Planning 101

Outline of the presentation

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What is Types of Strategic DENR’s
planning? Planning Planning Process Flow
What is Planning?

"Planning is usually
interpreted as a process to
develop a strategy to achieve
desired objectives, to solve
problems, and to facilitate
action" (Mitchell 2002)
Planning is basically a function of the following:
○ A Community’s Vision for the
Future

○ Accounting for the Past and

Present

○ Goals, Objectives, Policies:

Tools to Realize the Vision
Types of Planning
 Strategic Planning
Strategic planning is the foundation of
an organization. Essentially, strategic
plans dictate the important decisions
made within a business. Strategic
plans can have scopes that range from
three years to ten years. These plans
include the organization’s mission,
values, and vision. A good strategic
plan always considers things in the
long-term and remembers the big
picture.
Operational Planning

Operational planning can be

ongoing or single-use. The latter
is usually created for a specific
event that will only occur once,
such as a unique marketing
campaign. Ongoing plans can
include rules and regulations,
procedures, and the day to day
running of the organization.
 Tactical Planning
Tactical planning is supportive of the strategic plan. It involves the tactics that
will be used to execute the strategic plan. Within a tactical plan, there are specific
questions that need to be answered about what it will take to accomplish the goals
set in the strategic plan; the most important question being how the organization
will accomplish the mission. This type of planning is very focused and short-
term. Tactical plans are sometimes flexible and often break the strategy down into
several parts and assign actionable tasks to each part.
Strategic Planning
vs.
Operational Planning
 Strategic Planning VS. Operational Planning
Basis for SP OP
comparison
Time Horizon Long Term Planning Short Term Planning
Approach Extroverted Introverted
Modifications Generally, plans last The plan changes
longer every year
Performed by Top Level Middle Level
Management Management
Scope Wide Narrow
Emphasis Vision, Mission and Planning the routine
Objective activities of the
organization
Strategic Planning
Essential Elements of
Strategic Planning
Six vital elements of strategic planning

Why the Institution exists and what the founders envisioned

Result that a company aims to achieve

Define your vision

An organization’s vision statement is an

aspirational description of what it wants to
achieve in the future.

A vision statement serves as a clear guide

for choosing current and future courses of
action — a definition of where you want
your organization to be in the long term.
 Create your mission

While your vision is an organization-

wide goal, your mission how you plan
to achieve the vision.

Without a mission, your organization

lacks the why and how. If everyone in
your organization has their own
interpretation of the vision, it can lead
to conflicting strategies and initiatives.
Set your objectives
Objectives are specific results that a
person or system aims to achieve
within a time frame.

Defining success early lets you know

if you are on the path to achieve your
mission and vision. Clearly
articulating your objectives creates
goal posts by which your
organization can measure its overall
health and the impact of strategic
initiatives.
 Develop your strategy

Your strategy is a long-term plan that

enables you to achieve your
organization’s objectives.

An effective strategy brings together

vision and execution. Strategies are
much more specific than an
organization’s vision, mission, and
objectives.
Outline your approach

An approach provides a
methodology for executing your
strategy.

The approach is a framework for

answering key questions that will
later determine tactics. Plus, it
guides an organization on how to
execute the strategic plan.
 Get down to tactics

Tactics are focused initiatives,

projects, or programs that allow
organizations to execute a
strategic plan.

Tactics are the key to execution.

They are the actions you take to
make it all happen.
Strategic
planning process
steps
STEP 1
Determine strategic
position
 Determine your strategic position
This preparation phase sets the
foundation for all work going forward.
It is needed to know where to go and
how to will get there.

As a framework for your initial

analysis, use a SWOT diagram. It can
be quickly categorized the findings as
Strengths, Weaknesses, Opportunities,
and Threats (SWOT) to clarify current
position.
What is SWOT Analysis?
STRENGTHS

Characteristics of the business or a team

that give it an advantage over others in
the industry.
Positive tangible and intangible
attributes, internal to an organization.

Beneficial aspects of the organization

or the capabilities of an organization,
which includes human competencies,
process capabilities, financial
resources, products and services,
customer goodwill and brand loyalty.

