Since planning can be applied in very diverse areas of a person's action, we will mention some of the most popular:

• - Military.

• - Administration.

• - Economy.

• - Emergencies.

• - Accounting.

• - Demographics.

• - Education.

• - Company.

• - Government.

• - Civil Engineering.

• - Software engineering.

• - Business model.

• - Worker.

• - Urban planning.

Planning is deciding today what will be done in the future, or in other words, planning is saying today where we want to be tomorrow and how we will get there. The planning process allows us to determine the destination, know the long-term objectives, optimize the use of resources, and be prepared for unexpected events.

It is generally an adaptive philosophy that aims to reconcile the different interests involved to achieve the organization's results. It can be active or passive.

Active adaptation changes the system environment to obtain efficiency. On the other hand, in passive adaptation only the behavior changes to achieve efficient performance.

• - Due to their time frame, they can be short, medium and long term.

• - Due to their specificity and frequency of use, they can be specific, technical or permanent.

• - Due to its breadth, planning can indicate the need for plans: strategic, tactical, operational and regulatory.

The first and the last are carried out in the long term, the second in the medium term and the third in the short term.

Depending on the nature of the organization, a set of aligned plans must be applied for its performance.

• - Purposes or Missions - The mission or purpose identifies the basic function or task of a company or any part of it. Any kind of organized operation has purposes or missions. In each social system, companies have a basic function or task assigned to them by society.

• - Objectives - The objectives or goals are the purposes to which the activity is directed: they are the results to be achieved. They represent the goal towards which the organization is heading, the integration of personnel, direction and control. The company's objectives are its basic plan; a department can also have its own objectives. Naturally, your goals contribute to the achievement of the company's objectives, but the two sets of goals may be completely different.

• - Strategies - They almost always denote a general program of action and a deployment of efforts and resources to achieve broad objectives. They are defined as the result of the process of deciding on the organization's objectives, on changes in them, on the resources used to achieve them and on the policies that must regulate the acquisition, use and disposal of these resources.

• - Policies - They are also plans in the sense that they are general statements or ways of understanding that guide or channel thought or action in decision making, they delimit the area within which a decision is to be made and ensure that it is in accordance with and contributes to the objectives. They are general statements or interpretations that guide or channel thinking in decision making. Policies define an area within which a decision is to be made and ensure that it is consistent with an objective and contributes to its achievement. Policies help decide issues before they become problems, make it unnecessary to analyze the same situation every time it arises, and unify other plans, allowing managers to delegate authority and maintain control over what their subordinates do.

• - Procedures - These are plans that establish a required method of managing future activities. They are guides for action rather than thought, detailing the exact way in which certain activities should be carried out. They are chronological sequences of required actions. Procedures cross department lines. For example, in an industrial company the procedure to handle orders safely will include the sales department, the finance department, the accounting department, the production department and the transportation department.

• - Rules - They clearly explain the required actions or the actions that should not be carried out, without allowing discretion in this. They are the simplest type of plan. Rules differ from procedures in that they guide action without specifying a time order. The procedure could be considered as a series of rules. The rule may or may not be part of a procedure. The essence of a rule is that it reflects an administrative decision that a certain action must or must not be carried out. You need to make sure you distinguish between rules and policies. The purpose of policies is to guide decision making by pointing out areas where managers can use their discretion. The rules, although they are also guides, do not allow flexibility in their application.

• - Programs - They are a set of goals, policies, procedures. rules, task assignments, steps to follow, resources to use and other elements necessary to carry out a certain course of action; They are usually supported by budgets.

• - Budgets - It is a statement of expected results, expressed in numerical terms. It can be considered as a program taken to numbers. The budget can be expressed in financial terms or in terms of labor hours, product units, machine hours, or any other numerically measurable term. The budget is necessary for control but cannot serve as a sensible control standard unless it reflects the plans. A budget usually implements a program, but it can itself be a program. The preparation of a budget depends on planning, the budget is the fundamental planning instrument of many companies and forces them to make a numerical compilation in advance of cash flow, expenses and income, capital outlays, labor utilization or expected machine hours. One of the main advantages of budgeting is that it forces managers to plan.

