How to write a complete operation plan?

The three golden tools in operations work are writing plans, revising plans, and implementing plans. There was one thing that always puzzled me. Why do people on the Internet keep joking that no matter how hard you work, you can't be as good as those who make PPTs? Later I understood that this sentence seemed to be true. All reports, plans, and presentations of results are channels for presentation upwards, so it is really important to write them well.

Therefore, as a qualified operator, being able to write a good plan is a skill that must be cultivated. On the road of cultivation, I have recently had some thoughts on how to write a complete operation plan , and I would like to share them with you for discussion.

1. Why do we need to write a plan?

I think it is meaningless to discuss how to write a proposal without considering this issue, so this "philosophical question" must be discussed first. I have heard many definitions of work, but the one I agree with most is this: society is a collection of problems, a "garbage dump" full of problems, and the company/boss is willing to pay you, and the core purpose is to let you solve the problems. A plan is a presentation of your thoughts and plans before doing something.

Therefore, there are two main purposes for writing a plan:

1. Let leaders/clients know your ideas and thoughts

2. It enables you to think twice before acting, so that the subsequent execution can be orderly and based on evidence.

The reason why many people find it painful to write a proposal is that they always feel that the proposal is written for the client, or for the leader or boss. The driving force for writing well comes from always remembering that you are writing for yourself, which helps you sort out your thoughts and better arrange your work later.

2. Ideas for writing an operation plan

Since it is clear that the purpose of writing a proposal is to demonstrate ideas and plan execution, these two points should be kept in mind when writing all proposals.

1. How to present ideas? Simply put, what is the context in which you are doing this, what goals do you want to achieve, and how do you measure the results of achieving your goals?

Keywords: background, current situation, goals, results

2. How to display the execution plan? Think about what specific execution strategy you want to achieve this? (People, things, finance, resources, time schedule, etc.) Is there a risk plan?

Keywords: execution strategy, risk management

The basic logic of writing a plan is roughly like this. There is nothing special about the content of this section. To ensure the integrity of the structure, I have to explain my ideas before moving on to the next section.

3. Use operational thinking to reverse the plan

I wrote an article last year: How to use "operational thinking" to choose running equipment? Combining his own interests, he explained how to determine goals, break down goals, inventory resources, conduct research, make plans, and how to check and adjust.

This idea also applies when we write a plan. The topic of how to cultivate and utilize "operational thinking" is worth discussing.

Since I usually write some things myself and sometimes give some suggestions to my friends around me within my ability, some friends have asked me, I see that the operations stuff you write is quite relevant, how did you learn the operations sense and thinking like you? I have only been working in operations for a short time, and I am still learning a lot of things and details, but I just have a rough framework in my mind.

I learned a way of thinking in the book before, which is worth your understanding.

When you think of Apple, what's the first thing that comes to your mind? Some people thought of edible apples, canned apples, or the mobile phone in Jobs' hand. This kind of thinking is actually relatively confused. The correct way to disassemble "Apple" should be

Similarly, in the actual operation process, how to break down ideas and goals, as long as the purpose is clear, the ideas are the same.

For example, at this stage of the online education industry, our operational goal is to increase the student renewal rate. We can sort out all the factors that affect the renewal rate, as shown in the following figure: (This is just an example. Due to differences in companies and different indicators, the description may not be accurate)

The higher the rate of the previous indicator, the higher the data leaked to the next layer. After sorting out the influencing factors, we continue to break down the influencing factors. For example, in terms of homework submission rate, the influencing factors we can consider are:

1. Difficulty of homework (content)

2. Complexity of operating system (production and research)

3. Frequency of reach (operation)

4. Reach content (operation)

5. Reach method (operation)

6. Reward mechanism for completing assignments (operation)

…….

Each of the above links can be further broken down. The main thing is to consider the factors that affect the job submission rate at each layer. After sorting them out, combine them with an inventory of your own resources and make a plan. For example, division of labor among personnel, time node scheduling, operating budget and required resources, etc.

To understand how to balance resources and benefits, you can refer to the concept of "operation cube". (I will talk about it again when I have the chance)

The above examples are biased towards the C-end, but are still applicable to the B-end scenario, but the indicators are replaced with delivery satisfaction, praise rate, etc.

Author: Slow Vision

Source: Slow Vision