Types of Planning

Introduction

Besides organizing, controlling and leading, planning is one of the management functions. Good planning is crucial to enable an organization to function effectively. Planning is done for two purposes, firstly as a protection to the organization and secondly to increase the affirmative levels of an organization according to C. W. Roney (Certo, 2000). As a protection to the organization, a manager can forecast the effects from each of the suggestions or alternative actions that will be carried out.

Then managers will be able to ensure what needs to be done, how to carry out the actions, why it has to be done, when to do it, who should implement it with proper planning. And it is done to increase the affirmative levels of an organization. According to Fayol - The plan of action is, at one and the same time, the result envisaged, the line of action to be followed, the stages to go through, and the methods to use. It is a kind of future picture wherein proximate events are outlined with some distinctness.

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Planning is deciding in advance what is to be done. It involves the selection of objectives, policies, procedures and programs from among alternatives. A plan is a predetermined course of action to achieve a specified goal. It is a statement of objectives to be achieved by certain means in the future. In short, it is a blueprint for action. Louis A Allen Management planning involves the development of forecasts, objectives, policies, programs procedures, schedules and budgets. Theo Haimann Planning is deciding in advance what is to be done.

When a manager plans, he projects a course of action, for the future, attempting to achieve a consistent, co-ordinated structure of operations aimed at the desired results. Koontz O’Donnell Planning is an intellectual process, the conscious determination of courses of action, the basing of decisions on purpose, acts and considered estimates.

Types of Planning

According to Dessler (2001) there are three main types of planning which are planning based on format, organization hierarchy and frequency of use.

Planning Based on Format

Descriptive planning is a planning written in the form of statements that state what needs to be achieved and how it is achievable for example, planning of an individual’s career. Budgeting is plan that stated quantitatively by using financial terms. Graphics planning is a planning that explains what needs to be achieved and how to achieve it in the form of charts. For example Gantt chart, it illustrates the time period required in order to implement an activity in the form of bar chart.

Planning Based on Organizational Hierarchy

There are three levels in an organization - top management, middle management, lower management.

Top management (strategic plan) Strategic planning focuses on long-term issues for the survival, growth, and overall effectiveness of the organization. Companies need to be visionary, and must develop long-term strategies to meet changing conditions in their industries. Strategic planning involves developing a strategy to meet competition and ensure long-term survival and growth. The marketing function plays an important role in this process in that to provides information and other inputs to help in the preparation of the organization’s strategic plan long term plan. Middle management (tactical plan)

Tactical planning focuses their goals on a shorter time frame, usually ranging from one month to one year. Middle managers give authority and responsibility to team leaders or supervisors, after that they provide direction, necessary resources, and feedback on performance as tasks are completed. Usually they need more detailed information than top managers, but less information than team leaders and supervisors. They also use business support systems, knowledge management systems, and user productivity systems to perform their jobs. Lower management (operational plan) Lower management carries out day-to-day operational plans.

Operational employees primarily receive data that they need to perform their jobs day to day. In many companies, operational employees also need information to handle tasks and make decisions that were assigned to supervisors which is called empowerment, and gives employees more responsibility and accountability.

Planning Based on Frequency of Use

One time usage planning is a planning that is only used once. Specially prepared to fulfill specific purposes. For example the organization may open more than one branch, but each plan made only applicable to the specific branch only.

Because it have different resources like money, manpower, customer’s distribution, size of the branch area etc. Standing plan is a planning that is repeatedly used. Used to manage situations that frequently arise in an organization such as employees disciplinary problems. Standing plans have three types which are policy, procedure and regulations. i. Policy Principles or general guidelines to manage situations. ii. Procedure Actions or process that must be taken if a certain situation arises. iii. Regulations Specific guidelines when taking an action.

Workplace History

Malaysia Airline System Berhad is doing business as Malaysia Airlines since its inception as an independent airline in 1987. Proudly running as the national-flag carrier of Malaysia from main home base of Kuala Lumpur International Airport (KLIA) with secondary hubs at Kuching and Kota Kinabalu on the second island of the Malaysian state. With a concentration of network on both regional as well as international sectors, MAS has come to be known as world renowned airlines well as a local favorite along with its subsidiary, MAS Wings, because of staff hospitality and its marketing campaigns.

