Action plan for creation. Holiday plan. Study questions and approximate time allocation

Plan for the preparation and holding of the event

1.1 KVN "Naum Literacy Day" is held as part of the annual plan of the school library for students in grade 7

1.2 The organizers of the KVN are 2nd year students-probationers of the KKBT.

2. Purpose

Development of creative activity of students.

3. Tasks

Expand the horizons of students;

Contribute to the creative development of children;

2. - teacher of the library technical school

3. - head. library

KVN training program

Conducting KVN

Scenario for KVN

Hello guys!

Let's have a holiday today - Literacy Day. Let jokes sound today and fun reign. We suggest you create three teams, let each come up with a name for their team and choose a captain. And we will hold a holiday of knowledge "Merry Literate".

From ancient times in Russia, the Holy Prophet Naum was the patron of the children-disciples and December 14 is the day of memory of Naum the Literate. Then the rite of initiation into disciples was performed. By the day of Naum Literacy, they could already show their first successes: “Father Naum, put them in mind!”. Proverbs and sayings dedicated to literacy show how highly our ancestors valued it.

And now the warm-up, continue the proverbs:

Learning is light and ignorance is darkness)

Live and learn)

Reading-..........(best teaching)

Competition "THATER TESTS"

The first competition is called "Theatrical tests". To do this, we need 4 people from one team and 3 people from other teams. You are invited to prepare thumbnails for the selected texts. And while they are preparing, we will hold the second competition in the form of a quiz. (See Attachment)

Competition "QUIZ"

For each correct answer, the team receives one point. We ask the jury to keep track of the number of correct answers for each team.

1 In what city did Carlson live? (Stockholm)

2 Who caused the death of Prince Oleg in the work "The Song of the Prophetic Oleg"? (serpent)

3 What did the Monkey, the Donkey, the Goat and the clumsy Bear do? (play quartet)

4 What is the name of the chocolate tree? (Cocoa)

5 What is the name of a fish resembling a chess piece? (Sea Horse)

6 What science studies fossil animals? (Paleontology)

7 How many legs does a spider have? (Eight)

8 What pigment makes leaves green? (Chlorophyll)

9 What animal is featured on the WWF logo? (Panda)

10 What is the name of the highest achievement of art? (Masterpiece)

11 What is the name of the small board on which the artist mixes paints? (Palette)

12 Ancient Greek mathematician? (Pythagoras)

13 What does the word "geometry" mean? (Earth surveying)

14 What is the simplest of polygons? (Triangle)

15 What is the first number of the natural series? (One)

16 What are the symbols for numbers called? (numbers)

17 Name what chemical element consists of the names of animals? (Arsenic)

What is the mixture of smoke, dust and fog called? (Smog)

20 What kind of words: "tulle", "coffee", "shampoo"? (male)

21 The Science of Beautiful Writing? (Calligraphy)

22 What was the surname of Peter 1? (Romanov)

23 What is the emblem of the state? (Coat of arms)

24 What about symbols? (Coat of arms, flag, anthem)

25 What is the date of the beginning of the Second World War. (1.09.1993)

(06/22/1941 - Great Patriotic War)

26 What is the name of a group of islands? (Archipelago)

27 What is the largest desert called? (Sahara)

28 What is the name of the water shell of the Earth? (Hydrosphere)

The jury sums up the results of this competition.

And now we return to the competition No. 1 "Theatrical tests".

(The guys show almost improvised (only 5 minutes to prepare) mini-scenes from school life)

Competition "OLD TALE ABOUT NEW"

In the next competition, participants from the team are invited to draw out a card with a task in which some work will be written, which the participant must show without saying a word. And the teams must guess the work (of the hero).

2 Kolobok

4 Goldfish

5 The Little Prince

6 Little Red Riding Hood

Now let's ask the jury to choose the most interesting performance and put points.

Competition "QUESTION VINAGRETTE"

And now the captains will come up and draw out one question, and read it, and the teams will have to answer it in an interesting and funny way. One minute is given for discussion.

1 What happens if students start learning with pleasure?

(Teachers will meet them halfway and extend this pleasure for another year)

2 Why does a wolf have such sharp teeth?

(So ​​that the hares do not forget why they need such fast legs)

3 How to ensure the safety of Little Red Riding Hood?

(Just give mom a blue beret instead of a red cap)

4 Why is the life of a merry milkman so merry?

(drinks a lot of milk).

All teams did a good job, we ask the jury to sum up the results of the competition.

This is where our KVN ends ... We ask the jury to sum up the results of all competitions. Winner's reward ceremony. Thanks to all.

Competition 1 "THATER TESTS": application

(from the book: Ermolaev performance: for preschool age - M .: Malysh, 1992)

Two cakes.

Heroes: mother, Natasha, Olya.

Mum- Help me, daughters, to wash the dishes.

(Natasha is reading a book, Olya is making buns and pretzels from plasticine. Olya went to the kitchen)

Natasha“I’ll be right back too, I’ll just finish reading the page.” Such an interesting book, you won't put it down!

Olya (returned)- Why aren’t you coming, my mother and I have already washed almost all the dishes.

Natasha- I'm not here. I am now sailing in a boat on the Congo River. Around me are palm trees, tropical lianas, parrots, monkeys ...

(Olya left. She returned with the plates, put them away in the cupboard, started modeling)

Natasha- Well, here I am at home. . (Ole) What did you smear your lips with?

Olya- Cream. I ate two cakes. One for myself and one for you.

Natasha- Why for me?

Olya- Mom said.

Mum (came from the kitchen)- Olya and I decided that it is still unknown when you will return from Africa: Africa is far away, and the cream cake can go bad.

"Visited"

Heroes: Tolya, Kostya, Andrey

(Sick Tolya with a bandaged ear is sitting at home. The doorbell rings. Classmates have come)

Kostya- We're here for you.

Andrey- They decided to visit a sick person.

Tolya– Thank you! Do you want some tea?

Andrey- What tea, it's time for us to go to school!

Tolik"It's a pity you're leaving so soon!" Come again.

Kostya- We will definitely come in, as we are late for school, we will go in.

Andrey- We're late today. Well Kostya remembered you. Here we are.

Tolik- And what do I have to do with it?

Kostya- How about what? Let's come to school now and say to Anna Sergeevna: "We visited the sick person."

Andrey She won't be angry with us for being late.

Kostya- Praise it too!

(The boys run away)

Tolik– Oh-ho-ho! (sad)

let it slip

Heroes: Irochka, Chico the parrot, grandmother, Sveta's friends, Nadya, guys.

(Ira is training a parrot)

Ira- Chico, say: "Meow ... meow ... meow ..."

Chico- Meow!

Ira - Well done Chico! Now say “Wow wow… wow wow… wow wow…”

Chico- Woof!

Ira- Clever! Say: "Hello guys! Hello guys!"

Chico - Hello guys!

Ira - Well done! Everyone, let's go to school, I'll show you to the guys.

Grandmother- Go, Irochka, to the store for tea.

Ira- Here's more! I am busy! Leave me alone!

Grandmother- Granddaughter, grab the garbage, throw it away on the way.

Ira- Here's another! I am busy! Leave me alone!

(Ira came to school with a parrot in a cage. The guys surrounded her)

Sveta- Ask him something. Let him answer.

Ira- I'll ask now. Just don't make noise. Be polite, Chico, say hello to the guys. Say hello guys!

Chico- Get off!

(The guys were surprised, Ira was embarrassed)

Ira How does a cat meow? Meow to us, Chico.

Chico- Here's more!

Ira- How does the dog bark? Wow: woof-woof! Well Chico!

Chico- It is very necessary! I have no time!

(The guys laughed, Ira got angry)

Ira- How nasty you are, Chico! You don't want to say anything.

Nadia- How does he not want to? He told us a lot. Well done Chico!

If you are planning a commercial event, start preparing by writing a business plan.

A business plan will help you focus on the goals of the event, discover financial opportunities and potentials, and plan the resources and production structure necessary for its implementation.

It is an indispensable tool for attracting supporters, mobilizing financial resources and evaluating the success of the event.

