Medium term plan. Short and long term planning. High success rate

06.03.2023

3. Long-term, medium-term and current planning.

Before considering strategic planning, let's analyze planning as a whole.

Planning- this is the formation of an image of the future in the mind of the subject. This is a prerequisite for the implementation of the goals. Planning is one of the most important management functions.

Purpose of planning- Ensuring the achievement of the intended goals, the fulfillment of the tasks set. Therefore, the plan should provide for a mechanism for prompt adaptation of planned decisions to a specific situation. Such a mechanism causes a close connection between long-term and short-term plans.

The planning process consists of at least five stages: 1) forecasting, 2) finding out and choosing development options, 3) formulating goals, 4) developing an action program and drawing up a work schedule, 5) budgeting (budgeting).

General rules for effective planning:

1. Effective planning must necessarily start at the top. All plans must be coordinated and agreed upon at the senior management level. But success will not be possible without the involvement of lower levels of management personnel.

2. Planning cannot be left to chance. The value of planning lies in having a systematic approach to solving problems, in anticipating the difficulties of tomorrow, and in identifying and seizing long-term opportunities.

3. Effective planning requires reliable information. Often the quality of the plan is directly predetermined by the quality of the analytical premises. Planning and information gathering are closely related. Comparison of actual results with plans of previous years serves as the basis for developing plans for the next year, since without taking into account such results, any plans will be useless. The implementation of plans requires constant monitoring, and, if necessary, revision and adjustment.

4. Psychological factors are essential for effective planning. Contacts between managers of various levels, between management and employees of the enterprise are very important and significant. It is necessary to strive for a common and mutual understanding between people as a guarantee of successful planning.

Depending on the term, the plans are divided into long term, medium term, short term, and for the pursued goals on prospective (strategic), current (tactical) and operational(although the boundaries between them are very arbitrary).

Within the framework of long-term plans (5-10 or more years), a concept for the development of the form for the future is being created. It provides for the solution of such problems as the determination of growth rates; selection of areas of activity, new generations of products and services; profit maximization; export expansion, etc.

Long-term plans are usually developed in the form of a set of goals, targeted comprehensive programs, strategic plans, etc.

The tasks outlined in them mainly in qualitative terms are specified in terms of time, resources, performance in medium term plans ( are compiled from 1 to 5 years) in quantitative terms (including financial ones).

Forward (or strategic) planning- an integral element of strategic management. Usually long-term planning is interpreted quite broadly. Perspective management is considered as an integral process of preparation and decision-making; formulation of goals and certain ways to achieve them; study of the consequences of decisions already made or being made; the process of developing goals and directions for their achievement, etc.

Long-term planning is the process of developing a strategy and the main methods for their implementation.

Long-term planning is an adaptive process, as a result of which there is a regular adjustment of decisions drawn up in the form of plans, as well as a revision of the systems of measures for the implementation of these plans based on continuous monitoring and evaluation of ongoing changes in the activities of the enterprise.

Long-term planning is a system of the whole variety of types of planned activities in an enterprise. It can be long-term, medium-term, operational and functional. The meaning of strategic planning is the process of modeling the future, in relation to which goals must be defined and the concept of long-term development formulated.

It often happens that long-term planning as a special form of strategic management is limited to the process of developing a strategy and forming the strategic policy of an enterprise. Sometimes a policy of enterprise priorities is formed. But in a broader sense, long-term planning is a unity of developing goals and preparing decisions with the definition of specific ways to implement them.

A distinctive feature of long-term planning is its flexibility, which is determined by the flexibility of planning horizons. A long-term policy is developed for a predetermined time horizon. The planned horizon depends largely on the scale of the enterprise, on its size. The functional areas of the enterprise's activity have a great influence on the duration of the planned horizon. Thus, we should talk about the deadline for planning at each specific enterprise approximately for specific types of its activities.

The purpose of long-term planning is to give a comprehensive scientific justification for the problems that a company may face in the coming period, and on this basis to develop indicators of the company's development for the planning period (Fig. 1).

When developing a long-term plan, it is based on:

analysis of the development prospects of the company, the task of which is to identify trends and factors influencing the development of relevant trends;

analysis of competitive positions, the task of which is to determine how competitive the company's products are in different markets and what the company can do to improve performance in specific areas if it follows optimal strategies in all activities;

choosing a strategy based on an analysis of the company's development prospects for various types of activities and determining priorities for specific types of activities in terms of its efficiency and resource availability;

analysis of directions for diversification of activities, search for new more efficient shafts of activity and determination of expected results.

prospects

		Strategy



Budget/current programs		Budget/Strategic sky programs

Execution by divisions		Execution by projects

Operational control		Strategic control

Fig.1.

When choosing a strategy, it must be borne in mind that new strategies, both in traditional industries and in new business areas, must correspond to the accumulated potential of the company.

Perspectives and goals are linked to form a strategy. The current program guides operational units in their daily work to ensure ongoing profitability; strategic programs and budgets lay the foundation for future profitability, which requires the creation of an execution system based on project management.

The long-term plan is expressed by the corporation's strategy. It contains decisions regarding areas of activity and the choice of new directions. It can also list major projects and set their priorities. It is developed at the level of senior management. Usually the long-term plan does not contain quantitative indicators.

Medium-term and current (budget) planning

Medium-term plans most often cover a five-year period as the most appropriate period for the renewal of the production apparatus and product range. They formulate the main tasks for a specified period, for example:

the production strategy of the company as a whole and of each division (reconstruction and expansion of production capacities, development of new products and expansion of the range);

sales strategy (the structure of the sales network and its development, the degree of control over the market and the introduction to new markets, the implementation of activities that promote sales expansion);

financial strategy (volumes and directions of investments, sources of financing, structure of the securities portfolio);

personnel policy (composition and structure of personnel, their training and use);

determination of the volume and structure of the necessary resources and forms of material and technical supply, taking into account intra-company specialization and cooperative production.

Medium-term plans provide for the development in a certain sequence of measures aimed at achieving the goals outlined by the long-term development program.

The medium-term plan usually contains quantitative indicators, including in relation to the allocation of resources. It provides details by product, investment and funding sources. It is developed in production departments.

Current planning is what the manager in the enterprise does on a daily basis.

Current planning is carried out through detailed development (this can be either for a day or for a month, half a year, but usually for one year) operational plans for the company as a whole and its individual divisions on an international scale, in particular marketing programs, research plans , plans for production, logistics.