It has been understood that there are various issues and opportunities that are being faced to MAS. Some of these are an overstaffing problem involving more than twenty-thousand employees all over the world. Another one, being incurred net losses of RM 479 million by the third quarter of 2011 and at the end of the fourth quarter the airline had incurred a loss of RM 2524 million, indicating a substantial decrease from a profit of RM 234 million in the previous year. Malaysia Airlines Vision is to be the Preferred Premium Carrier by using A380 as the flagship product.

To support the vision, Malaysia Airlines mission is to be the best-in-class, top 10 commercially viable airline in the Asia Pacific region that returns sustainable profits to the shareholders. Business plan updated June 2012

Recovery Plan (Top Management) Build a Profitable Network

Malaysia Airlines will realign the network based on demand and profitability result in the termination of MAS highly unprofitable routes to South Africa and Argentina and its only destination in Latin America.

Other long hauls routes that unprofitable will also be eliminated MAS will deploy aircraft optimally to suit mission and for cost effectiveness. WIN BACK CUSTOMERS Malaysia Airlines will completely revamp the commercial team to improve performance and review sales and distribution channels. MAS plans to win or gain back its premium long hauls passengers through changing its carriers. A phase-out of MAS ageing widebody aircraft will be pursued and simultaneously new passenger facilities will be introduced.

By the end of 2013 the carrier will be operating only three types of modern widebody aircraft – A330-300s, B777-200ERs and A380s. Then MAS will put in place best-in-class revenue management to fix corporate travel business and revamp our internet booking engine. MAS will enhancing our marketing and branding efforts and grow ancillary revenues.

Relentless Cost Focus

Malaysia Airlines will radically improve productivity and efficiency by increased aircraft utilization. Then MAS will streamline assets and resources across group. After that MAS will review and revamp legacy rocesses and work practices and reduce reliance on 3rdparty and in source jobs where possible. Lastly overhaul the procurement and contracting practices, and review existing contracts for greater cost savings.

Bridge the Funding Gap

The funding gap that must be bridged given the aircraft deliveries of 2012. This bridge has five pillars of support:

1. Positive operating cash flow
2. New debt and leasing arrangements
3. Working capital boost via the return of pre-delivery payment deposits
4. Proceeds from potential spin-offs
5. Unwavering support of our shareholders

Game Changers (Middle Management)

i. Capture regional point-to-point traffic Deepen and optimize regional & domestic networks Shift focus to point-to-point traffic markets Optimize traffic hubs in KLIA, PEN, KCH, BKI ii. Alliance and partnerships Enter one world for greater market access, connecting traffic flows, and seamless frequent flyer arrangementsExplore collaboration and joint venture opportunities to capture new markets and consolidate market position while reducing the financial risks of participating individually. iii. Profitable ancillary businesses Build a profitable portfolio of ancillary businesses around the core airline

Foundation (Operational Plan)

i. Branded customer experience Improve product quality, including business class product offering in to match best in market and radically improve service levels at all customer service touch points also create and build on service delivery differentiation. ii. Continuous operational improvement Continuously improve processes and work practices by simplify work steps. Remove legacy practices by reduce bureaucracy. Inject innovation in solving issues and problems. iii. Winning organization

Review organization design and manpower requirements. Improve talent and succession planning. Revamp work rules to increase productivity. Reinforce performance based compensation and rewards. Rally staff through active engagement & communication.

Reference

1. Dessler, (2011, 12). Malaysia Airline Business Plan. Retrieved 03, 2013, from http://malaysiaairlines. com/content/dam/mas/master/en/pdf/corporate-info/Malaysia%20Airlines%20Business%20Plan. pdf
2. Unknown, (2013, 06). Malaysia Airline Report. Retrieved 03, 2013, from http://www. scribd. com/doc/97200708/Malaysia-Airline-Report

Implementation Plan

Overview

The Implementation Plan describes how the information system will be deployed, installed and transitioned into an operational system. The plan contains an overview of the system, a brief description of the major tasks involved in the implementation, the overall resources needed to support the implementation effort (such as hardware, software. facilities, materials, and personnel), and any site-specific implementation requirements.

The plan is developed during the Design Phase and is updated during the Development Phase; the final version is provided in the Integration and Test Phase and is used for guidance during the Implementation Phase. The outline shows the structure of the Implementation Plan. 1INTRODUCTION This section provides an overview of the information system and includes any additional information that may be appropriate. 1. 1Purpose This section describes tile purpose of the Implementation Plan. Reference the system name and identify information about the system to be implemented.

System Overview

This section provides a brief overview of the system to be implemented, including a description of the system and its organization.

