Plan and organize work

Prepared by Abenezer A.
Unit Of Competency:- Planning and organizing Work
2
 This unit covers the knowledge, skills and attitude required in planning and
organizing work. It may be applied to a small independent operation or to a
section of a large organization.
LO1: Set objectives
LO2: Plan and schedule work activities
LO3: Implement work plans
LO4: Monitor work activities
LO5: Review and evaluate work plans and activities

Key Terms:
3
 Plan: A detailed proposal for doing or achieving something.
 Decide on and arrange in advance.
 Make preparations for an estimated event or time.
 Work: Activity involving mental or physical effort done in order
to achieve a result.
 Objectives: is something that you plan to achieve.
 Resources: is something that you can use to achieve objective.
E.g. Personnel, Equipment and technology, Services, Supplies and
materials, Sources for accessing specialist advice, Budget

LO1: Set Objectives
4
 Linking to work activities in accordance with
organizational aims
 Stating Objectives as measurable targets with clear
time frames
 Reflecting support and commitment of team members in
the objective.
 Identifying realistic and attainable objectives

LO1: Set Objectives
 The preparation of a strategic plan is a multi-step
process covering vision, mission, objectives, values,
strategies, goals and programs.
5

The Vision
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 The first step is to develop a realistic Vision for the
business. This should be presented as a pen picture of the
business in three or more years’ time in terms of its likely
physical appearance, size, activities, structure, scale
contributions etc.
 Consider its future products, markets, customers, processes,
location, staffing etc. Here is a great example of a vision:

Cont…
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Example
 Zway Mary Help TVET College to educate
train and teach values that’s will make trainees
good citizens of this world and the next world
to come

The Mission
8
 The nature of a business is often expressed in terms of
its Mission which indicates in a truthful way the
purpose and activities of the business in terms of
operations, (unique) characteristics, functions, customers,
contributions, sectors/segments, scale/scope,
methodologies, technologies, resources etc.

Cont….
9
Example
 Zway Mary Help TVET College aims at reaching out
to the needs of the young people, in order to
enable to become responsible people, honest citizen
and to offer the best of their contribution to growth
the society and the country through their profession.

The Values (Standards)
10
 The next element is to address the Values governing
(leading) the operation of the business and its conduct
(behavior) or relationships with society at large,
customers, suppliers, employees, local community and
other stakeholders.

What is objective?
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 Objectives are reliable with and connected to work
activities in accordance with organizational aims
 Objectives are confirmed as measurable targets with
clear time frames
 A specific result that a person or system aims to achieve
within a time frame and with available resources.

Cont…
12
 Objectives should be consistent with the organization work
activities and accordance with the organization aims.
While setting objectives they should be stated as
measurable target with clear time frame.
 Team members should reflect support and commitment in
the objective.
 Organizations need to identify realistic and attainable
objectives.

Cont…
13
 In general, objectives are more specific and easier to
measure than goals. Objectives are basic tools that
motivate all planning and strategic activities. They serve
as the basis for creating policy and evaluating
performance.
 Some examples of business objectives include minimizing
expenses, expanding internationally, or making a profit.

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Goal
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 Example
 The goal of our college its to ensure quality training
so that trainees might get the professional skill,
knowledge and attitude required for the best job
opportunity.

General objective
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 General objectives are wide goals to be achieved.
 The general objectives of the study state what the
student expects to achieve by the study in general
terms.
 General objectives are usually less in number.

Cont….
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Examples
 The general objective of the study is to evaluate
factors which affect employee’s motivation at Mary
Help college.

Specific objective
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 Specific objectives are short term & narrow in focus.
 General objectives can broken into small
logically connected parts to form specific
objectives.

Cont….
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Examples
 The specific objective of the study is as follows:
 To investigate those factors that affect employees
motivation
 To examine the instrument managers use to motivate their
employees
 To assess the relationship between job performance and
employees motivation
 To identify the factors which improves the satisfaction level of
the employees

Characteristics of a specific objective
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 It is always expressed in terms of the student.
 It is clear, in other words it is exact and supports only one
understanding.
 It describes an visible behavior on the part of the subject.
 It specifies, where appropriate, the special conditions in
which this behavior is manifested and the criteria which will
make it possible to judge whether the objective has been
attained.

