Strategic planning establishes the vision for the company but operations planning is responsible for ensuring that the goals are achieved. Each team (or department, etc.) is responsible for establishing what activities and strategies are needed to achieve the goals within their respective areas. Operations planning takes the goals established in the strategic plan. Then, it elevates these goals to the next level, focusing on serving the customers.
Article Content
The differences between strategic and operations planning are well explained elsewhere so only a brief overview is provided below. Understanding these differences can help the teams understand the connection between these two models. This also highlights the interdependency that exists when guiding planning initiatives and efforts.
| Strategic Plan | Operations Plan |
| Mission, Vision | Objectives |
| SWOT | Activities/ Strategies |
| Goals | Measurement |
| KPI’s | Resources |
| Schedule | |
| Reporting & Tracking |
The project management methodology can be used to support the development (and implementation) of your department’s operations planning.
The model provided below is built on the five project management process groups:
- Initiation
- Planning
- Execution
- Monitoring & Controlling,
- Closing
Download the project management playbook (2019) for free. Provides a high level overview of project management best practices and core knowledge areas.
Operations Planning Framework
Each process group builds upon the former and informs the latter process group.
The components within each process group will vary depending on the industry. They also vary with project complexity. However, certain common standards are witnessed across all industries.
The following sections provide a generic framework for supporting your company’s operations planning project.
The components within each process group will vary depending on the industry. They also vary with project complexity. However, certain common standards are witnessed across all industries.
Project Schedule GANTT for Operations Planning
The following sections provide a generic framework for supporting your company’s operations planning project.
| Phase | Component |
| INITIATION | Status update |
| Review strategic plan | |
| Confirm priorities, goals, metrics | |
| PLANNING | Stakeholder engagement, confirm roles |
| Readiness & Gap assessment | |
| EXECUTION | Document Operations Plan |
| Develop Training Module | |
| MONITORING & CONTROLLING | Facilitate Training to Support Strategies |
| Facilitate sub training to Support Use of Tools & Models | |
| Implement Strategies, Evaluate, & Report | |
| CLOSEOUT | Lessons Learned |
| Closeout | |
| Initiate Next Stage |
Project Management includes ten knowledge groups (PMBOK) to help build momentum, sustain alignment, and support performance throughout the project lifecycle. These knowledge groups include the following:
These competencies also help strengthen the identification and evaluation of goals, performance, and implementation of the operations plan. Incorporating these into the operations planning process is a significant step. It promotes the role modeling of the competencies and skills needed for success during the plan’s implementation.
Project Plan Components
A formal structure to operations planning involves a proactive process. It includes identifying, evaluating, and confirming the necessary elements for success.
- Charter
- RACI Matrix/ Comm Plan
- Schedule
- Resource Plan
- Budget
- Reporting Dashboards
Failing to follow a structured process may seem efficient at the beginning. However, history has shown that many details are left out of the planning process. Consequently, they are also omitted from the document.
Understanding the environment, customers, stakeholders, and product/service constraints is crucial if the plan is to produce sustainable and effective results
The project owner, team, and stakeholders must be identified early in the project cycle. This is to ensure they remain informed and on track. This means defining the scope and requirements for the project as early as possible. It is also important to confirm resources are available throughout the project lifecycle.
Stakeholder Engagement & Planning Tools
The following list of tools represent significant assets to guiding the project goals, strategies, and efforts. Use them wisely and your operations planning outputs will benefit. This includes tying the operations plan to preexisting strategic plans.
- Surveys
- Documentation
- Data Records
- Previous Ops/Strat Plans
- Working Groups/ Committee
- Meetings
- Milestone Reviews & Stage Gates
We use meetings, milestones, and stage gate reviews to monitor progress to date. We also use project data and stakeholder feedback to maintain engagement and alignment. This ensures key performance indicators (KPI’s) are met.
Pace the planning, evaluation, and coordination process with the availability of resources. Align task execution with the level of team engagement. Ensure it meets the quality of the project’s performance. Projects must stay on budget and schedule. However, without focusing on quality, which includes process, outputs, and inputs, the results may prove ineffective.
Operations Planning Tools
The inputs, processes, and outputs of the operations planning process each serve a purpose. To improve corporate performance, employee capacity to innovate, and customer satisfaction. Use the following interactive planning tool to document your preliminary operations plan. Print this document. Use it to create an agenda. It will guide the operations vision. It will also guide the strategic roadmap with your team. Circulate it for feedback, update it, and then implement it!
Travis Barker, MPA GCPM
Innovate Vancouver
Innovate Vancouver is a business development & consulting service and technology startup located in Vancouver, BC. Contact Innovate Vancouver to help with your new project. Innovate Vancouver also gives back to the community through business consulting services. Contact us for more details.
