPERATIONAL PLAN

12. 1. START WITH A STRATEGIC PLAN
1. DETERMINE YOUR POSITION
2. DEVELOP YOUR STRATEGY
3. BUILD YOUR STRATEGIC PLAN
4. SHARE, MONITOR, AND MANAGE
YOUR
STRATEGIC PLAN

13. 2. NARROW DOWN YOUR SCOPE
•IN ORDER TO CREATE A DETAIL-ORIENTED
OPERATIONAL PLAN, YOU NEED TO NARROW
THE SCOPE TO A TEAM, DEPARTMENT, OR
FOCUS AREA. THE SCOPE OF YOUR
OPERATIONAL PLAN WILL DEPEND ON THE SIZE
OF YOUR COMPANY.

14. 3. IDENTIFY KEY STAKEHOLDERS
•BEFORE CREATING AN OPERATIONAL PLAN,
DECIDE WHO WILL BE INVOLVED IN THE
OPERATIONAL PLANNING PROCESS. THE TEAM
MEMBERS CREATING THE OPERATIONAL PLAN
SHOULD BE RELATIVELY CLOSE TO THE ACTIONS
THE PLAN DESCRIBES.

15. 4. CREATE THE PLAN
= YOUR OPERATIONAL PLAN EXPLAINS THE ACTIONS YOUR TEAM WILL TAKE TO
ACHIEVE YOUR GOALS WITHIN A SET TIME FRAME. TO CREATE AN OPERATIONAL PLAN,
OUTLINE:
• YOUR TEAM’S OBJECTIVES
• THE DELIVERABLES THAT WILL BE ACHIEVED BY THE OPERATIONAL PLAN
• ANY DESIRED OUTCOMES OR QUALITY STANDARDS
• STAFFING AND RESOURCE REQUIREMENTS, INCLUDING YOUR OPERATING BUDGET
• HOW YOU WILL MONITOR AND REPORT ON PROGRESS

16. 5. SHARE AND UPDATE YOUR OPERATIONAL
PLAN
•ONCE YOU’VE CREATED THE PLAN, SHARE IT WITH KEY
STAKEHOLDERS SO THEY UNDERSTAND YOUR TEAM’S MOST
IMPORTANT GOALS AND THE DAILY TASKS IT WILL TAKE TO
GET THERE. MANAGE YOUR PLAN AND UPDATES IN A
SHARED TOOL THAT CAPTURES REAL-TIME PROGRESS

18. ADVANTAGES
WITHOUT OPERATIONAL PLANNING IN MANAGEMENT,
BUSINESSES WOULD RUN INEFFICIENTLY AND INCUR
LOSSES.

19. ADVANTAGES
1. PROVIDES CLARITY
2. PROVIDES A ROADMAP
3. REDUCES DELAY

20. ADVANTAGE – PROVIDES CLARITY
•OPERATIONAL PLANNING ENSURES EVERYONE
ON THE TEAM HAS A CLEAR IDEA ABOUT THE
WORK TO BE DONE ON A MONTHLY, WEEKLY AND
EVEN DAILY BASIS.

21. ADVANTAGE – PROVIDES A ROADMAP
•ACHIEVING LONG-TERM GOALS BECOMES
MUCH EASIER WITH OPERATIONAL PLANNING.
PRODUCTIVITY INCREASES WHEN TEAM
MEMBERS HAVE A DETAILED PLAN TO FOLLOW

22. ADVANTAGE – REDUCES DELAY
•WITH A CLEARLY CHARTED-OUT PATH, EMPLOYEES KNOW HOW
MUCH GROUND THEY HAVE TO COVER BY THE END OF EACH DAY.
THIS HELPS THEM MANAGE THEIR TIME BETTER AND STAY ON
SCHEDULE, THEREBY PRODUCING QUALITY AND TIMELY WORK.
GOOD OPERATIONAL PLANNING BENEFITS ORGANIZATIONS
GREATLY.

