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Planning horizon - what is it? See pages where the term planning horizon is mentioned Long-range planning time horizon




planning horizon

planning horizon(English) planning time-frame) in the economy - this is the period for which it is supposed to implement the drawn up plan or program of action. In a general sense, under the planning horizon it is customary to consider the period from the adoption of the plan to the moment of its implementation, however, as a rule, in economics it is impossible to establish the exact date when certain plans can be achieved.

In economic theory, it is customary to distinguish between the concepts of "long-term" and "short-term". This means that, for example, at the enterprise level, achieving a goal can take a long time (for example, company growth, installation of new equipment) or a relatively short amount of time (purchase of raw materials and personnel, personnel changes). In economic and mathematical modeling, in addition to the long-term and short-term, there is also an average level. For each of them, their own models are developed.

Literature

  • Raizberg B. A., Lozovsky L. Sh., Starodubtseva E. B. Modern economic dictionary. - 2nd ed., corrected. Moscow: INFRA-M. 479 p. 1999.

Links

  • Planning horizon / Yandex.Dictionaries › Lopatnikov, 2003

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See what the "Planning horizon" is in other dictionaries:

    planning horizon- The amount of time the plan extends into the future. For a master scheduling plan, it is usually set to cover the minimum total cycle time plus time to account for downstream component batch sizes and… … Technical Translator's Handbook

    planning horizon-, the same: planning horizon, (sometimes planning period) the period for which a plan or program is drawn up. For plans (programs) for various purposes G.p. are accepted by different people, the very definition of the optimal G.p. may be… …

    PLANNING HORIZON- the period of time for which a plan is drawn up both at the level of the economy as a whole and at the level of an individual enterprise. Dictionary of financial terms ... Financial vocabulary

    Horizon Planning- the deadline stipulated by the work plan. Dictionary of business terms. Akademik.ru. 2001 ... Glossary of business terms

    PLANNING HORIZON- forecasting the period for which plans and forecasts are being developed. Raizberg B.A., Lozovsky L.Sh., Starodubtseva E.B. Modern economic dictionary. 2nd ed., rev. M .: INFRA M. 479 s .. 1999 ... Economic dictionary

    PLANNING HORIZON Encyclopedic Dictionary of Economics and Law

    PLANNING HORIZON- the time period for which the plan is drawn up ... Big Economic Dictionary

    PLANNING HORIZON- - the period of validity of the plan (quarterly, annual, five-year, etc.) ... Economist's Concise Dictionary

    planning horizon- the period for which plans, forecasts are developed ... Dictionary of economic terms

    Planning problem (in economics)- in the most general sense, this is the task of drawing up a plan (program) for the work of an economic object for a certain period (planning horizon). Formally Z.p. is to find the best planning solutions from the set ... Economic and Mathematical Dictionary

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Based on the duration of the period for which it is being developed, three planning horizons can be distinguished: strategic, tactical and operational (current). The main difference between these levels is the ability to manage various resources. Operational planning level designed for the short term, when there are only limited opportunities for resource management. AT tactical perspective it is possible to vary some enterprise resources within wide limits, others within limited limits. in the long term or strategic perspective changes of all and resources of the enterprise are possible.

Depending on the scale of the organization and the characteristics of the financial and economic activities of the enterprise, the same calendar periods will be for some enterprises short term, For others - long-term. For example, for , from , planning for 1 year would be strategic, since during this period it is possible to radically change the profile of the organization, the sales market, technology, etc., while for large aircraft manufacturing enterprises, 1-2 years is the current prospect, since orders for aircraft are scheduled for several years in advance.

Depending on the planning horizon, the forms of organization of planning and differ greatly. Because strategic planning is carried out for the long term, it implies the definition of general quantitative guidelines and the formulation of common goals and objectives. document strategic planning is a program of action, action plan, strategic plan. Long-term planning is carried out under conditions of considerable uncertainty. Under such conditions, the analysis of alternative development options is quite complicated and requires the use of statistical methods.

To determine the resources that an enterprise needs to achieve strategic goals, use tactical planning and prepare investment projects, business plans and similar documents. These documents are quite detailed. The most detailed document is the main document operational planning- , since the actions in the current, everyday activities are quite predictable.

