Extension planning rules: Planning Permission – Extensions – Planning Portal

Planning permission: extensions | GOV.WALES

Guidance

An extension or addition to your house is considered to be permitted development, not requiring an application for planning permission, subject to limits and conditions. There are different limits and conditions for rear extensions and side extensions, and for single storey and extensions of more than one storey.

All extensions

No extension can be constructed in front of the principal elevation of your house.
No more than half of the area of land around the original house can be covered by an extension.
The extension cannot be higher than the highest part of the roof of the existing dwelllinghouse.
The extension cannot be higher than the height of the eaves of the existing dwellinghouse.
If your extension is located within 2 metres of a boundary of your house, the eaves height of the extension cannot exceed 3 metres.
If your extension is within 2 metres of a boundary of your house, it cannot exceed 4 metres in height.
The appearance of the materials used in the extension must, as far as possible, match those used for your existing home.
You may not build verandas, raised platforms, roof terraces or balconies. A Juliet balcony that has no platform, does not project from the extension by more than 300mm, is not within 10.5m of the side boundary of your house, and is not fixed to the principal elevation of your house is permitted. Shutters on the principal elevation of your house are not permitted.

Single storey rear extensions

Single storey extensions must not extend beyond the rear wall of your house by more than 4 metres, and cannot exceed 4 metres in height.

Rear extensions with more than one storey

the ground floor part of the extension cannot extend beyond the rear wall of the house by more than 4 metres
the upper floor part of the extension cannot extend beyond the rear wall of the house by more than 3 metres
the distance between the rear wall of the extended part of the house and the rear boundary of the house, normally the rear garden fence or wall, must be at least 10. 5 metres
any upper floor window in the side elevation of the extension must be obscure glazed and non-opening, unless the window is 1.7 metres above floor level
the roof pitch of the extension must, as far as it practical, match the pitch of the existing dwellinghouse
rear extensions of more than one storey are not permitted in a conservation area, national park, an area of outstanding natural beauty or a World Heritage Site.

Single storey side extensions

single storey side extensons cannot be closer to a highway than any wall in the side elevation of the existing dwellinghouse, or at least 10.5 metres from the highway, whichever is nearest the highway
single storey side extensions cannot exceed 4 metres in height
the width of the widest part of the resulting dwellinghouse cannot exceed the width of the widest part of the original dwellinghouse by more than 50%
when the house is located in a conservation area, national park, an area of outstanding natural beauty or a World Heritage Site, the extension must not project from the side elevation of the house by more than 3 metres and must be set back from the principal elevation of the dwellinghouse by a least 1 metre.

Side extensions with more than one storey

side extensions with more than one storey cannot be closer to a highway than any wall in the side elevation of the existing dwellinghouse or at least 10.5 metres from the highway, whichever is nearest the highway
the extension is not permitted within 10.5 metres of a side boundary of the house
the extension must be set back from the principal elevation of the house by at least 1 metre
the width of the widest part of the resulting dwellinghouse cannot exceed the width of the widest part of the original dwellinghouse by more than 50%
any upper floor window in the side elevation of the extension must be obscure glazed and non-opening, unless the window is 1.7 metres above floor level
the roof pitch of the extension must, as far as it practical, match the pitch of the existing dwellinghouse
side extensions with more than one storey are not permitted when the house is located in a conservation area, national park, an area of outstanding natural beauty or a World Heritage Site.

Please note: the permitted development allowances described here apply to houses not flats, maisonettes or other buildings. View guidance on flats and maisonettes here.

Installation, alteration or replacement of a chimney, flue or soil and vent pipe: Read guidance on the permitted development regime under Class G of the regime.

Please be aware that if your development is over 100 sqm, it may be liable for a charge under the Community Infrastructure Levy.

* The term “original house” means the house as it was first built or as it stood on 1 July 1948 (if it was built before that date). Although you may not have built an extension to the house, a previous owner may have done so.

* Designated land includes national parks, Areas of Outstanding Natural Beauty, conservation areas and World Heritage Sites.

Householder guide

The Welsh Government has produced a technical guide, and a householder guide, available here, to help you understand how permitted development rules might apply to your circumstances.

Removal of permitted development rights

You need to be aware of whether the permitted development rights have been removed from your property by the Local Planning Authority. If they have been removed, you must submit a planning application for the work.

The Local Planning Authority may have removed some of your permitted development rights as a condition of the original planning permission for your property. This information will be available on the planning register held by the Local Planning Authority. Permitted development rights may also have been removed by an ‘Article 4’ direction. These are most common in conservation areas where the character of an area could be threatened by unmanaged development. Your solicitor should have informed you of whether an article 4 direction exists when you purchased your property, but you can check with the Local Planning Authority if you are not sure.

All You Need To Know About House Extensions in 2022

If you are planning on building an extension, then you need to know the house extension rules 2022 are for building. However, don’t let this detract you from choosing to build an extension. You just need to be aware of the house extension rules in place, so you can build the dream extension you have always wanted.

We are going to summarise the key factors you need to think about when it comes to building an extension.

House Extension Rules 2022

When considering a home improvement project, it is important to choose an experienced architect to guide you through the house extension rules 2022 in order to provide you with the optimised layout and external design for your property, not just to increase space, but to implement innovative designs that can physically improve your day-to-day.

Whilst there are many house extension rules to consider in 2022, they are not all that complex, but when combined together with areas of conservation, heritage, or other designated land such as metropolitan greenbelt, they can be a tricky scene to navigate. Welcome to Extension Architectures guide to House Extension Rules 2022.

One of the main considerations to determine how far you can extend is what kind of property you own. For example, terraced or semi-detached house extension rules are considerably different from those of a detached property, and this generally will relate to the impacts any extension will have on your adjoining neighbours. Another important factor of house extension rules 2022 is whether you intend to apply for planning permission or enlarge your home using your permitted development rights. These are nationally set guidelines on what you can and cannot do without planning consent from your local council, and can be tricky to navigate if you are not accustomed to the permitted development rules UK.

If you need help understanding how far you can extend or if you need planning permission for your house extension 2022, our specialist advisors are here to help!