The business plan can also be used for ongoing activities as a strategy for their long-term implementation in the next three to five years.

In this article, you will learn what information your plan should contain and how best to organize it.

Title page

Define the main sections (give them a serial number and a title for clarity) and subsections.

Summary

The summary should contain a detailed overview of the event. A perfect presentation of sorts, the summary will introduce the reader to you and your event and explain to them why they should read the document to the end (if the summary is for internal use, it can of course be written in a more informal style).

The volume of the document must be at least one page, but not more than 10% of the entire plan. And, despite the fact that the summary is at the beginning of the document, it should be written last in order to more accurately reflect all the content. What should be kept in mind when writing it?

• Start with basic information. What is this event? When and where will it take place?
• Explain why the event was created and who it is aimed at.
• What is the mission of your event? What are his tasks? How does it benefit stakeholders/sector/community?
• Provide information about yourself as a developer and other people involved in the project. Tell who made the business plan, what is the purpose of the plan.
• Provide information about estimated income and expenses. Don't go into details, a bar chart will suffice, illustrating the expected growth over the next three years.
• Finally, describe a plan for monitoring progress.

Section 1 - Development History

Who are we- provide general information about the project team and describe the experience. What projects have you worked on in the past? What are your achievements?

Event History— if this is the first year of the project, tell us how the idea of ​​its creation came about and what sector it is focused on.

For existing events, tell us when and why they were launched, where they were held, who they attract and how they developed, including major events.

Section 2 - Overview of the event

Mission— describe the main goal of the activity and what results you hope to achieve during the implementation of the project (long-term prospects are better described later).

Key tasks and results- define the tasks and strategy for their implementation, explain how they will help in the implementation of the mission. Make sure that you are guided by the SMART principle of maximum effectiveness: goals are specific, measurable, achievable, reasonable, within a time frame.

event- Describe the event and its program in more detail. For ongoing activities, describe new development plans and processes.

Target market- indicate which audience or customers (if any) you are targeting. For launched events, describe your current audience and plans for growth and development.

Interested party- tell us about the key participants, the degree of their involvement and the benefits of the project. How working with you fits into their strategies.

Section 3 - Development Plan

prospects- Describe the long-term perspectives of the event and specific goals, such as an international launch of the project.

Strategic Development- describe the development of the project a year after the launch. How will the main goals and objectives be achieved? What are the deadlines and who is responsible for the activities carried out?

SWOT Analysis- outline the strengths and weaknesses of the project, as well as the opportunities or threats that it may face.

MF Group
Technical support and organization of events

Section 4 - Requirements

Premises- a list of objects necessary for the implementation of the event: venue, accommodation, meals, technical support.

Services- a list of necessary services, such as staffing, transportation, health, security, and so on. Describe who will provide these services.

Production- describe the equipment needed: energy, fencing, sound, lighting, visual effects, etc.

Legal side, insurance— describe the documentation and licenses required to implement the event.

Section 5 - Marketing and Communication

Orientation How will you present your proposal to the public?

Product- describe what the event has to offer participants, as well as the means you will use to make it more attractive.

Price- Explain your pricing strategy.

Convenience- tell us how to make the event more accessible to the public (ticket distribution, time and place of the event).

budget plan Provide a budget plan for all planned activities.

Section 6 - Financial plan and aspects

Income and expense forecasts It is very important to demonstrate that your project is financially stable and feasible. List the channels of income, such as ticket or exhibition space sales, funding, grants, and sponsorships.

Economic Impact Assessment- if you are planning a large-scale event, what benefits will it bring to the local economy?

Section 7 - Business Management and Control

Event program- Make a clear schedule that describes all aspects of the project.

Business— Describe the administration and management system and processes to ensure that the event runs smoothly. How will each operation be controlled?

Evaluation of results- explain how the results will be evaluated in relation to the goals set, what reports will be provided.

Risk factors- provide a preliminary risk assessment on the main aspects, namely the program, finances, activities, reputation, legal side, audience, healthcare. Explain how you will manage and minimize risks.

Section 8 - Applications

List any additional materials that will be included in the business plan for the event, such as reports, research papers, codes of conduct/guidelines, maps of the venue.

Training plan

Based on the results of an expert survey, the main problematic labor operations were analyzed and NLP techniques were selected that make it possible to solve the problems presented, as well as exercises that can be used to master these techniques in a short time. When selecting exercises for the main part, the author used R. Johnson's book "40 NLP Training Exercises", as warm-up and final exercises, the exercises of Klaus V. Fopel and V. Yu. Bolshakov were used. In preparing the training, articles by K. Fedotov and D. Zaborne were also used. As a result, the following training was developed:

Training to improve the efficiency of the work of a PR specialist in communication in conflict, planning and performing creative tasks

The purpose of the training is to train public relations specialists in NLP techniques in the shortest possible time, allowing them to increase their efficiency in communication in conflict, planning and performing creative tasks.

Training program:

Day one (4 hours)

Opening of the training. Coach greeting. A story about the training program, its goals. An indication of the results that participants should achieve at the end of the training. A story about the program of the first lesson devoted to the study of professional communication techniques aimed primarily at resolving conflict situations.

preliminary stage

Acquaintance. The trainer names himself, then everyone introduces themselves in a circle and says what they want to get from the training, the rules of the group's work are announced. (10 min.)

Entry level diagnostics. The trainer asks the participants to complete a quiz (see Appendix 2) to check their level of knowledge and set themselves up for work. Distribution of forms. Filling. Collection of forms. (10 min.)

Exercise "Greetings". The participants of the training sit in a circle, then one of them asks the other to convey a greeting phrase to the third. The second participant passes this phrase to the third, the third asks the second to convey a few words of gratitude to the first, and in the meantime he asks the fourth participant to convey his greetings to the fifth. The fourth sends the greeting sent by the third participant to the fifth, he sends back thanks, etc.

main stage

Exercise "Reading people" ("Developing the perception of non-verbal behavior").

Run time: 50 min.

Purpose: To teach participants to notice elements of non-verbal behavior of people.

Application: at negotiations, press conferences. Participants are trained to make clear, unmixed messages and perceive hidden information when communicating with other people.

Introduction: the trainer explains to the participants what this exercise is for and how they can apply it in their professional activities. (5 minutes.)

Demonstration of the exercise (part 1): the trainer speaks one phrase to the participants three times, varying non-verbal behavior, then asks the participants what message they received. After receiving the answers, he asks how exactly they came to such conclusions. The goal of the participants is to notice specific behavior - varying the volume of the voice, tension of various muscles, etc. (5 min.)

Group work (part 1): participants are given handout 1.1. (See Appendix 3 for all handouts), after which they work in groups according to the instructions given. The trainer helps, corrects work, answers questions. (15 minutes.)

Demonstration of the exercise (part 2): the trainer asks one of the participants to come forward, after which he asks him a few questions, after asking him only to think about the answer, without saying it aloud. The group must guess what the participant answers. (5 minutes.)

Group work (part 2): participants are given handout 1.2., after which they work in groups according to the prescribed instructions. The trainer helps, corrects work, answers questions. Group work is recorded on a video camera. (15 minutes.)

Debriefing: The trainer asks how successful the participants were in reading people's non-verbal behavior, what difficulties they had, what indicators of non-verbal behavior the participants noticed. The recording is reviewed, elements that were not noticed by the participants during the exercise are discussed. The exercise ends with the statement: "There is no failure - there is only feedback from which you can learn." (5 minutes.)

Exercise "Establishing mutual understanding" ("Achieving rapport").

Run time: 50 min.

Purpose: to teach participants to reflect and conduct non-verbal behavior of people in order to achieve a state of mutual understanding (rapport).

Application: negotiations, business meetings, any communicative situations when you have to deal with unfamiliar or unfamiliar people, conflict communication.

Introduction: The trainer says that from the last exercise, the participants learned how important non-verbal behavior is in communication. Then tells the participants about how people mirror each other's non-verbal behavior when building trust and how this can be applied in business. (5 minutes.)