The main links of the current production plan are calendar plans (monthly, quarterly, semi-annual), which are a detailed specification of the goals and objectives set by the long-term and medium-term plans. Production schedules are compiled on the basis of information about the availability of orders, their availability of material resources, the degree of utilization of production capacities and their use, taking into account the stipulated deadlines for the execution of each order. Production schedules include expenditures for the reconstruction of existing facilities, replacement of equipment, construction of new enterprises, and training of the workforce. Sales and service plans include product exports, overseas licensing, technical services and maintenance.

Operational plans are implemented through a system of budgets or financial plans, which are usually drawn up for a year or a shorter period for each individual unit - profit center, and then consolidated into a single budget, or financial plan of the company.

The budget is formed on the basis of the sales forecast (mainly the supply of orders and the allocation of resources), which is necessary to achieve the financial indicators planned by the plan (for example, such as sales volume, net income and rate of return on invested capital). When compiling it, first of all, indicators developed in long-term or operational plans are taken into account.

Through the budget, the interconnection of long-term, current and other types of planning is carried out.

The budget of the production department is an expression of the operational plan in monetary units; it seems to link the operational and financial plans, making it possible to foresee the final result of the activity, i.e. size and rate of return.

Budgeting is usually carried out by different services or special sectors. Special committees, consisting of top administrators, consider the already prepared budget. The manager of the production department approves the budget and is responsible for the effectiveness of the methods for its development.

The basis of the budget is the sales forecast and the calculation of production costs. Based on the sales forecast, plans for production, supply, stocks, research, capital investment, financing, and cash receipts are drawn up. The company's budget covers all aspects of its activities and is based on the operational plans of the company's departments, so it also serves as a means of coordinating the work of all parts of the company.

Bibliography

1. Auth. Meson, Albert, Khedoury, "Fundamentals of Management". Translation from English. M.: Ed. Case, 2006

2. I.N.Gerchikova "Management" Ed. Unity, Banks and Exchanges, 2004

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If you start to thoroughly understand what factors influence a person’s life, in general, then you can find a great many of them. Any area of a person's life and each sphere of his activity, of course, has a number of peculiarities inherent in them, and sometimes what is applicable to one is completely inapplicable to another. But there are, despite this, some fundamental principles that are effective in absolutely everything. One of these principles, or more precisely, laws that can be considered guarantors of success in any field, can be safely called the ability to plan and prioritize. Why this is so important, we will find out in the presented lesson.

After studying this material, you will learn about what business planning is, and what are its features, why it is necessary and important to make lists of work, personal and household chores on a daily basis. In addition, we will consider several effective planning methods and principles, some of which are designed for every day, and some have a more promising focus - for a week, month, year, and even several years. This lesson of ours will be useful to people of all ages and professions, and it will be possible to apply the information received to achieve your goals from the first day.

What is planning. Types of planning. Prioritization

The planning process

Planning is the process of optimal allocation of resources necessary to achieve the goals and objectives, as well as a set of processes that are associated with their setting and implementation. Planning is an integral part of time management () and, with skillful application, greatly increases its effectiveness.

In its simplest and most formal interpretation, planning is characterized by the following steps:

Stage of setting goals (tasks)
The stage of drawing up a plan to achieve the intended
Variant design stage
The stage of identifying the required resources, as well as their sources
Stage of determining executives and briefing
The stage of fixing the results of planning in physical form (plan, project, map, etc.)

Types of planning

Planning, as already noted, is applicable to absolutely any sphere of life, but, depending on this, it may have its own characteristics, which, in turn, is expressed in various forms and contents.

The types of planning differ:

By necessity

Directive planning - implies the obligatory execution of the tasks set, always has a specific addressee and is characterized by increased detail. As an example, we can name the setting of tasks related to solving issues of state / national importance, work at enterprises, etc.
Indicative planning is the opposite of the first: it does not imply mandatory and precise execution, it has a more advisory and guiding character. This type of planning is widespread in the system of macroeconomic development of various states.

Timeframe for achieving goals

Short-term (current) planning - calculated for a period of up to 1 year and may consist of plans for a day, week, month, quarter, six months. The most common type of planning. It is used both by ordinary people in the process of everyday life, and by leaders of various organizations.
Medium-term planning - calculated for a period of 1 to 5 years. This form of planning is common in the activities of government agencies, firms and enterprises, but is often used by strategically minded people. In some cases, it can be combined with current planning, which in combination is rolling planning.
Long-term (prospective) planning - is calculated, as a rule, for several (5, 10, 20) years ahead. Most often, this type of planning is used in large enterprises in order to fulfill tasks of a social, economic, scientific and technological nature, etc.

Strategic planning is mostly long-term. With the help of it, the main directions in the activities of organizations are determined: expanding activities, creating new directions, stimulating the workflow, studying the market and its segments, studying demand, characteristics of the target audience, etc. Widespread in the activities of organizations.
Tactical planning - most often is the same - long-term. Its main goal is to create the necessary conditions for the realization of opportunities found through the application of strategic planning. As a rule, tactical planning is used in planning the economic, social, and production development of an organization. Widespread in the activities of organizations.
Operational-calendar planning is the final stage of strategic and tactical planning. It serves mainly to implement the process of achieving the set results. With the help of it, all indicators are specified, and the work of the organization is organized directly. Operational scheduling involves determining the time for completing the tasks, preparing the implementation of the process, keeping records, monitoring and analyzing the process. Widespread in the activities of organizations.
Business planning - serves to assess the feasibility, relevance and effectiveness of planned activities. Drawing up a business plan takes place very carefully, taking into account all kinds of indicators, opportunities, proposals, etc. It is common in the activities of organizations and the work of businessmen.

In addition to the considered types of planning, which take into account the primary aspects, there are also those taking into account the secondary ones. They, in turn, differ:

By degree of coverage

General planning - covers all the details of the context.
Partial planning - covers some details of the context.

By planning objects

Target planning - involves the definition of the required goals to achieve.
Fund planning - involves planning the means necessary to achieve the result (finance, information, personnel, equipment, etc.).
Program planning - involves the development of programs necessary to achieve the result.
Action planning - involves determining the actions necessary to achieve the result.

By depth

Aggregate planning - occurs taking into account common parameters.
Detailed planning - takes into account all the details and features.

Coordinating plans over time

Sequential planning - implies a long process, which consists of several smaller stages.
Simultaneous planning - implies a one-time short stage.

Accounting for data changes

Rigid planning - implies the obligatory observance of the specified parameters.
Flexible planning - implies the possibility of non-compliance with the set parameters and the emergence of new ones.

in order

Orderly planning - involves the sequential execution of plans, one after the other.
Rolling planning - implies the extension of the plan for the next period after its completion in the current period.
Extraordinary planning - implies the implementation of the plan as the need arises.