Single-Storey Extension Rules

You can only cover half the area of land that is around the original house with an extension or any other type of build. This can also include a shed or outbuilding.
The extension cannot be forward of the side elevation or side elevation fronting a highway. This means that if you want to build your extension out toward the main road, this would require planning permission.
The materials used must be in line with the property’s current look, the obvious exception is a conservatory.
If you have a property on, what is known as, designated land then you won’t be allowed exterior cladding.
For a single-storey rear extension, you cannot go beyond the back wall of the original property by more than four metres.
The extension cannot exceed four metres in height.

Two-Storey Extension Rules

If your house is more than one storey, then if you extend, you cannot go past the back wall of the house by over three metres.
The maximum height of the extension’s eaves needs to be three metres if you are within two metres of the boundary.
The ridge and eaves height cannot be taller than the existing property.
The extension needs to be a minimum of seven metres away from the rear boundaries.
The roof pitch needs to match or be as close to the existing property as possible.
You need planning permission for any raised platforms, verandas, or balconies.
The upper-floor windows in the roof slope or wall on the side elevation need to be obscure-glazed and can’t be opened.
On any designated land, a two-storey extension is not covered by permitted development rights.
The exterior of the extension must use similar-looking materials to those of the property.

Side extension rules

A single-storey side extension must not exceed four metres in height and cannot have a width of more than half of the original property.
Side extensions are not permitted on designated land.

Rear extension rules

A single-storey rear extension will not go beyond the rear wall of the original property by no more than four metres.
A single-storey extension to the rear can be no more than four metres.

Terraced & Semi Detached House Extension Rules 2022

Permitted Development / Prior Approval

Under permitted development for a terrace or semi-detached home, you have the rights to extend by up to 3m without the need for planning permission!
For this you will need to apply for a lawful development certificate, which can be done either before or after construction, however we recommend the prior as it is always good to be sure that what you are building falls under the category. This will be necessary if you intend to sell the property at a later date, within 4 years of the building work completing.
There are specific rules to follow for permitted development projects, which is why it is always important to consult an experienced architect to ensure your projects success.

Householder/Full Planning Permission

If your property is within a conservation area, or if you are looking for a more unique extension with materials that differ from the original building, you will need to apply for planning permission for your extension.
Terraced & Semi-detached house extension rules under a householder application differ from council to council, but as a general rule of thumb you should not infringe upon the 45 degree rules – a line drawn at a 45 degree angle from your neighbours closest inhabitable space, i.e. a kitchen, living space or bedroom, as to not infringe upon their outlook and access to light.

Detached House Extension Rules 2022

Permitted Development / Prior Approval

Under permitted development for a detached house, you can extend up to 4m under permitted development, and up to 8m under the larger home extensions scheme / prior approval.
As above, many other factors need to be considered, therefore it is always good to speak with an experienced architect to ensure your proposal meets all of the house extension rules 2022.

Householder/Full Planning Permission

As above, if you live in a conservation area or other designated land, if your building is listed by heritage England, or if you are looking for a more unique extension, you will need to apply for planning permission from your local planning authority.
For a detached house, house extension rules 2022 are much more lenient, especially if your property sits on a large plot with generous space between neighbouring properties.
However, it is always important to check with an experienced architect, who will know exactly where to find the relevant council guidance to ensure that your project does not exceed the recommended allowances for detached house extension rules!

Permitted Development Rules 2022 – How far can you extend without planning permission UK

These are what are known as permitted development allowances. They only apply to houses. Flats, other buildings and maisonettes are not included. It is important to check with a Local Planning Authority to see if the permitted development rights will apply to your extension. This is to make sure that there are no other constraints to think about.

You may be wondering how far you can extend without planning permission 2022, and this will vary depending on the type of house you own. Permitted development changes came into place in 2020 as a result of the ongoing pandemic and many homeowners needing additional space to go about their daily routine. This would also boost the UK economy, by giving work to contractors and service companies throughout an otherwise challenging period of time.

The changes implemented the larger home extension scheme, otherwise known as prior approval. This is a 28 day application to determine, via your neighbours non-objection, how far can you extend without planning permission. For example, for a terrace or semi-detached home, you can extend up to 6m as opposed to the original 3m, and for a detached property you can extend up to 8m as opposed to the original 4m.

With this in mind, however, you must be careful as many factors contribute to your extension falling under PD, such as the height, ground level, raised platforms, the original, as-built property footprint and boundary wall placement. If you are unsure or need help understanding how far you can extend without planning permission in 2022, contact our specialist advisors today.

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Last updated | 29 Jun. 2022

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Planning Rules for Extensions information on size allowances

This recent kitchen extension by Extension Architecture followed local policies regarding Planning Rules for Extensions

Planning rules for extensions can be daunting at first but we are here to help and have all the information here to get you started.

If you are thinking of having an extension built, have glance over the following. You will need to contact the local Planning Department with either a Permitted Development or a full planning application.

This phase takes the best part of 3 months. Once you get your permission, you can make your application to Building Control.

Five days after you submit that, your dream build can start!

Planning Relaxation is Extended for Extensions

Some temporary increases to Planning Rules for Extensions have been made in terms of the size limits allowed for single storey rear extension planning applications, although these must be completed by the extended review date.

That will be on: May 30, 2019. You can call us to discuss and confirm some of these details, or any other questions you might have such as the cost of extension projects.

Call us on: 0203 409 4215, or send your details via the button below. Our planning team will give you a call-back and send you a brochure, to help you get started on your dream proposal for a rear or side extension (or to have a new loft conversion).

Love Thy Neighbour

The Neighbour Consultation Scheme is a method that refers to the current temporary relaxed allowances on single storey rear extensions and is similar in some ways to Prior Approval.

You notify the planning department who inform your neighbours about the proposal. Then they assess whether any complaints are valid and that in turn will indicate either refusal or approval.

So the good news is that if you have a difficult neighbour but need planning permission, their objections will only be heeded if valid.

The proposal is also a good way of letting your neighbours know that you are planning work on your property.

There will be noise at times, materials being delivered and contractors on site, this helps you in the long run.

By opening the door say to speak with the neighbours, you can iron out any questions they may have.

Will the builders be working weekends? How loud will the noise be? How long will it take?

These are all valid questions and if you have a neighbour who works nights or a young family that have kids play in the adjoining gardens, it can save a lot of questions when the work begins.