System Description

This section provides an overview of the processes the system is intended to support. If the system is a database or an information system, provide a general discussion of the description of the type of data maintained and the operational sources and uses of those data.

System Organization

This section provides a brief description of system structure and the major system components essential to the implementation of the system.

It should describe both hardware and software, as appropriate. Charts, diagrams, and graphics may be included as necessary.

Project References

This section provides a bibliography of key project references and deliverables that have been produced before this point in the project development.

Glossary

Provide a glossary of all terms and abbreviations used in the manual. If it is several pages in length, it may be placed in an appendix.

Management Overview

The subsequent sections provide a brief description of the implementation and major tasks involved in this section.

Description of Implementation

This section provides a brief description of the system and the planned deployment, installation, and implementation approach.

Points of Contact

In this section, identify the System Proponent, the name of the responsible organization(s), and titles and telephone numbers of the staff who serve as points of contact for the system implementation. These points of contact could include the Project Manager. Program Manager, Security Manager. Database Administrator, Configuration Management Manager, or other managers with responsibilities relating to the system implementation.

The site implementation representative for each field installation or implementation site should also he included, if appropriate. List all managers and staff with whom the implementation must be coordinated.

Major Tasks

This section provides a brief description of each major task required for the implementation of the system. Add as many subsections as necessary to this section to describe all the major tasks adequately. The tasks described in this section are not site-specific, but generic or overall project tasks that are required to install hardware and software, prepare data, and verify the system.

Include the following information for the description of each major task, if appropriate:

• What the task will accomplish
• Resources required to accomplish the task
• Key person(s) responsible for the task
• Criteria for successful completion of the task

Examples of major tasks are the following:

• Providing overall planning and coordination for the implementation
• Providing appropriate training for personnel
• Ensuring that all manuals applicable to the implementation effort are available when needed
• Providing all needed technical assistance Scheduling any special computer processing required for the implementation
• Performing site surveys before implementation
• Ensuring that all prerequisites have been fulfilled before the implementation date
• Providing personnel for the implementation team
• Acquiring special hardware or software
• Performing data conversion before loading data into the system
• Preparing site facilities for implementation

Implementation Schedule

In this section, provide a schedule of activities to be accomplished during implementation. Show the required tasks (described in Section 2. , Major Tasks) in chronological order, with the beginning and end dates of each task.

Security

If appropriate for the system to be implemented, include an overview of the system security features and requirements during the implementation.

System Security Features

In this section, provide an overview and discussion of the security features that will be associated with the system when it is implemented. It should include the primary security features associated with the system hardware and software. Security and protection of sensitive bureau data and information should be discussed, if applicable.

Reference the sections of previous deliverables that address system security issues, if appropriate.

Security During Implementation

This section addresses security issues specifically related to the implementation effort, if any. For example, if LAN servers or workstations will he installed at a site with sensitive data preloaded on non-removable hard disk drives, address how security would be provided for the data on these devices during shipping, transport, and installation because theft of the devices could compromise the sensitive data.

Implementation Support

This section describes the support software, materials, equipment, and facilities required for the implementation, as well as the personnel requirements and training necessary for the implementation. The information provided in this section is not site-specific. If there arc additional support requirements not covered by the subsequent sections, others may be added as needed.

Hardware, Software, Facilities, and Materials

In this section, list support software, materials, equipment, and facilities required for the implementation, if any.

Hardware

This section provides a list of support equipment and includes all hardware used for testing time implementation. For example, if a client/server database is implemented on a LAN, a network monitor or “sniffer” might be used, along with test programs. to determine the performance of the database and LAN at high-utilization rates. If the equipment is site-specific, list it in Section 4, Implementation Requirements by Site.

Software

This section provides a list of software and databases required to support the implementation. Identify the software by name, code, or acronym.

Identify which software is commercial off-the-shelf and which is State-specific. Identify any software used to facilitate the implementation process. If the software is site-specific, list it in Section

Facilities

In this section, identify the physical facilities and accommodations required during implementation. Examples include physical workspace for assembling and testing hardware components, desk space for software installers, and classroom space for training the implementation stall. Specify the hours per day needed, number of days, and anticipated dates.

If the facilities needed are site-specific, provide this information in Section 4, Implementation Requirements by Site.

Material

This section provides a list of required support materials, such as magnetic tapes and disk packs.

Personnel

This section describes personnel requirements and any known or proposed staffing requirements, if appropriate. Also describe the training, if any, to be provided for the implementation staff.

