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DEBRE BIRHAN POLYTECHNIC COLLEGE ELECTRICAL/ELECTRONICS DEPARTMENT
Training, Teaching & Learning Materials Plan and Organize Work
Unit of Competence:- Plan and Organize Work
INFORMATION SHEET 1:- SET OBJECTIVES

Define aim and objectives:-
This section looks in detail at defining your communications aim and setting your
overall objectives. It considers the different nature of aims and objectives and
how to set targets which are SMART (Specific, Measurable, Achievable, Relevant,
Time-bound).
Setting objectives
 Once your aim is defined you can set the overall objectives for your plan:
 An objective is a specific statement of what you intend to achieve.
 Any terms need to be defined and the concepts understood.
 You may have several objectives that together add up to meet your overall
aim.
 Your objectives must relate to the impact of your communications.
Writing SMART Objectives

1. Specific: - Objectives should provide the “who” and “what” of program
activities. Use only one action verb, because objectives with more than one
verb imply that more than one activity or behavior is being measured.
Avoid verbs that may have vague meanings to describe intended outcomes,
like “understand” or “know,” because it may prove difficult to measure
them. Instead, use verbs that document action, like “At the end of the
session, the participants will list three concerns.
2. Measurable; - Objectives should quantify the amount of change expected. It is
impossible to determine whether objectives have been met unless they can be
PREPARED UBY ADMASU Page 1

measured. The objective provides a reference point from which a change in the target
population can be measured clearly.
3. Achievable ;- Objectives should be attainable within a given time frame and with
available program resources
4. Realistic:- Objectives are most useful when they accurately address the
scope of the problem and programmatic steps that can be implemented
within a specific time frame. Objectives that do not directly relate to the
program goal will not help achieve the goal.
5. Time-phased; - Objectives should provide a time frame indicating when the

objective will be measured, or a time by which the objective will be met. Including a
time frame in the objectives helps in planning and evaluating the program.
Information sheet 2 Plan and schedule work

activities
Definition:- Must be able to plan and organize the work of the work-unit
and groups, using goal setting, objectives, targets, creating work schedules
and work-plans with associated budgets and resources, according to the
Department’s procedures, in order to achieve the tasks, functions and
results/outputs required of the work-unit.
Key Words: Schedule Work; Organizing; Allocate Resources; Achieves
Results; Develop Plans.
Project Activities and Tasks
An activity; - is generally a higher level of work or an element of the project. In
some organizations, the term “activity” is used to describe a particular function
such as design activity, purchasing activity, etc. If this is true of your organization,
it may be more appropriate and less confusing to use the term “tasks”.
Tasks and subtasks ;- describe what needs to be accomplished in the project.

This is the actual work to be done by the

Competitive Advantage
People supporting the project. Time, cost, and resources can be assigned at the
task level.
Work-planning defined
Work-planning; - is the process of determining what an office intends to carry
out for the term of a work cycle (i.e. annual or biennial budget calendar).
Work-plans ;- should be constructed within the guidance and focus of a strategic
plan and should contain the operational details that illustrate exactly what
services will be delivered and to what level of quality.
Strategic planning
A well-developed strategic plan serves as a blueprint for making these changes
because it describes the following;-
❐ A vision for the future

❐ Strengths and weaknesses of the organization
❐ The nature of the changes contemplated for future sustainable growth and
development
❐ The sequence of these changes
❐ Those who are responsible for guiding change
❐ The resources required, whether they currently exist within the organization
or must be generated from external sources.
A successful strategic plan sets priorities, focuses energy and resources,

strengthens operations, and ensures that employees and other stakeholders are
working toward common goals. Strategic planning answers three key questions:

• Where are we?

• Where are we going?
• How will we get there?
Where are we?

Consider the foundational elements of your mission statement, values and/or
guiding principles, and SWOT (strengths, weaknesses, opportunities, threats) to
assess where your business is
— what is happening internally and externally and determine what changes you
need to make.
Where are we going?