Permitted Development

Your proposed extension can go under Permitted Development if:

No more than 50% of the land surrounding the original footprint will be taken by the
additional development.
Your extension is not to the front or side if on a highway.
It does not go higher than the existing roof.
For semi-detached or terraced, the rear extension is 3m or less, or 6m if not in a Site of Special Scientific Interest, the LPA is notified ahead of the application and the neighbor consultation scheme is put in place.
For detached, the rear extension is 4m or less, or 8m if not in a Site of Special Scientific Interest, the LPA is notified ahead of the application and the neighbor consultation scheme is put in place.
Your single storey rear extension proposed design is 4m high or less.
Double storey rear extensions cannot protrude beyond the back line over 3m on the first floor.
Double storey rear or side extensions to be at least 7m from the rear boundary.
Roof pitch angles on double storey extensions to match roof slope of host property.
Eaves and ridge heights on extension are no higher than the host property.
A side extension is 4m high or less and is not wider than 50% of the host property.
The materials used to match the host property.
Balconies, verandas or platforms are not included.
Side windows above the ground floor are obscure with high openings at least 1.7m above
floor level.
On designated land, double storey extensions cannot go under PD.
On designated land, side extensions are not allowed.
On designated land, exterior cladding is not allowed.

These guides are talking about houses and not flats, maisonettes, change of use to residential properties, or other buildings or where there are restrictions such as Article 4.

More information on Permitted Development Rights.

Planning Rules for Extensions to Large Properties

If your proposed development is over 100m2, it may be a candidate for the Community Infrastructure Levy.

This charge is in its 10th year at the time of writing, and promotes fairness so that the LPA can continue to implement their policies in the district.

Get in Touch

Extension Architecture can answer questions on Planning Rules for Extensions, or any other queries you may have, and give you a free telephone consultation to talk through your ideas. If you prefer you can come into the office for a presentation.

The planning team will be happy to give you a no-obligation quotation for your project. With our experience in implementing the above strategies, London architects Extension Architecture have an extremely high success rate.

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Front Extensions – Permitted Development

If you want to add a front extension to your house, you are likely to need planning permission – requiring a planning application to your local authority.

Planning applications cost money, take time, and require an assessment to be made by a local planning authority officer. Your neighbours will be consulted and can object to your proposals.

However, as with any extension to your house, you can undertake certain works without the need to apply for planning permission – subject to ‘permitted development’ (PD) rules being met in terms of extension size, type and location.

The relevant rules are set out in the Town and Country Planning (General Permitted Development) (England) Order 2015, as amended (GDPO).

Unfortunately, for extensions to the front of a house, permitted development rules are strict as such extensions tend to be prominent in street views or from public locations.

FRONT EXTENSIONS – PERMITTED DEVELOPMENT RULES

Planning permission will almost always be required for a front extension to a dwellinghouse.

Any extension which extends beyond a wall that fronts a highway and forms the principal elevation of the dwellinghouse will require a planning application.

Specific permitted development rules apply to the creation of porches.

If you want to avoid the need for a planning application, you may wish to consider extending your house to the side or rear, where permitted development rights are more generous.

If the front of your house isn’t the ‘principle elevation’ or fronts a highway, then note the additional rules below.

OTHER RULES THAT APPLY INCLUDE:

No more than half the area of land around the “original house” (as built or as it stood on 1 July 1948 (if it was built before that date) can be covered by extensions or other buildings

Extensions cannot be higher than the highest part of the existing roof; or higher at the eaves than the existing eaves of your house

Where extensions are to be located within two metres of the house curtilage boundary, the height at the eaves cannot exceed three metres

Extensions cannot be built forward of the ‘principal elevation’ or, where it fronts a highway, the ‘side elevation’

Any materials used in exterior work must be of a similar appearance to those on the exterior of the existing house.

SEPARATE RULES APPLY TO:

Decking, balconies and raised platforms
TV aerials or satellite dishes
chimneys, flues or soil and vent pipes
Any alteration to the roof of the existing house
Changes of use

PROTECTED AREAS

If you live in any of the areas listed below, additional limitations on ‘permitted development’ will apply:

Conservation Areas
Areas of Outstanding Natural Beauty
National Parks
the Broads
World Heritage Sites

Contact your local authority or seek professional advice if you live in these areas.

REMOVAL OF PERMITTED DEVELOPMENT RIGHTS

Permitted development rights can also be removed by your local planning authority, either through the addition of a Condition on a previous planning permission, or through imposition of an Article 4 Direction.

CONTACT YOUR LOCAL PLANNING AUTHORITY BEFORE STARTING WORKS

For the purposes of planning, contact with the local planning authority is generally only necessary before carrying out permitted development where:

‘prior approval’ from the local planning authority is required under PD rules
a ‘neighbour consultation scheme’ is in place
the local planning authority has a Community Infrastructure Levy in place which requires developers to contact the local planning authority before carrying out permitted development. Failure to do this may result in the local planning authority imposing a surcharge on a developer
the permitted development rights require the developer to notify the local planning authority of a change of use

Schedule 2 of the GPDO sets out when any advance notification is required. If you are in any doubt, contact your local planning department or seek professional advice.

PERMITTED DEVELOMPENT RIGHTS FOR FLATS, SHOPS AND OTHER PREMISES

Permitted development rights under Part 1 of the GPDO only apply to houses – they do not apply to flats, maisonettes or other buildings.

Check out our guides to non-householder PD rights (through the menu at the top of this page).

PERMITTED DEVELOPMENT RIGHTS AND CIL

If a development is over 100 sq m in size, it may be liable for a charge under the Community Infrastructure Levy (CIL).

Check with your local planning authority whether they use CIL in your area and whether it applies to permitted development.

AND FINALLY …

PD rights are subject to change. The guide above is for general information only and does not constitute advice. Local and site-specific circumstances can differ and affect whether a planning application is needed.

Other consents (e.g. Listed Building Consent, Building Regulations or notifications under the Party Wall Act) may also be needed.

To determine whether planning permission or other consents are required, seek professional advice or clarification from your local authority before starting works.

Side extensions – planning tips & pitfalls

Why go out the back, or up, or down when you can extend your home to the left or right?