Prioritization

Prioritization is the process of setting priorities - an indicator of the predominance of the importance of one or another item of the plan over the rest. Prioritization is important for the reason that among a large number of different nuances and features, there are both those that are of the least importance and have a minimal impact on the process of achieving the goal, and those that play a dominant role in this process. The ability to prioritize can be called another indicator of the effectiveness and efficiency of any planning process, because. the emphasis on the most significant points of the plan is often decisive in the question of whether the goal will be achieved or not.

As you can see, planning as a process is characterized by a considerable number of different nuances. Any of the types can be used separately, and maybe in combination with others. The main thing when choosing is to take into account all the features of your activity. But, no matter how many types of planning exist, no matter how much we consider them, no matter how many examples we give, all this will not be of any value if we do not understand why we need to plan anything at all, what advantages it has how will it help us in life? These are the questions we will try to answer in the next section.

What is planning for?

Considering that our trainings are devoted to methods of increasing personal productivity, here and further in the lesson we will consider planning in relation to the activity of a person, and not organizations, firms, enterprises, etc.

Planning is the factor that largely determines not only whether a person will achieve what he wants, but also what he will achieve in general. The fact is that the planning process itself does not have a single and narrowly focused effect, but affects in a complex way, influencing many personal indicators of a person, the direction of his actions and the way of life in general. Below we list just a few positive aspects of planning and the benefits that it provides.

Specification of the goal

As soon as a person begins to plan his activities, his thinking is activated, creativity is activated, and brain activity increases. You can want something and “as if” imagine it, while thinking that you know exactly what you want. But as soon as you sit down to draw up a plan and begin to think it through carefully, your goal from the abstract begins to transform into a concrete one (for example,). Gradually, you begin to imagine it in detail, take into account its features, somehow vary it. There is a saying that says that a ship that does not know where it is going will never reach its destination. So is a person - if he does not know what exactly he wants, he will never achieve it. Planning makes it possible to understand and realize what you really want and find a specific goal.

A clear plan of action

Even knowing what we want, we may never achieve it if we do not know what we need to get it. Our goals may be mega-global, good and wonderful, but they will remain just a picture of what we want to have and what to do. This state of affairs is corrected with the help of planning. First, it allows you to determine the specific steps that need to be taken in order to achieve the desired result. Secondly, it helps to determine the resources needed for this and their sources. Thirdly, it provides an opportunity to set a time frame. This way, by making a precise plan, you will know what you need to do to implement it, who or what to involve in this, and, most importantly, when you want to do it. Planning significantly speeds up the process of achieving the goal, because. is a practical guide to action.

Action, not thoughts about action

Until we have a plan to implement what we want, we are in constant thinking about this topic. We think about how much we want this, how good it would be if we had it, reflect on the topic of how it is lacking now, maybe even imagine ourselves in the process of action. But there is one BUT - apart from thinking, we do nothing else. And this indicates that, most likely, this will all end. It is important to understand that when you start planning, you are already taking the first and biggest step towards the implementation of your plan. This alone is already moving you forward substantially. And then a chain reaction begins: after drawing up a plan, you begin to perform specific actions, the first item is followed by the second, the second is followed by the third, and so on. If you manage to instill in yourself the habit of planning even the smallest things, you will immediately notice how your desires begin to become a reality. Here you can apply another saying: "Water does not flow under a lying stone." Move off the dead center - start to act. Planning creates the energy potential necessary to achieve the goal.

Ability to maneuver

Without knowing exactly what needs to be done to achieve the set results, we can neither determine nor coordinate our actions. We can roughly imagine what we need to do, but acting without a plan, we risk reaching a dead end or even further moving away from the goal. When you have a plan and begin to act, you can, so to speak, manage the entire process online: it doesn’t work out this way, try it differently, one thing doesn’t work, think about what you can replace it with. Having a clear plan will allow you to make maneuvers on your way, varying different methods and methods. As a result, you will have a comprehensive plan that will take into account all sorts of nuances and options for the development of events. The ability to plan is the ability to be flexible and ready for any situation.

High success rate

And, perhaps, the most important advantage of planning is, if not a 100% guarantee, but still a huge probability of success. How many people we see who want very little, but, having no plan, achieve nothing! And, in contrast to them, there are a huge number of examples of people who have fantastic goals that, it would seem, are unattainable, despite everything they achieve them and even more. What distinguishes the first from the second is the ability to plan and prioritize. Define your goals, start making a plan - after a while you will see that you have reached the goal, and thousands of onlookers without a plan have remained in their places. Planning will put you in the lead in any field!

Surely, now it has become much clearer to you why you need to plan and think through all your steps. Planning is done by businessmen and entrepreneurs, heads of huge corporations, creative people, writers, actors and show business stars, in general, all those who are commonly called successful people. Planning is a part of the life and work of any person who wants to increase their productivity and achieve serious results. It is for this reason that, in addition to sitting down at the table, taking a pen and a piece of paper, and starting to plan something, today there are specially developed planning methods that have proven their effectiveness more than once. We will give a brief overview of the most popular of them in the next section.

Planning Methods

ABC planning

The prerequisite for this method is experience, which clearly shows that the ratio of important and unimportant cases in percentages is always approximately the same. Any tasks, based on their importance in relation to the achievement of the set results, should be allocated using ABC letter values. It follows from this that the tasks with the greatest importance and significance (A) should be performed first, and then all the others (B, C). You need to plan your time using this technique, taking into account the importance of the tasks, and not the efforts required to complete them.

The ABC technique is based on three basic rules:

Category A - the most important cases. They make up about 15% of everything you do, but they bring about 65% of the results.
Category B - important things. They make up about 20% of all your cases and bring about 20% of the results.
Category C - matters of the least importance. They make up about 65% of everything you do, but also bring about 15% of the results.

You can learn more about this technique here.

Eisenhower principle

This technique was proposed at one time by the American General Dwight David Eisenhower. It is an excellent additional meter for making the most important decisions quickly. This principle implies prioritization according to the criteria of importance and urgency.

All your affairs you must divide into four main categories and perform in order of priority:

Category A - the most urgent and important cases.
Category B - urgent but not important cases. It is important to be able to separate them by the criterion of importance from the first category, otherwise you can spend time on their implementation, leaving the really important things for later.
Category C - not urgent, but important matters. Here you need to take into account the urgency factor: due to the fact that these cases are not urgent, they are often shelved, after which they become urgent, which is not very good. Therefore, their implementation should not be neglected in any case. Such cases, among other things, can be delegated - to entrust their implementation to someone else.
Category D - non-urgent and non-important matters. Often, a person is most concerned with such matters and spends most of the time doing them. Learn to accurately identify cases in this category. They need to be done last, when the previous ones are completed.