Personnel Requirements and Staffing

In this section, describe the number of personnel, length of time needed, types of skills, and skill levels for the staff required during the mplementation period. If particular staff members have been selected or proposed for the implementation, identify them and their roles in the implementation.

Training of Implementation Staff

This section addresses the training, if any, necessary to prepare staff for implementing and maintaining the system; it does not address user training, which is the subject of the Training Plan. Describe the type and amount of training required for each of the following areas, if appropriate, for the system:

• System hardware/software installation
• System support
• System maintenance and modification

Present a training curriculum listing the courses that will be provided, a course sequence. and a proposed schedule. If appropriate, identify which courses particular types of staff should attend by job position description. If training will be provided by one or more commercial vendors, identify them, the course name(s), and a brief description of the course content. If the training will be provided by State staff, provide the course name(s) and an outline of the content of each course. Identify the resources, support materials, and proposed instructors required to teach the course(s).

Performance Monitoring

This section describes the performance monitoring tool and techniques and how it will be used to help decide if the implementation is successful.

Configuration Management Interface

This section describes the interactions required with the Configuration Management (CM) representative on CM-related issues, such as when software listings will be distributed, and how to confirm that libraries have been moved from the development to the production environment.

Implementation Requirements by Site

This section describes specific implementation requirements and procedures.

If these requirements and procedures differ by site, repeat these subsections for each site; if they are the same for each site, or if there is only one implementation site, use these subsections only once. The “X” in the subsection number should be replaced with a sequenced number beginning with I. Each subsection with the same value of “X” is associated with the same implementation site. If a complete set of subsections will be associated with each implementation site, then “X” is assigned a new value for each site.

Site Name or identification for Site X

This section provides the name of the specific site or sites to be discussed in the subsequent sections.

Site Requirements

This section defines the requirements that must he met for the orderly implementation of the system and describes the hardware, software, and site-specific facilities requirements for this area. Any site requirements that do not fall into the following three categories and were not described in Section 3, Implementation Support, may be described in this section, or other subsections may be added following Facilities Requirements below:

• Hardware Requirements - Describe the site-specific hardware requirements necessary to support the implementation (such as. LAN hardware for a client/server database designed to run on a LAN).
• Software Requirements - Describe any software required to implement the system (such as, software specifically designed for automating the installation process).
• Data Requirements - Describe specific data preparation requirements and data that must be available for the system implementation. An example would be the assignment of individual IDs associated with data preparation.
• Facilities Requirements - Describe the site-specific physical facilities and accommodations required during the system implementation period. Some examples of this type of information are provided in Section

Site implementation

Details This section addresses the specifics of the implementation for this site. Include a description of the implementation team, schedule, procedures, and database and data updates. This section should also provide information on the following:

• Team--If an implementation team is required, describe its composition and the tasks to be performed at this site by each team member. Schedule--Provide a schedule of activities, including planning and preparation, to be accomplished during implementation at this site. Describe the required tasks in chronological order with the beginning and end dates of each task. If appropriate, charts and graphics may be used to present the schedule.
• Procedures--Provide a sequence of detailed procedures required to accomplish the specific hardware and software implementation at this site. If necessary, other documents may be referenced. If appropriate, include a step-by-step sequence of the detailed procedures. A checklist of the installation events may he provided to record the results of the process. If the site operations startup is an important factor in the implementation, then address startup procedures in some detail. If the system will replace an already operating system, then address the startup and cutover processes in detail. If there is a period of parallel operations with an existing system, address the startup procedures that include technical and operations support during the parallel cycle and the consistency of data within the databases of the two systems. Database--Describe the database environment where the software system and the database(s), if any, will be installed. Include a description of the different types of database and library environments (such as, production, test, and training databases).
• •Include the host computer database operating procedures, database file and library naming conventions, database system generation parameters, and any other information needed to effectively establish the system database environment. Include database administration procedures for testing changes, if any, to the database management system before the system implementation.
• •Data Update--If data update procedures are described in another document, such as the operations manual or conversion plan, that document may be referenced here. The following are examples of information to be included: -Control inputs -Operating instructions -Database data sources and inputs -Output reports -Restart and recovery procedures

Back-Off Plan

This section specifies when to make the go/no go decision and the factors to be included in making the decision.

