barcode project in vb.net The Planning Window in Software

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The Planning Window
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The business planning cycle or planning window may vary from business to business, especially when the planning year starts and finishes at different times during the calendar year For example, the US federal
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Fail to Plan Plan to Fail
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government planning cycle runs from October 1 through September 30 In a calendar year planning cycle, the strategic plan is in the June timeframe so that it can drive the annual business plan later in August This information, in turn, can feed the budgeting process in November so that everything can be completed for the new business year beginning in January Performance reviews and objectives for the new business are completed in December and January, which may include bonus or other incentive compensation based on business results In addition, quarterly business reviews are conducted to track progress against the plans Exhibit 1-4 shows a typical planning cycle It tracks with a calendar year but is easily scalable to any annual planning cycle
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Hitting the Sweet Spot Between Planning and Execution
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The sweet spot on a baseball bat is the unique position on the bat that makes the ball fly the farthest A similar spot exists on a tennis racket or golf club The same is true of the planning and execution challenge The failure to execute a plan fully or well results in limited success This may mean missed targets or opportunities that will give a company the momentum it needs to sustain itself over the next planning period or beyond The application to this example becomes clearer when we look at what actually occurs after a business plan is completed The plan should become a working document for both the overall company reporting and departmental action The missing piece, or the sweet spot, is the linchpin to couple the plan and the actions required to achieve it In order to make E xecution The completion of the steps required to reach a specific objective Remember, an A+ plan that is poorly executed will be outperformed by a well-executed B+ strategy every time Execution:The Discipline of Getting Things Done by KEY TERM Lawrence Bossidy and Ram Charan provides an excellent perspective on a Fortune 500 approach to execution One of my favorite quotes from the book illustrates this point, I saw leadership place too much emphasis on what some called high level strategy, on intellectualizing and philosophizing and not enough on implementation People would agree on a project or an initiative and then nothing would come of it
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Manager s Guide to Business Planning
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FLOW
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Strategic Plan Formulation
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Annual Business Plan
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Functional/Departmental Plans and Business Initiative, Annual Performance Plans
Quarterly Business Review and Individual Performance Feedback
TIMELINE
1 Strategic Plan Formulation JUNE 2 Annual Business Plan Development (Initivative and Individual) AUGUST 3 Plan and Budget 4 Performance Performance Review and Review and Objectives for Plan for New New Year Year JANUARY
NOVEMBER
Quarter 2 Business Review
Quarter 3 Business Review
Quarter 4 Business Review
Quarter 1 Business Review
Exhibit 1-4 Typical planning cycle this seamless, a formal bridge must be built to move into the execution or implementation phase We will explore this in detail in s 4 and 6 so that this will become failsafe each business year
Creating the Right Mindset Going Forward
Successful planning requires both the commitment and the skills to be effective This means that you must have the right mindset regarding
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your understanding of the business and combine this with a mix of function/technical excellence, planning, and action Here are some suggestions on how to build the right mindset going forward
Increasing Your Functional/Technical Excellence
What Excellence Looks Like: Individuals at the excellence level have expert knowledge and understanding of their main functional areas of responsibility They keep abreast of new developments and industry trends as well as impart new ideas in the function, department, or work unit They are technology-proficient in running all aspects of their functions Quick Tips I Join professional organizations where you can meet other professionals in your field and use this opportunity to share ideas or conduct informal benchmarking on areas such as processes, procedures, and technology infusion There may be an opportunity to hear guest speakers on current topics that may provide a source of continuing education I Read and research using both textbooks and Internet searches to get the latest thinking or developments in your field Business journals and industry-specific newsletters and magazines are also excellent sources of real-time information that can be shared with your staff and peers
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