You can learn more about the Eisenhower Method here.

Pareto Rule

This rule is sometimes referred to as the 80/20 principle. It was formulated by the Italian economist Vilfredo Pareto. Its main premise is that the smallest part of the actions brings the greatest part of the results, and vice versa.

Visually, this rule looks like this:

20% action = 80% result
80% of actions = 20 results
20% of people own 80% of all capital
80% of people own 20% of all capital
20% of customers generate 80% of revenue
80% of customers bring 20% of revenue
Etc.

Apply this rule to your daily activities, and you will see that 80% of what you do in a day is only 20% of the result you need, and 20% of well-planned actions bring you closer to your cherished goal by 80%. Based on this, remember that you need to start the day with just a few, but the most difficult, important and urgent things, and only after that, take on the implementation of light and no less important, but present in a much larger volume. It is very convenient to apply the Pareto rule in combination with the ABC method or the Eisenhower principle.

You can read more about the 80/20 principle.

Timing

The term "timekeeping" refers to a method designed to study the elapsed time. It is carried out by fixing and measuring the actions taken. The main goals of timekeeping are to determine what time is spent on, identify time wasters, find time reserves, and develop a sense of time.

Keeping timekeeping is quite simple: experts advise recording all your actions with an accuracy of 5 minutes for 2-3 weeks. Visually, it looks something like this:

8:00-8:30 - woke up, stretched, washed
8:30-9:00 - drank tea, turned on the computer, checked the mail
9:00-9:30 - went to the social network
9:30 - 10:00 - prepared documents for work
Etc.

Entries can be supplemented with comments and additional parameters. There are several ways to keep track:

On paper - in a notebook, notebook, notebook
Using a gadget - mobile phone, e-book, tablet
Using a voice recorder
Using special software on a computer
Online - Special Internet Applications
Gantt chart (see below)

Based on the data obtained through the timing, you can identify important features in the distribution of your time and correct them. Read more about timing.

Gantt Chart

The Gantt chart is a bar chart method developed by American management specialist Henry Gant. It is used to illustrate plans and schedules for various projects. The diagram consists of bars that are oriented along the time axis, and each of them displays a separate task that is part of the project. The vertical axis is a list of tasks. In addition, various indicators can be marked on the chart - percentages, pointers, timestamps, etc.

Using the Gantt chart, you can visually track the progress of the project and the effectiveness of the actions performed. But, in any case, this method will have to be supplemented by others, because. the diagram is not synchronized with dates, does not display the resources spent and the nature of the actions performed. It is best used for small projects. The chart itself is often included in various project management applications as an add-on.

SMART technology

The SMART goal setting technique is recognized as one of the best in the world. It has its origins in NLP and we discussed it in detail in one of our lessons. Here we give only a brief description of this technique.

The word "SMART" itself is an abbreviation formed from the first letters of five words that define the criteria for goals. Let's consider them in a little more detail.

Specific - the goal must be specific, i.e. when setting it up, you must definitely clearly imagine the result you want to achieve. For example, "I want to become a specialist in anthropology."
Measurable - the goal must be measurable, i.e. you must represent the desired result in quantitative terms. For example, "by 2015 I want to earn 50 thousand rubles a month."
Attainable - the goal must be achievable, i.e. you must take into account the characteristics of your personality: abilities, predisposition, talent, etc. For example, if you have a hard time with mathematics and you absolutely do not understand this science, it is better not to set yourself the goal of becoming an outstanding mathematician.
Relevant - the goal should be related to your other tasks. For example, the achievement of a medium-term goal should implicitly include the achievement of several short-term ones.
Time-bounded - the goal must be defined in time and have a clearly established time frame. For example, "I want to lose weight from 95 to 80 kg in six months by such and such a month."

Together, this will allow you to determine the necessary actions to achieve the desired result, take into account the maximum number of factors and constantly track your progress. Read more about the SMART technique written.

List of goals and objectives

The simplest method by which you can plan time and affairs. This is just a list of things to do. Such lists are very convenient in that they do not require any additional resources, such as a PC, mobile applications or the use of complex schemes, but they also allow you to visually display everything you need to do and control this process.

Making a list of goals and tasks is very simple: you can simply write down on a piece of paper everything that you need to do and when, and upon completion, simply cross out the completed items. And you can complicate it a little: make a table in which there will be columns: “task”, “priority”, “due date”, “completion mark”.

All of these techniques can be used singly or in combination. Try all the options - for sure, after a while you will select the most convenient and suitable for yourself, and maybe even make some of your own based on them.

In order to make it easier for you when planning your affairs and time, in conclusion of the lesson, we would like to present to your attention some very effective principles that you can use in your daily life.

Planning principles

Try all the planning techniques discussed and choose the most suitable for you. Use it daily and in all cases.
Don't try to remember everything - keep notes. As the saying goes, "The dullest pencil is better than the sharpest memory."
If you have a lot of things to do, do not try to have time to do everything. Take the time to identify the most important and priority, and proceed to implement them. Finish the rest later.
At the end of one week, make a plan of action for the next. Do the same at the end of each day.
Get in the habit of carrying a notebook and a pen or voice recorder with you to record interesting thoughts that come to you.
Start a “success journal” in which you will record all your successes, no matter how small, every day. This will keep you constantly motivated and remind you that you are on the right track.
Learn to say no. This ability will save you from wasting time, striving for unnecessary goals and communicating with unnecessary people.
Always think before you do anything. Weigh all the pros and cons. Try not to make rash actions and actions.
Whenever you are in the process of something, remember yourself, be aware of what you are doing at the present moment. If you feel that you are not moving forward, quit this activity.
Take a critical look at yourself: identify your bad habits, time-consuming, things that you enjoy doing, but that do not move you towards the goal. Then gradually and one by one replace these habits and deeds with new ones - effective ones.
Determine your main priorities in life and live according to them. So you can always be focused on the main thing, and will not waste time.
Do not perform unnecessary unnecessary actions, do not do other people's business. You must move forward on your own, but do not allow yourself to be used as a tool to achieve other people's goals if you yourself do not enjoy it.
Regularly and systematically allocate time for self-improvement: reading books, watching educational and motivational videos, practicing your skills, etc.
Do not stop there - having achieved one goal, set another, more serious one. So you can always be in good shape, you will have an incentive and motivation.