23. DISADVANTAGES
1. RIGIDITY
2. MISDIRECTED PLANNING
3. TIME CONSUMING
4. PROBABILITY IN PLANNING
5. FALSE SENCE OF SECURITY
6. EXPENSIVE

24. DISADVANTAGE - RIGIDITY
A. PLANNING HAS TENDENCY TO MAKE ADMINISTRATION INFLEXIBLE.
B. PLANNING IMPLIES PRIOR DETERMINATION OF POLICIES, PROCEDURES
AND PROGRAMS AND A STRICT ADHERENCE TO THEM IN ALL CIRCUMSTANCES.
C. THERE IS NO SCOPE FOR INDIVIDUAL FREEDOM.
D. THE DEVELOPMENT OF EMPLOYEES IS HIGHLY DOUBTED BECAUSE OF WHICH
MANAGEMENT MIGHT HAVE FACED LOTS OF DIFFICULTIES IN FUTURE.

25. DISADVANTAGE - MISDIRECTED PLANNING
A. PLANNING MAY BE USED TO SERVE INDIVIDUAL INTERESTS
RATHER THAN THE INTEREST OF THE ENTERPRISE.
B. ATTEMPTS CAN BE MADE TO INFLUENCE SETTING OF
OBJECTIVES, FORMULATION OF PLANS AND PROGRAMMES TO SUIT
ONES OWN REQUIREMENT RATHER THAN THAT OF WHOLE
ORGANIZATION.

26. DISADVANTAGE - TIME CONSUMING
PLANNING IS A TIME CONSUMING PROCESS BECAUSE IT
INVOLVES COLLECTION OF INFORMATION, IT’S ANALYSIS AND
INTERPRETATION THEREOF. THIS ENTIRE PROCESS TAKES A
LOT OF TIME SPECIALLY WHERE THERE ARE A NUMBER OF
ALTERNATIVES AVAILABLE.

27. DISADVANTAGE - PROBABILITY IN
PLANNING
A. PLANNING IS BASED ON FORECASTS WHICH ARE MERE ESTIMATES
ABOUT FUTURE.
B. THESE ESTIMATES MAY PROVE TO BE INEXACT DUE TO THE UNCERTAINTY
OF FUTURE.
C. ANY CHANGE IN THE ANTICIPATED SITUATION MAY RENDER PLANS
INEFFECTIVE.

28. DISADVANTAGE - FALSE SENSE OF SECURITY
A. ELABORATE PLANNING MAY CREATE A FALSE SENSE OF SECURITY
TO THE EFFECT THAT EVERYTHING IS TAKEN FOR GRANTED.
B. MANAGERS ASSUME THAT AS LONG AS THEY WORK AS PER PLANS,
IT IS SATISFACTORY.
C. THEREFORE THEY FAIL TO TAKE UP TIMELY ACTIONS AND AN
OPPORTUNITY IS LOST.

29. DISADVANTAGE - EXPENSIVE
COLLECTION, ANALYSIS AND EVALUATION OF
DIFFERENT INFORMATION, FACTS AND ALTERNATIVES
INVOLVES A LOT OF EXPENSE IN TERMS OF TIME,
EFFORT AND MONEY

31. 4.10 – CREATING AN EFFECTIVE
OPERATIONAL PLAN
•OPERATIONAL WORKFORCE PLANNING CAN
SEEM CHALLENGING FOR BEGINNERS OR EVEN
SEASONED PROFESSIONALS AT TIMES.

32. CREATING AN EFFECTIVE OPERATIONAL
PLAN
A. BREAK DOWN YOUR LONG-TERM VISION INTO DELIVERABLE
MILESTONES
•CREATING A STRATEGIC VISION FOR YOUR COMPANY IS THE FIRST
AND FOREMOST STEP TOWARDS OPERATIONAL PLANNING. NEXT,
ONE SHOULD BREAK THAT LONG-TERM COMPANY VISION INTO
SMALL ACHIEVABLE MILESTONES DISTANCED BY A CERTAIN
PERIOD, SAY A MONTH, QUARTER, YEAR, ETC.

33. CREATING AN EFFECTIVE OPERATIONAL
PLAN
B. ASSESS THE IMMEDIATE AND FUTURE PROJECT REQUIREMENTS
AFTER DEFINING THE MILESTONES, OPERATIONAL WORKFORCE PLANNING
ENTAILS ASSESSING THE SKILL DEMANDS OF PROJECTS AND THE TASKS
INVOLVED IN DELIVERING THEM. IN THE EXAMPLE ABOVE, THE MILESTONE
OF AN AVERAGE 40% YEARLY INCREASE IN THE CUSTOMER BASE WILL
NEED EXTENSIVE DIGITAL MARKETING CAMPAIGNS, SOCIAL MEDIA
PROMOTION PROJECTS, ADVERTISEMENT CAMPAIGNS, AND SO ON.