What is a Work Objective?
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 A work objective is a mutually understood agreement
about a specific work outcome that a staff member is
expected to achieve.
 It is not a list of all the activities (often action items)/
responsibilities of the staff member's role.
 It is a direct link between the work the employee
performs and the faculty/centre's operational plan,

Why Set Work Objectives?
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 SMART work objectives focus on outcomes rather than
activities and allow you to measure your own success. With
clear work objectives in mind, you are in a better position to
review and revise these objectives as work demands change
during the Management For Performance (MPS) cycle.
 SMART work objectives also enable your supervisor to focus
your MPS discussion on measurable performance outcomes and
facilitate the discussion of your development and career plans
as part of the meeting.

What is SMART?
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 SMART work objectives are:
 Specific
 Measurable
 Achievable
 Realistic
 Timely

Cont…..
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 Specific
 Is it clear and well defined
 Is it clear to anyone that has a basic knowledge of the
work area
 Measurable
 Know if the goal is obtainable and how far away
completion is
 Know when it has been achieved

Cont…..
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 Achievable
 Agreement with all the stakeholders what the goals should be
 Is there a realistic path to achievement
 Realistic
 Within the availability of resources, knowledge and time
 Timely
 Enough time to achieve the goal, is there a time limit
 Not too much time, which can affect work performance

Understand organizational and/or program goals
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 Goals and objectives are different:
 Goals are broad; objectives are narrow
 Goals are general; objectives are specific
 Goals are long term; objectives are short term
 Goals cannot be measured; objectives are measurable

Cont….
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 Objectives map onto goals. And once met, objectives
contribute to the achievement of goals. So before you
set project objectives, you should really understand
the overarching goals of the organization
undertaking the project, or the goals of the program
of which the project is a part. Right?

Define SMART objectives
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 Narrow, specific, short term and measurable objectives are good, but
SMART objectives are even better. SMART objectives are objectives that
are:
 Specific — they describe a specific outcome
 Measurable — they are linked to a rate, number, percentage or frequency
 Achievable — with a reasonable amount of effort, they can actually be
achieved
 Relevant — the people involved have the necessary knowledge, authority and
skill
 Time‐based — they include clearly defined finish and/or start dates

Test SMART objectives
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 Is each objective specific? Ask these questions:
 What exactly are we going to do, with and for whom?
 Is it clear who is involved?
 Is the intended outcome clear?
 Is each objective measurable? Ask these questions:
 How will we know the intended change has occurred?
 Can these measurements be obtained?

Cont…
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 Is each objective achievable? Ask these questions:
 Can we get it done in the proposed timeframe?
 Can we do this with the resources we have?
 Is this even possible?
 Is each objective relevant? Ask these questions:
 Can the people with whom the objective has been set make
an impact on the situation?
 Do they have the necessary knowledge, authority and skill?
 Is each objective time‐based? Ask this question:

Thank you for
your attention
31

LO2: Plan and Schedule work activities
2.1. Complete and direct tasks/work activities and
priority.
2.2. Break down work activities in to steps in accordance
with set time frames achievable components.
2.3. Allocating resources as per requirements of the
activity.
2.4. Coordinating schedule of work activities
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LO2: Plan and Schedule work activities
 Schedule of work activities is coordinated with
personnel concerned
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Breaking tasks down into subtasks
 It is often advisable to break down large tasks into smaller,
manageable subtasks.
 Work breakdown structure (WBS), in project management
and systems engineering, is a deliverable oriented
decomposition of a project into smaller components.
 It defines and groups a project's separate work elements in
a way that helps organize and define the total work scope
of the project.
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Cont….
 WBS is a hierarchical decomposition of the project into
phases, deliverables and work packages.
 A work breakdown structure element may be a product,
data, a service, or any combination.
 A WBS also provides the necessary framework for
detailed cost estimating and control along with
providing guidance for schedule development and
control.
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Cont…
 It is a tree structure, which shows a subdivision of try required to
achieve an objective; for example a program, project, and contract.
 In a project or contract, the WBS is developed by starting with the
end objective and successively subdividing it into manageable
components in terms of size, duration, and responsibility (e.g., systems,
subsystems, components, tasks, subtasks, and work packages) which
include all steps necessary to achieve the objective.
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Prioritizing tasks
 When you have a long To Do list, it can be quite great. In fact,
you can feel so stressed by a lengthy To Do list that the feeling
of being stressed can stop you in your tracks, preventing you
from accomplishing anything at all.
 One way to stop feeling stressed and get back to
accomplishing the tasks on your To Do list is to prioritize tasks.
 This technique is effective for work-related tasks and for
personal tasks as well.
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Importance of prioritizing tasks
 Simply, you prioritize, if you want to know,
 what to do next in your flow of work.
 What is the next most important thing to do?
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Why to prioritize?
 Minimize stress
 Maximize efficiency
 Help your target group
(Boss or customer or
both).
 Do you wisely use your
time? That´s the initial
importance of prioritizing
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Possible criteria for choosing the next task
 Is it an urgent or important request from
outside? (From your boss, your customer,
anybody else?)
 Is it an immediate urgent require?
 Does it lead to your goal?
40

