In this month’s Final Friday Feature we will address…

2 O’clock: T&D Operations Planning and Management System

2.1    Annual Operations Planning and Budgeting Process

2.2    Quarterly Operations Planning and Budgeting Updates Process

2.3    Forecasting and Accounting Process

This 12-part Blog series addresses the systems and processes of an organizational entity addressing T&D/ Learning/ Knowledge Management. Original source is my 2001 book:

Free Book PDF

For more on this model please see the free 400+ page book: T&D Systems View at www.eppic.biz – which is intended as both an analytic and design tool – here.

The T&D/ L&D Clockface Model

We are “rockin’ round the clock” starting from the 12 O’Clock portion of the model – the most important sub-system in the system you have in place for T&D/ Learning/ Knowledge Management – IMO.

Your models may vary.

The 12 clockface positions of the T&D Systems View model each represent a subset of the total system’s Processes of T&D.

They are organized into three groupings:

– T&D Leadership Systems and Processes

– T&D Core Systems and Processes

– T&D Support Systems and Processes

2 O’clock: T&D Operations Planning and Management System

2.1    Annual Operations Planning and Budgeting Process

2.2    Quarterly Operations Planning and Budgeting Updates Process

2.3    Forecasting and Accounting Process

T&D Operations Planning and Management System – This system’s processes organize and guide the day-to-day operations and management of the various T&D operations to ensure consistency with the strategies of T&D and the strategies of its key, critical stakeholders.

2.1    Annual Operations Planning and Budgeting Process Outputs and Their “Utilities”

The key outputs from the Annual Operations Planning and Budgeting Process include the following:

Key Outputs	Key Utilities
Operational plan and budget	Provides specific, detailed annual plans and budgets to all of the other T&D systems in order to carry out the current T&D operational plan through the other T&D systems (to be adjusted as needed).

Is It Broken? Clues and Cues

Your Annual Operations Planning and Budgeting Process may be broken if

• You don’t have an annual plan tied to specific projects and efforts.
• You never have the right amount of human, environmental, and financial resources necessary for getting the high-priority demand/must-do projects completed in a timely, quality fashion.
• Forecasted project costs, schedules, and returns on investments are seldom accurate.

2.2    Quarterly Operations Planning and Budgeting UpdatesProcess Outputs and Their “Utilities”

The key outputs from the Quarterly Operations Planning and Budgeting Updates Process include the following:

Key Outputs	Key Utilities
Updated annual plan and resource forecasts (quarterly)	Ensure that the T&D plan update/change requirements driven by the customers and other internal entities are understood and are in control.

Is It Broken? Clues and Cues

Your Quarterly Operations Planning and Budgeting Updates Process may be broken if

• You can’t tell quarter by quarter how well you will do in meeting the project goals with the necessary resources.
• The shifting needs of the enterprise and the tradeoff decisions between projects aren’t being made (if there are not enough resources to allocate in a timely manner).

2.3    Forecasting and Accounting Process Outputs and Their “Utilities”

The key outputs from the Forecasting and Accounting Process include the following:

Key Outputs	Key Utilities
Financial status updates for all operational projects and activities	Allow monitoring of each project or activity individually and in total to better manage and adjust as needs dictate.

Is It Broken? Clues and Cues

• Your Forecasting and Accounting Process may be broken if
• You don’t know where you stand at all times and for all current projects in regard to your project and financial status and your project continuation/completion financial obligations.

Prior Posts In This 2015 Series

Part 1: 12 O’clock: The T&D Governance & Advisory System – January 2015

Part 2: 1 O’clock: The T&D Strategic Planning System –  February 2015

Free Book PDF

For more on this model please see the free 400+ page book: T&D Systems View at www.eppic.biz – which is intended as both an analytic and design tool – here.

Guy W. Wallace

Guy W. Wallace, has been an external ISD/HPT consultant since 1982, is the president of EPPIC Inc., and is a past president of ISPI – the International Society for Performance Improvement. He has consulted with 75+ clients on ISD efforts since 1982, including projects with more than 45 F500 firms.

He is the author of the book:  lean–ISD, a recipient of an ISPI 2002 Award of Excellence. He has also authored/co-authored 13 other books.

He may be reached via, and related resources may be obtained, at his web site: www.eppic.biz or via email at: guy.wallace @ eppic.biz

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