Scenario planning exercises that examine strategies for the next 2, 5, or 10 years are expensive, and apply more to executives and senior managers than at the program or product level.
- [Instructor] Scenario planning exercises…that examine strategies for the next two, five,…or 10 years are expensive…and frankly, they apply more to executives…and senior managers than at the program, project,…or product level.…Even so, we can use the same techniques for our own work…for prospective scenario generation.…When you're look at the tactical level…and trying to determine what's going to happen next,…typically, you want to bring in as many people…as possible into the room…and then ask them questions about what's been going on.…
The problem, of course, is that also costs money…and you have to be able to bring everyone together…and coordinate their schedules,…which is almost impossible,…and even though it might not cost you as much…as an executive lunch,…it is still costing you some money,…and of course, there's an opportunity cost in productivity.…That means as someone who's performing scenario analysis,…you need to be able to interact…with people on their own terms…and get in touch in the way that works best for them.…
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- Designing a scenario-planning exercise
- Estimating scenario plausibility and outcomes
- Establishing parameter value ranges
- Calculating the standard deviation of a dataset
- Indicating the probability of a scenario value occurring
- Walking through a scenario presentation
- Performing retrospective analysis using a PivotTable
- Changing PivotTable summary operations