Many houses have limited outdoor space at the rear, so expanding to the side can be a better option. A side return extension is the infill of the narrow passageway alongside a property and a great use of what is often an underutilised area. Expanding into this vacant slice of land can create extra living space and update the layout of your home without eating into your garden.

Photo supplied by Design Squared Architects, photographer Chris Snook

Do you need planning permission for a side a extension?

Many side extensions are built without planning permission. Permitted Development (PD) rights allow homeowners to build small extensions without formal consent. There are strict rules for PD, however. In other words, the side extension requires careful design.

It must be single storey.
Cannot exceed four metres (13ft) in height
The width cannot exceed more than half of the original house.
No more than half the area around the ‘original house’ can be covered in extensions or other buildings, including sheds.
If the extension is within two metres of a boundary (which a side return extension usually is) maximum eaves height cannot exceed three metres.
The materials used in any exterior work must be of similar appearance to the existing house.

For a full list of planning criteria visit the Planning Portal. Planning rules are complex with many pitfalls for the uninformed. Ask your architect or local planning authority if you want to be sure your side extension is within PD rights.

What about in conservation areas and listed buildings?

Side return extensions are a popular home improvement for Victorian terraced and semi-detached properties. One issue to look out for is if your property is in a conservation area, it will require planning permission even if the size falls within PD rights. Other protected areas include National Parks, Area of Outstanding Natural Beauty and World Heritage Sites. In these cases, you will require planning permission. In London, many areas are covered by Article 4 Directions imposed by local planning authorities that restrict PD rights. Meanwhile, if you live in a listed building, you will need listed building consent.

Why get a Lawful Development Certificate?

One way to be sure that your planned extension is within PD rights and does not require planning permission, is to apply for a Lawful Development Certificate from the local planning authority. For a home improvement project, the fee is £103 or half the cost of submitting a planning application. This paperwork showing your home extension is legal (without planning permission) is particularly useful when it comes to selling your property. For more information on when you night need a LDC, see our article

Photo supplied by Design Squared Architects, photographer Chris Snook

Other reasons to submit a planning application

Even if the property benefits from PD rights, you may still want to submit a planning application, as your project will then face fewer restrictions. For example, if you want a taller or wider extension or one built in different materials to create an exciting contrast rather than match the original house. Architect Natalie Skeete, of Forest Architecture, always advises clients to go down the planning permission route as it opens-up more options even if it’s more hassle.

While some councils reject two-storey side extensions in principle, arguing they unbalance a semi-detached pair or lead to a “terracing effect” by filling in the gaps between houses, others allow them. An experienced local architect will be able to advise what you can and can’t do – and come up a suitable design and planning strategy.

Steelworks

If you simply fill in the gap at the side of your house, you will be left with a long, narrow room which can feel quite dark and pokey. With a side extension, there is the option of knocking through walls to create a wider, more usable space. A popular project is transforming a narrow galley kitchen into a spacious, open-plan kitchen diner.

Before you grab your sledgehammer, a structural engineer will need to advise on which walls are loadbearing. The engineer will make the calculations and produce drawings for any additional support required, such as reinforced steel joists (RSJs. )

Party Wall Act

In addition to planning law, there are other regulations that you must be aware of when considering a side extension. The Party Wall Act applies to homes in England and Wales if you excavate within three metres of your neighbour’s dwelling, for example. If this applies to your project, then you must serve a Party Wall notice to your neighbour.

The Act is there to ensure that if any building work weakens or undermine existing structures, you put it right. At the same time, it protects you, so you are not required to repair any damage to your neighbour’s property unrelated to your project. An architect can advise you on the Act and if it’s advisable to hire a Party Wall Surveyor.

Right of Light

When planning a side extension, another consideration is your neighbour’s Right of Light. Neighbours can object during the planning and design stage if an extension blocks natural light from their home. Under the Act, a ‘right to light’ usually occurs once light has been enjoyed through windows of a building for 20-plus years. There is a common misconception that once planning permission has been granted, it’s too late to take protest. But a neighbour could seek an injunction to have your side extension reduced in size. Alternatively, a court may decide to award compensation.

Photo supplied by Design Squared Architects, photographer Chris Snook.

Building Regulations

Finally, your project will need to comply with building regulations which cover everything from structural stability of the walls to fire safety, electrics, and drainage. These rules and regulations ensure that your side extension meets national minimum standards of safety and workmanship – and protects against cowboy builders. The approval of your local authority building control department is always required whether you require planning permission or not. It’s important to check how your project is affected by building regulations before you get started. Ask your local planning authority or architect for advice.

If you want to find out more, we have a useful guide to building regulations

A side extension can be a great way to maximise and update your living space while retaining as much as possible of your garden. For more tips see our beginners guide to side extension

Add an extension to your house

If you want to add an extension to your house, you should first check if you need to apply for planning permission.

Permitted development

You don’t need to apply for planning permission if the extension meets certain rules. This is called ‘permitted development’.

The rules for permitted development depend on how many storeys (levels) your extension will have.

Single-storey extensions

If your extension will have one storey, you don’t need planning permission as long as:

it’s located at the back of the house
it doesn’t go back further than 3 metres if it’s a terraced house, or 4 metres if it isn’t
the height of the eaves (where the wall meets the roof) is no higher than 3 metres
it’s not higher than 4 metres, including sloping roofs
it doesn’t cover more ground area than your house does
it doesn’t take up half the ‘curtilage’ – the grounds behind your home
it isn’t within a conservation area

Multi-storey extensions

If your extension will have more than one storey, you don’t need to apply for planning permission for it as long as:

it’s located at the back of the house
there’s at least 10 metres between the extension and the boundaries of your grounds
it isn’t higher than your house (excluding chimneys)
it doesn’t cover more ground area than your original house does
it doesn’t take up half the ‘curtilage’ – the grounds behind your home
it isn’t within a conservation area

You should always check with your council’s planning department to see whether you need to apply for planning permission. Even if you don’t, there may be other approvals you’ll need to get.

For a more detailed explanation of what’s considered a permitted development when adding an extension to your house, read the Scottish Government’s Guidance on Householder Permitted Development rights publication and go to section 4.11.

Planning permission

If the extension you want to build doesn’t meet the conditions for permitted development, you have to apply for planning permission.

Read our guide on how to apply for planning permission, or contact your local council for further information.

