About Service Team Contact

PLANNING
GROUP 1

01
 About Service Team Contact

INTRODUCTION
| SHAIRA MAE S. DULFO

WHO AMONG YOU HERE HAS PLANS FOR TODAY? FOR

LATER? FOR NEXTWEEK? OR FOR YOUR FUTURE?

02
 About Service Team Contact

THIS IS WHERE

PLANNING
CAME IN...
 About Service Team Contact

A major function of service management involves

planning. In service companies it is the engineering
manager who determines the best course of action
for a given project.

During the planning stages, a manager defines the

course of action required to successfully delegate
authority, decide on appropriate methods, schedule
the optimal time and/or location, and choose the
best resources.
 About Service Team Contact

WHY IS PLANNING IMPORTANT IN

ENGINEERING?

Every professional engineer must treat his projects

seriously by allocating enough time to planning and
organizing future actions. A project plan is useful
not just for improving the quality of the end product,
but also for developing better team dynamics and
better results for the company they're working for.
NEW BUSINESS
TECHNOLOGY
TRENDS
Effective planning anticipates and takes into account new trends in
business technology. Several emerging trends are transforming countless
markets and businesses.
Relationships. Companies pursue open innovation by involving
customers, suppliers, small specialty businesses, and independent
contractors in the creation of new services.
Extracting more value from interactions. Companies gain value from
the active interactions between employees.
Increased degree of automation. Companies gain productivity by pursuing
automation of repetitive tasks and processes.
Better utilization of corporate resources. Companies use in-house
information technologies and other resources more efficiently by leasing
part of them to outside companies.
More science into management. As the quality and quantity of
data continue to grow, the use of these technologies will lead to
strengthened corporate competitiveness. Decision alternatives
are also more readily tested due to available technologies.
Creating new business from information. New business
opportunities may be invented by pulling information from a vast
network of data sources.
Identifying new opportunities. Planners should reflect and
identify patterns that may next shape their markets and
industries.
 If service systems
engineers and
leaders fail to plan,
then they plan to fail.
 About Service Team Contact

Managers engage in two types of planning at

TYPES OF various levels in a company: strategic

PLANNING planning and operational planning. Both types

of planning add value to the company.
DANIELLA M. SABAS

01 STRATEGIC PLANNING 02 OPERATIONAL PLANNING

04
 About Service Team Contact

Strategic planning sets the goals, purpose, and

direction of a company. The top-level engineering
STRATEGIC
01
managers (i.e., chief technology officer and vice

PLANNING
president of engineering)are usually involved in
strategic planning for the company.

Strategic planning focuses on identifying worthwhile

future activities. Specifically,strategic planning assures
that the company applies its resources—core Present with ease and
competen-cies, skilled manpower resources, wow any business
audience with
Canva Presentations.
relationships, and others—effectively to achieve its
short ang long term goals, it deals with questions such
as the following:

05
 About Service Team Contact

SENER’s Vision
SENER aspires to be a distinguished,
• What are the company’s mission, international engineering group with a focus
vision, and value system?
on the areas of Transport, Water,
example
Environment, Processes, Gas, Power
SENER’s mission is to serve its clients and Generation, Aerospace, Safety and
society by providing advanced, accurate, Defense, and Marine Engineering.
and effective engineering solutions that
improve its clients’ businesses and facilitate
SENER is committed to the following
society’s access to competitive, safe,
sustainable, and state-of-the-art services, values, demanding the same of its staff,
equipment, and utilities. which must also be reflected in all its
corporate policies, guidelines, and other
internal procedures
06
 About Service Team Contact

What business should the What specific goals—profitability,

company be in? market share, sales, technology
leadershipposition, global
Does the company need to
penetration, etc.—should the
change its product portfolio,
company accomplish? By
market coverage, pro-duction
whenshould these goals be
system, or service
accomplished, with what
capabilities? If so, why?
investment, and by utilizingwhich
core competencies?

