Planning process

Reach cost trust and control are evaluation criteria. In exams treat criteria based comparison as evaluation.

A combination of alternatives may also be selected in selection. In exams understand combined final plan as selection.

Calendar budget and duties are execution tools. In exams connect resources and duties with implementation.

Reviewing results and correcting is follow up. In exams treat below target plus change as follow up.

Objective tells what is to be achieved and premise tells what future condition is assumed. In exams keep goal and assumption separate.

To become better is a vague objective but price rise is a clear premise. In exams identify vague objectives.

Separating internal and external assumptions is part of developing premises. In exams identify classification of premises.

Fund availability is an important part of feasibility. In exams treat resources and funds as evaluation criteria.

Authority and responsibility are both necessary in implementation. In exams treat missing authority as implementation gap.

A costly option may relate to poor evaluation or selection. In exams treat cost issue after correct premise as evaluation improvement.

Follow up reviews results against the objective. In exams connect target versus actual with follow up.

Common premises allow comparison of alternatives on the same basis. In exams connect same assumptions with fair evaluation.

Evaluation should be according to the objective. In exams connect profit versus brand trust with objective based evaluation.

Finalising is selection and purchase orders are implementation. In exams understand the difference between decision and action.

Measuring actual performance is part of follow up. In exams treat no measurement after implementation as missing follow up.

In follow up actual is compared with target. In exams connect unclear objective with weak follow up.

Cost quality and delivery balance are evaluation criteria. In exams treat trade off decision as evaluation.

When premise changes evaluation and selection may need to be repeated. In exams treat changed premise as a review trigger.

Even when target is achieved cost deviation gives learning. In exams connect follow up learning with improvement in next evaluation.

Without considering resource limits the objective may become unrealistic. In exams connect resource limit with objective feasibility.

Better premises are based on facts and analysis. In exams treat data based assumptions as strong premises.

Employees' suggestions can give practical alternatives. In exams write missed practical option as weak alternative identification.

Selection should be based on evaluation. In exams treat personal preference without evaluation as wrong selection.

Supporting policies give direction to implementation. In exams treat missing supporting plans as implementation weakness.

A planning process is not a one-time straight line; it includes feedback from implementation and follow-up. Managers compare actual performance with the objectives, identify deviations, and study why they occurred. This information can lead them to revise future objectives, premises, assumptions, methods, or resource allocations. Option A is correct because it describes feedback as an input into the next planning cycle. Option B incorrectly denies the corrective value of follow-up. Option C is wrong because business conditions and planning premises may change. Option D reverses the sequence, since alternatives are selected only after objectives, premises, and evaluation have been considered.