Applying all of the above recommendations will allow you to be successful in any field and achieve your goals in the shortest possible time. The most important thing is the constant work on oneself and the application in practice of the acquired skills. In order for all that you have learned from this lesson to begin to bear fruit, you need to start planning your future activities today. Start with any way, practice, hone a new skill and make it a habit. Of course, it is impossible to plan everything in our life, but a lot is possible.

You can find additional interesting materials related to planning and efficiency on our 4brain resource:

Test your knowledge

If you want to test your knowledge on the topic of this lesson, you can take a short test consisting of several questions. Only 1 option can be correct for each question. After you select one of the options, the system automatically moves on to the next question. The points you receive are affected by the correctness of your answers and the time spent on passing. Please note that the questions are different each time, and the options are shuffled.

Tactical.

strategic,

types of planning:

long term
medium term
short term .

Strategic plans usually cover a long period - 10-15 years, have long-term consequences and require significant resources.

Strategic Marketing Plan

But in Russian practice, characterized by high uncertainty, in many organizations they are based on medium-term plans.

"operational planning

several stages (Fig. 2):

1 stage.

2 stage.

3 stage.

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An organization's strategy is a set of its main goals and the main ways to achieve them.

Tactical.

strategic,

The medium-term specifies the targets set by the long-term plan. They are designed for the duration of plans from 3 to 5 years.

The principle of flexibility - the planning process is able to change its direction.

The principle of continuity - the planning process is carried out constantly, the developed plans continuously follow one after another;

Participatory planning is called participatory planning. This allows employees to better understand the activities of the organization, the plans of the organization become the personal plans of the employees;

The principle of participation means that each employee of the organization is a participant in planned activities, regardless of the position and function performed by him. That is, the planning process should involve all those directly affected by it;

The principle of unity, which suggests that planning in an organization should be systemic;

Organizations use different types of planning.

Depending on the period of time for solving problems, the following are distinguished: types of planning:

long term
medium term
short term .

Long-term covers a period of time from 10 to 25 years; in the conditions of Russian practice of 5 years or more.

Short-term planning is the development of plans for 1-2 years, most often these are annual plans. These plans include specific ways to use the organization's resources and are detailed quarterly and monthly.

Depending on the direction and nature of the tasks to be solved, planning is usually divided into 2 types:

To develop an organization's strategy means to determine the general main direction of its activity. The strategy is developed in the process of strategic planning. The strategic plan is considered as the highest level of the plan. For example, for a car company, the strategic plan might be to build a new manufacturing facility.

Strategic plans usually cover a long period - 10-15 years, have long-term consequences and require significant resources. But in Russian practice, characterized by high uncertainty, in many organizations they are based on medium-term plans.

Strategic and long-term planning are different processes.

Strategic planning is not a function of time, but a function of direction. It includes a set of global ideas for the development of an organization. The top management of the organization is responsible for developing the strategy.

Tactical planning follows strategic planning and can be seen as the second stage of the overall planning process. Tactics means making plans for how the strategic plan is implemented.

For example, the strategic plan involves the construction of a new enterprise for the processing of agricultural products.

The tactical plan, in this case, will include decisions such as the location of this enterprise, the type of product, the management system, etc.

Tactical planning usually covers the short to medium term. Responsible for the development of tactical plans are middle and grassroots managers.

Thus, strategic planning answers the question of what the organization wants to achieve, and tactical shows how the organization should achieve this state.

Long-term planning is a way to simply lengthen the planning period.

That is, the difference between strategic and tactical planning is the difference between ends and means.

Often, instead of the term tactical planning, the term is used. "operational planning”, to emphasize that this is the planning of individual operations of the organization's activities in the short and medium periods. Production planning, marketing planning, organization budgeting - all this is operational planning.

Organizational activities related to planning can be divided into several stages (Fig. 2):

feedback (corrective information)

Fig.2 The planning process in the organization

1 stage. The process of planning or the direct process of making plans, that is, deciding on the future goals of the organization and how to achieve them. The result of the planning process is a system of plans.

2 stage. Implementation of plans is the activity of implementing planned decisions. The results of this activity are the real performance indicators of the organization.

3 stage. Results control. At this stage, the actual results are compared with the planned indicators. If necessary, corrective actions are developed.

Thus, the planning process is the first stage of the overall activities of the organization.

As noted, the result of the planning process is a system of plans.

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Finance and credit / Short-term financial policy of the company / 1.3. Short-term and long-term planning in the enterprise

Short-term and long-term planning ensures the consistent achievement of the goals of the enterprise, and in order to organize the successful functioning of the planning system, it is necessary to create the following background:

1) personnel, including the readiness of management to manage the enterprise within the framework of a planning system based on clearly formulated goals and management principles. The choice of goals and the establishment of ways to achieve them are directly included in the planning process. Successful planning requires trained planners, the lack of which in the modern period is found in most Russian enterprises;

2) organizational, i.e. viable organization of the enterprise. The enterprise needs an established organizational planning mechanism. The governing bodies and organizational units that form the planning and organizational pyramids, respectively, must overlap each other. From the point of view of external factors, planning involves forecasting market conditions, and from the point of view of internal factors, the coherence of the work of all departments of the enterprise. In general, planning involves the organizational unity of the enterprise;

3) methodical, i.e. the system of plans developed at the enterprise, the established methodology for their development and the experience of their application. Most enterprises independently develop planned methodological documentation, including specific forms of plans, deadlines for their approval and implementation, controls, etc. General methodological documents are also used, which are most often recommended by state bodies, for example, for small enterprises to receive benefits provided by law, or banks in order to obtain loans;

4) informational, i.e.

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availability of an effective tool for collecting, processing and transmitting planning and control information. This is a management and financial accounting system, a forecasting and analytical system, an advertising and sociological service, an electronic data processing system, etc.

The complexity of planning in a market economy is exacerbated by the fact that some economic processes at the macro level, such as crises caused by political instability, frequent changes of government, financial shocks and strikes, do not lend themselves to precise planning at all. In addition, many microeconomic indicators that characterize the market as a whole, the activities of competitors, demand volumes, etc., do not have high reliability and accuracy.

When organizing their business, entrepreneurs plan their activities from the development of a business plan that allows them to evaluate the prospects of the business they have begun and give a rationale for the entrepreneurial project. For most banks business plan is a mandatory document for granting loans. A similar requirement is put forward by the Moscow Government when granting benefits to small businesses. This plan has no strictly regulated time limits. For some enterprises (Sberbank of Russia), a business plan is a mandatory annual form of management activity that differs little from an annual plan (unlike the latter, a business plan is not necessarily drawn up at the beginning of a calendar year). Most often, a business plan is developed in connection with the opening of an enterprise or changes in its production, marketing and other activities.

planning horizon name the time period (month, quarter, year, etc.) for which the implementation of the planned task is calculated. The choice of a specific planning horizon depends on many factors, the main of which are the following:

1. the average time from the appearance of an idea to its implementation - the time cycle of an entrepreneurial project;

2. the duration of the impact of decisions on the organization, i.e. the period of being bound by these decisions;

3. the degree of predictability of the future, i.e. during which time it is possible to predict the sustainable development of the project.