07
 About Service Team Contact

Managers at both middle levels (managers and

directors) and lower levels (supervi-sors and group
leaders) perform operational planning in order to
OPERATIONAL
02
define the specific tactics and action steps needed

PLANNING
to accomplish the goals specified by top
management.
Managers and directors break down the company
goals into short-term objectives. Supervisors and
group leaders specify events and assignments that
can be implemented with the least amount of
Present with ease and
resources within the shortest period wow anyof time.
audience with
Canva Presentations.
Operational planning ensures that the company
applies its resources efficiently to achieve its stated
goals.

05
 About Service Team Contact

Operational planning is also called

platform-based planning because it
extrapolates future results from a well-
understood, predictable platform of
past experience. Results of such
planning are predictable because they
are based on solid knowledge rather
than assumptions.
07
 About Service Team Contact

STRATEGIC
PLANNING
 About Service Team Contact

STRATEGIC PLANNING IS IMPORTANT

BUT DIFFICULT, BECAUSE NO ONE IS
PROPHETIC ENOUGH TO KNOW WHAT
THE FUTURE HOLDS.

STRATEGIC
PLANNING
STRATEGIC PLANNING REQUIRES AN
IMMENSE AMOUNT OF STRATEGIC
THINKING
Aaker 2001; Schmetterer 2003

08
 About Service Team Contact

Present with ease and wow any audience with

Canva Presentations.
MAJOR DIFFICULTIES OF
STRATEGIC PLANNING
1. Prediction of the future.
2. Applicable experience and insight.
3. Random process of strategy making.
 STRATEGIC PLANS OFTEN FAIL DUE TO
1. Not thinking strategically
2. Failure to identify critical success factors for the company
3. Lack of firm and long-term commitment from company
management
4. Reluctance of senior management to accept responsibility for
tough decisions; incompatible company culture in risk taking.
5. Not leaving enough flexibility in the plans, causing difficulties in
adjusting to the changing environment.
6. Failure to properly communicate the plan and thus not securing
support and management buy-in.
7. Difficulty to implement, as divisions do not always collaborate on
futuristic stuff, while focusing on day-to-day operations.
8. Poor employee compensation scheme, which does not invigorate
strategic planning and implementation.
9. Lack of integration of strategy with implementation.
 About Service Team Contact

Present with ease and wow any audience with

Canva Presentations.
METHODS USED TO PLAN
STRATEGICALLY
1. Deduction
2. Trial and Error
3. Analogy
THERE ARE FOUR WAYS TO AVOID
SUPERFICIAL SIMILARITY WHEN
PRACTICING ANALOGIES:
1. Recognize the analogy and
identify its purpose.
2. Understand the source
3. Assess similarities and
differences between the source
and target.
4. Translate, decide, and adapt.
 TECHNIQUES TO IMPROVE STRATEGIC
PLANNING
1. Define the key long-term strategic issues
first, before considering budget and
operational issues.
2. Bring together the right people.
3. Adapt planning cycles to the needs of
each business.
4. Implement a strategic-performance-
management system.
5. Integrate human-resources systems into
the strategic plan.
 About Service Team Contact

CONTACT US
Present with ease and wow any audience with Canva Presentations. Choose
from over a thousand professionally-made templates to fit any objective or
topic. Make it your own by customizing it with text and photos.

+123-456-7890 @REALLYGREATSITE
Present with ease and wow any audience Present with ease and wow any audience
with Canva Presentations. Choose from with Canva Presentations. Choose from
over a thousand professionally-made over a thousand professionally-made
templates to fit any objective or topic. templates to fit any objective or topic.

