3
.. i18n: single: planning
11
.. i18n: Planning that improves leadership
12
.. i18n: =================================
15
Planning that improves leadership
16
=================================
18
.. i18n: Planning in a company often takes the form of a regular meeting between the different teams. Each
19
.. i18n: team has a certain number of projects and objectives that they must organize and establish
20
.. i18n: priorities for.
23
Planning in a company often takes the form of a regular meeting between the different teams. Each
24
team has a certain number of projects and objectives that they must organize and establish
27
.. i18n: Ideally these planning meetings should be short but regular and systematic. They can be weekly or
28
.. i18n: monthly depending on the type of activity. A planning meeting often runs in three phases:
31
Ideally these planning meetings should be short but regular and systematic. They can be weekly or
32
monthly depending on the type of activity. A planning meeting often runs in three phases:
34
.. i18n: #. Minutes of the preceding period, and analysis of the work done compared with the planned work.
36
.. i18n: #. Introduction of new projects.
38
.. i18n: #. Planning the next period.
41
#. Minutes of the preceding period, and analysis of the work done compared with the planned work.
43
#. Introduction of new projects.
45
#. Planning the next period.
47
.. i18n: The planning function covers several objectives which will be described in this section:
50
The planning function covers several objectives which will be described in this section:
52
.. i18n: * planning live projects against the commitments that have been made to clients,
54
.. i18n: * determining staffing (HR) requirements in the coming month,
56
.. i18n: * setting work for each employee or team for the periods to come,
58
.. i18n: * analyzing the work done in the preceding periods,
60
.. i18n: * passing the high-level objectives to lower levels in the company's hierarchy.
63
* planning live projects against the commitments that have been made to clients,
65
* determining staffing (HR) requirements in the coming month,
67
* setting work for each employee or team for the periods to come,
69
* analyzing the work done in the preceding periods,
71
* passing the high-level objectives to lower levels in the company's hierarchy.
73
.. i18n: .. tip:: The social role of planning
75
.. i18n: Some project managers think that they can manage planning on their own.
76
.. i18n: They're commonly overworked and think that meetings are a waste of time.
78
.. i18n: Even if staff really can manage their work for themselves, you should recognize that this regular
79
.. i18n: meeting is also aimed at reassurance.
80
.. i18n: Without it you can get into unduly stressful situations from:
82
.. i18n: * feelings of overwork because they have lost sight of their priorities,
84
.. i18n: * lack of feedback and tracking of the work actually completed,
86
.. i18n: * an impression of poor organization if that hasn't been made explicit.
88
.. i18n: So the social role of planning shouldn't be neglected. We have often experienced a background of
89
.. i18n: stress in a company stemming from a lack of communication and planning.
92
.. tip:: The social role of planning
94
Some project managers think that they can manage planning on their own.
95
They're commonly overworked and think that meetings are a waste of time.
97
Even if staff really can manage their work for themselves, you should recognize that this regular
98
meeting is also aimed at reassurance.
99
Without it you can get into unduly stressful situations from:
101
* feelings of overwork because they have lost sight of their priorities,
103
* lack of feedback and tracking of the work actually completed,
105
* an impression of poor organization if that hasn't been made explicit.
107
So the social role of planning shouldn't be neglected. We have often experienced a background of
108
stress in a company stemming from a lack of communication and planning.
111
.. i18n: single: tasks
117
.. i18n: Planning by time or by tasks?
118
.. i18n: -----------------------------
121
Planning by time or by tasks?
122
-----------------------------
124
.. i18n: There are two major approaches to enterprise planning: planning by task and planning by time. You
125
.. i18n: can manage both with Open ERP.
128
There are two major approaches to enterprise planning: planning by task and planning by time. You
129
can manage both with Open ERP.
131
.. i18n: In planning by task, the project manager assigns tasks from the different projects to each employee
132
.. i18n: over a given period. Employees then carry out precisely the work they've been assigned by the
133
.. i18n: project manager.
