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B u s i n e s s & C o m m e r c i a lA w a r e n e s s
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Lecture 10: Implementat ion Planning
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Learning Outcomes
To understand the role of implementation
planning in product or service launches
To understand the structure and importance of
the common sections in a businessimplementation plan
To be able to produce a business
implementation plan for a functional department
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DECISION
POINT
The product development process
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DECISION
POINT
Product
Concept
Create
Proposal
Idea Generation
& Evaluation
Develop
Investment Case
INTERVIEW
BUSINESS
M
ANAGEME
NT
ACCEPTANCE
O
PTION
SHORTLIST
PRESENT
INVESTM
ENT
CASE
&
AG
REE
PRODUCT
LAUNCH
As the product* is developed: the work at each stage increases
the range and scope of ideas narrows
Acceptance of the Investment Case triggers the detailed work
* The same process applies todevelopment of a service
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Investment case acceptedwhat next?
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Acceptance of the investment case is a cause for celebration
But the excitement quickly dies down
The hard work is just starting
Time, people and skill range requirements escalate
Detailed design of product
Acquisition of resources
Construction of production facilities
Development of sales processes and sales locations
Construction and fit-out of sales locations
Recruit and train sales staff
Launch advertising campaign
Secure finance
Design production facilities
Develop product delivery processes & procedures
Website development
Start manufacture of initial supplies of product
Develop marketing planspricing and advertising
Ship and sell product
The implementationplan is the tool
used to specify all
these activities
see weekly reading
for all the detail on
the slide
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Implementation plan objectivesor: what, when, where, who, how many *
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* The Why was specified in the Investment Case
a c t i v i t i e s
a n d t a s k s
d e l i v e r a b l e s
r e s p o n s i b i l i t i e s
a c t i v i t y t i m i n g s a n d
i n t e r - r e l a t i o n s h i p s
r e s o u r c e sp e o p l e , f i n a n c e , p r e m i s e s , I T
e q u i p m e n t e t c
r i s k s
m i l e s t o n e s
m a n a g e m e n t
a n d c o n t r o l
p r o c e s s e s
P r o d u c t
L a u n c h
B l u e p r i n t
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No unique best format or structure
Just like the Investment Case
Depends on:
Product or
Service
Industry
Company
Plan formats
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STANDARD FORMATS
Most organisations use a fixed format:
Ensures all elements are included
Users will be familiar so less errors
Input from each dept has same format
FUNCTIONAL vs BUSINESS
Plans aggregated from each function are
common and ensure expertise is included
BUT they can be disjointed so an overall
control and coordination role is required.
This is the role of the project manager
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A typical plan structurethis is not presented as the best or the most common but it includes the mostimportant elements and is a good foundation for building a plan for actual use
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1
overview
2
time plan
3
dependencies
4
resourcerequirements
5
financialplan
6
staffingplan
7
milestones
8
risks
10
data and
appendices
9
references
and sources
The numbers in the pyramidrefer to the order in which the
sections are covered
in the following slides
But they could also be usedas the section numbers in
the implementation plan
itself
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1. Overview
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Purpose
To provide plan readers with the background to the product/service To ensure everyone is aware of and shares the same goal
To allow plan users to refresh themselves about the objectives
Structure Brief details using sub-headings covering all key elements of the product/service
Content
Comments An Implementation Plan does not need a summary as it is a working documentrather than a decision document. This section is as close to a summary as will
exist
Product
description
Key target
dates
Target
customers
Price, sales,
costs, profits
Competitors
& productsManufacturing
processSuppliers
Distribution &
warehousingService delivery
process
Sales process
& locations
Key risks and
mitigation
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2. Time plan
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Purpose To allow plan users to identify what needs to happen and when The definitive activity list which feeds the project plan
To allow those involved with implementation to determine:
When their activity takes place
How long they have to complete it and whether there is any leeway
Structure A list of activities in chronological order, perhaps split by functionIndicate the start and end dates and the amount of allowable slippage (slack)
Content This is an indicative sample of the content that may appear in an HR Plan:
Comments Long, detailed descriptions of activities stop easy appreciation of the time plan.A short meaningful title is better and the task can be expanded in an Appendix
DO NOT refer to activities by a number alone as this prevents understanding
Activity Duration Start End Slack
Develop job descriptions 2 wks Week 10 Week 12 Nil
Place and run adverts 3 wks Week 13 Week 16 5 days
Sift CVs 1 wk Week 16 Week 17 5 days
Interviews 2 wks Week 19 Week 21 10 days
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3. Links and dependencies
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Purpose To allow those involved with implementation to determine: The activities that their personal activities are dependent upon
Which activities are affected by the ones that they are working on
Structure For each activity: A list of the other activities which must be complete before it can start
A list of the other activities which cannot start until it is complete
Content This is an indicative sample of the content that may appear in an HR Plan:
Comments This does not eliminate the need for a project plan. Sometimes this section isomitted and a project plan is developed instead. However, a summary of the
dependencies of each activity is required for those involved in the activity
Activity Dependent on: Precursor to:
Develop job descriptions Manpower plan sign-offSkills audit of existing staff
Placing adverts
Salary review
Place and run adverts Job descriptionsMedia brand development
CV Sift
Sift CVsAdvert response Interviews
Staff secondments
Interviews CV siftInterviewer training
Staff appointments
Promotion review
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4. Resource requirements
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Purpose To identify what is required to bring the product/service to market To allow the controllers of the different types of resource to provide what is
needed at the required time
To allow similar resources to be aggregated to reduce cost and admin.