09
CJ Glenn P. Pascua

PARTICIPANTS
IN THE
PLANNING
DECISION MAKERS
Top-level decision makers must be
closely involved in planning process, to
ensure that there is a firm commitment of
corporate resources for the
implementation of the planning outcome.
 WORKERS WITH KNOWLEDGE
Company after the company set up high-level
corporate planning departments made up of full-
time planners who would devise business
Those who have direct knowledge of the specific
strategies. The approach failed to generate the
subject matters involved should take care of the expected business results. As outlined by
planning. Mintzberg (1994), one of the key weaknesses of
this approach was that the strategic planners,
In the 1960s, strategic planning was while being superior analysts of hard business
accorded emphasis and attention by the data, were outsiders insofar as the various
top management of U.S. corporations. specific business functions (marketing,
production, engineering, and procurements)
were concerned.
Planning new strategies for the future required
both hard data and intuitive assumptions.
 WORKERS WITH KNOWLEDGE

Since the 1960s, innumerable companies have abolished their corporate strategic
planning departments altogether and have delegated this important planning function to
the business units themselves.
The moral of the story is that the most productive way of creating strategic plans for
specific businesses or activities is to entrust such planning to those who are intimately
involved with the particular businesses and activities. This paradigm is consistent with the
empowerment doctrine whereby decisions are delegated downward to lower-level
persons who have direct knowledge and in-depth understanding of the subject matters at
hand (Barney 2002).
THESE ARE THE ROLES THAT CONSIST THE
PARTICIPANTS IN THE PLANNING:

PLANNING ENGINEER
CONTRACT MANAGER
SITE MANAGER
ESTIMATOR
SUBCONTRACTORS
CLIENTS
 Planning Engineer - Planning engineers help engineering teams deliver projects on
schedule. They develop strategies, determine material and labor costs, monitor crew
performance, ensure health and safety regulations are obeyed, and that communications
channels are open.
Contract Manager - A contracts manager in the construction industry manages contracts
relating to building projects.
Site Manager - Site managers, also known as construction managers, are responsible for
supervising construction sites and running construction projects.
Estimator - To collect and analyze data and information in order to estimate costs
associated with manufacturing a product.
Subcontractors - To ensure that all subcontracts associated with the projects are
defined, awarded, planned, and efficiently executed in a systematic and organized
manner complying with company subcontract procedures and within the budgets
allocated and within the constraints of the projects.
Clients - Clients appreciate honesty, and engineers are ethically obligated to act as a
faithful agent for their clients
 About Service Team Contact

PLANNING ROLES OF

ENGINEERING MANAGERS

10
 About Service Team Contact

ASSIST THEIR OWN

It is important that engineering managers
SUPERIORS IN PLANNING spend time and effort to actively assist
their direct superiors in planning.

02
 About Service Team Contact

ASK FOR SUPPORT

FROM SUBORDINATES

In order to optimally benefit from the

knowledge, expertise, and insights of
staff.
Present with ease and Present with ease and
01 wow any audience with wow any audience with
Canva Presentations. Canva Presentations.

05
 About Service Team Contact

DEVELOP ACTION PLANS

TIME MANAGEMENT
PROJECT AND PROGRAMS
CORPORATE KNOW HOW
PROACTIVE TASK

03
 About Service Team Contact

TOOLS FOR
PLANNING
Engineering managers utilize a number of tools to prepare strategic plans. Some of
these tools generate hard data, whereas others offer qualitative insights into specific
subject areas (Kaufman 2000). The following are examples of some useful planning
tools.

| JYRNE TYNE S. LUPAS

 About Service Team Contact

MARKET
Market research applies a number of tools to discover the preference of customers with
respect to the company’s products, services, marketing strategy, product prices, competitive
strengths, and brand reputation in the marketplace. Specific tools include polling by

RESEARCH
questionnaires, product concept testing, focus groups, and pilot testing. The outputs of
market research help assess the company’s current marketing position and future growth
opportunities in the marketplace.