The cost of mistakes made in planning at all levels can be high enough. Even though the mistakes ongoing planning, as a rule, can be corrected quickly enough, this can greatly affect the achievement of tactical and even strategic goals. For example, short-term problems with meeting contractual obligations may affect goodwill, which in turn will affect the receipt of borrowed funds to fulfill strategic plans. Such situations are quite rare, much more often there are situations when an error in strategic plans leads to large losses and even bankruptcy of enterprises. For example, the forecast that the price of real estate will only grow led to the fact that construction companies received a large amount of borrowed funds and during the crisis of 2008, when the price of real estate fell, they could not pay off their creditors and found themselves on the verge of bankruptcy.

planning horizon

Often we do projects lasting several months. At the same time, the planning horizon for teams in Sibiriks is about five weeks. In the arrangement for sprints - 3-5 sprints (depending on the experience of a particular team).

Vladimir Zavertailov

SPIK | Agile Marketing Agency, coordinator,
Sibiriks, scrum studio, CEO

I use two monitors, Google calendar, Scrumban, shared notebook
and hourglass. The method itself is constantly being refined, but the general principles remain unchanged: keep all projects handy in handwritten form + manage the movement of projects on a virtual kanban board.

The procedure itself takes 2 hours per week. This time is enough to plan the workload for about 35-50 people. It is convenient to do either early Monday morning, or Friday afternoon, or
on Sunday evening.

Step 1. Concentration on planning. Lined

Planning is one of the most tedious tasks that I cannot delegate. I hate her. In addition, I am quite lazy, and always try to postpone planning until the very last moment. However, I know
that in return I will get clarity and control over the situation. It encourages you to start. Around Sunday at 6pm.

Although all the information on the projects is in electronic form, I deliberately rewrite it on paper. This gives a complete picture of loading commands.
and allows you to restore a sense of control - usually it leaves me completely in two weeks (if I missed a planning meeting)
or one trip.

So, in the general notebook, first of all, I write down in the column the employees who are engaged in production. If there are teams in the department (we have development), then I group them by teams. If there are no teams within the department, I group them entirely by department, for example, design or copywriting.

At the top of the sheet I write the dates and cross out every five working days
(There are enough cells in a notebook for exactly 5 weeks - it coincides with the length of our planning horizon). It turns out like this:

From time to time there are guys who do the project solo or roam between the teams. It's bad and I know about it.

If there are holidays, I stroke them.

In addition to production, there is a customer service and sales department. I write them down on the other side of the notebook spread. So what will be there:

  • The names of project managers, under each two columns - in one, projects in progress, in the other, future projects, but for which you already need to plan resources.
  • Below the list project managers my account managers(they are responsible for the initial work with the client, clarifying any requirements for the project and collecting other "input data"). Next to them, I will keep a list of deals that they are overseeing this week.

Ruling takes about 20 minutes and allows me to concentrate on the task at hand.

Step 2. Planning for what is guaranteed to happen

The next thing I do is fire up Google Calendar and open the teams' work calendars in sequence. The calendar contains scheduled sprints and projects for which people are already reserved (these are ongoing projects that are already being worked on).

I put this information into my spreadsheet. Thus, I see a guaranteed download. Immediately paint over the holidays of employees,
so as not to accidentally schedule this time for projects.

Step 3. Compiling a list of projects

To do this, I open Scrumban on the second monitor, in which I have project cards for all phases. The card is the passport of the project.
I update them once a week, on Mondays, at managerial meetings (more on that sometime next time).

I read the card, transfer the name of the project to the table with the project manager (on paper), study the project checklists (this is a list of typical actions that must be done in each phase - such as “issue an invoice”, “take feedback”, etc.), I remember whether these actions were taken, if not, I put the appropriate tasks in the plan for project managers. If for some projects I know that resources will be needed, I book them in Google Calendar for the corresponding team. For each project or sprint, the estimated labor intensity is indicated.

If right now I can't schedule resources, for example, I don't know
100% status of the project or not sure which team will fit better -
I move it to a dedicated New Projects calendar.

As a result, I form a list of current projects at project managers, I create some of the tasks that will be needed when maintaining the project, I more densely fill the planning horizon and Google calendar for specific teams.

This operation is approximately 40 minutes.

Step 4. Processing deals from CRM

Next, I open deals from CRM and go through them sequentially. Some of them have been transferred project managers(I write down such transactions in the first column, next to the last name project manager). But most of them are assigned to accounts. These potential deals I bring
in the corresponding list next to the account name.

Analysis of applications from CRM takes about 10 minutes.

Those projects that are likely to go to work and require special attention - I mark in my notebook.

From point of view planning horizon strategic planning can be short, medium and long term.