Visit your local Planning Authority’s website

Choose your local authorityVisit Aberdeen City CouncilVisit Aberdeenshire CouncilVisit Angus CouncilVisit Argyll and Bute CouncilVisit Cairngorms National Park AuthorityVisit Clackmannanshire CouncilVisit Comhairle nan Eilean Siar (Western Isles Council)Visit Dumfries & Galloway CouncilVisit Dundee City CouncilVisit East Ayrshire CouncilVisit East Dunbartonshire CouncilVisit East Lothian CouncilVisit East Renfrewshire CouncilVisit Edinburgh CouncilVisit Falkirk CouncilVisit Fife CouncilVisit Glasgow City CouncilVisit Highland CouncilVisit Inverclyde CouncilVisit Loch Lomond and the Trossachs National Park AuthorityVisit Midlothian CouncilVisit Moray CouncilVisit North Ayrshire CouncilVisit North Lanarkshire CouncilVisit Orkney Islands CouncilVisit Perth & Kinross CouncilVisit Renfrewshire CouncilVisit Scottish Borders CouncilVisit Shetland Islands CouncilVisit South Ayrshire CouncilVisit South Lanarkshire CouncilVisit Stirling CouncilVisit West Dunbartonshire CouncilVisit West Lothian Council

Visit Aberdeen City CouncilVisit Aberdeenshire CouncilVisit Angus CouncilVisit Argyll and Bute CouncilVisit Cairngorms National Park AuthorityVisit Clackmannanshire CouncilVisit Comhairle nan Eilean Siar (Western Isles Council)Visit Dumfries & Galloway CouncilVisit Dundee City CouncilVisit East Ayrshire CouncilVisit East Dunbartonshire CouncilVisit East Lothian CouncilVisit East Renfrewshire CouncilVisit Edinburgh CouncilVisit Falkirk CouncilVisit Fife CouncilVisit Glasgow City CouncilVisit Highland CouncilVisit Inverclyde CouncilVisit Loch Lomond and the Trossachs National Park AuthorityVisit Midlothian CouncilVisit Moray CouncilVisit North Ayrshire CouncilVisit North Lanarkshire CouncilVisit Orkney Islands CouncilVisit Perth & Kinross CouncilVisit Renfrewshire CouncilVisit Scottish Borders CouncilVisit Shetland Islands CouncilVisit South Ayrshire CouncilVisit South Lanarkshire CouncilVisit Stirling CouncilVisit West Dunbartonshire CouncilVisit West Lothian Council

Other approvals

You might need other approvals before you can carry out work. For example, you might need approval under the building regulations from the local council.

If you don’t own the land on which the development is being carried out (for example, if you’re a tenant or the land’s in joint ownership), you may need to get the landowner’s permission.

If you live in a listed building you will probably also need to obtain listed building consent.

It’s your responsibility to make sure you get any necessary approval.

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Management planning tools: 80/20 rule (Pareto principle), ABCHD method, Eisenhower priority matrix, 6P rule

The planning function is one of the most important functions of management and occupies a significant place in the management cycle of an organization. Planning should be considered as a system process, which is the object of management in the overall management system of the company. At the same time, planning is carried out not only with respect to the main type of activity of the organization – the production of products or services, but also applies to all intra-organizational processes, including managerial decision-making processes.

The planning of various types of activities of the organization is united by a number of principles, the observance of which is also characteristic for planning the process of making managerial decisions. However, each part of the managerial decision-making process may have specific features that are reflected in planning. We can list a number of principles that are typical for planning management decisions at all stages of their development and adoption:

Purposefulness
Complexity
Resource balance
Consistency
Flexibility
Optimum
Consistency
Continuity
Stability

The essence of planning the process of managerial decisions is to determine the appropriate goals and ways to achieve them by formulating the optimal set of measures, methods and methods of activity and interaction. Planning the process of making managerial decisions allows the company’s management to ensure the achievement of organizational goals in compliance with deadlines and resource constraints.

A number of models and technologies have been developed for effective planning and prioritization.

The 80/20 Rule (also known as the Pareto Principle)

It says that 20% of your efforts give 80% of the result, and the remaining 80% of your efforts give only 20% of the result.

The Pareto principle is one of the most successful concepts in time management and planning. Pareto noticed that people in society are divided into those whom he called the “powerful minority” (in terms of the distribution of wealth and influence, they were the “top” 20% of the population), and those whom he called the “middle majority” (the they accounted for the “bottom” 80%).

Later, he discovered that almost every field of activity in the economy is subject to the principle he derived. For example, 20% of the work produced provides 80% of the results; 20% of customers provide 80% of sales; 20% of products from the range provide 80% of income; 20% of the time provides 80% of all the results for the day, etc.

The main conclusion of this theory in terms of time management is this: only a small percentage of cases bring profit and results. 80% of tasks can be postponed until later or not done at all without compromising the result, but 20% of tasks cannot be postponed – these are key tasks.

For example, if you have a list of ten things to do, then only two of them will be equal in value (or even more valuable) to the remaining eight put together.

ABCHD method

The method of assigning tasks according to their priority: from the most important to the least. Its essence lies in the fact that when compiling any list of tasks, each of them must be assigned a priority for its implementation: the letter A, B, C, D or D in front of each item on your list.

The main rule of the method is not to take on case B until task A is completed, and to do case C until task B is open, and so on. Within each group, use numbers to prioritize, which will indicate the sequence of tasks. Thus, the most important case on the list should be labeled A1. This simple work with any to-do list helps you quickly highlight the most important tasks and focus on them.

The following questions can be used to identify Category A objectives:

What tasks bring me closest to achieving my main goals (goals of the year, month, week, day)?
Can I solve several others at once by completing one task?
Due to the performance of what tasks can I make the maximum contribution to the achievement of the overall goals of the organization, unit?
What tasks will bring me the greatest benefit (in the short and long term), the greatest monetary reward?
Failure to complete what tasks can have the most negative consequences?

Eisenhower’s Priority Matrix

An effective time management method that helps you achieve fast and significant results and always get everything done. This technique, which is credited to the creation of the American General Dwight Eisenhower, allows you to sort cases at the same time according to their urgency and their importance. Everyone understands that only a limited number of tasks can be completed in one period of time. Sometimes without prejudice to the work of only one. And every time you need to decide – which one? In accordance with the so-called Eisenhower matrix, it is necessary to distribute all tasks into categories according to the criteria of importance and urgency.