EXAMPLE:
 About Service Team Contact

SWOT is the abbreviation for strength, weakness, opportunities, and threats. Each company has
strengths and weaknesses in comparison to its competitors. The competitors offer products in direct

SWOT competition with the products of the company. On the one hand, because of the company’s strengths
or core competencies, there may be opportunities offered in the marketplace that the company ought to

ANALYSIS
exploit aggressively. The strengths of the competitors and the conditions in the marketplace, the
company might be subjected to certain future threats. Such potential threats could be the result of
technology advancement, business alliances, marketing partnerships, and other such step changes
accomplished by the competition.

As such, the SWOT analysis

procreates a road map by which a
company can make informed
decisions about improving its core
competencies to meet its current and
future business and operational
needs.
 About Service Team Contact

FINANCIAL WHAT-
Spreadsheets are useful in modeling the financial performance of an operation.
Financial statements (such as an income statement, balance sheet, and funds

IF ANALYSIS AND flow statement) are usually modeled in a spreadsheet program. What-if analyses
are readily performed to discover the sensitivity of the company’s financial

PLANNING performance relative to the changes of specific input variables.

In addition, such analyses permit the

verification of various assumptions
incorporated into the financial models.
SCENARIO
PLANNING
Scenario planning defines the major forces that may move a company in different directions, map out a
small number of alternative futures (scenarios), specify narra- tives to elucidate these scenarios, and
define options for managing within these future worlds (Garvin and Levesque 2006).
 PERFORMANCE
BENCHMARKS

Performance benchmarks are those that have

been achieved by successful companies in the
same industry in which the host company
operates.
Watson offers an excellent set of broad-
based benchmarks:

Customer-related measures
Process-related measures
Financial measures
Employee-related measures
Competition-related measures
PRODUCT LIFE
CYCLE ANALYSIS

Every product has a life cycle that moves

typically through the stages of initiation,
growth, market saturation, and decline.
PLANNING
ACTIVITIES
HANNAH JANE C. PUDE

01
WHAT IS PLANNING
ACTIVITIES?
PLANNING
ACTIVITIES

STRATEGIC PLANNING: OPERTAIONAL PLANNING:

01 Forecasting, Action 02 Action Planning, Issuing
Planning, and Issuing Policies, and Establishing
Policies. Procedures.
1. FORECASTING
To estimate;
And to predict future conditions and
events.
 Examples are displayed to
Six Insightful Rules for Effective illustrate the use of these rules.
Forecasting (Saffo, 2007): Forecasting may be implemented
by using the following steps:

1. Define a cone of uncertainty.

1. Identify —critical factors that have the most profound effects on
2. Look for S curve. the company’s profitability.
3. Embrace the things that don't fit. 2. Determine —the forecasting horizon as short term (one year),
4. Hold strong opinions weakly. intermediate term (two to five years) or long term (five to ten years).
3. Select —forecasting methods such as:
5. Look back twice as far as you look forward.
• Mechanical projection. The future is projected assuming essentially
6. Know when to make a forecast. the same characteristics as in the past.
• Analytical projection. The future is estimated based on an
extrapolation of the past (trend analysis). Statistical tools such as
linear or nonlinear regression, moving averages, exponential
smoothing, time series, and others may be applied.
4. Forecast —future eventualities and their likelihood of occurrence.
5. Prepare —the forecast, as well as the pertinent database.
6. Adjust —forecasts regularly to incorporate pertinent changes
related to assumptions and desirable results.
7. Assure —understanding and acceptance by all parties affected by
the forecast.
TECHNOLOGY
FORECAST
 BASIS OF THE
OPINIONS OF A GROUP SPEED OF
01 OF SELECTED 02 COMPUTING
SCHOLARS.
 SPEED OF
COMPUTING

The top speed is achieved by Japan, running at

40,960 gigaflops (GFlops)