Strategic

It is the process by which executives chart the long-term direction of an entity by establishing specific performance objectives, taking into account internal and external circumstances to carry out selected action plans.

This is usually carried out within organizations at the management level, or the highest level of command, which is carried out through tactics and procedures used to achieve a specific or determined objective, planned in the long term of more than 5 years.

Strategic Planning also consists of planning strategies in any matter, or in the daily life of every person. Strategy in physical education is used in all games. Through the interaction between the strategic levels, what has been agreed can be reached.

Tactic

The tactical part is a continuous and permanent process, oriented to the near future, rationalizing decision-making, determining actions. And it is systemic, since it is a totality formed by the system and subsystems, seen from a systemic point of view. It is iterative, since it is projected and must be flexible to accept adjustments and corrections. It is a cyclical technique that allows measurements and evaluations as it is executed. It is dynamic and interactive with others, and is a technique that coordinates several activities to achieve the efficiency of the desired objectives.

The uncertainty caused by environmental pressures and influences must be assimilated by the intermediate or tactical part. It must be converted and interpreted in strategic decisions, at the highest level, into concrete plans at the medium level. It becomes plans that can be undertaken and, in turn, subdivided and detailed into operational plans to be executed at the operational level.

Operational

It occurs in employees, at the lowest level of the organization. It carries out immediate micro-planning of organizations, which details how the goals should be achieved. In reality, all the basic points of planning occur at the operational level, which greatly influences and determines, together with the tactical part, the obtaining of results.

The operational part includes task and operation schemes duly rationalized and subjected to a reductionist process typical of the closed system approach. It is organized based on programmable processes and computational techniques. It is about turning an idea into reality, or executing the purpose of an action through various means, working in the short term, generally less than 1 year.

Normative

It refers to the formation of norms, policies and rules established for the operation of an organization. It is supported by the creation of standards, methodologies and methods for the correct functioning of the planned activities.

The regulatory part refers to the establishment of rules and/or laws and/or policies within any group or organization, especially to maintain control, monitoring and development of planning, as well as the development of established standards and policies. Planning is closely linked to the design of the organizational structure. It is applied in very specific areas, which are generally those that monitor and define aspects that cannot be defined at other levels...

Contenido

Russell L. Ackoff identifica en la planeación cuatro actitudes generales, dependiendo del tipo de enfoque que se le otorgue. Estas actitudes pueden encontrarse mezcladas en diversas proporciones dentro de una organización, y pueden variar dependiendo de la situación:[2]​.

Inactive

Inactivists are satisfied with the current situation and believe that any intervention in the course of events will result in worsening their situation. They seek stability and survival so they are considered mostly conservative and focused on the present. In this category there is no planning, since the maximum objective is to maintain the organization with the least amount of changes possible.

Reactive

Re-activists prefer a previous state to the one they now find themselves in and are convinced that the situation is going from bad to worse. Their planning focuses on the past, which generally produces disdain for new technologies and practices that were not successfully integrated into the company's model or that did not result as expected within the scope in which it was located.

Proactive

Proactivists focus on the future and the possible opportunities it offers. They try to optimize the number of circumstances in which they could gain advantage later, so their planning system is based on predicting and preparing as best as possible and the quality of the results is proportional to the quality of this process and the speed of the organization's readjustment.

Interactive

Interactivists also focus on the future. The difference is that this future is manufactured thanks to the actions of the present: An attempt is made to “prevent” and not “prepare” for future crises in addition to “creating” and not “exploiting” possible opportunities. Within interactive planning, the future is considered something dynamic and malleable.

Relationship with systems theory.

It is important to highlight that System Dynamics can be fully applied to organizational administration, and therefore it is useful to take it into account when we talk about strategic planning. This theory considers that a system is a set of interrelated elements aimed at meeting a certain set of objectives.