Therefore, depending on the planning horizon, long-, medium- and short-term planning is distinguished. Most American and British companies use five-year plans, while three-year plans are more common in Japan. This is due to the fact that Japanese enterprises operate in conditions of greater uncertainty, and in the US and the UK, the planning horizon is longer because the external environment of companies is more stable and less competitive. Until the early 1990s, domestic enterprises used plans with a variety of planning horizons. At present, the annual plan is most often used as a type of current (operational) planning.

Thus, most of the plans being developed have clear time limits.

Depending on the validity period, as well as on the planning horizon, there are long-term (prospective), medium and short-term planning. Long term plan, as a rule, is designed for a period of 5 to 15 years and provides for the formation of long-term goals of the enterprise, as well as the adoption of decisions aimed at the best distribution of its resources based on long-term forecasts. This type of planning has two important foundations: the introduction of innovations and the integration of innovative strategies of a business unit. An example of long-range planning is general target planning, determining the general goals of the enterprise and which include the setting of all general economic and non-economic tasks of the enterprise. Target planning determines the areas of activity, the industry profile of the enterprise, the most important cost goals (financial results, liquidity) and social goals (social position, behavior model in relation to personnel, business partners, the state, the image of the enterprise), as well as key expected outcomes.

Another type of long-term planning is enterprise strategic plan, which outlines the strategic goals of the enterprise and the main guidelines for achieving them - planning for the growth and development of the enterprise, innovative planning. Strategic planning includes three interrelated tasks: developing the mission of the enterprise, presenting the mission in the form of long-term and short-term tasks, and developing a strategy to achieve the goals. Long-term planning is also investment projects— plans for capital investments directed to the creation of new production capacities or to the modernization of existing production. Sometimes the period for which such projects are developed coincides with the service life of the production facilities being created. Firms can also plan portfolio investments, the mechanism of preparation and decision-making of which has its own tools. A long-term plan can be built on the principle of coordinating several medium-term and short-term plans. At the same time, the plans for the coming years of the enterprise's activity are more detailed.

Medium term plans developed for a period of 1 to 5 years. Compared to long-term plans, these plans are more detailed, contain more quantitative indicators and emphasize the allocation of resources. The objects of medium-term planning are the organizational structure of the enterprise, production capacity, capital investments, the need for financial resources, research, development, etc. In domestic economic practice, the medium-term plan, as a rule, is an integral part of the long-term plan. The advantage of such planning is that, firstly, the separation of strategic plans from quantitative projections allows you to isolate strategic issues, and, secondly, the shortening of the quantitative plan horizon gives greater credibility to long-term projects. financial planning for a period of more than 3 years loses value, since the uncertainty increases significantly.

short term planning calculated for a period of up to 1 year (including a year, six months, a month or less). An example of short-term planning is a turnover plan, a production plan, a labor plan, a plan for the movement of stocks of finished products and an estimate of costs. Short-term planning closely links the plans of various partners and suppliers, and therefore all these plans are either coordinated, or some of their moments are common both for the manufacturing company itself and for its partners. Short-term planning acts in the form of current and operational (operational production) plans.

In the current plan all activities of the enterprise (production, sales, research and development, supply, marketing, financial accounting, etc.) and the work of all its structural divisions (branches, workshops, sites) for the current financial year are linked. Such plans are developed in detail for each functional unit in the form budgets, in which certain resources are allocated for the implementation of planned tasks. The totality of budgets is reflected in annual financial plan, in which cash flows, profits and losses are planned, the state of the balance sheet of the enterprise is reflected.

Operational plans are aimed at solving specific issues of the enterprise's activities in the short term. They have a narrower focus, a high degree of detail and are characterized by a wide variety of techniques and methods used.

1. According to the degree of coverage - general, private.

3. Subjects of planning - target, planned means, program, action planning.

4. According to the form of execution - text and graphics.

5. According to the form of functioning - global, contour, detailed.

6. According to the depth of planning - sales, production, procurement, investment, finance, personnel.

7. By terms - short-term, medium-term, long-term.

In addition to the above types of plans, there are the following:

1. Structural and organizational - planning the location of the enterprise, planning production, planning the areas of activity of departments, sections.

2. Financial plans - costs, pre-production, cost and income plan, cash plan, balance plan.

Perspective and strategic plans depending on the validity period, plans are divided into long-term, medium-term, short-term, and according to the goals pursued - into strategic, tactical and operational (although the boundaries between them are very conditional). Long-term and medium-term plans are combined into the category of long-term plans developed for a period of more than one year. Within the framework of long-term plans (5-10 or more years), a company development concept for the future is being created. It provides for solving such problems as the choice of areas of activity, areas of diversification, new generations of products and services, ways to maintain or improve market positions, maximize profits; expansion of exports, development of research and development, increase in potential (based on technical re-equipment, reconstruction), etc. Long-term plans are usually developed in the form of a set of goals, targeted comprehensive programs, strategic plans, etc. The tasks outlined in them mainly in qualitative terms are specified in terms of timing, resources, and performers in medium-term plans (composed from 1 year to 5 years) in quantitative indicators (including financial ones). Thus, medium-term plans are a projection of long-term plans for the coming years, detailing their interval indicators into point ones; more aggregated - in less aggregated.

Target complex programs To solve new promising cross-functional strategic problems within the organization, special targeted integrated programs (TsKP) are being formed and implemented.

CCUs are a set of interrelated organizational, financial, technical, social and other activities centrally provided with resources. They differ in functional orientation (economic, technical, social, etc.) and implementation timeframes (medium-term - from 1 to 5 years; long-term - over 5 years).

The development of a target program begins with the formulation of the problem and the purpose of its solution; then a predictive scenario is created; a "tree" of goals is being built; criteria for their achievement are formulated; resources are allocated; tasks are specified; governing bodies are formed.

Such activities may include scientific and applied research, experimental design, sample testing, the creation or reconstruction of facilities, the introduction of new forms and methods of management. An important role in the success of the program is its reliable resource support.