The future is impossible to predict, but contemplating scenarios will focus your
attention and help you define the future for your business. Specifically, compare
your organization to your competitors. What do you do best? What makes you
unique? What can your organization potentially do better than any other
organization? Answering these questions will help you formulate a picture of
what your future make up will be and where you are headed.
How will we get there?

This is the meat of your strategic plan. It’s also the most time consuming. There
are a number of routes from your current position to your vision, and picking the
right one will determine how quickly or slowly you get to your final destination.
Determine your strategy, set short and long term goals, and develop action items
to get you there. Identify issues that surround management and monitoring of
the action item

WBS Inputs
• Project scope management plan
• Project scope statement

– Identifies deliverables
– Major steps required to complete the project
• Experience with similar past projects
• Organizational process assets – Guidelines, organizational policies, procedures
Producing a WBS: Breaking Down Project Work

• Envision a project deliverable
– List all major jobs needed to achieve the deliverable
– Break down major jobs into their smaller component tasks
– Continue until tasks can provide all the detail needed for resource, time, cost,
and risk estimates
PLANNING AND SCHEDULING
A Project Plan;- is prepared which is defined as a management summary

document that describes the essentials of a project in terms of its objectives,
justification and how the objectives are to be achieved. It describes how all of the
major activities under each project management function are to be accomplished,
including that of overall project control. The project plan will evolve through
successive stages of the project life cycle.

Project scheduling
Project scheduling ;- is one of the critical management tasks as it dictates the
time frames in which the project will be completed, the budgets/costs in terms of
resource requirements and the sequence of tasks to be completed. Project
scheduling is defined as the process of determining when project activities will
take place depending upon defined durations and precedent activities
INFORMATION SHEET 3 Implement Work Plans

Work-planning defined Work-planning is the process of determining what an
office intends to carry out for the term of a work cycle (i.e. annual or biennial
budget calendar). Work-plans should be constructed within the guidance and
focus of a strategic plan and should contain the operational details that illustrate
exactly what services will be delivered and to what level of quality.
Identifying Work-plan Risks

Work-plan risks are categorized in two ways:
1) Possible/known risks from the external operating environment

2) Possible/known risks in the internal environment
Risks intersect a work-plan in the following two ways:
1) Risks affecting core services
Which could prevent the successful execution of key projects?

Which could prevent the successful execution of key processes?
2, Risks affecting strategic or internal initiatives
Which could prevent the successful execution of initiatives?
Manage by the work-plan

The most important step in work-planning is to ensure it is used as a management

tool. A good work-plan and an effective operational review process will drive
organizational focus, ensure individual accountability and drive desired results
INFORMATION SHEET 4: MONITOR WORK ACTIVITIES

MONITORING AND EVALUATION
1. Monitoring and evaluation (M&E) are integral and individually distinct parts of
programmed preparation and implementation. They are critical tools for forward-
looking strategic positioning, organizational learning and for sound management
Situation monitoring measures change in a condition or a set of conditions or

lack of change. It also includes monitoring of the wider context, such as early
warning monitoring, or monitoring of socio-economic trends and the country’s
wider policy, economic or institutional context.
Performance monitoring measures progress in achieving specific objectives and

results in relation to an implementation plan whether for programmed, projects,
strategies, and activities.
Evaluation
An evaluation report should include the following
• Findings and evidence – factual statements that include description and

measurement; •
Conclusions – corresponding to the synthesis and analysis of findings;
• Recommendations –what should be done, in the future and in a specific
situation; and, where possible,
Evaluation criteria

Efficiency – Does the programmed use the resources in the most economical
manner to achieve its objectives?
Effectiveness – Is the activity achieving satisfactory results in relation to stated
objectives?
Impact – What are the results of the
intervention - intended and unintended, positive and negative - including the
social, economic, environmental effects on individuals, communities and
institutions?
Sustainability – Are the activities and their impact likely to continue when
external support is withdrawn, and will it be more widely replicated or adapted
INFORMATION SHEET 5 : REVIEW AND EVALUATE WORK