34. CREATING AN EFFECTIVE OPERATIONAL
PLAN
C. GET VISIBILITY INTO RESOURCES’ SKILLS AND COMPETENCIES
•ONCE REQUIREMENTS ARE ESTABLISHED, MANAGERS MUST
LOOK INTO THEIR TALENT POOL’S SKILLS AND COMPETENCIES
AND ASSESS THEM THOROUGHLY. IT WILL HELP THEM GET AN
IDEA OF WHERE THEY STAND IN TERMS OF RESOURCES
REQUIRED TO MEET DELIVERABLES.

35. CREATING AN EFFECTIVE OPERATIONAL
PLAN
D. IDENTIFY AND BRIDGE THE SKILL GAPS
•AFTER ASSESSING THE CURRENT TALENT POOL, THE NEXT
STEP IS IDENTIFYING AND DETERMINING THE SKILL GAPS
THAT NEED TO BE FILLED. THE ASSESSMENT OF THE SKILL
GAPS REVEALS THAT THE COMPANY NEEDS PPC
EXECUTIVES TO FILL THE SKILL GAPS.

36. CREATING AN EFFECTIVE OPERATIONAL
PLAN
E. MONITOR AND CONTROL
•AFTER MAPPING OUT THE OPERATIONAL PLAN, THE NEXT STEP IS EXECUTING AND
MONITORING IT CONTINUOUSLY TO ENSURE IT IS IN THE RIGHT DIRECTION. FOR
THAT,
•MANAGERS CAN DECIDE ON CERTAIN PERFORMANCE INDICATORS IN TERMS OF
MILESTONES, TIMELINES, BUDGET, ETC., AND TRACK THE PLAN ACCORDINGLY.

38. 4.11 – OPERATIONAL GOAL
•AN OPERATIONAL GOAL IS AN OBJECTIVE SET FOR A DEPARTMENT
WITHIN AN ORGANIZATION. OPERATIONAL GOALS CAN GO BY
OTHER NAMES IN SOME COMPANIES, INCLUDING "TACTICAL
OBJECTIVES" OR "OPERATIONAL OBJECTIVES." WHICHEVER NAME
A COMPANY USES, THE GOALS OFTEN SHARE THE FOLLOWING
ELEMENTS:

39. ELEMENTS OF OPERATIONAL GOAL
•MEDIUM TERM TARGET
•SPECIFIED WORKGROUP
•TRACKABLE DELIVERABLES
•ACTIONABLE EXPECTATIONS
•BUDGET ALLOCATION

40. ELEMENTS OF OPERATIONAL GOAL
•MEDIUM-TERM TARGET: AN OPERATIONAL
GOAL USUALLY HAS A TARGET THAT
REQUIRES BETWEEN ONE AND TWO YEARS
TO COMPLETE.

41. ELEMENTS OF OPERATIONAL GOAL
•SPECIFIED WORKGROUP: EACH
OPERATIONAL GOAL RELATES TO AN
INDIVIDUAL DEPARTMENT OR
WORKGROUP WITHIN AN ORGANIZATION.

42. ELEMENTS OF OPERATIONAL GOAL
•TRACKABLE DELIVERABLES:
AN OPERATIONAL GOAL INCLUDES AN
OBSERVABLE RESULT USED TO TRACK
PROGRESS.

43. ELEMENTS OF OPERATIONAL GOAL
•ACTIONABLE EXPECTATIONS:
THE OPERATIONAL GOAL INCLUDES TARGETS
THAT PROVIDE CLEAR ACTIONS FOR THE TEAM
TO COMPLETE IN ORDER TO MEET THEIR GOALS.

44. ELEMENTS OF OPERATIONAL GOAL
•BUDGET ALLOCATION: AN OPERATIONAL
GOAL INCLUDES THE BUDGET
ALLOCATED FOR THE COMPLETION OF
THE PROJECT.

45. “WITHOUT GOALS, AND PLANS TO REACH THEM,
YOU ARE LIKE A SHIP THAT HAS SET TO SAIL
WITH NO DESTINATION.”
― FITZHUGH DODSON, AN AMERICAN
PSYCHOLOGIST AND EDUCATOR.

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