Throughout this book, I’ve been reinforcing as much as I could that it’s about planning, not the plan. In this chapter I want to gather all the pieces together and drive that point home.
This chapter is about planning as management.
|Plan vs. Actual Analysis||It’s not just accounting, or the technical term variance. It’s about the management that results from it.|
|Management and Accountability||It doesn’t happen automatically. Accountability is a matter of setting the right metrics and tracking performance. This should be part of the planning process.|
|Crystal Ball and Chain||Realize that some people fear metrics and planning as something that will be used against them in the future. Avoid this problem by making sure it’s collaborative.|
|Set Expectations and Follow Up||The secret of management is setting expectations and following up with reviews of performance. This is part of your planning process.|