Therefore, an entire company can be considered a system, but a specific area (for example, the IT department) is also a system on its own, more limited and with a more specific objective.

This is important because the definition of strategic and operational planning should be considered with respect to the system under analysis, and not with respect to a rigid entity.

For example, the definition of the vision and objectives of an organization may be strategic for it, while the definition of policies related to information systems will be simply operational. However, if the system analyzed is the computer science area, the definition of the above policies may be strategic. And the definitions of backup copies or server access policies will be operational.

In the field of business, organizations and systems, considering it as a system under analysis, strategic planning helps to have clear objectives, to define a program of actions to be carried out. In this way, a complex problem is separated into small portions that must be carried out little by little.

During its strategic development, the mission, vision, values ​​and objectives of the organization should be defined.

The mission is to fulfill the purpose for which the organization was created.

The vision is the situation in which the organization is intended to be in the long-term future. For example, if you want the company to be a leader in roof sales in a certain region, with qualified human resources and an excellent relationship with the community within a period of five or ten years.

The values are the set of rules by which collaborators within the organization are governed.

Their importance is that they guide the path, choose parameters, establish the culture and organizational climate of the company, and commit staff to conduct themselves with integrity.

'Steps to Formulate Them¨.

Step 1 Establish the values ​​that the members of the work team have, a list is made of them.

Step 2 Each value in the list is given a score, to define the most relevant one, from that list 4 to 6 values ​​are chosen.

Step 3 The definition of each value is found and applied to the company.

Step 4 A list of the actions that strengthen the assigned values ​​is made.

Goals are more specific than the vision, but share a similar time frame. It can be said that the objective encompasses a dimension of the vision. For example, the objectives could be to increase sales share; improve human resources training; improve the image of the company in the community, etc.

Important characteristics of the Objectives

Measurable

Achievable

Realistic

Motivators.

Strategic planning must be directed at the three strategic levels of an organization, which are the Directive, Managerial and Operational levels, this is with the purpose of ensuring that there is congruence in what is planned with what can really be done in the different areas of the organization.

Strategic planning is carried out in order to define the future situation of the organization, before the future defines it.

It should be noted that some authors in the field of organizational administration consider that objectives and goals are synonymous. Others consider that the definitions in the previous paragraph correspond to the objectives, while the goals are a specific measure of the objectives. Another group of authors uses both terms in exactly opposite ways.

In most organizations, planning objectives are summarized in obtaining benefits for their shareholders, employees, society and the environment.

Assigning resources to each task (time, money or man hours) is the responsibility of those in charge of planning, as is the order in which each task will be carried out.

It is required to use existing methodologies, models, methods and standards, mainly with regard to law and administration.

When aspects such as the above do not exist, it is necessary to create methodologies, models or systems that allow establishing the rules within the organization or society.

The areas within organizations that use the normative part are usually the main ones on which countless areas depend, because they mark the most general lines of work, they provide the guidelines so that they align around what they point out, they are independent areas on which other structures depend.

To achieve an adequate function of the organizations, the four types of plans must be aligned, making the pertinent adjustments in each section.

Planning is necessary in all areas of human life: personal, work, social, and in all types of organizations. The use of the word planning (more common in capitalist societies) includes a principle of application: rationalization, related to compliance with the maxim: "Effectiveness and efficiency." In socialist societies the concept to be managed is planning. They are distinguished by having other types of characteristics in their application.

The development of all types of planning, due to its breadth, must follow a series of steps, a delimitation of the scope, time, place, definition of the means and resources available must be made, this implies carrying out a prior analysis of the place where it will be applied.

You can continue making a diagnosis of the situation, where you can see:

• - Resources;

• - The internal and external (the environment included);

• - Opportunities and strengths, weaknesses and threats.

Every approach is limited, so the development of the previous points is necessary to be able to define a way to solve a problem and achieve its desired scope.