136
In planning by task, the project manager assigns tasks from the different projects to each employee
137
over a given period. Employees then carry out precisely the work they've been assigned by the
141
.. i18n: pair: time; allocation
145
pair: time; allocation
147
.. i18n: Planning by time consists of allocating, for each employee, some time on each of the different
148
.. i18n: projects for the period concerned. The tasks for each project are ordered by priority and can be
149
.. i18n: directly assigned to a user or left unassigned. Each employee then chooses the task that he or she
150
.. i18n: will do next, based on the plans and the relative priorities of the tasks.
153
Planning by time consists of allocating, for each employee, some time on each of the different
154
projects for the period concerned. The tasks for each project are ordered by priority and can be
155
directly assigned to a user or left unassigned. Each employee then chooses the task that he or she
156
will do next, based on the plans and the relative priorities of the tasks.
158
.. i18n: .. _fig-srvplantime:
160
.. i18n: .. figure:: images/service_planning_time.png
162
.. i18n: :align: center
164
.. i18n: *Monthly planning for work time of each employee*
169
.. figure:: images/service_planning_time.png
173
*Monthly planning for work time of each employee*
175
.. i18n: The figure :ref:`fig-srvplantime` shows a monthly planning session where plans are being made for each employee to spend a
176
.. i18n: number of days' work on various different projects.
179
The figure :ref:`fig-srvplantime` shows a monthly planning session where plans are being made for each employee to spend a
180
number of days' work on various different projects.
182
.. i18n: In this time-focused planning approach, clients' priorities don't feature in the planning any more,
183
.. i18n: but are explicit in the task list instead. So this approach helps you separate the planning of human
184
.. i18n: resources on projects from the task prioritization within a project.
187
In this time-focused planning approach, clients' priorities don't feature in the planning any more,
188
but are explicit in the task list instead. So this approach helps you separate the planning of human
189
resources on projects from the task prioritization within a project.
191
.. i18n: .. note:: Comparing the two planning methods
193
.. i18n: To illustrate the difference between planning by time and planning by task, take the case of an
194
.. i18n: IT project that's estimated to be around six months of work. This project is managed by iterative
195
.. i18n: cycles of development of around a month and a presentation is made to the client at the end of
196
.. i18n: each cycle to track the progress of the project. At this meeting you plan what must be carried
197
.. i18n: out for the following month. At the end of the month the account manager for the project invoices
198
.. i18n: the client for the work done on the project.
200
.. i18n: Suppose that the project encounters a delay because it is more complex than expected. There are
201
.. i18n: two ways of resolving the delay if you have no further resources: you can be
203
.. i18n: * late in your delivery of the planned functions, or
205
.. i18n: * on time, but with fewer functions than planned.
207
.. i18n: If your planning is based on phases and tasks you'll report at the client meeting that it will
208
.. i18n: take several weeks to complete everything that was planned for the current phase. Conversely, if
209
.. i18n: you're planning by time you'll keep the meeting with the client to close the present development
210
.. i18n: phase and plan the new one, but only be able to present part of the planned functionality.
212
.. i18n: If the client is sensitive to delay, the first approach will cause acute unhappiness. You'll have
213
.. i18n: to re-plan the project and all of its future phases to take account of that delay. Some problems
214
.. i18n: are also likely to occur later with invoicing, because it will be difficult for you to invoice
215
.. i18n: any work that has been completed late but hasn't yet been shown to the client.
217
.. i18n: The second approach will require you to report on the functions that haven't been completed, and
218
.. i18n: on how they would fit into a future planning phase. That won't involve a break in the
219
.. i18n: working time allocated to the project, however.
220
.. i18n: You'd then generate two different lists: a staffing plan
221
.. i18n: for the different projects, and the list of tasks prioritized for the client's project. This
222
.. i18n: approach offers a number of advantages over the first one:
224
.. i18n: * The client will have the choice of delaying the end of the project by planning an extra phase,
225
.. i18n: or letting go of some minor functions to be able to deliver a final system more rapidly,
227
.. i18n: * The client may re-plan the functions taking the new delay into account.