Examples - Abundant financial resources,

Well-known brand name, Economies of
scale, Lower costs [raw materials or
processes], Superior management talent,
Better marketing skills, Good distribution
skills, Committed employees.
What is SWOT Analysis?
WEAKNESSES

Characteristics that place the firm at a

disadvantage relative to others.

Detract the organization from its

ability to attain the core goal and
influence its growth.
Weaknesses are the factors which do
not meet the standards we feel they
should meet. However, weaknesses
are controllable. They must be
minimized and eliminated.

Examples - Limited financial resources,

Weak spending on R & D, Very narrow
product line, Limited distribution, Higher
costs, Out-of-date products / technology,
Weak market image, Poor marketing skills,
Limited management skills, Under-trained
employees.
What is SWOT Analysis?
OPPORTUNITIES
Chances to make greater profits in the
environment - External attractive factors
that represent the reason for an
organization to exist & develop.
Arise when an organization can take
benefit of conditions in its
environment to plan and execute
strategies that enable it to become
more profitable.
Organization should be careful and
recognize the opportunities and grasp
them whenever they arise. Opportunities
may arise from market, competition,
industry/government and technology.
Examples - Rapid market growth, Rival
firms are complacent, Changing customer
needs/tastes, New uses for product
discovered, Economic boom, Government
deregulation, Sales decline for a
substitute product .
What is SWOT Analysis?
THREATS

External elements in the environment that

!
could cause trouble for the business -
External factors, beyond an organization’s
control, which could place the
organization’s mission or operation at risk.

Arise when conditions in external

environment jeopardize the reliability
and profitability of the organization’s
business.
Compound the vulnerability when they
relate to the weaknesses. Threats are
uncontrollable. When a threat comes, the

!
stability and survival can be at stake.
Examples - Entry of foreign competitors,
Introduction of new substitute products,
Product life cycle in decline, Changing
customer needs/tastes, Rival firms adopt
new strategies, Increased government
regulation, Economic downturn.
 PESTEL Analysis

A PESTEL analysis is a strategic framework commonly used to

evaluate the organizational environment. Traditionally, the framework
was referred to as a PEST analysis, which was an acronym for
Political, Economic, Social, and Technological; in more recent history,
the framework was extended to include Environmental and Legal
factors as well.
STEP 2
Prioritize your
objectives
 Prioritize your objectives
Prioritize objectives by asking important
questions such as:
● Which of these initiatives will have the
greatest impact on achieving
mission/vision?
● What types of impact are most
important?
● Which initiatives are most urgent?
● What will be needed to do to accomplish
goals?
● How will progress and determine be
measured?
 Problem Analysis
 Problem analysis is central to many forms of project planning and
is well developed among development agencies.

 It identifies the negative aspects of an existing situation and deals

with present issues rather than apparent, future or past issues.

 It is often the first step that can help to find solutions by analyzing
and mapping out the relationship of causes and effects around a
main problem or issue.
 Problem Analysis

Problem analysis is the fourth step in Problem/Project

Identification (PPI), which analyzes comprehensively and in
depth key information obtained from situation analysis,
feasibility study, and stakeholder analysis.

Situation Feasibility Stakeholder Problem

Analysis Study Analysis Analysis
Why Problem Analysis is important?
 Problems can be broken down into manageable and
definable chunks, which enables a clearer prioritization
of factors and helps to focus on objectives; objective
tree is the next step after problem tree.

 Help to establish whether further information, evidence

or resources are needed to make a stronger analysis of
project’s problems.
Why Problem Analysis is important?

 It is important in planning a community engagement or

behavior change project as it establishes the context in
which a project is to occur. Understanding the context
helps reveal the complexity of life and this is essential in
planning a successful project.