Demonstration of the exercise: the trainer asks the group what aspects of non-verbal behavior, in the opinion of the participants, can be reflected. The group answers, the trainer writes down the answers. Next, the trainer and the group determine what aspects of non-verbal behavior and when it is unpleasant or inconvenient to reflect. The trainer asks the participants how they can know if rapport is established or not. (10 min)

Group work (part 1): participants are given handout 2.1., after which they work in groups according to the prescribed instructions. The trainer helps, corrects work, answers questions. Group work is recorded on a video camera. (15 minutes.)

Group work (part 2): participants are given handout 2.2., after which they work in groups according to the prescribed instructions. The trainer helps, corrects work, answers questions. Group work is recorded on a video camera. (15 minutes.)

Debriefing: the trainer asks in what situations the participants intend to apply the acquired skill and what benefits they want to receive from it. Review of the record, discussion of errors. (5 minutes.)

Break 10-15 minutes (participants are offered coffee, tea, juices).

Exercise "Application of words-predicates".

Run time: 50 min.

Purpose: To teach participants to use visual, auditory, kinesthetic predicate words to speak with more persuasiveness, influence people, and establish more effective communication in a conflict situation.

Application: Negotiations, presentations, meetings, internal and external conflicts.

Introduction: The trainer tells the participants about the peculiarities of human perception, about representational systems. The trainer also talks about the words with which people describe their inner experience - predicates, and how important it is to use the predicates of the same RS as the interlocutor for the persuasiveness of speech. (5 minutes.)

Demonstration of the exercise: The trainer asks the group to try to name first the words related to the visual, then to the auditory, then to the kinesthetic modality. The group calls, the coach corrects. (5 minutes.)

Individual work: Handouts are distributed to each participant 3. Participants work individually, the trainer answers questions (15 min.)

Summing up: Participants read their works, the group looks for mistakes, more acceptable options are discussed. (15 minutes.)

Exercise "Managing your own behavior."

Run time: 50 min.

Purpose: to teach training participants to enter into such a resourceful state at any time, which will help them to fully use their skills and characteristics in different situations, including those that previously seemed problematic.

Application: public speaking, presentations, press conferences, responsible negotiations.

Introduction: the trainer says that before the break the group got acquainted with the techniques of interpersonal communication, however, in their professional activities, everyone must have come across cases when they have to speak in public. Then the trainer tells the group about the "stimulus-response" system, explains the principles of anchoring resource states, which allow the most efficient use of one's resources in difficult situations. (5 minutes.)

Demonstration of the exercise: the trainer asks one of the participants to come out and conducts a demonstration of the exercise with him on the use of the resource state in a problem situation according to handout 4. (10 min)

Group work: Handout 4 is distributed to participants, after which groups are formed and group work begins. The trainer helps, corrects work, answers questions. (30 minutes.)

Debriefing: the trainer asks the participants what they noticed or felt during the exercise, how they intend to use the acquired skill. (5 minutes.)

The final stage

Final exercise. The coach announces the end of classes, asks the participants to leave the team in turn. The first participant gets up, takes a few steps to the door, the second goes after him, trying to copy all the movements of the first and adding his own detail to them. The third one follows him, copying all the movements of the second and adding his own detail, etc. The trainer comes out last, repeating the movements of all participants (10 minutes).

Summing up the day. The trainer summarizes everything said in the session, lists the techniques that participants have learned during the session, briefly talks about what participants will be able to learn the next day. Further, the trainer advises the participants to have a good rest, so that their brain itself “digests” everything passed, so that later they can use it on an unconscious level; the group disperses. (5 minutes.)

Day two (4 hours)

preliminary stage

Warm-up exercise "The degree of inclusion in the group." The trainer says that now everyone will check together how each of the participants is included in the group. Participants line up from the door to the center of the circle. Each finds his place, then says what exactly prompted him to take this place. Questions are asked: Who feels weakly included? What's stopping him? What can he and others do to turn him on? (10 min.)

main stage

Goal setting exercise

Run time: 45 min.

Purpose: to teach training participants how to set goals correctly, to give them the opportunity to feel the difference in the quality of results that are achieved from focusing on a positive result, as opposed to blaming others for failure.

Application: planning.

Introduction: the trainer says that the participants probably often have to plan some actions and coordinate them with colleagues. In problem situations, this often causes mutual accusations. The trainer then talks about the difference between a blame-driven mindset and a positive outcome-focused mindset. (5 minutes.)

Work in groups: In agreement with the trainer, the groups choose any problem that may take place in their work. Handout 5.1 is distributed to the group. and with the help of it is proposed to solve this problem. After the end of the discussions handout 5.2 is given out. and it is proposed to solve the problem using it. Group work is recorded on a video camera. (30 minutes.)

Summing up: the trainer invites the group to compare the results of the first and second approaches to discussing the problem and express their feelings and comments. Watch the video of the exercise, discuss what you see. In order to consolidate what has been passed, the trainer pays attention to the adjustment of the participants. (10 min.)

Exercise "Setting goals of the right size."

Run time: 45 min.

Purpose: To enable participants to set challenging but achievable goals.

Application: planning, forecasting.

Introduction: The trainer explains to the participants two reasons why people often do not achieve their goals: goals are either too trivial or seem unattainable. (5 minutes.)

Group work: the trainer tells the participants about the reasons why people may not achieve their goals (the goal either seems too trivial, or it seems impossible to achieve). The trainer then invites participants to learn how to set “appropriate size” goals. Participants are divided into pairs, they are given handouts 6. Group work is underway, the trainer helps the participants. (30 minutes.)

Summing up: Participants discuss the completed exercise, share what goals they managed to set. (10 min.)

Break 10-15 min. (coffee break).

Exercise "Hierarchy of values".

Run time: 45 min.

Objective: To teach participants to discover the values ​​of other people and use them to guide them and inspire them to action.

Application: Planning, alignment of forces and means in preparation for events.

Introduction: The trainer talks about values, about the importance of the ability to recognize the values ​​of other people when managing human resources. (5 minutes.)

Group work: Participants are given handout 7, then they are divided into groups according to the instructions. There is work in groups, the trainer helps, answers questions. (30 min - 3 rounds of 10 min.)

Summing up: Participants discuss the completed exercise. Questions are asked: What values ​​have been established? How can these values ​​influence people's decisions? How can this be applied at work? (10 min.)

Exercise "Identification of values"

Run time: 55 min.

Objective: To train participants to use questions that reveal the values ​​that underlie people's behavior.

Application: Planning, human resource management.

Introduction: The trainer says that this exercise is a continuation of the previous one and now the participants will be able to learn to find out the values ​​of the interlocutors with the help of special questions. (5 minutes.)

Demonstration of the exercise: The trainer gives examples of questions that reveal the partner's values ​​(see Handout 8). He also gives examples of clarifying questions that make it possible to unambiguously determine what exactly the partners understand by this or that concept. (10 min.)

Group work: Participants are divided into groups, they are given handouts 8. Work is underway according to the instructions. The trainer controls the course of the exercise, answers questions. (30 minutes.)

Summing up: Participants discuss the completed exercise. The trainer asks questions like: What values ​​have been identified? What is the difference between the values ​​that different people attribute to the same value? (10 min.)

The final stage

Final exercise. At the end of the session, the trainer stands up, holds out his hand and says something like: “I really enjoyed working with you!” Then one of the participants rises and also says something like: “Thank you, thank you all,” and puts his hand on the coach’s hand. Other participants do the same. When the right hands are all involved, the left hands step in, thus each member of the training group speaks twice per exercise. After the speeches have been made and hands joined, the trainer says goodbye to everyone and the group disperses. (10 min.)

Summing up the day. The trainer summarizes everything said in the session, lists the techniques that participants have learned during the session, briefly talks about what participants will be able to learn the next day. (10 min.)