Business plan A specific form of organizational plans today is the business plan. Usually it is drawn up for 5 years or at its creation, or at turning points in its existence, for example, when expanding the scale of activities, issuing securities, attracting large loans, etc. Often these events are aimed at foreshadowing serious changes in the external situation. Although many points of the business plan are scrupulously calculated, success in its implementation is far from obvious.

The purpose of the business plan is to orient the company's business activities in accordance with the needs of buyers and opportunities to obtain resources, to determine its specific types, markets.

A modern business plan consists of the following main sections and elements:

Title page - contains basic information about the company and the developer, the name of the business.

Summary - this section contains a brief description of the business plan, its main parameters.

Characteristics of the company - basic financial and legal data.

Characteristics of a new product (if any) - a description of the characteristics of a new product, its production technology.

Marketing and sales policy - information about the market for a new product / service, the audience of potential consumers.

Production plan - a description of the technology for the production of a new product, the calculation of its cost.

Financial plan - a description of the investment costs of the project, the revenue and expenditure parts of the project, tax payments.

Project risks - this section of the business plan describes all the possible risks that the project may face; risk management methods.

Features of current plans Current (tactical) planning is represented by short-term and operational plans covering a period of up to a year. They provide for the actions necessary to achieve the strategic goals within a given period, and the persons responsible for this. Short-term plans are usually drawn up in the form of budgets and estimates, linking the main activities of the organization and its subsection research institutes and serving as a tool for managing material and financial flows.

Operational plans are formed by the production and dispatching department for the enterprise as a whole, individual divisions and services.

As part of operational planning, the following types of planned targets are developed:

1) task for the quarter (broken down by months) for each division, which determines:

Product range, batch size, release sequence, etc. taking into account the possibility of implementation at each workplace;

Needs for all types of resources;

2) calendar plan for the quarter (broken down by months) for departments with complex technology (reflects the types, place and timing of work on the production of specific products).

3) individual tasks (broken down by weeks) for each workplace, determining the amount of work for the month. Developed by the immediate supervisor of this employee.

Long term planning.

In shift-daily tasks, a specific nomenclature and quantity of manufactured products are listed. The shift-daily task simultaneously solves the problem of regulating and adjusting production activities. For the implementation of operational plans, tasks are developed for design, reconstruction, technical re-equipment or expansion of production; additional opportunities are being sought to attract resources; the most expedient distribution of work in time is determined.

Uncategorized

Planning is one of the most important tools of self-discipline, which allows you to achieve your goals, no matter what activity you are engaged in. Naturally, our life is full of accidents, it is impossible to plan everything completely. But it is not necessary to strive for this, it is enough to set a goal and develop a strategy for achieving it.

Goals can be very diverse, such as reaching a certain level of income by some time, buying an apartment, a car, getting an education, almost anything. The planning process is basically the same and consists of several simple steps. The easiest way to consider it is on the example of financial planning.

First of all, you need to set a big goal, which will take about 5-10 years to achieve, for example, a certain level of income, or a certain amount on deposit. Then we build with setting intermediate goals, which are stages to achieve the main long-term goal. Usually, a medium-term plan is built for 2-3 years, that is, the path to a big goal can be conditionally divided into three to five segments, each of which will need to get a certain result.

After this stage is completed, you can begin to draw up a short-term action plan for the coming year. Too much short-term plans do not need to be detailed, it is enough to set small intermediate goals, for example, monthly, upon reaching which you move on to the next ones. It is pointless to over-detail short-term plans, as they are the most affected by random events and should remain as flexible as possible.

Therefore, the main efforts should be made to create the most detailed medium term financial plan. It is very important, because thanks to such a plan it will be much easier to create and adjust plans for the near future, while remaining within the framework of the task.

An important component of making plans is the ability to predict their feasibility well. This will allow you to set achievable goals for yourself that can actually be achieved.

When drawing up medium-term and long-term plans, you need to write them down as detailed as possible on paper, or create a file on a computer and then print it out. Even better would be to write down intermediate goals on separate sheets of large format paper and post them in prominent places until they are completed.

It can also help in the implementation of plans to create your own calendar of events with reminders of them, many calendar programs have such functionality. There are even programs specially designed for such planning, which can and should also be used.

Many people neglect planning, believing that the whole world around is a complete chaos and it is pointless to plan anything, but this is far from the case. Even if your plans are not destined to come true, planning will still become a very useful skill that will allow you to learn how to set feasible tasks for yourself, as well as develop adequate ways to solve them. In addition, good planning skills are absolutely necessary for those who are going to do business or investment activities. Without the ability to create at least an adequate and realistic medium term financial plan it is impossible to develop a quality business plan or investment strategy.

How often do you use planning tools?

Andrey Malakhov, professional investor, financial consultant

A plan is a document covering the entire range of production, economic and financial activities for a specified period, after which the plan for the next period begins to operate. Plans are made for different periods of time. Short-term plans overlap with long-term ones.

The continuity of planning is due, firstly, to the continuity of production processes and, secondly, to the constant uncertainty of the future, which is caused by unpredictable changes in the external environment. In addition, there may be erroneous decisions in the plans, and they need to be corrected.

Organization plans are distinguished by:

appointment,

periods of action.

Plans are allocated according to their purpose:

1 defining the development strategy of the organization, justifying new production, new products, new project;

2 developing the tactics of the organization's activities for a specific period.

1 main directions of development of the organization;

2 separate issues;

3 detailed program of production - economic activity.

According to the periods of validity, plans can be:

long-term,

medium-term

short-term.

At the enterprises of the Russian Federation there is a system of plans, which includes:

strategic plan;

forecast plans (programs),

current plan;

operational schedule;

business plan.

So planning has its own types:
Depending on the duration (terms) of the planning period:

1. Long-term planning (long-term, strategic, forecasting) - planning for a period of 5 years or more;

2. Medium-term planning - for a period of one to five years;

3. Short term planning:

4 Current (annual, semi-annual, quarterly, monthly planning)

5 Operational (per decade, week, day, shift, hour)

Depending on the content of economic activity:

1 production planning

2 marketing plan

3 logistics plan

4 financial planning

From the point of view of the organizational structure of the enterprise:

1 general business planning

2 planning the activities of individual units

3 planning activities of subsidiaries and branches

Depending on the direction and characteristics of the tasks to be solved:

strategic or forward planning

medium term planning

tactical (current or budgetary)

Long-term planning usually covers long periods of time - up to 10 or sometimes more years. The process of long-term planning includes the following stages: economic forecasting, strategic planning, development of a long-term plan. Therefore, in long-term planning, the normative-target approach should be used as widely as possible, which is based on the definition of development needs and goals, as well as in combination with a descriptive approach based on studying existing trends and extending them to the future (Appendix 2).