Priority setting is the top activity and skill at time
management
 In view of the fact that priority setting has much to do with the
ability to make best decisions, because it is based on some
other skills and is the core activity of time management,
decision making will be covered in an own page.
 Priority setting is a continuous decision making process building
a ranking among two or more possibilities.
 Deciding normally deals with the discrimination of two
possibilities, leaving one alternative behind in favor of the
other.
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Pre-processing tips
 Break tasks down into sufficiently small steps as soon as
they appear to be too complex.
 Some experts recommend to do the ugliest thing first.
Carefully consider, what is ugly? If ugly means a very
uncomfortable task, holding back you to go ahead
towards your goals, then this is good prioritizing advice.
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Cont….
 In practical work however you cannot always sufficiently
answer the question ―… does this task lead me to my
goals…‖. however, you have to do many things, that
don’t show any connection to your goals.
 However, you should keep your goals in mind and try to
figure out, why you have to do many things that have
actually nothing to do with your goals.
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Premises
 Your judgment and increasingly your gut feeling at
prioritizing naturally depends on substantial sense of
responsibility and on strong engagement in your profession
and knowing, what to do when.
 Even with standard prioritizing you will need the same
qualities in order to make best priority decisions. Finally, you
should have some believe in human feeling. If you are pure
rational and only can believe what you see, dynamic
prioritizing the shown way, maybe isn't your thing.
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Allocating Resources for tasks
 Resource allocation is used to assign the available resources
in an economic way. It is part of resource management.
 In project management, resource allocation is the scheduling of
activities and the resources required by those activities while
taking into consideration both the resource availability and the
project time.
 In strategic planning, resource allocation is a plan for using
available resources, for example human resources, especially
in the near term, to achieve goals for the future.
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The plan has two parts:
1. basic allocation decision
 It is the choice of which items to finance in the
plan, and what level of financial support it
should receive, and which to leave unfunded: the
resources are allocated to some items, not to
others.
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Cont….
2. Contingency mechanisms.
 There is a priority ranking of items excluded from the
plan, showing which items to fund if more resources
should become available; and there is a priority
ranking of some items included in the plan, showing
which items should be sacrificed if total funding must
be reduced.
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Creating Time schedule
 In project management, a schedule consists of a list of a
project's terminal elements with intended start and finish
dates.
 Terminal elements are the lowest element in a schedule,
which is not further subdivided.
 Those items are often estimated in terms of resource
requirements, budget and duration, linked by
dependencies and scheduled events.
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Sample time schedule
List of activities time
January, 20,2012 January,21,2012-23,2012 January,24,2012 etc.
Activity 1
Activity 2
Activity 3
etc.
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Thank you for
your attention
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3.1. Identifying work methods and practices in
discussion with personnel concerned.
3.2. Implementing work plans in accordance with
set time frames, resources and standards.
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 Implement work plan Based on the prepared
schedule, resources allocation and rules and
regulation of the organization.
 We need to follow the standards of work while
implementing the work plan activities.
52