Day three (4 hours)

preliminary stage

Introductory remarks by the trainer. Greetings. Summarizing the material of the previous day. Answers to questions from participants. (10 min)

Warm-up exercise. All participants in the game are given pieces of paper with numbers written vertically from 1 to 20. Then the coach reads individual words at a fast pace, and after each word, the participants must very quickly write down in the corresponding line the name of the training participant with whom this word is associated. Then the coach collects notes, counts who was mentioned how many times. The words that the trainer reads can be combined into several subgroups, the content of which depends on what the trainer wants to measure. It is logical to assume that words like "iceberg", "armor", "twilight" will be associated with closed and withdrawn people, and "August", "bear cub", "pillow" - with soft, kind people. For the convenience of counting, and also so that the participants do not notice trends in the selection of words by the trainer, it is advisable, if there are, say, four groups of words, to put the words of the first group in 1, 5, 9, 13, 17 places, the words of the second group in 2nd, 6th, 10th, 14th, 18th places, etc. (10 min)

main stage

Exercise "Building the future with the help of metaphors."

Run time: 65 min.

Purpose: To enable participants to learn how to use simple metaphors in speech and writing.

Application: solving creative problems - creating a corporate philosophy of the company, creating creative presentations, etc.

Introduction: The trainer explains to the participants what a metaphor is, what types of metaphors are and how they affect the perception of information. The trainer says that a metaphor can open up new possibilities for a person and give new ways to solve problems. The trainer gives examples of simple metaphors. (5 minutes.)

Activity demonstration: The trainer tells the group to start a statement and the group has to finish it using a metaphor (an example is given in the handouts). (10 min.)

Group work: Participants are given handouts 9. Work in groups of three as directed. (total time 45 minutes: 1st part - 3 rounds of 5 minutes, the second - 3 rounds of 10 minutes)

Summing up: Participants discuss invented metaphors and the possibilities of applying the acquired skill in their work. (5 minutes.)

Exercise "Creating change with metaphor"

Run time: 50 min.

Purpose: To enable participants to learn how to make creative changes using metaphors in order to achieve their goals more effectively.

Application: Creative tasks, employee motivation.

Introduction: The trainer explains to the participants the difference between the impact of a metaphor and the impact of direct advice or instruction. The metaphor acts on the subconscious, so it always evokes a more lively response and does not cause resistance. The trainer explains the structure of the metaphor: current situation - useful resources - desired outcome. (5 minutes)

Group work: participants are given handouts 10, briefing is given. Work in groups according to the instructions. The trainer helps the groups. (45 min.)

Summing up: Questions are asked: What metaphors did the participants come up with? What did they understand? What is the most effective way to create metaphors? (5 minutes.)

Break 10 min. (Coffee break)

Exercise "Reshaping Attitudes"

Run time: 40 min.

Purpose: to teach participants to apply reframing techniques in their professional activities.

Application: creative problem solving in a conflict situation.

Introduction: The trainer explains to the participants the importance of the verbal component of communication. The language has the ability to set an assessment for any phenomenon. Examples: "Greed - thrift", "Nediness - perseverance", "Laziness - energy saving". The trainer talks about the technique of reframing, about the differences between content reframing and context reframing. (5 minutes.)

Group work (part 1): Participants are divided into pairs, each pair is given a sheet of paper. The technique of content reframing is being worked out. Participants come up with pairs of words denoting the same phenomenon, but with a different assessment. (10 min.)

Group work (part 2): The technique of context reframing is practiced. The situation is played out: One PR manager and two journalists accusing the company of being "too ...". The PR manager reformulates the meaning, looking for a suitable context. Group work is recorded on a video camera. (3 people for 7 min. = 21 min.)

Discussion: Watching the video of the exercise, discussing the mistakes. Questions: How successful was the task? Where can this be applied in professional activities? (4 min.)

Exercise "Moving obstacles in thinking."

Run time: 40 min.

Purpose: To enable participants to help others look at problems in a new way.

Application: Finding a creative solution to an "unsolvable" problem.

Introduction: Trainer explains to participants the importance of seeing problems from different angles and how reframing can help. (5 minutes.)

Group work: Divide participants into groups of three and work according to the instructions in handout 11. (30 min: 3 rounds of 10 min)

Summing up: Questions are asked: how effective were the reframing methods? How difficult was the exercise? How can this be applied at work? (5 minutes.)

The final stage

Diagnostics of the training effectiveness of the training. The trainer asks the participants to complete a test to check their level of knowledge after the training. Distribution of forms. Filling. Collection of forms. (10 min.)

Final exercise "What did I get?".

Everyone closes their eyes and everyone formulates what he has acquired during the lesson. Everyone tells what they bought. (10 min.)

Summing up the training. Participants discuss what they were able to learn, how they can apply it in work and in general in life. The trainer answers questions. Parting. (10 min.)

The development of an action plan is not difficult for a project manager. However, the author has repeatedly observed how authoritative leaders made rather chaotic plans, from which it was impossible to conclude in any way how the goal of increasing the efficiency of the direction, division or enterprise as a whole would be achieved. Instead of specific actions, the plans featured only declarations with uncertain deadlines and results.

Action plan this is a document that defines goals, specific actions (works or events), requirements for their results, deadlines and performers of these actions.

A set of activities (in this sense) is a project - a temporary enterprise aimed at creating unique products, services or results, or a program - a series of related projects, the management of which is coordinated to achieve benefits and a degree of control that are not available when they are managed separately.

Thus, the action plan is one of the documents of the project or program, which defines expectations regarding the time of their implementation, the required resources and the results obtained. The deceptively simple form of the action plan requires (unless, of course, the customer is interested in obtaining a real result) painstaking thoughtful work. Needless to say, “the most important thing in production is pre-production” and that a well-thought-out and structured plan goes a long way in ensuring the success of a project.

Recommendations for organizing work prior to the appearance of an action plan are contained in numerous business performance improvement guides, among which one can note,, and, as closest to the topic of our article,.

In this article, we will show you how to develop a focused and informed action plan, having previously completed the necessary analytical work. For this, one instructive example from the author's practice is considered, in which the use of key performance indicators is combined with the technique of a cause-and-effect diagram, "5 whys" and with the usual ability for a project manager to build project schedules. This example is also useful in that it is typical of many service businesses.

Plan Structure

The above definition of the action plan allows us to determine only the most general requirements for the structure (sections) of the document:

• Name
• Event goals
• Event performers
• Planned dates of events
• Rationale for activities
• Schedule
• Requirements for results
• Reporting and control
• Applications

Plan Form

Mandatory details of the action plan are: the name of the organization, the name of the type of approval document, its date and number, place of compilation, approval stamp. They are placed at the beginning of the body of the document.

The signatures of the persons agreeing on the draft action plan are placed either at the end of the text of the document or on a separate approval sheet, the details of which must unambiguously determine which document was agreed upon. At the end of the text of the action plan or on a separate familiarization sheet, interested employees put their signatures on familiarization with the document and receiving a copy of it in their hands.

Development of the content of the action plan

Method idea

Problem Statement: There is a product or activity of the organization, the quality indicators of which need to be improved.

The solution of the problem is proposed to be carried out in several steps.

• Step 1. Accurately describe the product(s) of the line of business under consideration.
• Step 2 Determine the main indicators of the quality of the product (products).
• Step 3 Classify the causes of quality violations.
• Step 4 Assess the degree of influence of the identified causes on the violation of quality.
• Step 5 Propose measures aimed at eliminating or compensating for the identified causes.
• Step 6 Assess the degree of influence of the proposed activities on improving quality indicators.
• Step 7 Rank activities by priority, focusing on the degree of their impact on the result, timing and cost; select the most effective measures.
• Step 8 Create a network schedule of events.
• Step 9 To form a time schedule of events, to determine the performers.

The first step is included in the sequence of actions because the description of the product (requirements for it) is decisive for the entire subsequent planning process. If a sufficiently accurate idea of ​​the product is not formed, then further actions are doomed to incompleteness or inefficiency.