 The process of analysis often helps build a shared sense of

understanding, purpose and action.
What is the
recommended tool for
Problem Analysis?
Problem Tree Analysis

A Problem Tree can be defined

as a visualization of the
problems in form of a diagram,
or “hierarchy of problems” to
help analyze and clarify cause–
effect relationships, or as a tree
that provides an overview of all
the known causes and effects to
an identified problem.
Recommended tool for Problem Analysis: Problem
Tree Analysis

Problem tree analysis examines

the negative aspects of an existing
situation and establishes the
‘cause and effect’ relationships
between the identified problems.
 How to Create a Problem Tree?
 The first step is to discuss and agree the problem or issue to be
analyzed. Do not worry if it seems like a broad topic because the
problem tree will help break it down.

 The problem or issue is written in the center of the flip chart and
becomes the 'trunk' of the tree, or the 'focal problem’.

 The wording does not need to be exact as the roots and branches
will further define it, but it should describe an actual issue that
everyone feels passionately about.
 How to Create a Problem Tree?

 Next, the group identify the causes of the focal problem - these
become the roots - and then identify the consequences, which
become the branches.

 These causes and consequences can be created on post-it notes or

cards, perhaps individually or in pairs, so that they can be arranged
in a cause-and-effect logic.
Objective Tree
Analysis
 Objective Tree

An Objective Tree is a Problem Tree that is transformed into a set of

future solutions to the problems. Each negative problem is converted
into an objective by rewriting it as a positive future statement.

Problem Statements Objective Statements

Low agricultural High agricultural production
production
Lack of medical staff in The number of medical staff in rural
rural areas areas has increased
 What is Objective Tree?

 As the Objective Tree is transformed from the Problem

Tree: the analysis of problems in the Problem Tree from
Problem/Project Identification (PPI) is the basis and
starting point for the Objective Tree analysis.

 The positive statements are in fact objective statements

that can be presented in a diagram showing a means –
ends hierarchy, the objective tree.
 The analysis of objective tree aims:

 Provide a clear overview of the desired future

situation once problems have been identified and
reformulate into objectives;

 Verify the hierarchy of objectives;

 Illustrate the means-ends relationships in a diagram.

Reformulating
Problem
Statements into
Objective
Statements
Steps in Formulating an Objective Tree
 Reformulating the problems into objectives has to be done
very carefully.

 If a statement makes no sense after rewording, write a

replacement objective, or delete it, or leave the problem
unchanged.

 It is important to review the formulated objectives and the

resulting objective tree.
Summary of Formulating an Objective Tree from
a Problem Tree
Problem Tree   Objective Tree
Relationship: Causes- Relationship: Means-Ends
Effects Negative
Branches: Effects statements Ends: Objectives
are rewritten
Trunk: Main problem Trunk:
into positive
Purpose/Objective/Outcom
statements
e
Roots: Causes Means: Objectives
Logical
Framework
Logical Framework Analysis (LFA)

LFA is a systematic planning procedure for complete project

cycle management

It is a problem solving approach which takes into account the

views of all stakeholders

It also agrees on the criteria for project success and lists the
major assumptions
 Logical Framework
Narrative Verifiable Means of Important
Summary Indicators Verification Assumptions
(OVI) (MOV)

GOAL

PURPOSE

OUTPUTS

ACTIVITIES Inputs
 Logical Framework

The LOGFRAME MATRIX is a participatory Planning,

Monitoring & Evaluation tool whose power depends on the
degree to which it incorporates the full range of views of
intended beneficiaries and others who have a stake in the
programme design. It is a tool for summarizing the key
features of a programme and is best used to help programme
designers and stakeholders
STEP 3
Develop a plan
Develop a plan
This step requires determining the
tactics necessary to attain objectives
and designating a timeline and clearly
communicating responsibilities. 

Strategy mapping is an effective tool

to visualize entire plan. Working from
the top-down, strategy maps make it
simple to view processes and identify
gaps for improvement.
STEP 4
Execute and manage
the plan
Execute and manage the plan

Communicate the plan to the

organization by sharing relevant
documentation. Then, the actual
work begins.

Set up regular reviews.

STEP 5
Review and revise the
plan
 Review and revise the plan

The final stage of the plan—to

review and revise—gives you an
opportunity to reevaluate
priorities and course-correct based
on past successes or failures.
PROCESS
FLOW
DENR Policy, Planning,
Programming, Budgeting,
Implementation and Monitoring
Planning
Programmed project
Thank you