Assuming that customer data are collected and Plant operations groups To design better, safer, faster,
available, a detailed analysis could lead to an Refined modeling of key components in typically have collected a and cheaper cars, sophisticated
in-depth understanding of customer behavior,
turbomachinery by using computational significant amount of data, computer models could be
01 02 03 04
not available heretofore, thus allowing
fluids dynamics programs could raise observations, and devised to impact-test
companies to structure customized selling and
marketing programs to achieve better customer aerodynamic performance and reduce experience in maintaining automobiles, instead of crash-
satisfaction, strengthened brand loyalty, and energy consumption. and troubleshooting test expensive vehicles at up to
improved company profitability. equipment and facilities. only 40 miles per hour of speed.
2. ACTION
PLANNING
STEPS
1. Analyze critical needs.
2. Define specific objectives.
3. Define standards.
4. Define key action steps.
5. Devise a schedule.
6. Develop a budget.
 3. ISSUING
POLICIES

COMPANY POLICIES ADDRESS IMPORTANT ISSUES SUCH AS EMPLOYEE HIRING AND

TERMINATION, EQUAL EMPLOYMENT OPPORTUNITY (EEO) POLICIES, ANNUAL
PERFORMANCE APPRAISALS, SAVINGS PLANS, BENEFITS, MEDICAL INSURANCE,
PENSION PLANS, SICK LEAVE, SAFETY, CONTACT WITH REPRESENTATIVES OF
COMPETITORS, AND OTHER ISSUES.
 COMMON
CHARACTERISTICS
1. Applies uniformly to the organization (or specific
engineering unit) at large;
2. Remains relatively permanent, unless and until
repealed;
3. Fosters the objectives of the company;
4. Frees managers and employees to focus on
important matters
5. Encourages productive teamwork by reducing
disagreements, conflicts, and differences in
interpretation;
6. and is issued by top management or authorized
managers with perspective, balance, and objectivity.
CONCENTRATING
CHARTING 4. ESTABLISHING
REVIEWING PROCEDURES
PROPOSING
DEFINING
FORMULATING
COMMUNICATING
 BEA LEIGH LORIA LAJO

SOME SPECIFIC ADVICE ON

PLANNING
 About Service Team Contact

SOME SPECIFIC ADVICE FOR PLANNING

Good up-front planning is essential for any company to achieve its
desired corporate objectives. Managers need to pay sufficient
attention to planning activities in order to make sure that certain
pivotal factors are sufficiently addressed in the strategic or
operational plans they formulate.
 About Service Team Contact

ASSUMPTIONS

Plans are typically built on both hard data and assumptions. Assumptions are
usually based on extrapolations of past experience and intuitive projections into the
future. It is important for managers to constantly seek and interpret additional
resources and insights to verify their assumptions. This is to ascertain that the
plans they introduce are built on an increasingly solid foundation
 About Service Team Contact

PEOPLE
Managers need to take into account the suitability of people, including their background, personality,
training, mental flexibility, interpersonal skills, collaborative attitudes, adaptability, and emotional
attachments to specific ways things are done.

Managers need to recognize early that change is coming. They may want to delineate the change in
detail and analyze the implications of the change as a way of preparing the staff and allowing them to
become gradually accustomed to such a change.

By paying close attention to how changes are being communicated to the staff, managers may be able to
minimize the resistance to change and gain support for the implementation of new plans.
 About Service Team Contact

When planning, managers need to be guided by the

expected value that a given project or program may
bring about. Low-value projects justify the commitment
of low-level efforts, whereas high-value projects justify
the allocation of high-level efforts. Efforts applied should BENEFIT VERSUS
be commensurate with the value added by the expected
results. Other[1]wise, corporate resources may be COST
wasted.
 About Service Team Contact

SMALL BUT SURE

STEPS

(1) identify clearly the desired end results and the series of small steps required to reach
them.
(2) allow a timely control and mid[1]course correction, if needed.
(3) aim at attaining a series of small progressions (or continuous improvements) that are
more acceptable in numerous old-style companies than one large achievement (or a step
change) after a long period of time.
 About Service Team Contact