We will illustrate the application of the described method with an example.

initial situation

A service company (hereinafter referred to as SC) leases equipment and tools for oil well workover, which is performed by a specialized well workover company (hereinafter referred to as KRS) (see Fig. 1). The equipment is delivered to the workover crews working at the fields, in accordance with the requests of the workover workover, on-line. The application contains requirements for equipment configuration. Completed equipment must be accompanied by a set of documents confirming its serviceability and possibility of use. The SC ensures the serviceability of the equipment, performing its maintenance and repair after its return from the workover. Delivery is carried out by a transport company (hereinafter referred to as the TC), working for the SC on a subcontract. Some types of repairs and testing are also carried out by SK subcontractors. CRC pays for the lease time or the number of successful operations performed using the leased equipment. Non-productive time of the workover brigade, caused by rented equipment, is not paid.

The described area of ​​activity is relatively new for the UK, so some issues will have to be resolved from scratch.

Rice. one. NK, KRS, SK and its subcontractors

Other data about the initial situation are given in the course of the presentation below.

It is required to develop an annual action plan to improve the operational efficiency of the company.

Step 1 Product Description

The SC product is equipment that meets the requirements for:

1. technical characteristics (type, brand, size, power, diameter, etc.) - are determined by the application;
2. resource or reliability - determined by the rules for conducting work, equipment operation manuals or an agreement between the CRC and the SC;
3. completeness - determined by the equipment operation manuals or the application;
4. the presence of accompanying documents - determined by the rules for conducting work and / or an agreement between the CRC and the SC;
5. place and time of delivery - determined by the application.

Violation of at least one of the listed requirements entails the impossibility of using the equipment in the process of well repair. Compliance with the requirements is controlled by the repair team foreman or supervisor of the oil company (hereinafter referred to as OC), which is the customer of the well repair.

The fulfillment of the listed requirements must be ensured by the following business processes of the IC, respectively:

1. formation of a working capital of equipment;
2. ensuring technical readiness (includes sub-processes: revision, maintenance, current repair, overhaul, testing);
3. equipment;
4. documentation management;
5. delivery.

Thus, the requirements for the SC product are decomposed into requirements for the products of individual business processes.

Step 2: Key quality indicator

Recall that the quality of the product is the conformity of the product to the requirements of the client. Quality indicators are quantitative measures of such conformity.

A naive approach to the definition of quality indicators in our case would lead to a simple set of several nonconformity indicators. For example, for this type of equipment, it is necessary to have 5 accompanying documents, in fact they brought 3, therefore, we put a “minus” on the fulfillment of the requirements for documents, etc.

The correct view of the process (from the point of view of not the consumer of the SC product, but from the point of view of the OC - the consumer of the workover product) leads to one indicator - the loss of productive time of the repair team during the well repair. Indeed, the oil company is interested in the minimum downtime of the well in connection with the workover. The necessary repair time is determined by the work plan of the workover; time spent in excess of the standard, and even more so downtime of workover workers are not paid. Therefore, the CRC is also interested in minimizing the loss of production time. Interested in this, through the billing system, and the UK.

So, the main indicator of the quality of the SC product is the number of losses in the productive time of workover workers (hereinafter referred to as WPT) caused by the use of leased equipment. This indicator is measured in brigade hours. The goal is to minimize it.

Step 3. Classification of the causes of quality violation

PPVs are related both to the quality of the product itself (i.e., the equipment delivered to the team) and to its operation by the team. Therefore, the first step in classifying PPV is to identify the party at fault, which can be:

• SC subcontractors,

The next classification step is shown in Fig. 2.

Rice. 2. Classification of the causes of loss of production time.

Note that in our classification, the causes of losses correspond to the business processes of the SC, which, in turn, correspond to the types of requirements for the quality of the SC product (see step 0).

The result of the step is a cause-and-effect diagram of quality violations, reminiscent of the Ishikawa diagram and built according to the “5 whys” method.

Step 4. The degree of influence of the causes of quality violations on the result

In order to assess the degree of influence of the reasons we have identified on the result, analytical accounting by types of reasons is necessary. As a rule, such records are kept in the IC - at least in order to correctly present claims to subcontractors or the customer (KRS). On fig. 2 shows the corresponding figures.

The largest share of losses (80%) falls on the SC; in turn, the greatest problems (60%) are associated with the process of maintenance and repair, designed to ensure the serviceability and sufficient resource of the equipment provided to the customer.

Let's try to understand the problems of repair deeper. Like any production process, repairs are provided by the following resources:

• technology,
• production facilities,
• spare parts and materials,
• staff,
• general organization of production.

For each of the listed types of resources, we will ask the following “why?” (third in a row).

It should be recognized that rare companies maintain correct analytical accounting of quality losses in relation to production resources. The SC under consideration was no exception. Therefore, to assess the degree of influence of production resources on the quality of the product, it was necessary to use the opinions of experts. In accordance with them, according to the degree of problematicness, the resources lined up as follows:

• insufficient equipment of production (20%),
• lack or inconsistency of repair technologies (10%),
• irrational organization of production (10%),
• insufficient qualification of personnel (10%),
• insufficient staff motivation (5%),
• low-quality spare parts (5%).

The result of the step is an extended cause-and-effect diagram of quality violations, which provides quantitative estimates of the influence of the identified causes on the quality violation.

Step 5. Suggestion of events

First of all, as it is clear from the above estimates, it is necessary to deal with the renewal of production capacities. However, this is a costly and time consuming process. Therefore, at this step, without restraining our imagination, we will try to offer as many diverse activities as possible that contribute to the solution of certain problems (see Fig. 3).

To enlarge the image, click on it with the mouse

Rice. 3. Events.

In practice, to make a pattern like Fig. 3, it is useful to use a whiteboard or some kind of software environment such as MS Visio, since you will have to add and rearrange activities and build causal “clusters” out of them. Each event will "hit" one or more problems, or logically precede one or more events (at the same time, a prototype of the network schedule of events appears).

It should be noted that no measures are proposed for the category of problems called "other", since the assignment of a certain percentage of violations to this category means that the problems are either not so critical, or their nature is unclear. In the final version of the action plan, actions aimed at clarifying the causes of such losses may be devoted to “other” categories, if, of course, such actions are economically justified.

Already at this step, it is quite possible to assess how “easy” or “hard” the proposed activity will be in terms of its cost, duration, or other factors (for example, the degree of resistance to its implementation). Nevertheless, we repeat that at this step one should free oneself from prejudices and expand the range of means used as much as possible.

The result of the step is a diagram in which the causes of quality loss correspond to activities that form a causal network.

In the final version of such a diagram, of course, far from all the activities that were proposed during the “brainstorming” remain, but only those that are planned to be implemented. The total time for the implementation of activities can be determined either based on the need to achieve the goal, or as a fixed period (for example, a year). Recall that in our example, one year is allotted for the implementation of activities.

Step 6. Evaluation of the degree of impact of activities on the result

At this step, it is necessary to understand how the implementation of certain activities affects the result. In our case, how much certain measures will reduce the PPV.

The improvement score is calculated based on the fact that all the activities displayed in the diagram will be completed.

The required assessment can be approached in two ways: either we determine what improvement is possible and calculate the target value, or the target value is set and the improvement size is calculated. In the situation that was the prototype of the example we are considering, both approaches were applied. Let's look at some details in detail.

Let's take the PPV due to the fault of the equipment customer - KRS. The main losses are associated with the incorrect filing of the application and with the improper operation of the equipment in the workover teams.

Incorrect application means an incorrect indication of the standard size or equipment configuration. In turn, an incorrect indication of the standard size may be due to the absence (or deliberate non-use) of a unified equipment reference book or an error of the technologist preparing the application.

The first reason is eliminated at the first stages by explanatory work with technologists, the creation of a “paper” unified reference book that is mandatory for use, and at the final stages by automating the ordering process, when a single reference book will be used within a single automated information system.

The second reason, most likely, cannot be eliminated by the means available to the UK. There will be mistakes, especially since some of them are actually caused by the actions of the oil company, which issues a workover work plan for the well.

As a result, the real estimate will be a reduction in losses in the “incorrect application” category by half, that is, as a result, by 1% of the total amount of PPV.