229
.. i18n: * You'll be able to make the client gradually aware of the fact that project progress has come
230
.. i18n: under pressure and that work is perhaps more complex than had been estimated at the outset.
232
.. i18n: * A delay in the delivery of several of the functions won't necessarily affect either monthly
233
.. i18n: invoicing or project planning.
235
.. i18n: Being able to separate human resource planning from task prioritization simplifies your
236
.. i18n: management of complex issues, such as adjusting for employee holidays or handling the constantly
237
.. i18n: changing priorities within projects.
240
.. note:: Comparing the two planning methods
242
To illustrate the difference between planning by time and planning by task, take the case of an
243
IT project that's estimated to be around six months of work. This project is managed by iterative
244
cycles of development of around a month and a presentation is made to the client at the end of
245
each cycle to track the progress of the project. At this meeting you plan what must be carried
246
out for the following month. At the end of the month the account manager for the project invoices
247
the client for the work done on the project.
249
Suppose that the project encounters a delay because it is more complex than expected. There are
250
two ways of resolving the delay if you have no further resources: you can be
252
* late in your delivery of the planned functions, or
254
* on time, but with fewer functions than planned.
256
If your planning is based on phases and tasks you'll report at the client meeting that it will
257
take several weeks to complete everything that was planned for the current phase. Conversely, if
258
you're planning by time you'll keep the meeting with the client to close the present development
259
phase and plan the new one, but only be able to present part of the planned functionality.
261
If the client is sensitive to delay, the first approach will cause acute unhappiness. You'll have
262
to re-plan the project and all of its future phases to take account of that delay. Some problems
263
are also likely to occur later with invoicing, because it will be difficult for you to invoice
264
any work that has been completed late but hasn't yet been shown to the client.
266
The second approach will require you to report on the functions that haven't been completed, and
267
on how they would fit into a future planning phase. That won't involve a break in the
268
working time allocated to the project, however.
269
You'd then generate two different lists: a staffing plan
270
for the different projects, and the list of tasks prioritized for the client's project. This
271
approach offers a number of advantages over the first one:
273
* The client will have the choice of delaying the end of the project by planning an extra phase,
274
or letting go of some minor functions to be able to deliver a final system more rapidly,
276
* The client may re-plan the functions taking the new delay into account.
278
* You'll be able to make the client gradually aware of the fact that project progress has come
279
under pressure and that work is perhaps more complex than had been estimated at the outset.
281
* A delay in the delivery of several of the functions won't necessarily affect either monthly
282
invoicing or project planning.
284
Being able to separate human resource planning from task prioritization simplifies your
285
management of complex issues, such as adjusting for employee holidays or handling the constantly
286
changing priorities within projects.
289
.. i18n: single: planning; create plan
294
single: planning; create plan
297
.. i18n: Creating plans
298
.. i18n: --------------
304
.. i18n: Install the module :mod:`report_analytic_planning` to get additional functions
305
.. i18n: that help with both planning and reporting on projects. Start a plan by using the
306
.. i18n: menu :menuselection:`Human Resources --> Planning --> New Planning`.
309
Install the module :mod:`report_analytic_planning` to get additional functions
310
that help with both planning and reporting on projects. Start a plan by using the
311
menu :menuselection:`Human Resources --> Planning --> New Planning`.
314
.. i18n: pair: time; allocation
318
pair: time; allocation
320
.. i18n: On each planning line you should enter the user, the analytic account concerned, and the quantity of
321
.. i18n: time allocated. The quantity will be expressed in hours or in days depending on the unit of measure
322
.. i18n: used. For each line you can add a brief note about the work to be done.
325
On each planning line you should enter the user, the analytic account concerned, and the quantity of
326
time allocated. The quantity will be expressed in hours or in days depending on the unit of measure
327
used. For each line you can add a brief note about the work to be done.
329
.. i18n: Once the plan has been saved, use the other tabs of the planning form to check that the amount of
330
.. i18n: time allocated to the employees or to the projects is right. The time allocated should match
331
.. i18n: the employees' employment contracts, for example 37.5 hours per week. The forecast time for the
332
.. i18n: project should also match the commitments that you've made with client.
