{"id":453190674,"count":18,"description":"<h1><a name=\"_Toc58849769\"><\/a>6A \u2014 Planning Approach for Any Group<\/h1>\r\n<h2>Plan your work and work your plan. Let's begin your journey with planning (novel idea?).<\/h2>\r\n<h3>WHO DOES WHAT, BY WHEN?<\/h3>\r\nWhat is the difference between a strategic plan, a department plan, a product plan, a project plan, a team plan, etc.? Primarily, none. The word \u2018plan\u2019 can be defined with three words (preferably five), namely '<u>WHO does <\/u><u>WHAT\u2019<\/u> (by WHEN)\u2014that\u2019s a plan. The same logic extends throughout an organization. Every business group needs answers to the nine questions that follow and these articles shows you how to facilitate a planning approach around those answers for any group.\r\n\r\nModify the following <em>Planning Approach<\/em> to define organizational direction when your group needs to build consensus around its priorities and initiatives.\r\n<h3>A robust <em>Planning Approach<\/em> defines vision factors, success measures, actions, and responsibilities. Further it . . .<\/h3>\r\n<ul>\r\n \t<li>Becomes a compelling roadmap for future decision-making. The <em>Mission<\/em> anchors decisions, the <em>Vision<\/em> inspires decisions, the <em>Values<\/em> discipline decisions, and the strategic plan articulates decisions, highlighting <em>Actions<\/em> that need to be promoted.<\/li>\r\n \t<li>Describes a group\u2019s intent: WHO it is, WHERE it is going, WHAT to do to get there, and WHEN the <em>Actions<\/em> will be accomplished.<\/li>\r\n \t<li>May describe a situation, including problems or opportunities, WHAT to do about them, and consideration about associated assumptions and constraints.<\/li>\r\n \t<li>May describe the strategy, tactics, or activities along with roles and responsibilities for fulfilling products, projects, and other initiatives.<\/li>\r\n \t<li>Requires you to modify and reinforce your session with team-building exercises, creativity exercises, or both, as necessary.<\/li>\r\n \t<li>Suggests that preparatory conversations should focus on the people, personalities, and conflict issues, more than focusing on products, process, or technology content.<\/li>\r\n<\/ul>\r\n<h2>Planning Approach Deliverable<\/h2>\r\nWhile a <em>Planning<\/em> session\u2019s input begins with WHY a group exists, the output documents WHAT team members agree to do. A primarily narrative document, plans may be augmented with . . .\r\n<ul>\r\n \t<li>Supporting graphics or illustrations that represent the <em>Mission<\/em> and <em>Vision<\/em><\/li>\r\n \t<li>A numerical matrix for <em>TO-WS Analysis<\/em><\/li>\r\n \t<li>An iconic or numeric <em>Alignment<\/em> matrix<\/li>\r\n \t<li>An <em>Assignment<\/em> matrix<\/li>\r\n<\/ul>\r\n<h3>Basic Planning Approach Agenda<a href=\"\/\/D8EDD531-C082-4CA1-973F-EF6AAD0F4E09#_ftn1\" name=\"_ftnref1\"><sup><strong>[1]<\/strong><\/sup><\/a><\/h3>\r\n<ul>\r\n \t<li>Launch<\/li>\r\n \t<li>Mission (<strong>WHY are we here?<\/strong>)<\/li>\r\n \t<li>Values (<strong>WHO are we?<\/strong>)<\/li>\r\n \t<li>Vision (<strong>WHERE are we going? How do we know if we got there or not?<\/strong>)<\/li>\r\n \t<li>Success Measures (<strong>WHAT are our measurements of progress?<\/strong>)<\/li>\r\n \t<li>Current Situation (<strong>WHERE are we now?<\/strong>)<\/li>\r\n \t<li>Actions (<strong>WHAT should we do?<\/strong><strong>\u2014from strategy through tasks<\/strong>)<\/li>\r\n \t<li>Alignment (<strong>Is this the right stuff to do?<\/strong>)<\/li>\r\n \t<li>Roles and Responsibilities (<strong>WHO does <\/strong><strong>WHAT, by <\/strong><strong>WHEN?<\/strong>)<\/li>\r\n \t<li>Guardian of Change (<strong>WHAT should we tell our stakeholders?<\/strong>)<\/li>\r\n \t<li>Review and Wrap<\/li>\r\n<\/ul>\r\n<a href=\"\/\/D8EDD531-C082-4CA1-973F-EF6AAD0F4E09#_ftnref1\" name=\"_ftn1\"><sup>[1]<\/sup><\/a> I have \u2018greyed out\u2019 the less important terms because they signify or trigger meaning about the more important questions in black that should be the focus of the <em>Agenda Step<\/em>. This convention is also used elsewhere in this book.","link":"https:\/\/mgrush.com\/blog\/category\/meeting-agendas\/planning-approach\/","name":"Planning Approach","slug":"planning-approach","taxonomy":"category","parent":13289,"meta":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v27.7 (Yoast SEO v27.7) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>Planning Approach Archives &#187; MG RUSH Facilitation Best Practices Blog<\/title>\n<meta name=\"description\" content=\"A fully integrated planning approach that builds consensual plans about who does what by when to meet or exceed goals, key results, and other objectives\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/mgrush.com\/blog\/category\/meeting-agendas\/planning-approach\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Planning Approach Archives\" \/>\n<meta property=\"og:description\" content=\"A fully integrated planning approach that builds consensual plans about who does what by when to meet or exceed goals, key results, and other objectives\" \/>\n<meta property=\"og:url\" content=\"https:\/\/mgrush.com\/blog\/category\/meeting-agendas\/planning-approach\/\" \/>\n<meta property=\"og:site_name\" content=\"MG RUSH Facilitation Best Practices Blog\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:site\" content=\"@terrencemetz\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"CollectionPage\",\"@id\":\"https:\\\/\\\/mgrush.com\\\/blog\\\/category\\\/meeting-agendas\\\/planning-approach\\\/\",\"url\":\"https:\\\/\\\/mgrush.com\\\/blog\\\/category\\\/meeting-agendas\\\/planning-approach\\\/\",\"name\":\"Planning Approach Archives &#187; 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