Medium-term planning specifies the guidelines for long-term plans. Plans are calculated for a shorter period. Until recently, the medium-term planning limit was five years. Medium-term plans provide for the development in a certain sequence of measures aimed at achieving the goals outlined by the long-term development program.

Short-term planning is the development of plans for one or two years (usually short-term plans are annual plans). Short-term plans include specific ways in which the organization's resources will be used to achieve the goals defined in the longer-term plans. The content of short-term plans is detailed by quarters and months.

All three types of planning should be linked to each other and not contradict each other.

Strategic planning is one of the functions of management, which is the process of choosing the goals of the organization and ways to achieve them. Strategic planning provides the basis for all managerial decisions, organization functioning, motivation and control. Without taking advantage of strategic planning, organizations as a whole and individual members will be deprived of a clear way to assess the purpose and direction of the enterprise. The strategic planning process provides the framework for managing the members of an organization.

Predictive planning details and develops the most important tasks of the strategic plan and is designed to contribute to their implementation. They must take into account the possible dangers associated with the external environment, assess the risk and provide options for planned solutions. The composition of forecast programs determines the characteristics of a particular period and the problems characteristic of the development of the organization.

Current planning is the preparation and organization of a plan for the enterprise and its divisions for the year with a quarterly breakdown. Recently, some organizations, due to the uncertainty of external factors, have been making current plans for the six months. The current plan is organically connected with the strategic one, it clarifies and details it for a specific year, and directs it to the fullest use of resources.

Operational production planning involves the development of tasks and methods for their implementation for short periods of time (month, decade, day). In this plan, mainly quantitative (volumetric) indicators of production are detailed. The operational plan most often takes the form of a schedule, in which the volumes of production or work are indicated by date, which allows for control and management.

A business plan is a comprehensive plan for the preparation and development of new production, new products, and a new project. The purpose of drawing up a business plan is to give the management of the company, business partners a complete picture of the production and financial situation of the organization, the possibility of its development, and future investors - confidence in the reliability of their investments and create confidence in the management.

Production planning

Production is a complex task. Some firms produce a limited number of products, others offer a wide range. But each enterprise uses different processes, mechanisms, equipment, labor skills and materials. To make a profit, a company must organize all these factors in such a way as to produce the right goods of the highest quality at the right time at the lowest cost.

Priority is what items are needed, how many are needed, and when they are needed. Priorities are set by the market. It is the responsibility of the production department to develop plans to meet market demand as far as possible.

Productivity is the ability of production to produce goods and services. Ultimately, it depends on the company's resources - equipment, labor and financial resources, as well as on the ability to obtain materials from suppliers in a timely manner. In a short period of time, productivity (production capacity) is the amount of work that can be completed with the help of labor and equipment in a certain period of time.

The production planning and control system consists of five main levels: 1 strategic business plan; 2 production plan (sales and operations plan); 3 master production schedule; 4 resource requirement plan

Purpose of the plan:

1 planning horizon - the period of time from the current moment to a particular day in the future, for which the plan is designed

2 level of detail - detailing the products necessary to fulfill the plan

3 planning cycle - frequency of plan revision

At each level, three questions must be answered:

1 what are the priorities - what needs to be produced, how much and when?

2 What production capacities do we have at our disposal, what resources do we have?

3 How can mismatches between priorities and performance be resolved?

Sales plan

Sales of products is one of the aspects of the commercial activity of an industrial enterprise. Sales is a means of achieving the goals of the enterprise and the final stage of identifying the tastes and preferences of customers.

Sales of products for the enterprise is important for a number of reasons: sales volume determines other indicators of the enterprise (income, profit, profitability). In addition, production and logistics depend on sales. Thus, in the process of marketing, the result of the enterprise's work is finally determined, aimed at expanding the volume of activities and maximizing profits.

By adapting the sales network and service before and after the purchase of goods to the needs of buyers, the manufacturing enterprise increases its chances in the competition.

Logistics plan

Material and technical supply - providing the enterprise with all types of means of production on the basis of the national economic plan. Material and technical supply is designed to ensure the normal production and economic activities of enterprises in order to fulfill and overfulfill the production program assigned to it.
No enterprise can function properly without a well-established logistics system, and each enterprise strives for optimal work process, minimum costs and maximum benefits.

Here are the main tasks of organizing and planning material and technical resources:

1 identification and provision of the need for material resources

2 development of supply plans and control over their implementation

3 calculation of the required reserves and their operational regulation

4 distribution of material resources and control over their spending

5 development of standards for the use of equipment, machines and materials

6 organization of warehousing, accounting and storage of material resources

7 Expansion of self-supporting relationships between enterprises and supply and marketing organizations

Financial planning at the enterprise

Financial planning is the planning of all income and directions of spending money to ensure the development of the enterprise. Financial planning is carried out by drawing up financial plans of different content and purpose, depending on the tasks and objects of planning.

The purpose of financial planning is to increase the efficient use of long-term and short-term financial resources. In the planning process, measures are developed to increase the return on capital, the stability of the company, minimize risks, and so on.

The planning of the firm's activities is based on the fact that in the internal environment of each firm the price mechanism is almost completely replaced by conscious actions and authoritative decisions of entrepreneurs and managers. The entrepreneur consciously determines the main directions of intra-company activities. Employees, as participants in intra-company activities, lose the freedom of action characteristic of independent and independent market entities, their behavior is under the control of enterprise managers. The limited size of the firm allows it to control the actions that take place within it, and thus minimize the uncertainty of the market environment and its negative consequences. Planning becomes possible when relations between firms outgrow the nature of random, one-time market transactions and become more stable and long-term.

Operational planning is a continuation of current and short-term production planning, forming production programs and tasks for departments up to a specific workplace.

The main types of operational plans are: an operational calendar plan, a shift-daily task, and a schedule for the movement of a product within the framework of a technical process.

The operational calendar plan contains the sequence and timing of the launch-release of products and their batches by day of the week, the loading of production lines and equipment, and is the main document for the development of shift-daily tasks.

In the shift-daily task, the specific range and number of products necessary for the normal functioning of the production process of both this workshop and those adjacent to it are indicated. Shift-daily tasks can be supplemented by a schedule for the movement of products, individual parts of products.

Calendar planning includes the distribution of annual plan targets by production units and deadlines, as well as bringing the established indicators to specific work executors. With its help, shift-daily tasks are developed, and the sequence of work performed by individual performers is agreed upon.
When implementing the developed calendar plan, an operational record of the progress of its implementation is kept - information is collected on the actual implementation of the plan, it is processed and transferred to the relevant services of the enterprise.