Similarly, it will be possible to reduce the losses associated with the improper operation of equipment by about half. Here, the main instruments of influence are the well-established claim work, based on the data of control over the operation of equipment by the CRS. However, the control of operation will still not be total, as it requires a significant increase in the resources of the SC.

Other losses due to the fault of workover workers remain unchanged.

Let us now consider the losses associated with the SC's own production activities.

To optimize the working capital of equipment (purchases of the necessary equipment, conservation, sale or liquidation of unnecessary equipment), preliminary analytical work is required to calculate the range and volume of the optimal working capital. This requires data on the behavior of random variables of demand for equipment from workover workers and the turnaround time, which consists of the time the equipment is operated by the workover crew at the well, the time it takes to repair equipment based on the SC, the time it takes to transport the equipment, and the time the equipment is in a state of technical readiness in the warehouse of the SC. The required statistical information must be collected for at least six months. The financial constraint will also not allow solving the problem of optimizing the revolving fund completely. A reasonable estimate would be an improvement in this indicator by 5% of the total PPV.

The target value for improving the quality of repairs (three times in relative terms and 40% of PPV in absolute terms) in our example was set “authoritarian”. However, this value was backed up by sober assessments of the possibilities. Namely:

Summing up the obtained estimates along the arrows of the cause-and-effect diagram of losses, we find that due to the planned measures, the PPV can (and should) be reduced by 60% during the year.

The result obtained is the target value of the key quality indicator and, accordingly, the main goal of the activities. The diagram shows how the target value is achieved.

Once the schedule of activities is formed (see step 8), it will be possible to talk about the target values ​​that should be achieved in stages. If it is assumed that the target value should be achieved evenly, then the target values ​​should be calculated monthly or quarterly using known formulas.

Step 7. Event Ranking

This step should prioritize the proposed activities, taking into account the degree of their impact on the targets of the activities.

In fact, steps 4, 5 and 6 occur simultaneously or cyclically during the drawing of the problem and activity diagram. Determining the priority of this or that activity, we determine the priority of all activities related to it (by the logical links that are shown in the diagram). However, independent activities need to be prioritized based on both quantitative and “political” considerations.

The result of the step should be a list of independent groups of activities ordered by importance.

In our example, the importance of all groups of measures was recognized as the same, in other words, it was decided to conduct an “offensive” on losses “on all fronts” simultaneously.

Step 8. Formation of a network schedule of events

A network diagram for our purposes is a diagram showing the logical relationship of activities. In the diagram, activities are depicted as graph vertices and are connected by arrows if the results of one activity are input objects for another.

The vertices of the graph are both the activities listed earlier and additional activities, the need for which is dictated by logic.

Thus, measures have been added related to the collection of statistical information necessary to calculate the optimal volume of the working capital of equipment and the norms for spending resources on repairs. Work on the automation of SC processes is preceded by setting a task (development of technical specifications) and choosing a supplier of a software solution.

To enlarge the image, click on it with the mouse

Rice. 4. Network schedule of events.

Step 9. Formation of a time schedule

The timeline shows how the implementation of activities should unfold over time.

To build a time schedule, you need:

• have a network schedule of events,
• evaluate the resource intensity of each event,
• estimate the duration of each activity based on resource constraints,
• link events to the time axis,
• identify performers and other necessary resources.

Building a time graph is a complex task (an integer optimization problem), so in practice it is solved in several iterations. The location of events in time should not contradict the “before-follow” relationships indicated on the network diagram. The volume of events in which a certain resource is involved should not exceed the volume (throughput) of this resource. The duration of activities involving external actors to the organization should be determined taking into account the risk of delays due to the fault of the other party. Parallelization of events should be used as widely as possible.

Consideration should be given to the temporal nature and duration of activities. Namely, the event can be:

• one-time (for example: preparation of technical specifications or purchase of a certain type of equipment);
• periodic (for example: training);
• current (for example: collection of statistical information).

The duration of a one-time event is clearly limited by start and end dates. A periodic event is characterized by the frequency and duration of each implementation. The current event is also limited, usually by start and end dates, but spans the entire period from launch to the end of the event's planning period. To clarify the differences between these types of activities, as well as to refer to the rules under which periodic or ongoing activities are carried out, the “notes” field is used in the activity plan.

It is not uncommon for the action plan to include activities related to the development of some subproject and its implementation. In such cases, as a rule, the development of a subproject plan refers to a well-defined period, while the duration of the subproject implementation can be determined only approximately or not at all in advance. In this case, in the general time schedule of activities, an approximate interval should be indicated, accompanying the activity with a note that it is being carried out in accordance with the plan (task) approved at the previous stage (give a link to the plan item) and that its duration is subject to clarification in accordance with specified plan.

A similar recommendation can be made for the ordering of periodic and ongoing activities. If the procedure for their implementation is not predetermined, then within the framework of the planned activities, measures should be envisaged to establish such an order. For example, for periodic multilateral technical meetings, the rules of such meetings are first adopted: the frequency (say, once a month), the procedure for forming the agenda, discussing and making decisions are established. Further, the plan includes the periodic event “conducting technical meetings”, and the note indicates: “in accordance with the regulations, see clause ... of the action plan”; at the same time, the specified regulation appears in the action plan as a result of the action to which the link is given.

If a one-time event is included in the action plan, as a result of which another project or current work is launched, then this is indicated in a note.

The monthly schedule of events for our example is given in Table. one.

Table 1 Time schedule of events.

To enlarge the image, click on it with the mouse

After developing the content of the action plan, constructing diagrams and graphs, performing calculations, you can begin to draw up the document.

Name

The title of the document usually looks like:

Action plan for…

Program of events for…,

when it comes to big systematic work.

In any case, the name should be short, accurately characterizing the main purpose of the activities, as well as, if necessary, the place and period of the activities. For instance:

Oilfield equipment service development program for the Nizhnevartovsk region for 201X.

Event goals

This section of the document summarizes the main objectives of the activities.

The order in which the targets are listed is determined by the priority of the targets; Quantitative targets precede qualitative ones. Both types of indicators should be objectively measurable. When formulating goals, a brief explanation is possible, due to which the achievement of this goal is expected. The number of goals indicated should not exceed 3 - 5. The abundance of goals makes it difficult to verify their achievement.

For instance:

The objectives of the events are:

1. Reducing the loss of productive time of customers in the Nizhnevartovsk region by at least 60% from the level of 201X-1 until the end of 201X and monthly during 201X by at least 8% compared to the previous month.

2. Achieving at least 5% profitability in the field of oilfield equipment service in 201X by optimizing the business organization of the line.

3. Increasing revenue in the oilfield equipment service business by taking on new customers for servicing in 201X.

Or:

The purpose of the events is to develop unified regulations on structural divisions and job descriptions for employees of AAA LLC, BBB LLC, VVV LLC.

The absence of goals, the indication of purely declarative goals, goals without establishing objectively measurable quantitative or qualitative indicators is unacceptable.

Event performers

This section lists the implementers of the activities according to the timeline built in step 8.

Performers are grouped by organization if several organizations participate in the events. In this case, the parent organization is indicated (it is listed first), the head of the events, the heads of the working groups for organizations, curators of events, etc.

If necessary, indicate that:

At the direction of the head of events, employees can be involved in events<указываются наименования организаций и/или их подразделений>in consultation with their direct supervisors.

If some executors are to be appointed or selected as a result of the implementation of certain stages of activities, then the name of such executors is indicated conditionally (his role in the implementation of the activities is briefly described) and an explanation is given of how and when a particular executor is determined. For instance:

Contractor-supplier of AIS - the contractor of the Company supplying software; determined by the results of the competition at stage 7.

Planned dates of events

This section indicates the planned start and end dates for the implementation of activities, based on the time schedule obtained in step 8.

Rationale for activities

This section of the action plan is not necessary, but is useful in justifying the goals and means proposed to achieve them. It is possible to transfer this section to the annex to the action plan.

Depending on the subject of the activities, this section may contain descriptions of the situation "as is" (before the implementation of the activities) and "as it will be" (after the implementation of the activities), including quantitative assessments in the context of the targets mentioned in the "Aims of the activities" section.