335
Once the plan has been saved, use the other tabs of the planning form to check that the amount of
336
time allocated to the employees or to the projects is right. The time allocated should match
337
the employees' employment contracts, for example 37.5 hours per week. The forecast time for the
338
project should also match the commitments that you've made with client.
340
.. i18n: You should ideally complete all the planning for the current period. You can also complete some
341
.. i18n: lines in the planning of future months – reserving resources on different project in response to
342
.. i18n: your client commitments, for example. This enables you to manage your available human resources for
343
.. i18n: the months ahead.
346
You should ideally complete all the planning for the current period. You can also complete some
347
lines in the planning of future months – reserving resources on different project in response to
348
your client commitments, for example. This enables you to manage your available human resources for
351
.. i18n: Good planning
352
.. i18n: -------------
359
.. i18n: single: module; board_project
363
single: module; board_project
365
.. i18n: Plans can be printed and/or sent to employees by email. If you install the module
366
.. i18n: :mod:`board_project`, each employee can be given access to a dashboard that graphically shows the
367
.. i18n: time allocated to him or her on a project and the time that's been worked so far. So each employee
368
.. i18n: can decide which projects should be prioritized.
371
Plans can be printed and/or sent to employees by email. If you install the module
372
:mod:`board_project`, each employee can be given access to a dashboard that graphically shows the
373
time allocated to him or her on a project and the time that's been worked so far. So each employee
374
can decide which projects should be prioritized.
376
.. i18n: The employee then selects a task in the highest priority project. She ideally chooses either a task
377
.. i18n: that has been directly assigned to her, or one which is high on the priority list that she's capable
378
.. i18n: of completing, but is not yet directly assigned to anybody.
381
The employee then selects a task in the highest priority project. She ideally chooses either a task
382
that has been directly assigned to her, or one which is high on the priority list that she's capable
383
of completing, but is not yet directly assigned to anybody.
385
.. i18n: At the end of the period you can compare the duration of effective work on the different project to
386
.. i18n: that of the initial estimate. Print the plan to obtain a comparison of the planned working time and
387
.. i18n: the real time worked.
390
At the end of the period you can compare the duration of effective work on the different project to
391
that of the initial estimate. Print the plan to obtain a comparison of the planned working time and
392
the real time worked.
394
.. i18n: .. figure:: images/planning_stat.png
396
.. i18n: :align: center
398
.. i18n: *Comparison of planned hours, worked hours and the productivity of employees by project*
401
.. figure:: images/planning_stat.png
405
*Comparison of planned hours, worked hours and the productivity of employees by project*
407
.. i18n: You can also study several of your project's figures from the menus in :menuselection:`Human Resources
408
.. i18n: --> Reporting --> Planning`.
411
You can also study several of your project's figures from the menus in :menuselection:`Human Resources
412
--> Reporting --> Planning`.
414
.. i18n: Planning at all levels of the hierarchy
415
.. i18n: ---------------------------------------
418
Planning at all levels of the hierarchy
419
---------------------------------------
422
.. i18n: single: module; report_analytic_planning_delegate
426
single: module; report_analytic_planning_delegate
428
.. i18n: To put planning in place across the whole company you can use a system of planning delegation. For
429
.. i18n: this, install the module :mod:`report_analytic_planning_delegate` from the addons-extra directory.
432
To put planning in place across the whole company you can use a system of planning delegation. For
433
this, install the module :mod:`report_analytic_planning_delegate` from the addons-extra directory.
435
.. i18n: When you've installed this module, the planning entry form changes to reflect the hierarchical
436
.. i18n: structure of the company. To enter data into a plan line you can:
439
When you've installed this module, the planning entry form changes to reflect the hierarchical
440
structure of the company. To enter data into a plan line you can:
442
.. i18n: * assign time on a project to an employee,
444
.. i18n: * assign time on a project to a department manager for his whole team.