Implementation
 Implementation means transforming a plan into action.
 It means taking steps to see that strategic objectives
are achieved by carrying out action plans.
 All the planning in the world is value nothing if there
is no implementation.
53

Cont….
 There is no magic formula to ensure that
implementation takes place. It requires:
 Effective work plans at the team/departmental level;
 Individual plans that are based on the team work
plan and on organizational priorities;
 Good management.
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THE WORK PLAN
 In the section planning activities: step-by-step, you can
work through the development of a work plan that:
 Identifies the tasks to be done;
 Who is going to be responsible for doing them;
 When they must be done; and
 The resources needed.
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INDIVIDUAL PLANS
 Once each working unit, and the organization overall, know
what is expected of them, each individual staff member needs
to translate this into what it means for him or her.
 Whether the organization/project uses a collective/team
approach to management, or a more hierarchical one, good
management requires that those with responsibility for
ensuring that the work gets done know what they can expect of
staff, and that staff know what is expected of them.
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ROLE OF MANAGEMENT
 The role of management, whether it is collective
management or hierarchical management, is to:
 Help staff members set standards for productivity and quality;
 Monitor performance – how is it going, what problems are
developing, what achievements need acknowledgement, what
can be done to provide support?
 Meet with staff members regularly to review progress and
provide support and feedback;
 Deal with things that are going wrong.
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Cont…
 We have suggested a process which moves from the
work unit work plan to the individual work plan.
Through this process management coaches the staff
member to succeed, this is based on all parties
knowing what needs to be done.
 The idea is to help people succeed and meet potential,
rather than to fail.
58

Cont….
 There are many different management styles.
None of the following is ―wrong‖ or ―right‖ but some will work
better in a particular situation than others:
 A directive style is one where the person or people doing the
managing know what they want and expect to get it, although
with some negotiation and compromise.
 A participatory style is one which is willing to negotiate almost
everything if the management structure can be convinced that
an alternative might well work.
 A team style is rotating leading style
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Cont…
 Whichever style you use in your organization or project,
management is necessary. Without some sort of mistake
and review process, in relation to individual performance
as well as unit performance, successful implementation
becomes very difficult. Unless someone (or ―someone's‖) is
responsible for dealing with it when things go wrong, the
entire organizational or project action plan can be ruined.
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Thank you for
your attention
61

LO 4: Monitor work activities
4.1. Monitoring &comparing work activities & performances with
set objectives & standards.
 Coordinate report & recommend deviations from work activities with
appropriate personnel and in accordance with set standards.
4.2. Compile reporting requirements in accordance with
recommended format
4.3. Observing timeliness of report as plan.
4.4. Establishing & maintaining files in accordance with standard
operating procedures.
62

LO 4: Monitor work activities
 Monitoring resources, time and quality with regards to listed
objectives at the beginning of work plan.
 A project is a series of activities (investments) that aim at solving
particular problems within a given time frame and in a particular
location.
 The investments include time, money, human and material resources.
Before achieving the objectives, a project goes through several
stages. Monitoring should take place at and be integrated into all
stages of the project cycle.
63

Cont….
 The three basic stages include::
 Project planning (situation analysis, problem
identification, definition of the goal, formulating
strategies, designing a work plan, and budgeting);
 Project implementation (control of resources and
project operation); and
 Project evaluation.
64

Cont…
 Monitoring should be executed by all individuals and
institutions which have an interest (stake holders) in the
project.
 To efficiently implement a project, the people planning
and implementing it should plan for all the interrelated
stages from the beginning.
65

Business activity monitoring (BAM)
 It is software that aids in monitoring of business activities, as
those activities are implemented in computer systems.
 A business activity can either be a business process that is
coordinated by business process management (BPM)
software, or a business process that is a series of activities
spanning multiple systems and applications.
 BAM is an enterprise solution primarily intended to provide
a real-time summary of business activities to operations
managers and upper management.
67

Cont…
 The goals of business activity monitoring is to provide real
time information about the status and results of various
operations, processes, and transactions.
 The main benefits of business activity monitoring are to
enable an enterprise to make better informed business
decisions, quickly address problem areas, and re-position
organizations to take full advantage of rising
opportunities.
68

