We still need to achieve a third level of definition of what has to be done. The goals are the first level while the objectives are the second level. The third level is tasks, which are important to bring the vision down to the operational level. The tasks are those things that must be done in the next year to get the company on the path toward goal accomplishment. The task list will be extensive because it includes all the routine, mundane things to make the business operate. Tasks are the many mission-essential things you must do each day. They are the intermediate steps to the objectives.
The best way for your planning team to develop the task list for the operational plan is to step away from the information and ask a question: What are all the things we need to do next year to get this plan in place? This question leads to a series of items, which are your tasks. Take care when assigning responsibilities and times to the tasks. The reason we develop the level of definition called tasks is to define work to be done. The problem is that three sets of tasks appear in the planning model. One set is derived from the goals, objectives, and tasks just developed. Another set of tasks is the implied tasks from the mission analysis. There is a third set of tasks that create noise. Human resources complicate the picture with its own set of tasks called job descriptions, position descriptions, or performance measures. Combine the three task groups into one list of four or five key tasks the employee is to do each day. This is a good way to reduce the paperwork of the HR department, eliminate the frustration of the employee, and get your organization back on track doing the things it needs to be doing to be successful.