Long term strategic planning usually covers long periods of time from 5 to 15 years. At one time, traditional long-term planning was identified with strategic planning, since both types of planning are focused on the future, but now these concepts exist independently. Strategic long-term planning in its content is much more complicated than traditional long-term planning based on extrapolation of trends. Strategic planning is not just a quantitative function of time, it focuses on qualitative changes in the organization's activities.

Medium term strategic planning concretizes the milestones defined by the long-term plan. It may be for a shorter period. Until recently, the medium-term planning horizon was five years. However, the unforeseen nature and rate of change in the external environment forced many firms reduce the length of their plans from five to three years, respectively, five-year plans have moved into the category of long-term.

Short term strategic planning this is the development of plans for the implementation of short-term strategies, the implementation of which is designed for one or two years (usually short-term plans  these are annual plans). The content of short-term plans is detailed by quarters and months.

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

The typology of strategic planning of the enterprise is presented in fig. 6.2.

Rice. 6.2. Typology of strategic planning

1 Strategic planning / Ed. Utkina E. A. M.: Association of Authors and Publishers "TANDEM". Publishing house "EKMOS", 1998.

6.3. Features of strategic planning and its distinctive features

Strategic planning, being an important element strategic management , acts as a separate integral system and represents:

1) the process of modeling the future, in accordance with certain goals and the concept of long-term development;

2) it is a managerial process of creation and implementation strategies in accordance with the potential of the organization and conditions external environment ;

3) it is an adaptive process, as a result of which regular adjustments of decisions take place, formalized in the form of plans and systems of measures for implementing programs, taking into account emerging changes.

Strategic planning has the following characteristic features (features):

 focus on the long term;

 contains a set of global ideas for the development of the organization;

 provides a promising direction for the development of the organization;

 defines the main activities;

 establishes goals for each unit of the organization, consistent with the overall strategy;

 defines the objectives and policies of the organization;

 provides alternative actions of the organization for the long-term period;

 serves as the basis for any other type of planning;

 provides for a variety of types of planned activities, summarizes long-term, medium-term, short-term planning;

 provides for a unified system of marketing, production, financial, innovation, investment, social activities of the organization;

 is a multi-stage, sequential and parallel process, covering many decisions;

 creates the basis for the distribution of actual economic resources organizations;

 determines the study of the external and internal environment of management;

 contains a systematic approach to assessing the strengths and weaknesses of the organization's activities;

 establishes performance indicators for subsequent control;

 clearly coordinates the efforts undertaken by the organization;

 provides for the development of procedures and operations necessary to achieve the future;

 is a function of direction, not time, as it focuses on the goals of the organization and not on a given period of time.

In most studies devoted to this problem, there is no clarity in highlighting the main elements of the strategic planning process, its stages, there are also identification of the concepts of "strategic planning" and " business planning ».

Compared to tactical and operational plans, strategic plan is different:

1) by structure, has its own sections and indicators;

2) by period of validity;

3) covers not only domestic organization goals , but also external;

4) degree of accuracy.

Between business plan and the strategic plan also have differences:

1) the strategic plan includes the entire set of general goals of the organization, and the business plan includes only one, which is associated with the creation of a new type of activity or the development of an existing one;

2) the strategic plan includes various types of strategy, and the business plan is focused only on development;

3) strategic plan - these are plans with a growing time horizon and constant adjustment. The business plan has a clearly defined time frame, after which the work on the business project is completed;

4) a strategic plan is created for your own use, and a business plan is most often for sourcing funding , i.e. for external investors and creditors ;

5) in the business plan, functional components (plan production , marketing etc.) are of much more significant importance than in the strategic one.

Strategic planning has disadvantages that limit the extent of its use:

1) strategic planning, by virtue of its nature, does not provide a detailed description of the future;

2) the strategic planning process is costly for its implementation resources and time compared to traditional forward planning;

3) the negative consequences are much more serious than the traditional perspective;

4) the result of strategic planning can be obtained only if there is a mechanism for implementing the strategic plan.

These features and shortcomings of strategic planning limit the scope of its use. Full-fledged strategic planning can only be carried out in large organizations with sufficient labor and financial potential.

For self-control of the acquired knowledge, complete the training tasks from the set of objects for the current chapter

"

planning horizon

Depending on what horizon (period) of time the plans drawn up by the organization cover, planning is divided into three types:

    long-term planning;

    medium-term planning;

    short term planning.

The classification of planning according to the duration of the planning horizon should not be confused with the previous classification - according to the temporal orientation of ideas. The division of types according to the temporal orientation of ideas implies the existence of fundamentally different planning philosophies depending on the attitude to the past, present and future. The division of planning into long-term, medium-term and short-term means the difference in the length of time required to fulfill the planned indicators, and is of a technical nature.