If we have a proposed solution, we move on to the development part, in which it is necessary to define the approach to be used, indicating, within the development, a general outline of what will be carried out, including the extent to be used: strategic, tactical, operational.

Within this approach, it is inevitable to fail to mention the following:

1. • The incidence of the administrative process as a system within planning and organization.

2. • The breadth of planning.

3. • The type of planning over time, long term, medium term, short term.

4. • Mission, values, vision, purposes.

5. • Specific objectives, goals, models, policies and standards.

6. • Analysis of the solution proposal, choice of the solution proposal.

7. • Internal and external measurable factors, characteristics of the solution.

8. • Attitude of the plan, principles of planning.

9. • Definition of some other added approach.

10. • Philosophy to use.

11. • Development of the plan, implementation and evaluation.

Another type of characteristics that distinguish planning is the existence of the decision maker. When planning is carried out, there must be a strong commitment on the part of all members of the organization; In planning, the plan is the most important thing, and all members must know it. The decision maker is important, because he is the one who must have the ability to be able to define the differences that exist in some definition or activity to be carried out. You must also monitor the progress of tasks and be able to apply adaptive changes within the planning. You must have certain leadership and make decisions at the respective level.

• - Interactive planning.

• - Planning (water resources) "Planning (water resources)").

• - Strategic planning.

• - Tourism planning.

• - System dynamics.

• - Complex system.

• - Dynamic system.

Ackoff, Russell. (2002) The Ackoff.Popis paradigm

Miklos, Tello. (2003) Prospective planning.

Juá, S. (2004) Comprehensive administration system for the E.B.R.C.E.B. in the D.F..

Churchman, C. W. (1993) The systems approach. Ed. Diana.

Phillips, L. (1997). Do front test measure executive function? Issues of assessment and evidence from fluency test. In P. Rabbit (Ed.), Methodology of Frontal and Executive Function. Hove. Psychology Press.

• - PymeTips.

• - From the Trench.

Since planning can be applied in very diverse areas of a person's action, we will mention some of the most popular:

• - Military.

• - Administration.

• - Economy.

• - Emergencies.

• - Accounting.

• - Demographics.

• - Education.

• - Company.

• - Government.

• - Civil Engineering.

• - Software engineering.

• - Business model.

• - Worker.

• - Urban planning.

Planning is deciding today what will be done in the future, or in other words, planning is saying today where we want to be tomorrow and how we will get there. The planning process allows us to determine the destination, know the long-term objectives, optimize the use of resources, and be prepared for unexpected events.

It is generally an adaptive philosophy that aims to reconcile the different interests involved to achieve the organization's results. It can be active or passive.

Active adaptation changes the system environment to obtain efficiency. On the other hand, in passive adaptation only the behavior changes to achieve efficient performance.

• - Due to their time frame, they can be short, medium and long term.

• - Due to their specificity and frequency of use, they can be specific, technical or permanent.

• - Due to its breadth, planning can indicate the need for plans: strategic, tactical, operational and regulatory.

The first and the last are carried out in the long term, the second in the medium term and the third in the short term.

Depending on the nature of the organization, a set of aligned plans must be applied for its performance.

• - Purposes or Missions - The mission or purpose identifies the basic function or task of a company or any part of it. Any kind of organized operation has purposes or missions. In each social system, companies have a basic function or task assigned to them by society.

• - Objectives - The objectives or goals are the purposes to which the activity is directed: they are the results to be achieved. They represent the goal towards which the organization is heading, the integration of personnel, direction and control. The company's objectives are its basic plan; a department can also have its own objectives. Naturally, your goals contribute to the achievement of the company's objectives, but the two sets of goals may be completely different.

• - Strategies - They almost always denote a general program of action and a deployment of efforts and resources to achieve broad objectives. They are defined as the result of the process of deciding on the organization's objectives, on changes in them, on the resources used to achieve them and on the policies that must regulate the acquisition, use and disposal of these resources.