The plan then goes on to provide a detailed list of steps and actions required to restore the site to the original, pre-conversion condition,

Post-Implementation Verification

This section describes the process for reviewing the implementation and deciding if it was successful. It describes how an action item list will be created to rectify any noted discrepancies. It also references the Back-Off Plan for instructions on how to back-out the installation, if, as a result of the post-implementation verification, a no-go decision is made.

Operational Plan

Operational Planning What is it? The organisation has an operational plan that clearly states the actions to implement goals and strategies identified in the strategic plan. Your organisation has completed the strategic planning process. An operational plan details the actions required to implement each strategy, assigning responsibilities, setting timeframes, identifying resources required and indicating what difference the specific actions will make.

When developing your operational plan, ensure it is clear and able to be understood by all members of your organisationDeveloping the Operational Plan·You will need to have at least one workshop to develop your operational plan with someone who will drive the process. This person is called a facilitator. ·A facilitator is a person who has experience or training in running work groups. He or she guides the operational planning process, ensuring the actions and timeframes are pitched at the appropriate level. Your facilitator could be: (1) an outside specialist facilitator (2) a prominent member from your community who has experience facilitating developing plans in the past, or (3) a member of the Management Committee or staff member to facilitate the process. ·It is very important the facilitator is trusted by the group. Each participant must feel comfortable to express their opinions. The most successful plans are those where all participants feel they have fully participated in the planning sessions and own the actions.

Picking a good facilitator is the first step in successful planning. ·The organisational plan is primarily the responsibility of staff, representatives from the Management Committee and community will help ensure it reflects the intent of the Strategic Plan. Goals and strategies from Strategic Plan to action ·Goals and strategies that were identified in the strategic planning process will now be used for the operational or action planning process. Who is going to do what? When will they do it?

What resources will they need and how will you know when the action has been completed successfully? ·The strategic plan provides a framework for the operational planning process, but how do you turn your goals and strategies into actions and then into results to achieve these goals? ·Make sure the actions are realistic. Does the organisation have the resources (personnel, physical facilities, training, equipment, funding, etc. ) required to do this activity? If not, how will we obtain them and if additional resources can’t be obtained, how o we adjust the activity in line with the resources available. ·For each of the actions you need to identify the way to measure its success or otherwise. What differences will you see as a result of these activities? These are sometimes called outcomes or performance measures. These outcomes need to be measurable, preferably by numbers or timelines. ·Finally, you need to have someone to be responsible to ensure the activity occurs and the outcome is achieved. Who will do it? ·A table can be one good way of recording this process.

An example follows:Goal: Healthier people in our communityStrategy|Action/Activity|Who|When|Resources| Community awareness activities relating to health promotion|Open Day held on a quarterly basis to promote health issues|Indigenous Health Project Officer|June 2007|$ advertisingPromotional materials| Children are informed of health issues |Information sessions on health promotion at the local school on a monthly basis|Indigenous Health Worker|July 2007|Resources| ·What has been described is the operational planning process.

The results are made into either a booklet or a poster which is called the operational or action plan. This can then be used by the members of the organisation to follow the goals, strategies and proposed actions outlined in the operational plan. ·It provides the organisation with a guide that can be monitored, reviewed and evaluated at regular intervals to ensure the organisation is implementing its strategic plan. Related Documents Strategic Planning Topic Guide [->0]Strategic Plan Template [->1]Operational Plan Template ->2]

References Business Plans for Dummies – Paul Tiffany & Steven Peterson IDG Books World Wide Inc 1997 Developing Your Organisation For Queensland Incorporated Associations Queensland University of Technology, 2005 Monitoring Performance Improvement – M Tovey Prentice Hall 2001 Strategic Planning the Murri Way Kit – HACC Resource Unit 1997 Websites used for examples of Mission Statements and Goals Ernabella Arts from Powerhouse Museum web site http://www. phm. gov. au/hsc/paperbark/contemporary. htm

Wal-Meta The Aboriginal and Torres Strait Islander Public Sector Employment Development Unit http://www. wal-meta. qld. gov. au/aboutus/mission_statement. htm Batchelor Institute for Indigenous Tertiary Education http://www. batchelor. edu. au/public/documents. html [->0] - http://www. qld. gov. au/ngo/documents/VOICE/gov_accountability/topicguide/StrategicPlanning. rtf [->1] - http://www. qld. gov. au/ngo/documents/VOICE/gov_accountability/templates_samples/StrategicPlan. rtf [->2] - http://www. qld. gov. au/ngo/documents/VOICE/gov_accountability/templates_samples/OperationalPlan. rtf

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