Long term planning usually covers long periods of time - from 10 to 25 years. At one time, long-term planning was identified with strategic, but now these two concepts exist separately. Strategic planning in its content is much more complicated than long-term planning. It is not a way of simply lengthening the planning period, that is, strategic planning is not just a function of time. Strategic planning will be discussed in more detail in the following sections.

Medium term planning concretizes the milestones defined by the long-term plan. It may be for a shorter period. Until recently, the medium-term planning horizon was five years. However, the unforeseen nature and rate of change in the external environment forced many firms to reduce the length of their plans from five to three years; accordingly, five-year plans moved into the category of long-term plans.

short term planning- this 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.

In addition to these three methods of classification, there is a division of planning types depending on the importance of one or another type in the process of planning activities. Hence, planning is divided into two main types: strategic and operational.

Strategic and operational planning.

The planning process in an economic organization

The entire planning process in an economic organization can be divided into two main stages: the development of a firm's strategy (strategic planning) and the determination of tactics for implementing the developed strategy (operational, or, what is the same, tactical planning).

Strategic planning

The concept of "strategy" is of Greek origin. Initially, it had a military meaning and meant the "art of the general" to find the right path to achieve victory.

The strategy of an economic organization is a set of its main goals and the main ways to achieve these goals. In other words, to develop a strategy for the firm means to determine the general directions of its activities.

A strategy cannot simply be a definition of desired goals and convenient ways to implement them. Wishful thinking is not the same as developing a strategy. The strategy should not come from pleasant dreams, but from the real possibilities for the development of the company. Therefore, the strategy is, first of all, the organization's response to the objective external and internal circumstances of its activities.

Typically, strategic planning is designed for a long period, although in many organizations the strategy is based on medium-term planning (the second method is more acceptable for Russian organizations operating in conditions of extremely high uncertainty). At the same time, strategic and long-term planning, as already noted, are ambiguous processes. Strategy is not a function of time, but first of all direction function. It is not just focused on a given period of time, but includes a set of global ideas for the development of the company.

Responsibility for developing a strategy lies primarily with the management of an economic organization, since strategic planning requires high responsibility, large-scale coverage of actions by the manager. The planning team provides strategic planning with an analytical approach to making decisions about the future of the firm.

tactical planning

The term "tactics" is also originally a military term of Greek origin, meaning the maneuvering of forces suitable for the implementation of given goals. Tactical planning deals with decisions about how an organization's resources should be allocated to achieve strategic goals. Tactical planning usually covers the short and medium term, that is, it is the subject of concern for middle and lower management.

A concrete example of one of the directions of the strategy could be a farmer's decision to enter the production of products under his own brand (in particular, the production of chickens in special packaging). Then tactical planning may include the following tasks:

    the creation of new production facilities (say, by acquiring a chicken processing plant or acquiring a neighboring farm that has one);

    special training in marketing and personnel training;

    creating a more mobile distribution system, establishing contacts with new outlets.

What are the main differences between strategic and tactical planning?

The main issue of strategic planning is what the organization wants to achieve. Tactical planning focuses on how the organization must reach this state. That is, the difference between strategic and tactical planning is the difference between ends and means.

Other differences:

    decision-making at the tactical planning level tends to be less subjective because tactical planners have more good, specific information available. In tactical planning, computer-based quantitative methods of analysis are applicable;

    the implementation of tactical decisions is better monitored, less risky, since such decisions are mainly related to internal problems;

    tactical decisions are easier to evaluate, as they can be expressed in more specific numerical results (for example, it is more difficult for a farmer to evaluate the specific benefits of introducing products under his own brand than to calculate the increase in the production of chickens in special packaging when acquiring new production facilities);

    tactical planning is also characterized by an attraction to the levels of individual divisions - product, regional, functional.

operational planning means almost the same thing as tactical planning. The term "operational" is more vivid than the term "tactical", it emphasizes that this is the planning of individual operations in the general economic flow in the short and medium periods, for example, production planning, marketing planning, etc. Operational planning is also understood as the organization's budgeting.

The planning process in an organization

Planning activities can be divided into several main stages (Figure 3.1).

differences

Feedback (corrective information)

Rice. 3.1 Planning activities in an economic organization

    The process of planning, or the direct process of planning, that is, making decisions about the future goals of the organization and how to achieve them. The result of the planning process is a system of plans (4).

    Activities for the implementation of planned decisions. The results of this activity are the real performance indicators of the organization (5).