CONTINGENCY
PLANNING

Striving for acquiring hard data and soft information to continuously validate the
assumptions introduced in the planning, managers should take an additional uncertainty-
modulating step: Study exhaustively the sensitivity of various assumptions to the company
business and incorporate contin[1]gency steps, including fallback positions, in order to
minimize the adverse impact of questionable assumptions
 About Service Team Contact

COMMITMENT

Managers need to secure company commitment before any plan can be implemented
successfully. Company management must declare their intentions and their readiness to
allocate resources needed to achieve the planned objectives. Without a firm company
commitment, nothing of value will emerge from the planning efforts
 About Service Team Contact

STEPS
Set Objectives and Specify Subgoals Develop Action Plan

(1) strategic management, (1) Preparation (By a Certain Date)

(2) business management, (2) Group Leader
(3) operational management (3) Supervisor
(4) project or program management, (4) Manager
(5) engineering management, (5) Director
(6) production and manufacturing, (6) Vice President
(7) marketing management,
(8) financial control, and
(9) globalization.
 About Service Team Contact

PLANNING IN THE
HEALTHCARE
INDUSTRY
MICKA ELLA V. AVILA

01
 About Service Team Contact

PLANNING IN THE HEALTHCARE INDUSTRY

Planning in healthcare organizations include formulating targets and aiming for

the long-term vision of the company. You may make a strategy to accomplish
these goals and objectives once you have them in mind. You can't simply
establish objectives and goals based on your requirements. Also, you must set
them in accordance with economic trends, government regulations, and
technical developments.

02
According to Zuckerman (2006), the state of
healthcare strategic planning is lagging
1. Establish a unique,
far-reaching vision.
2. Attach critical

issues.
3. Formulate focused clear strategies.
4. Differentiate from the competition.
5. Achieve real results.
6. Organize preplanning.
7. Structure effective participation.
8. Think strategically.
9. Manage implementation.
10. Manage strategically.
Zuckermann offered another five state-of-the-art approaches to healthcare planning,
riding to Zuckerman (2006), the state of healthcare strategic planning is lagging
borrowed from other industries:

11. Use knowledge

management.

12. Advocate innovations and creativity in

strategic approaches.
13. Emphasize bottom-up versus top-down
strategic planning.
14. Use an evolving, flexible, and
continuously improving process.
15. Shift from static to dynamic strategic
planning.

AS POINTED OUT BY GINTER AND SWAYNE (2006), THESE BEST PRACTICES

STAND IN FOR SOME GENERALLY APPLICABLE GUIDELINES, WHICH ARE NOT
SPECIFIC TO THE FOUR UNIQUE CHARACTERISTICS OF THE HEALTHCARE
INDUSTRY

1. Built-in characteristics - Unrelated diversifications or vertical

integration may not be appropriate for organizations with
healthcare as their core. Their product development strategies
take a very narrow focus, as most technologies are
derived from outsiders
 2. Culture
-Physician managers maintain medical practices, as well as discharge
their own administrative responsibilities.

3. Outside control of hospitals and physicians drives the entire process

-Their requirements can collide with those of other clients (patients,
governments). Medicare, insurance providers, and other third-party
payers have an influence on prices and market power.
4. Society has an impact on healthcare organizations
-The idea of healthcare as a right, access to care, quality of life or
death, who pays for the cost of care, and other similar societal problems
have an impact on healthcare strategic planning.
 CONCLUSION
Strategic and operational planning are both essential
because a company's success depends on developing new
future courses as well as carrying out immediate operational
plans.

Strategic planning combines planning, budgeting, and

forecasting to help decision-makers make well-informed
choices and establish reasonable targets for the company's
expansion.
 CONCLUSION

Ensuring the vision of your company is implemented

requires an action plan. It outlines how your group plans to
employ its tactics to accomplish its goals. An action plan
comprises several actions or improvements that should be
made in your community.