The importance of a task is determined by how the result of its implementation affects your business. And urgency is simultaneously two factors: firstly, how quickly this task needs to be completed, and secondly, whether the execution of this task is tied to a specific date and specific time. It is importance and urgency, considered together, that influence prioritization.

Urgent/important tasks . Late resolution of these issues will lead to significant damage and serious problems. They should be taken immediately and kept under constant personal control of their implementation. An example is the submission of quarterly tax returns.

Non-urgent/important tasks . These are tasks that can be postponed. However, the “trap” is that these tasks sooner or later turn into urgent ones. Therefore, it is very important to ensure the planned solution of problems of this type, not to lose sight of them. It is advisable for the manager to fully or partially delegate tasks of this type. An example is the development of options for expanding the production workshop by renting additional premises.

Urgent/unimportant matters . The emotional pressure of the urgency of a task can force you to complete it, wasting a valuable time resource on unimportant work. If the task is not so important, then it should be delegated in any case, since it does not require any special resources to complete it. An example is a phone call to the number of the head with a request to dictate all available vacancies for the employment service for immediate exposure at the job fair.

Non-urgent/not important tasks . Often the manager takes on these cases automatically, simply sorting out the papers on his own desktop. The same category includes tasks whose relevance has long been lost, which are performed out of habit, “on the machine”. It is important to recognize such tasks in time and completely exclude them from planning. An example is maintaining a card index of clients on paper with an electronic database entered in the organization.

Tip:

It is necessary to allocate a certain amount of time for planning one’s studies, refusing to perform any less important tasks. New skills can free up even more time next time, which can be used to learn something else. The determination to improve work efficiency will lead to the gradual release of time for the development of personal productivity.

Criteria for prioritization

When evaluating the importance of a task, the most important are those that need to be done urgently. Accumulation of broken cases and promises creates problems for the organization, and also gives rise to unpleasant feelings among employees. It is with such “urgent” cases that there is a desire to get rid of it in the first place. But the urgency factor should not be the only factor when writing a to-do list and determining the order in which they should be completed.
Experience shows that doing (or not doing) many urgent things does not greatly affect the work of the organization, while at the same time there are many non-urgent things that can lay the foundation for future success. Therefore, in addition to urgency, it is necessary to take into account how much this or that matter affects success, that is, to determine and take into account its importance.

The 6R Rule – Proper Preplanning Prevents Poor Performance.

The list of tasks is a kind of map for moving towards the goal, so you should always plan on paper. Peter F. Drucker, in The Effective Manager, gives a good analogy that encourages writing down tasks: “People kept in a dark room quickly lose track of time. But even in complete darkness, most people retain a sense of space. Being in a lighted, but closed room, you will no longer feel the movement of time in a few hours. And if you want to calculate how long you are in such a room, you will be greatly mistaken in your calculations. Therefore, if we rely on our memory, we do not notice what our time is spent on … “

Working with the to-do list on the first day increases productivity by 25%. It is recommended in the evening to prepare a list of tasks that need to be done tomorrow.

Working with the compiled list during the day is as follows: when a new case appears, it must be added to the list, taking into account priority in relation to previously planned tasks. After completing the next task from the list, you should cross it out. This will give a sense of job satisfaction, add enthusiasm and energize.

Plan from big to small, long to short, life goals to day plan; Set a fixed time frame for each task.

A complex task must be divided into small subtasks. A decision tree helps here, where the key task is a tree, and the subtasks for its implementation are branches. Branching can be continued until the process of completing the entire task becomes simple and transparent.

The easiest way to avoid panic at the sight of an ever-increasing amount of work is to take a deep breath and calmly start making a list. Analyzing tasks, you can see that there is always enough time to solve vital issues.

Remember that every minute spent planning saves at least 20 minutes in putting ideas into practice.

Natalya Kartasheva,
Expert of the Center for Evaluation and Personnel Development

Five ways to expand your planning horizon / HB

The concept of planning horizon is used not only in economics or entrepreneurship. Each of us has it. But how far can we see?

Online communications have blurred the concept of work and home. 24/7 availability increases the number of tasks to be completed, each on time.

In order for quantity not to negatively affect quality, we must learn how to properly manage time. This skill intersects with another characteristic of a person – the planning horizon.

Video of the day

This concept came from the economy, and means a period of time for which it is proposed to implement a certain plan, program, strategy. However, each person has a personal planning horizon.

In the context of the upheavals of recent years, it is not surprising that people in Ukraine have a rather short life expectancy. Most people live one day, at best – a month, without setting big goals ahead of themselves.

November and December are the best time to set goals for the next year

But a good planning horizon is an essential attribute of success. Therefore, we need to work on expanding it. It’s difficult because you break patterns of thought. But it’s worth it.

1. Set goals for the year

November and December are the best times to set goals for the next year. This is an opportunity to get a planning horizon of 12 months, not so little. However, it is worth remembering some rules of this process.

There shouldn’t be many goals. Otherwise, you will start to dissipate and subsequently lose the fuse to work on their achievement. As for me, the maximum number of important goals for a person should be no more than seven.

Goals must be important to you. They should motivate you for a year, even when you are very tired and want to rest. When you reach them, your life should change a little.

Goals must be quantified. Otherwise, you will not be able to determine whether they have been reached. Think about what will be the indicator of achievement.

Goals must be realistic. Do not overestimate the possibilities and strive to earn a million, if before that the income was several times less. You will not jump over your head. Move gradually.

However, not only setting goals helps to increase the planning horizon, but also achieving them. Break them down into tasks, determine what resources are needed, and move in that direction. Get closer to achieving your goals every day and next year they will become even more ambitious.

2. Learn how to use work planning services

Memory keeps only a small number of tasks in mind. If a person performs several projects, this limit is quickly exhausted.

Any strategy is based on tactics and daily tasks. Therefore, without online services, work planning is difficult. Such services help to structure the picture of project tasks for the day, week, month, year. They have a large number of functions, which is limited only by your scrupulousness.