• - Policies - They are also plans in the sense that they are general statements or ways of understanding that guide or channel thought or action in decision making, they delimit the area within which a decision is to be made and ensure that it is in accordance with and contributes to the objectives. They are general statements or interpretations that guide or channel thinking in decision making. Policies define an area within which a decision is to be made and ensure that it is consistent with an objective and contributes to its achievement. Policies help decide issues before they become problems, make it unnecessary to analyze the same situation every time it arises, and unify other plans, allowing managers to delegate authority and maintain control over what their subordinates do.

• - Procedures - These are plans that establish a required method of managing future activities. They are guides for action rather than thought, detailing the exact way in which certain activities should be carried out. They are chronological sequences of required actions. Procedures cross department lines. For example, in an industrial company the procedure to handle orders safely will include the sales department, the finance department, the accounting department, the production department and the transportation department.

• - Rules - They clearly explain the required actions or the actions that should not be carried out, without allowing discretion in this. They are the simplest type of plan. Rules differ from procedures in that they guide action without specifying a time order. The procedure could be considered as a series of rules. The rule may or may not be part of a procedure. The essence of a rule is that it reflects an administrative decision that a certain action must or must not be carried out. You need to make sure you distinguish between rules and policies. The purpose of policies is to guide decision making by pointing out areas where managers can use their discretion. The rules, although they are also guides, do not allow flexibility in their application.

• - Programs - They are a set of goals, policies, procedures. rules, task assignments, steps to follow, resources to use and other elements necessary to carry out a certain course of action; They are usually supported by budgets.

• - Budgets - It is a statement of expected results, expressed in numerical terms. It can be considered as a program taken to numbers. The budget can be expressed in financial terms or in terms of labor hours, product units, machine hours, or any other numerically measurable term. The budget is necessary for control but cannot serve as a sensible control standard unless it reflects the plans. A budget usually implements a program, but it can itself be a program. The preparation of a budget depends on planning, the budget is the fundamental planning instrument of many companies and forces them to make a numerical compilation in advance of cash flow, expenses and income, capital outlays, labor utilization or expected machine hours. One of the main advantages of budgeting is that it forces managers to plan.

Strategic

It is the process by which executives chart the long-term direction of an entity by establishing specific performance objectives, taking into account internal and external circumstances to carry out selected action plans.

This is usually carried out within organizations at the management level, or the highest level of command, which is carried out through tactics and procedures used to achieve a specific or determined objective, planned in the long term of more than 5 years.

Strategic Planning also consists of planning strategies in any matter, or in the daily life of every person. Strategy in physical education is used in all games. Through the interaction between the strategic levels, what has been agreed can be reached.

Tactic

The tactical part is a continuous and permanent process, oriented to the near future, rationalizing decision-making, determining actions. And it is systemic, since it is a totality formed by the system and subsystems, seen from a systemic point of view. It is iterative, since it is projected and must be flexible to accept adjustments and corrections. It is a cyclical technique that allows measurements and evaluations as it is executed. It is dynamic and interactive with others, and is a technique that coordinates several activities to achieve the efficiency of the desired objectives.

The uncertainty caused by environmental pressures and influences must be assimilated by the intermediate or tactical part. It must be converted and interpreted in strategic decisions, at the highest level, into concrete plans at the medium level. It becomes plans that can be undertaken and, in turn, subdivided and detailed into operational plans to be executed at the operational level.

Operational

It occurs in employees, at the lowest level of the organization. It carries out immediate micro-planning of organizations, which details how the goals should be achieved. In reality, all the basic points of planning occur at the operational level, which greatly influences and determines, together with the tactical part, the obtaining of results.

The operational part includes task and operation schemes duly rationalized and subjected to a reductionist process typical of the closed system approach. It is organized based on programmable processes and computational techniques. It is about turning an idea into reality, or executing the purpose of an action through various means, working in the short term, generally less than 1 year.