447
* assign time on a project to an employee,
449
* assign time on a project to a department manager for his whole team.
451
.. i18n: You can now allocate the working time on projects for the whole of a department, without having to
452
.. i18n: detail each employee's tasks. Then when a department manager creates his own plan he will find
453
.. i18n: what's required of his group by his management at the bottom of the form. At the top of the form
454
.. i18n: there's the place for assigning project work in detail to each member of department.
457
You can now allocate the working time on projects for the whole of a department, without having to
458
detail each employee's tasks. Then when a department manager creates his own plan he will find
459
what's required of his group by his management at the bottom of the form. At the top of the form
460
there's the place for assigning project work in detail to each member of department.
462
.. i18n: If you don't have to plan time to work on a final draft you can do it on an analytic account that
463
.. i18n: relies on child accounts. This means that you can create plans to meet top-level objectives of the
464
.. i18n: senior management team and then cascade them down through the different departments to establish a
465
.. i18n: time budget for each employee. Each manager then uses his own plans for managing his level in the
469
If you don't have to plan time to work on a final draft you can do it on an analytic account that
470
relies on child accounts. This means that you can create plans to meet top-level objectives of the
471
senior management team and then cascade them down through the different departments to establish a
472
time budget for each employee. Each manager then uses his own plans for managing his level in the
475
.. i18n: .. Copyright © Open Object Press. All rights reserved.
478
.. Copyright © Open Object Press. All rights reserved.
480
.. i18n: .. You may take electronic copy of this publication and distribute it if you don't
481
.. i18n: .. change the content. You can also print a copy to be read by yourself only.
484
.. You may take electronic copy of this publication and distribute it if you don't
485
.. change the content. You can also print a copy to be read by yourself only.
487
.. i18n: .. We have contracts with different publishers in different countries to sell and
488
.. i18n: .. distribute paper or electronic based versions of this book (translated or not)
489
.. i18n: .. in bookstores. This helps to distribute and promote the OpenERP product. It
490
.. i18n: .. also helps us to create incentives to pay contributors and authors using author
491
.. i18n: .. rights of these sales.
494
.. We have contracts with different publishers in different countries to sell and
495
.. distribute paper or electronic based versions of this book (translated or not)
496
.. in bookstores. This helps to distribute and promote the OpenERP product. It
497
.. also helps us to create incentives to pay contributors and authors using author
498
.. rights of these sales.
500
.. i18n: .. Due to this, grants to translate, modify or sell this book are strictly
501
.. i18n: .. forbidden, unless Tiny SPRL (representing Open Object Press) gives you a
502
.. i18n: .. written authorisation for this.
505
.. Due to this, grants to translate, modify or sell this book are strictly
506
.. forbidden, unless Tiny SPRL (representing Open Object Press) gives you a
507
.. written authorisation for this.
509
.. i18n: .. Many of the designations used by manufacturers and suppliers to distinguish their
510
.. i18n: .. products are claimed as trademarks. Where those designations appear in this book,
511
.. i18n: .. and Open Object Press was aware of a trademark claim, the designations have been
512
.. i18n: .. printed in initial capitals.
515
.. Many of the designations used by manufacturers and suppliers to distinguish their
516
.. products are claimed as trademarks. Where those designations appear in this book,
517
.. and Open Object Press was aware of a trademark claim, the designations have been
518
.. printed in initial capitals.
520
.. i18n: .. While every precaution has been taken in the preparation of this book, the publisher
521
.. i18n: .. and the authors assume no responsibility for errors or omissions, or for damages
522
.. i18n: .. resulting from the use of the information contained herein.
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.. While every precaution has been taken in the preparation of this book, the publisher
526
.. and the authors assume no responsibility for errors or omissions, or for damages
527
.. resulting from the use of the information contained herein.
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.. i18n: .. Published by Open Object Press, Grand Rosière, Belgium
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.. Published by Open Object Press, Grand Rosière, Belgium
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i18n/ru/source/book/4/4_12_Services/4_12_Services_planning.rst