Based on experience, I advise you to learn how to use Trello. This is a convenient free online service that helps organize tasks for different projects, enables teamwork and has a built-in calendar.

The service is synchronized with your smartphone, so planning time and tasks is always with you.

3. Involve family and colleagues in your vision

It is much easier to expand your planning horizon when you are surrounded by people who are also working on it. Therefore, tell your family and colleagues you trust about your plans. When the team has a common vision, they become more cohesive and help in achieving the goals.

This is, to a certain extent, your “burned bridge”: by talking about the goal, you take on a social duty to achieve it. Otherwise, you will get an image of a yap that does not fulfill promises.

And don’t think that children are too young for this. In the 1960s and 70s, the marshmallow experiment was conducted at Stanford University. The adults put a marshmallow on the table in front of the child and said that if he waited and did not eat it until the experimenter returned, he would get a second one. Then the person went out for 15 minutes. Those children who consciously delayed pleasure and did not eat sweets in order to get twice as much of them, had more success as adults.

4. Dream about your future and analyze it

Goals for the year should be clear and achievable. But no one forbids dreaming about what will happen to you in a few years or decades. Imagine yourself in an interview where this is asked and answer honestly.

Don’t be afraid to dream. This is one of the most beautiful human abilities. Do not limit yourself – imagine what you would like to achieve if there were nothing holding you back.

But after dreaming, think: how to turn such a vision into long-term goals? If this is possible, then you already have candidates for the year’s goal. And not just one.

5. Find your “wall” and try to push it further

As you plan your goals and dream about the future, you will understand where your vision ends. This will be the real “wall”, behind which the consciousness does not look yet. But it’s worth it. Force yourself to dream further and gradually try to see what will be there. It won’t be exactly a planning horizon, but it will help him a lot.

It is a fact that the ability to plan influences success. But moving from daily routine to creating a strategy is not easy. Sometimes politicians are accused of living from election to election. But if most people had a planning horizon of 4-5 years, this would be a breakthrough.

The planning horizon can be extended. However, you need to purposefully and systematically work with your tasks and goals. There will be failures and temptations, like children with marshmallows in an empty room. But wait for the result. Or rather, schedule it.

New Time invites our famous columnists to lectures Dialogues about the future . Detailed program here

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K8S

Reference:

Assigning Pods to Nodes

Inter-pod topological affinity and anti-affinity

what so it is necessary to use affinity to make two applications as close to each other as possible, even on the same node, to reduce the performance loss caused by network communication.

Anti-affinity: When an application is deployed with multiple copies, anti-affinity must be used to distribute each instance of the application on each node to improve high availability.

node

Node affinity can restrict the scheduler to schedule modules based on node labels.

Consider the following scenario:

There are two zones: az1 and az2. Now we want the pod instance to be deployed to az1.

 apiVersion: v1
kind: Pod
metadata:
  name: with-node-affinity
spec:
  affinity:
    nodeAffinity:
      requiredDuringSchedulingIgnoredDuringExecution:
        nodeSelectorTerms:
        - match Expressions:
          - key: kubernetes.io/e2e-az-name
            operator: In
            values:
            -az1
      preferredDuringSchedulingIgnoredDuringExecution:
      - weight: 1
        preferences:
          match Expressions:
          -key: another-node-label-key
            operator: In
            values:
            -another-node-label-value
  containers:
  -name: with-node-affinity
    image: k8s. gcr.io/pause:2.0

Two types:

requiredDuringSchedulingIgnoredDuringExecution : Strict, strict compliance, adherence to scheduling rules, otherwise it will not be scheduled, it will be executed in the pre-selection phase, so it will not be scheduled if the hard agreement is violated
preferredDuringSchedulingIgnoredDuringExecution : Soft, try to complete, follow scheduling rules first, execute at optimal stage,

suffix IgnoredDuringExecution Indicates that if the labels change so that the originally launched module does not match the rules, the module will ignore the change and continue running.

requiredDuringSchedulingRequiredDuringExecution : Not implemented, similar to the previous one but with a different suffix, which means that if the labels change, the kubelet will remove Pods that don’t match the rules.

Note: Supported operator operations: In , NotIn , Exists , DoesNotExist , Gt , Lt . among them, NotIn and DoesNotExist Used to achieve antiaffinity.

Note: Weight range 1-100. This includes the scheduler’s best score process, each node’s score will add that weight, and finally the node with the highest anchor.

limit

Also specify nodeSelector and nodeAffinity , All pods must match
nodeAffinity There are multiple nodeSelectorTerms , Pod must satisfy only one
nodeSelectorTerms Multiple matchExpressions , All pods must match
due to IgnoredDuringExecution , so changing labels will not affect an already running module.

In general, node affinity is similar to and an extension of nodeSelector.

Inter-pod

In K8S we can decide which node to schedule for a pod based on the label of the pod that was running on that node.

For example: can modules (affinity: yes, anti-affinity: no) be scheduled on X; currently some modules work on X; the scheduler needs to consider whether these modules match the Y rule.

Y rule LabelSelector ，
X is the concept of logical topology, which can be node, rack, az, region, etc.; use topologyKey Indicates that a specific value is expressed by a node label.

 kubernetes.io/hostname
failure-domain.beta.kubernetes.io/zone
failure-domain.beta.kubernetes.io/region
beta.kubernetes.io/instance-type
beta.kubernetes.io/os
beta.kubernetes.io/arch

Note: This function has an obvious performance penalty and is computationally intensive.

 apiVersion: v1
kind: Pod
metadata:
  name: with-pod-affinity
spec:
  affinity:
    podAffinity:
      requiredDuringSchedulingIgnoredDuringExecution:
      - labelSelector:
          match Expressions:
          - key: security
            operator: In
            values:
            - S1
        topologyKey: failure-domain.beta.kubernetes.io/zone

Note: legal operator include: In , NotIn , Exists , DoesNotExist .

limit

topologyKey :