Normative

It refers to the formation of norms, policies and rules established for the operation of an organization. It is supported by the creation of standards, methodologies and methods for the correct functioning of the planned activities.

The regulatory part refers to the establishment of rules and/or laws and/or policies within any group or organization, especially to maintain control, monitoring and development of planning, as well as the development of established standards and policies. Planning is closely linked to the design of the organizational structure. It is applied in very specific areas, which are generally those that monitor and define aspects that cannot be defined at other levels...

Contenido

Russell L. Ackoff identifica en la planeación cuatro actitudes generales, dependiendo del tipo de enfoque que se le otorgue. Estas actitudes pueden encontrarse mezcladas en diversas proporciones dentro de una organización, y pueden variar dependiendo de la situación:[2]​.

Inactive

Inactivists are satisfied with the current situation and believe that any intervention in the course of events will result in worsening their situation. They seek stability and survival so they are considered mostly conservative and focused on the present. In this category there is no planning, since the maximum objective is to maintain the organization with the least amount of changes possible.

Reactive

Re-activists prefer a previous state to the one they now find themselves in and are convinced that the situation is going from bad to worse. Their planning focuses on the past, which generally produces disdain for new technologies and practices that were not successfully integrated into the company's model or that did not result as expected within the scope in which it was located.

Proactive

Proactivists focus on the future and the possible opportunities it offers. They try to optimize the number of circumstances in which they could gain advantage later, so their planning system is based on predicting and preparing as best as possible and the quality of the results is proportional to the quality of this process and the speed of the organization's readjustment.

Interactive

Interactivists also focus on the future. The difference is that this future is manufactured thanks to the actions of the present: An attempt is made to “prevent” and not “prepare” for future crises in addition to “creating” and not “exploiting” possible opportunities. Within interactive planning, the future is considered something dynamic and malleable.

Relationship with systems theory.

It is important to highlight that System Dynamics can be fully applied to organizational administration, and therefore it is useful to take it into account when we talk about strategic planning. This theory considers that a system is a set of interrelated elements aimed at meeting a certain set of objectives.

Therefore, an entire company can be considered a system, but a specific area (for example, the IT department) is also a system on its own, more limited and with a more specific objective.

This is important because the definition of strategic and operational planning should be considered with respect to the system under analysis, and not with respect to a rigid entity.

For example, the definition of the vision and objectives of an organization may be strategic for it, while the definition of policies related to information systems will be simply operational. However, if the system analyzed is the computer science area, the definition of the above policies may be strategic. And the definitions of backup copies or server access policies will be operational.

In the field of business, organizations and systems, considering it as a system under analysis, strategic planning helps to have clear objectives, to define a program of actions to be carried out. In this way, a complex problem is separated into small portions that must be carried out little by little.

During its strategic development, the mission, vision, values ​​and objectives of the organization should be defined.

The mission is to fulfill the purpose for which the organization was created.

The vision is the situation in which the organization is intended to be in the long-term future. For example, if you want the company to be a leader in roof sales in a certain region, with qualified human resources and an excellent relationship with the community within a period of five or ten years.

The values are the set of rules by which collaborators within the organization are governed.

Their importance is that they guide the path, choose parameters, establish the culture and organizational climate of the company, and commit staff to conduct themselves with integrity.

'Steps to Formulate Them¨.

Step 1 Establish the values ​​that the members of the work team have, a list is made of them.

Step 2 Each value in the list is given a score, to define the most relevant one, from that list 4 to 6 values ​​are chosen.

Step 3 The definition of each value is found and applied to the company.

Step 4 A list of the actions that strengthen the assigned values ​​is made.

Goals are more specific than the vision, but share a similar time frame. It can be said that the objective encompasses a dimension of the vision. For example, the objectives could be to increase sales share; improve human resources training; improve the image of the company in the community, etc.

Important characteristics of the Objectives

Measurable

Achievable

Realistic

Motivators.