Monitoring
 Monitoring in the context of action planning is the
ongoing assessment of how an organization or project
is performing against its action plans.
69

Cont…
 Monitoring in the action plan context addresses questions
such as:
 Are outputs being achieved within the timeframes set?
 Are resources being efficiently and effectively used?
 Are we doing what we said we would do and if not, why not?
 Are work units meeting their objectives?
 Are individuals meeting their objectives?
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Where does the information come from?
 From documentation such as letters, reports, plans,
contracts, attendance lists, forms, invoices, receipts,
minutes, reports.
 From questionnaires, focus groups, unreliable input
which should be recorded (stories people tell).
71

Baseline information
 Baseline information is important. Baseline information is
what you know about a situation when you begin.
 Part of your action plan must be collecting this information
and then keeping it in an accessible way so you can
compare the situation at the beginning with what it is while
your action plan is being implemented and after your
action plan has been implemented.
72

Cont….
 Information must be collected and it must be analyzed.
 When you analyze the information, you are looking for
the unexpected, and trying to learn from any
deviations (differences from the expected) so you can
improve your practice.
73

Thank you for
your attention
74

LO5: Review and evaluate work plans and activities
5.1. Reviewing Work plans, strategies and implementation based on
accurate, relevant and current information
5.2. Providing results of review to concerned parties
5.3. Conducting Performance appraisal in accordance with organization
rules and regulations.
5.4. Preparing and documenting performance appraisal report.
5.5.Preparing and presenting recommendations to appropriate
personnel/authorities.
5.6. Implementing feedback mechanisms
75

Purposes of Monitoring and Evaluation
 Ensuring planned results are achieved
 Improving and support management
 Generating shared understanding
 Generating new knowledge and support learning
 Building the capacity of those involved
 Motivating stakeholders
 Ensuring accountability
 Development public and political support
76

Key Aspects of Evaluation
 In developing any monitoring and evaluation system
there are five aspects of evaluation to consider as
shows below.
 If you can provide information on each of these you
will be able to judge the overall performance of a
programmed or project.
77

78

Cont…
 Relevance(Importance) - Was/is the programmed or
project a good idea given the situation to improve? Was
the logic of the interference logic correct?
 Relevance is a measure of the amount to which
development involvements meet population needs and
country priorities, and are reliable with donor policies.
79

80
 Effectiveness(use) - Have the planned results been
achieved? Why or Why Not
 Effectiveness is a measure of the amount to which the
involvement’s planned outcomes, i.e. its specific
objectives – in-between results – have been achieved.

81
 Efficiency(competence) - Have resources been used in
the best possible way?
 Efficiency is a measure of the relationship between
outputs, i.e. the products or services of an involvement,
and inputs, i.e. the resources that it uses.

Cont….
 Impact - To what level has the programmed or project
contributed towards its longer term goals? Why or Why
Not? Have there been any unanticipated positive or
negative consequences of the project? Why did they arise?
 Impact is a measure of all important things of the
development involvement, positive or negative, expected or
unexpected, on its recipients and other affected parties.
82

83
 Sustainability - Will there be continued positive
impacts as a result of the programmed or project once
it has finished? Why or Why Not?
 Sustainability is a measure of whether the benefits of a
development involvement are likely to continue after
external support has been completed.

84

Cont…
 A good evaluation system should give sufficient
attention to what shall be termed here open ended
evaluation activities.
 These are all the aspects of evaluation that balance
an indicator based approach.
85

Open ended activities (examples of which are given
below) are necessary for the following reasons:
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 There will often be unplanned positive or negative results
and impacts from a project that will be missed by an
evaluation that just focuses on monitoring predetermined
indicators.
 Monitoring indicators alone often not provide an
understanding of why objectives have or have not been
met. This requires discussion and analysis with project
staff and partners.

Cont…
 Monitoring indicators alone will not lead to
understanding and learning by programmed or
project staff and partners.
 For complex or disordered objectives it may not be
possible to develop a easily measurable indicator and
the achievement of the objective may have to be
demonstrated through more subjective information.
87

88
 Monitoring indicators provide only limited capacity
for evaluation of the success or otherwise of the
process of the project.

Thank you for
your attention
89

Plan and organize work

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