    Results control. At this stage, real results are compared with planned indicators, as well as the creation of prerequisites for adjusting the organization's actions in the right direction. Despite the fact that control is the last stage of planning activities, its importance is very high, since it is control that establishes the effectiveness of the planning process in the organization (3).

In this way, The planning process is the first stage of the overall activity of the company.

The planning process is not an easy one. subsequence planning operations and procedure, the meaning of which is that one event must necessarily occur after another. The process requires great flexibility and managerial skill. If certain points in the process do not meet the objectives of the organization, they can be bypassed, which is not possible in the procedure. The people involved in the planning process do not just perform the functions assigned to them, but act creatively and are capable of changing the nature of the action if circumstances so require.

The business planning process consists of a series of steps following each other (Fig. 3.2).

Rice. 3.2 The planning process in an economic organization

First stage. The firm conducts research on the external and internal environment of the organization. Identifies the main components of the organizational environment, highlights those that really matter to the organization, collects and monitors information about these components, makes forecasts for the future state of the environment, and assesses the real situation of the company.

Second phase. The firm sets guidelines for its activities: vision, mission, set of goals. Sometimes the stage of setting goals precedes the analysis of the environment.

Third stage. Strategic analysis. The company compares the goals (desired indicators) and the results of studies of external and internal environmental factors (limiting the achievement of the desired indicators), determines the gap between them. With the help of methods of strategic analysis, various options for the strategy are formed.

Fourth stage. The choice of one of the alternative strategies and its development are made.

Fifth stage. The final strategic plan of the company is being prepared.

Sixth stage. Medium term planning. Medium-term plans and programs are being prepared.

Seventh stage. Based on the strategic plan and the results of medium-term planning, the firm develops annual operational plans and projects.

Eighth and ninth stages not being stages of the direct planning process, nevertheless, they determine the prerequisites for creating new plans, which should take into account:

    what the organization managed to do, realizing its plans;

    what is the gap between planned indicators and actual performance.

In general, the planning process is a closed cycle with direct (from developing a strategy to determining operational plans to implementation and control) and reverse (from taking into account the results of implementation to reformulating the plan) communication.

3.2 System of firm plans

The result of the planning process is a system of plans. The plan includes key performance indicators to be achieved by the end of the planning period. Essentially, a plan is a set of instructions for managers describing what role each part of the organization should play in the process of achieving the firm's goals.

The planning process is complex and varied. This determines the complex nature of the system of plans, which can be divided into the following elements.

    Strategic plan, otherwise called the master plan of the company (often drawn up 5 years in advance).

    Company-wide plans drawn up in continuation of the strategic plan and defining the main tasks of the organization's development. The basis of these plans is the developed plan.

    Operational plans of the organization:

    company-wide plans for current activities, the so-called "economic plans" or "profit plans", are calculated for one year. With the help of current activity plans, goods and services are produced and supplied to the market;

    current plans of subdivisions, including budgetary ones, complement the company-wide plans for current activities.

    In addition to plans, the outputs of the planning process are programs(or plans-programs) and projects.

strategic plan includes a vision and mission, common goals that determine the place of the organization in the future, selected action strategies. An integral part of the strategic plan is the policy of the organization. The strategic plan includes the global programs of the organization.

The strategic plan is the guideline for acceptance decisions at lower levels; the general goals of the organization, defined in the strategic plan, are specified in the goals of current activities, called tasks. In addition, the strategic plan is a limiter for plans of lower levels, since it limits the number of resources needed to solve the tasks of operational planning.

The action plans of any organization can be characterized as either offensive or defensive. Offensive plans involve the development of the organization: the production of new goods and services, entering new markets, gaining competitive advantage. Offensive plans are usually created by large firms with high economic potential.

Medium and small firms in many cases are content with defensive plans aimed at maintaining their positions in the market and preventing the bankruptcy of the company.

Organization development plan, being an expression of offensive plans, it includes a set of measures necessary to create new areas of the company's activities. The development plan should determine the ways to enter new positions and be able to answer the following questions.

    What will be the conditions of demand in the future, what goods and services will consumers expect from this economic organization?

    What should be the nature of the internal elements of the organization, necessary for its development?

    What new types of products should be added to the nomenclature of the enterprise or what part of the main products should be replaced by new goods and services?

textbook for students higher training establishments Publishing house NORMA Moscow, 2001 Authors textbook: M. A. Sazhina, doctor economic... 162 § 5. Planning and production ... cool business; manifold... Specially for... funds for investment. Enterprise...