Strategic planning must be directed at the three strategic levels of an organization, which are the Directive, Managerial and Operational levels, this is with the purpose of ensuring that there is congruence in what is planned with what can really be done in the different areas of the organization.

Strategic planning is carried out in order to define the future situation of the organization, before the future defines it.

It should be noted that some authors in the field of organizational administration consider that objectives and goals are synonymous. Others consider that the definitions in the previous paragraph correspond to the objectives, while the goals are a specific measure of the objectives. Another group of authors uses both terms in exactly opposite ways.

In most organizations, planning objectives are summarized in obtaining benefits for their shareholders, employees, society and the environment.

Assigning resources to each task (time, money or man hours) is the responsibility of those in charge of planning, as is the order in which each task will be carried out.

It is required to use existing methodologies, models, methods and standards, mainly with regard to law and administration.

When aspects such as the above do not exist, it is necessary to create methodologies, models or systems that allow establishing the rules within the organization or society.

The areas within organizations that use the normative part are usually the main ones on which countless areas depend, because they mark the most general lines of work, they provide the guidelines so that they align around what they point out, they are independent areas on which other structures depend.

To achieve an adequate function of the organizations, the four types of plans must be aligned, making the pertinent adjustments in each section.

Planning is necessary in all areas of human life: personal, work, social, and in all types of organizations. The use of the word planning (more common in capitalist societies) includes a principle of application: rationalization, related to compliance with the maxim: "Effectiveness and efficiency." In socialist societies the concept to be managed is planning. They are distinguished by having other types of characteristics in their application.

The development of all types of planning, due to its breadth, must follow a series of steps, a delimitation of the scope, time, place, definition of the means and resources available must be made, this implies carrying out a prior analysis of the place where it will be applied.

You can continue making a diagnosis of the situation, where you can see:

• - Resources;

• - The internal and external (the environment included);

• - Opportunities and strengths, weaknesses and threats.

Every approach is limited, so the development of the previous points is necessary to be able to define a way to solve a problem and achieve its desired scope.

If we have a proposed solution, we move on to the development part, in which it is necessary to define the approach to be used, indicating, within the development, a general outline of what will be carried out, including the extent to be used: strategic, tactical, operational.

Within this approach, it is inevitable to fail to mention the following:

1. • The incidence of the administrative process as a system within planning and organization.

2. • The breadth of planning.

3. • The type of planning over time, long term, medium term, short term.

4. • Mission, values, vision, purposes.

5. • Specific objectives, goals, models, policies and standards.

6. • Analysis of the solution proposal, choice of the solution proposal.

7. • Internal and external measurable factors, characteristics of the solution.

8. • Attitude of the plan, principles of planning.

9. • Definition of some other added approach.

10. • Philosophy to use.

11. • Development of the plan, implementation and evaluation.

Another type of characteristics that distinguish planning is the existence of the decision maker. When planning is carried out, there must be a strong commitment on the part of all members of the organization; In planning, the plan is the most important thing, and all members must know it. The decision maker is important, because he is the one who must have the ability to be able to define the differences that exist in some definition or activity to be carried out. You must also monitor the progress of tasks and be able to apply adaptive changes within the planning. You must have certain leadership and make decisions at the respective level.

• - Interactive planning.

• - Planning (water resources) "Planning (water resources)").

• - Strategic planning.

• - Tourism planning.

• - System dynamics.

• - Complex system.

• - Dynamic system.

Ackoff, Russell. (2002) The Ackoff.Popis paradigm

Miklos, Tello. (2003) Prospective planning.

Juá, S. (2004) Comprehensive administration system for the E.B.R.C.E.B. in the D.F..

Churchman, C. W. (1993) The systems approach. Ed. Diana.

Phillips, L. (1997). Do front test measure executive function? Issues of assessment and evidence from fluency test. In P. Rabbit (Ed.), Methodology of Frontal and Executive Function. Hove. Psychology Press.

• - PymeTips.

• - From the Trench.