Schedule

This section is central to the action plan. In it, events are grouped into stages (by time) or other sections, and for each individual event, the following is indicated:

• serial number or symbol;
• full name of the event;
• desired result;
• deadlines (beginning, ending or frequency);
• place of execution;
• executors (including the responsible executor);
• notes.

The form of presentation of information about events in this section may be different. When choosing a form, one should be guided by the principles of completeness of information and clarity.

The following combined form, which we have already used above (Table 1), is very convenient.

If the performers of the same type of activities are in different organizations, then two tables can be used - the general work plan (Table 2) and the traditional time schedule (Table 3).

Tab. 2. Sample general work plan.

Tab. 3. Sample timeline.

The name of the event should be short and clearly define the essence of the event. Generalized formulations are allowed for naming blocks of activities - sections of the plan. The name of the event begins, as a rule, with a verbal noun indicating the action being taken (for example: development, construction, creation, implementation, acquisition, etc.); the following words describe the object of the action (for example: the acquisition of licenses, the formation of a separation balance sheet, the collection of statistical information, etc.). It is desirable that the names of the activities, when mentioned outside the full context of the work plan, would allow to identify the activities performed (for example: instead of two activities with the name "acquisition of a license" in two different sections of the plan, it is better to write "acquisition of licenses for accounting software" and "acquisition of licenses for the technology of welding works").

The name of the results of the activities should also be extremely specific. It doesn’t matter if you need to repeat part of the name of the event in the name of the result (for example: the event is “conclusion of an agreement for the supply of spare parts”, the result is “a concluded agreement for the supply of spare parts”; note that the short wording “concluded agreement” will not identify result, if the list of results of the activities is cited in another document without indicating the name of the activities).

It is necessary to distinguish between activities that lead to different results. In turn, differences in the results can manifest themselves in the statuses of the corresponding objects. For example, the general event “conclusion of an agreement” can be appropriately divided into “preparation of a draft agreement” with the result “draft agreement”, “approval of a draft agreement with a counterparty” with the result “draft agreement agreed with the counterparty” and “signing an agreement” with the result “signed agreement ". The expediency of this is due to the difference in the executors (the draft agreement is prepared by one party, agreed and signed by both), as well as the need to separate the deadlines (preparation of the draft agreement is a process fully controlled by one party; coordination is a bilateral process with the risk of delay due to the fault of the other party).

Requirements for results

This section provides performance requirements or links to sources of such requirements (for example, industry standards or local company regulations).

The section describing the requirements for the results is required if such requirements are not generally known or are not established by applicable law or local regulations of the organization. In particular, specific requirements for appointed or elected executors can be formulated in this section of the document.

Reporting and control

This section is devoted to the forms and methods of monitoring the implementation of activities.

If the organization has a local regulation that establishes the procedure for managing projects, which describes in sufficient detail the forms and methods for monitoring the implementation of projects, then in this section of the action plan it is sufficient to provide a link to the relevant sections of such a regulation with clarification of personalities.

Otherwise, this section of the action plan should include a minimum set of provisions to ensure control over the implementation of activities.

Reports on the implementation of activities are prepared, as a rule, along the entire vertical of activity management, from ordinary performers to the curator of activities, who reports to the body that approved the plan. At the same time, the frequency of reporting decreases as you move along the vertical of control from the bottom up. The main control function is performed by the curator of events; final decisions on activities are made by the body that approved the action plan. For instance:

The head of the working group weekly (on Monday of the week following the reporting one, until 10.00 Moscow time) reports in the prescribed form on the progress of the project to the curator of events.

The event curator reports on the implementation of events to the general director at least once every two weeks.

The control of activities, including the coordination of work plans, verification of compliance with the deadlines for the implementation of activities, verification (examination) of the compliance of the results of activities with the established requirements, is carried out by the curator of the activities.

Reporting forms may contain information on the achievement of project targets and administrative information on compliance with the deadlines for the implementation of activities, appointment of executors, planned actions (detailing the activities of the plan), problems in the course of the implementation of activities.

• Steps to be carried out.
• Results.
• Planned actions.
• Problems.
• Offers.

Applications

All the information that is necessary for the implementation of activities, but was not reflected in the main sections of the plan listed above, can be included in the annexes to the action plan.

Such information may include:

• plans for the use of resources, including financial ones (in other words, the budget of activities);
• a plan of communications and other actions accompanying the implementation of measures;
• risk analysis of events.

Literature

1. Pyzdek Th. The Six Sigma Project Planner: A Step-by-Step Guide to Leading a Six Sigma Project Through DMAIC – McGraw-Hill. - 2003. - 232 p.
2. Pyzdek Th., Keller P. The Six Sigma Handbook. — McGraw-Hill. - 2010. - 548 p.
3. Andersen B. Business processes. Improvement tools. – M.: RIA “Standards and quality”. - 2005. - 272 p.
4. GOST R 6.30-2003 “Unified Documentation Systems. Unified system of organizational and administrative documentation. Requirements for paperwork” (put into effect by the Decree of the State Standard of Russia dated 03.03.2003 No. 65-st).
5. Demidov E.E. Building a management system for a service company. - Controlling. - 2007. - No. 22. - p. 40 - 50.
6. Demidov E.E. Efficient use of working capital. / Handbook of the economist. - 2013. - No. 1. - p. 80 - 87.
7. Michael JL Lean Six Sigma: Combining Six Sigma Quality with Lean Speed. – M.: Alpina Business Books. - 2005. - 360 p.
8. Guide to the Project Management Body of Knowledge (PMBOK® Guide). Fourth edition. (Russian translation.) - Project Management Institute. - 2008. - 463 p.

She is also the “Ishikawa diagram” and the “fishbone diagram”.

They are also "time charts", "tape charts" or "Gantt charts".

Define - Define, Measure - Measure, Analyze - Analyze, Improve - Improve, Control - Check.

Such losses include: downtime (including waiting), accidents, repeated operations (operations not provided for by the work plan, but performed due to the failure of the planned operations), failure to comply with the norms for the speed of work, and other similar types of losses.

How this can be done is described in.

The information obtained will be the basis for the fight against the reduction of the variability of these random variables in the spirit of "Six Sigma", which in its entirety should be deployed in the next year of the project.

Manufacturers limit the spread of maintenance and repair technologies in every possible way in order to avoid the emergence of competitors.

Ideally, of course, losses should be reduced to zero, however, given the existing restrictions, including temporary ones, the 60% we have determined is a realistic goal. Specifying unrealistic goals devalues ​​both the plan and the entire project.

In a linear (arithmetic progression) or non-linear (geometric progression) way. In our example, the target was a monthly reduction in PPV of at least 8% from the level of the previous month - with a slight lead, since 100 x (1 - 8/100)12= 36.8.

In real terms, the full name is indicated. performers.

NPO - oilfield equipment.

It is useful to immediately limit the volume of such a report, say, to one page - then the project manager will be forced to give preference to the most significant achievements, plans and problems.

Sooner or later, any leader has to face the task of drawing up an action plan. Even if one exists in the head, transferring it to paper sometimes causes difficulties. In addition, it is often required to know not only how to plan an event, but also how to defend it in front of higher authorities.

Action plan - what is it?

This is the name of a document that sets goals and describes specific actions to achieve them, indicating deadlines. In addition, they necessarily provide for the definition of persons responsible for the implementation of certain prescribed actions.

You can draw up an action plan for specific events or for a particular period of work of the company or its division. Events in the general case can be one-time and regular, for the latter category it is customary to draw up regulations for holding. For example, how to draw up an action plan to eliminate disciplinary violations?

Any newly started project necessarily requires a clear scheme. This is due to the difficulties in organizing the work of a large mass of people. In order for each of the employees to understand their responsibilities, they need a detailed instruction, the foundations of which are laid down in the action plan.

Is he really needed?

This lesson - writing a plan - takes a lot of time, and sometimes questions arise as to its appropriateness. It should be clearly understood that for the correct execution of any process, it is necessary to take into account all the little things and foresee possible surprises.