Structure For each resource: The quantity, precise specifications and timings for provision
This is best done as a list, but charts and spreadsheets will play their part
Content
This can take the form of tables or charts
Comments The main input to this section is the time plan. Each activity requires resources:staff, finance, materials, IT, premises etc. These can be scheduled from that plan
ResourceSpecify details
Quantity Date Cost
Warehousing 1000m2 Week 8 X
Office space 800m2 Week 12 Y
Factory floor 2000m2 Week 20 Z0
1000
2000
3000
Weeks
5-10
Week
10-15
Weeks
15-20
Floorarea
Project X
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5. Financial plan
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Purpose To summarise the finance needed to bring the product to the market To identify cash flow needs which will drive the funding injections
Structure Split the finance into costs and incomes. During implementation there will belimited incomes
If the project involves different currencies then a separate plan for each
currency is required and these should be combined (remember exchange rates)
Content
Assess financial needs for each resource/activity
Add them on a week by week basis
Chart them to obtain overall funding needs
Comments Each functional area will normally have a financial plan but sometimes theseare all taken out into an overall project financial plan. In your Case Study you
will need to do a financial plan specific to your functional area.
Item Quantity Unitcost
Datereqd
Cost
Warehousing 1000m2 20 Week 8 20k
Office space 800m2 25 Week 12 20k
Factory floor 2000m2 40 Week20 80k0
50
100
Weeks
5-10
Week
10-15
Weeks
15-20
Funding
(k)
Project X
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6. Staffing plan
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Purpose To summarise the human resource needed to implement the product
To identify the skills, experience and number of staff of particular types To identify training requirements to develop existing or available resource
Structure Break down the people requirements for the product by skill type, seniority andlocation. There are many types of human resource and most are not
interchangeable. But training can convert one type to a scarce or costly type
Content
Comments This is one of the most important parts of the implementation plan. Along withinsufficient finance, insufficient people with the right skills will almost certainly
cause the project to fail.
Skill type Experience Job Role TimingAssess staffneeded for
each activityby
Aggregate
categories
Determine
Labour Market
potential
Identify any
shortfall in
availability
Identify training
requirements
Apply costssalaries, training
recruitment etc
Tabulate training
recruitment and
costs
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7. Milestones
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Purpose To set a series of intermediate deadlines to track interim progress
To create a series of short term goals to provide a project team focus
Structure A list of milestones, with their description, date and often a lead responsibility
Content This is an example of a set of high level milestones for a product development
Comments The end point of product/service launch is often a long way off and so a productimplementation team can lose focus on hitting target dates for completion of
their activities.
Milestones are achievements or deliverables. They are not activities. They
need to be significant events. Their achievement will be a cause for project
team celebration.
Milestone Date Lead responsibility
Product design complete Mar 2009 Design Team Leader
Factory fitted out Sep 2009 Facilities Manager
Prototype products manufactured Nov 2009 Operations Director
Marketing campaign commences Jan 2010 Marketing Director
Product launched nationally Feb 2010 Programme Manager
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8. Risk plan
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Purpose To identify the key risks which could jeopardise implementation
To identify the actions which would be taken should the risk materialise To identify actions that can reduce the likelihood of the risk occurring
Structure A prioritised list of risks, including actions to reduce their chance of occurrence,actions to mitigate the scale of any impact and early warning signs
Content
Priority can be graded: A, B, C (assessed subjectively by the project team) or
By using a risk identification scoring method (see next lecture)
Comments Risk plans are working documents and need review during implementation.New risks arise. Identified risks change their likelihoods. Actions in the event of
a risk need adjustment as the business environment changes
Risk
Description
Priority Pre-warning
signs
ActionTo avoid
ActionTo mitigate
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9. References and sources
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Purpose To provide details of any documents or the sources of data used to developthe implementation plan.
Structure Dependent on the extent of material used in the implementation plan.A list of the sources and documents used in the implementation with dates,
authors and locations.
Content A format similar to an academic reference list would be suitable.The location of the source is important in a business.
In academic reference lists the location is not required as it is assumed that a
reader can find the referenced document in a library.
In business the location (department in a large business) can be difficult to find
unless stated in the plan.
Comments Most implementation plans will have a minimal amount of referencing.Most references will be to other documents in the company.
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10. Appendices
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Purpose To provide a place for detailed data and information which is not essentialfor use of the plan
To allow data used to develop the plan to be retained in the plan so that it is
there for audit trail or revision purposes
Structure This is dependent on the extent and nature of the dataA clear indexed structure is essential if there are large volumes of data
A separate document is best if there is extensive material
Content
Comments All material in Appendices MUST be referred to from the main implementationplan document. If there is no reference to it then readers will not use it and it
may as well not be included
tables charts spreadsheetoutput
Remember the guidelines for good presentation from a previous lecture
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In this lecture we have learned: There are 3 key decision points in the process of
developing a product or service, and . . . .
. . . . about the typical steps required for implementation
The objectives of an implementation plan Why a standard plan format is usually preferred in a business
and finally, and in some detail . . . .
. . . . how an implementation plan can be structured to include
10 common elements required to bring a product (orservice) to the point at which it can be
successfully launched.
Next week we will look at how extensive projects can be managed
Summary