PLANS AND ACTIVITIES
Strategic planning defined :- is a process of looking into the future and identifying
trends and issues against which to align organizational priorities of the
Department or Office.
Four Stages of Strategic Planning
1. Prepare
Three critical steps must be accomplished prior to developing a strategic plan:
•visioning
•assessment, and
•the development and implementation of a planning process
2.Plan
To develop the plan, you must establish priorities by
considering the needs, strengths, and resources of your organization.
Three key questions must be answered:
• What do we want to accomplish?
• What will we do to get there?
• How will we know if we are making progress?
3. Implement
The following steps ensure that plans are used to guide the work of the org
anization:
• Communicating or "marketing" the plan,
• managing the implementation of the plan,
• supervising the actual work, and
•monitoring and reporting progress on the plan.
4. Review/Revise
This stage starts the cycle over again, allowing the plan to be continuously
updated. This will keep it current and meaningful to the organization. On a
n ongoing basis the organization should:

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DEBRE BIRHAN POLYTECHNIC COLLEGE ELECTRICAL/ELECTRONICS DEPARTMENT

Training, Teaching & Learning Materials Plan and Organize Work

Unit of Competence:- Plan and Organize Work

INFORMATION SHEET 1:- SET OBJECTIVES

 An objective is a specific statement of what you intend to achieve.

 Any terms need to be defined and the concepts understood.

 Your objectives must relate to the impact of your communications.

Writing SMART Objectives

PREPARED UBY ADMASU Page 1

Training, Teaching & Learning Materials Plan and Organize Work

5. Time-phased; - Objectives should provide a time frame indicating when the

Information sheet 2 Plan and schedule work

Tasks and subtasks ;- describe what needs to be accomplished in the project.

PREPARED UBY ADMASU Page 2

Training, Teaching & Learning Materials Plan and Organize Work

❐ A vision for the future

A successful strategic plan sets priorities, focuses energy and resources,

PREPARED UBY ADMASU Page 3

Training, Teaching & Learning Materials Plan and Organize Work

• Where are we?

Where are we?

Where are we going?

How will we get there?

PREPARED UBY ADMASU Page 4

Training, Teaching & Learning Materials Plan and Organize Work

• Project scope statement

• Experience with similar past projects

• Organizational process assets – Guidelines, organizational policies, procedures

Producing a WBS: Breaking Down Project Work

PLANNING AND SCHEDULING

A Project Plan;- is prepared which is defined as a management summary

PREPARED UBY ADMASU Page 5

Training, Teaching & Learning Materials Plan and Organize Work

INFORMATION SHEET 3 Implement Work Plans

Identifying Work-plan Risks

1) Possible/known risks from the external operating environment

Risks intersect a work-plan in the following two ways:

1) Risks affecting core services

Which could prevent the successful execution of key projects? 

2, Risks affecting strategic or internal initiatives

 Which could prevent the successful execution of initiatives?

Manage by the work-plan

Training, Teaching & Learning Materials Plan and Organize Work

The most important step in work-planning is to ensure it is used as a management

INFORMATION SHEET 4: MONITOR WORK ACTIVITIES

Situation monitoring measures change in a condition or a set of conditions or

Performance monitoring measures progress in achieving specific objectives and

• Findings and evidence – factual statements that include description and

PREPARED UBY ADMASU Page 7

Training, Teaching & Learning Materials Plan and Organize Work

INFORMATION SHEET 5 : REVIEW AND EVALUATE WORK

Training, Teaching & Learning Materials Plan and Organize Work

PREPARED UBY ADMASU Page 9

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Which could prevent the successful execution of key projects?

Which could prevent the successful execution of initiatives?