It is especially important to have an action plan for the competent organization of the financial side of the matter. When translating a future project into the language of numbers, you are faced with the need to calculate each expense item. When drawing up a plan, it is important to adhere to the principles of economy, to use the available resources as rationally as possible.

If the goal is complex, including a whole range of activities, then the absence of a pre-written, well-thought-out plan can lead to complete chaos. Each new stage of the case will have to be carried out locally, which will take much more time and effort. With such a fractional approach to business, there is a high risk of losing the general direction of activity and getting bogged down in a large number of insignificant details.

How exactly is it compiled

How to plan an event? For all their great diversity, they have approximately the same structure and consist of similar paragraphs with identical terms, which include the following concepts:

• The goal is the planning of activities, the specific results of which we want to achieve. This is the basis of the entire plan.
• The activities themselves include those actions that should lead to the achievement of the expected results.
• The result is what we want to achieve after the implementation of the planned. It should be expressed in specific indicators, measured by numbers and clearly defined achievements.
• Deadlines are the time frames in which all planned activities should be laid. If we are talking about regularly repeating events, their frequency should be prescribed.
• Resources are understood as all material, technical, monetary assets allocated for the implementation of the plan.
• Responsible persons are those who manage the event and are responsible for its results. As such, individual employees or entire divisions of the company (organization) can act.

An important point is the definition of common criteria for the goal, taking into account the coordination of the interests of different departments and economic feasibility.

Plans in various areas

Consider how to draw up an event plan using specific examples.

Suppose you are the head of a certain institution. How to draw up an action plan for labor protection?

The algorithm of actions in this case looks like this: the employer must create a labor protection service or appoint a person responsible for this work. All this is fixed by the corresponding order. The action plan is a list of what the organization experiences objective needs according to the specifics of a particular production. At the same time, it is necessary to take into account the available technical possibilities.

A plan is drawn up for a specific year, reflecting the estimated time frame for each of the items. It must record the names and positions of those employees who are responsible for individual stages. Such a plan is approved by a collective agreement or an agreement on labor protection, accepted as an annex to it.

What does it contain

The list can vary greatly depending on the working conditions of a particular organization, enterprise, institution. Items included in it can generally be of the following form:

• assessment of working conditions and listing the necessary measures based on its results;
• measures for technological re-equipment;
• purchase of protective equipment for employees;
• verification and modernization of means of protection and signaling;
• installation of an automated control system;
• mechanization of cleaning and waste management processes, as well as the processing of hazardous and harmful substances.

• modernization of the ventilation system;
• checking and optimizing the desired level of lighting;
• development and installation of equipment for organizing people's recreation and providing drinking water;
• acquisition of the necessary means of protection and their storage;
• conducting briefings and training of personnel in safety and labor protection;
• training people in first aid;
• conducting regular medical examinations, as well as health and sports events for employees, etc.

Let's take care of nature

Another example is the preparation of an action plan for environmental protection. When designing and erecting any object, this document is mandatory and includes not only numbers, but also diagrams and diagrams.

Its development is based on the drawings of the object, the schematic layout of the settlement where it is located, the general plans of nearby enterprises. It must take into account the requirements of the law on the conservation of natural resources.

How to draw up a conservation action plan? Its main points are a list of actions, the purpose of which is to protect the environment, and a list of expected results. The first (main) part of the plan should include work to determine the level of harm caused by the object to nature. Further - actions that can eliminate or minimize these negative influences.

What else does it include

The third important point is a detailed estimate that takes into account all the costs of implementing the planned activities. A mandatory application of this documentation should be a map-scheme indicating the surrounding areas that may be affected by the activities of the enterprise or as a result of a theoretically possible accident.

The expected effectiveness of the planned actions is determined by analytical expert assessments, which approximately determine the degree of the future harmful impact of the object. Experts also offer methods to reduce the expected negative, which must certainly be reflected in the plan being drawn up.

Another paragraph of the document must contain specific data on the calculation of the volume of industrial waste with the installation of their allowable amount and ways to reduce emissions.

How to make a civil defense action plan

If you have to develop a civil defense action plan, you should first study the instructions of the leadership and clarify the order of the head of the district civil defense. Before developing such a document, the head of the organization should contact the military commissariat and find out the data on the supply of the necessary equipment and the conclusions adopted for possible cases of natural disasters or serious accidents.

Based on these guidelines, you should start developing plans for a particular institution or organization. The main condition is the reflection of real and scientifically substantiated events. The situation should be taken into account in the event of a possible use of weapons by a potential enemy, on the basis of which it will be possible to calculate the necessary amount of means and forces used to eliminate dangerous consequences and establish the facility’s labor activity.

The whole complex of planned actions must be carefully thought out in order to optimize the costs of effort, time and money and avoid unreasonable losses of people and equipment.

Where are they compiled?

Plans may refer to hospitals, emergency situations and the economy. They may concern educational, cultural or healthcare institutions. Such plans are in charge of the protection of the population in wartime or are drawn up in case of accidents or unforeseen natural disasters.

The next point is the regularity and bringing the object to readiness, indicating the sequence of each of the actions. If we are talking about peacetime, measures should be taken to prevent emergency situations, as well as to eliminate the consequences of those that have already happened.

The work plan for civil defense of each facility should be included in the list of main measures to protect the population for the current year. The purpose of such planning is an organized transition to wartime conditions, the theoretical necessity of which must be taken into account by definition.

The civil defense plan must necessarily have institutions that imply a mass stay of people in them. The need for such a plan is dictated by the possibility of terrorist threats and is aimed at improving the effectiveness of emergency measures and the organization of emergency rescue operations.

We go to a medical institution

Action plans are drawn up in a variety of areas. If, for example, by the nature of your official duties, you have to draw up a plan for pest control measures in health facilities, you should first of all analyze the situation for key points that require the attention of management in this particular area.

Such a plan may consist of organizational measures, including speeches and lectures for medical staff on the prevention of infectious diseases with the organization of tests, the conduct and quality control of disinfection and sterilization work, general cleaning in each of the departments, the identification of cases of infectious diseases and the implementation of a complex of anti-epidemic measures.

The plan should provide for administrative rounds of all departments in order to monitor compliance with the sanitary and hygienic regime, draw up a schedule of measures for disinfestation and deratization, and conduct the necessary sanitary and microbiological laboratory studies. The list of actions must necessarily include the provision, repair or replacement of medical equipment, the introduction of new methods of sterilization and disinfection. In addition, it is necessary to plan measures to prepare the premises for the heating season, systematic air disinfection, ventilation of the wards and compliance with the temperature regime.

An adequate supply of medicines and disinfectants should be provided, preventive conversations should be held among patients about the prevention of infectious diseases and the need for a healthy lifestyle.

How to draw up an action plan for the school-wide parent committee

Action plans are often developed in areas of public control. As an example, consider the work of the school parent committee. The purpose of his activity is active participation in school life, assistance to the teaching staff, organization of various events with children.

The parent committee is elected by the general meeting for a period usually equal to one academic year, and it will have to solve the problem of identifying the needs and interests of schoolchildren, determining ways to achieve them and drawing up an appropriate program.

How to make an action plan at school? What exactly should the parent committee do? The list may consist of holding scheduled parent meetings in the classroom with the formation of a school asset, designing information stands, working with dysfunctional families subject to intra-school registration. In this case, the task of the parent committee is to talk with those parents who are not able to provide the necessary control over the behavior and learning of children.

What should not be forgotten

The plan should include scheduling of meetings, school meals, medical care and hygiene measures. It may address the issue of school subbotniks with the involvement of parents, as well as the organization of round tables, career guidance events and parental consultations.

A separate item must necessarily include informing the school authorities about the decisions made by the committee and the progress of their implementation.

As a rule, the action plan of the parent committee includes issues of final certification of high school students, meetings with teachers for the purpose of consultations. The plan also encourages parents to participate in extracurricular activities and sports competitions throughout the school or class.

An additional point may be rewarding parents for success in education and active participation in school life.

 

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