Not empty for affinity and soft anti-affinity topologyKey ;
For hard anti-affinity, LimitPodHardAntiAffinityTopology Controller used to limit topologyKey can only be kubernetes.io/hostname ;
For soft anti-affinity empty topologyKey Interpret as kubernetes.io/hostname , failure-domain.beta.kubernetes.io/zone and failure-domain.beta.kubernetes.io/region Combination;

example

 apiVersion: apps/v1
kind: Deployment
metadata:
  name: redis-cache
spec:
  selector:
    match Labels:
      app: store
  replicas: 3
  template:
    metadata:
      labels:
        app: store
    spec:
      affinity:
        podAntiAffinity:
          requiredDuringSchedulingIgnoredDuringExecution:
          - labelSelector:
              match Expressions:
              - key: app
                operator: In
                values:
                - store
            topologyKey: "kubernetes. io/hostname"
      containers:
      -name: redis-server
        image: redis:3.2-alpine

Deploy 3 Redis instances and to improve HA they are not on the same node.

 apiVersion: apps/v1
kind: Deployment
metadata:
  name: web-server
spec:
  selector:
    match Labels:
      app:web store
  replicas: 3
  template:
    metadata:
      labels:
        app:web store
    spec:
      affinity:
        podAntiAffinity:
          requiredDuringSchedulingIgnoredDuringExecution:
          - labelSelector:
              match Expressions:
              - key: app
                operator: In
                values:
                - web store
            topologyKey: "kubernetes.io/hostname"
        podAffinity:
          requiredDuringSchedulingIgnoredDuringExecution:
          - labelSelector:
              match Expressions:
              - key: app
                operator: In
                values:
                - store
            topologyKey: "kubernetes.io/hostname"
      containers:
      - name: web app
        image:nginx:1. 12-alpine

Deploy three web instances to improve HA, not on the same host; and to make interacting with redis easier, try to be on the same node as redis.

symmetry

Consider a scenario with two applications S1 and S2. now strict It is required that module S1 and module S2 cannot run on the same node. It is not enough to set a hard anti-affinity for S1. It is also necessary to set the appropriate hard anti-affinity for S2. Thus, when planning module S1, consider that the node does not have module S2, and when planning module S2, consider that the node does not have module S1. Consider the following two situations:

First scheduling S2 and then scheduling S1 may be antiaffine,
Scheduling S1 first and then S2 violates S1’s anti-affine rule because S2 has no anti-affine rule, so at schedule-time Can be scheduled with S1 in the same topology.

This is a symmetry, that is, S1 sets a hard anti-affine rule associated with S2, and it must Symmetric Set S2 hard anti-affinity rules related to S1 to achieve scheduling expectations.

Note：

Antiaffinity (soft / hard) has symmetry, examples are given above.
Hard affinity has no symmetry. For example, if S1 and S2 are expected to have affinity, then there is no need to have S1 at the node when scheduling S2, but there is an implicit rule. S1 on node is better than
Soft affinity has symmetry, not very understanding, remnants of

9006

kubernetes\pkg\scheduler\algorithm\predicates\predicates.go

 // InterPodAffinityMatches checks if a pod can be scheduled on the specified node with pod affinity/anti-affinity configuration.
func (c *PodAffinityChecker) InterPodAffinityMatches(pod *v1.Pod, meta algorithm.PredicateMetadata, nodeInfo *schedulercache.NodeInfo) (bool, []algorithm.PredicateFailureReason, error) {
   c.satisfiesExistingPodsAntiAffinity(pod, meta, nodeInfo)
  
   c.satisfiesPodsAffinityAntiAffinity(pod, meta, nodeInfo, affinity)
}

Check if a module will break the anti-affinity of running modules (obtained from the cache) using module anti-affinity. RequiredDuringSchedulingIgnoredDuringExecution
Check if the affinity/anti-affinity of the pod is satisfied, both are difficult

ps. So hard is used in the preselection process and soft is preferably used in the scoring process.

pay attention

Don’t co-locate pods of this service with any other pods including pods of this service .

Because hard rules are processed in the preselection step, if only one node matches hard affinity, but that node does not match other preselection scores such as insufficient resources, then it cannot be scheduled. So when to use hard and when to use soft should be based on business considerations.

If there is no target module that matches the bind rule on all nodes, then the module scheduling can ignore the bind.

Recommendations for the preparation of a research paper

Preparing a research paperPreparing an abstract Preparing a presentation of a research paperCompressing images

What is research work
Research work is a work of a scientific nature related to scientific research, research, experiments in order to expand existing and obtain new knowledge, test scientific hypotheses, establish patterns, scientific generalizations and justifications.

Research work is an independent, and often joint with the supervisor, study of the student, revealing his knowledge and ability to apply it to solve specific practical problems. The work should be logically complete and demonstrate the student’s ability to clearly express his thoughts, argue proposals and use terminology correctly. Of course, this work is much easier than the work of real scientists. But in terms of structure, methods used, planning system, this is a real study.

A research paper is not an abstract or an article of one of the specialists downloaded from the Internet. This is an opportunity to conduct independent research and apply a scientific approach to obtain results, apply practical skills or acquire new ones to solve the tasks, demonstrate the skills of planning your work and analyzing the results.

The knowledge gained during research, obtained by one’s own work, is remembered much better. The method, when a student and a teacher put before themselves the questions that were put by the discoverers of laws in various sciences, and jointly search for answers, attracts students more and forms a desire to continue to engage in scientific activities.

Research tasks
According to the Federal State Educational Standard (Federal State Educational Standard), research work is a mandatory part of graduate training. As a result of this work, the student must show the ability to plan his activities, take the initiative, adhere to the research question posed, analyze the progress of his work and evaluate the results obtained, apply specialized terminology, and reflect the results of his (individual) research.

Stages of research work
Stages of research activity:
1. Choice of research direction
2. Choice of research topic
3. Formulation of a hypothesis
4. Planning of stages of work
5. Collection of data on the subject of research
6. Conducting research
7. Evaluation of the results
8. Registration of work

Choice of research direction and choice of research topic

The work on research begins with the desire to deal with this issue. It is necessary to understand what the research will be about, to realize your strengths as a researcher in the chosen direction, whether it will be useful in future activities. A good research topic is one that is of interest to you and your supervisor. Formulate the topic correctly. The topic should be correct, narrow, clear.

For students in educational institutions of general education, a successful educational research can be considered a repetition of someone’s experiment, analysis of a certain methodology, application of a method in new conditions, comparison of methods of various specialists, etc., together with an in-depth analysis of the literature on the chosen topic.

For students in educational institutions of secondary vocational education and higher education, an important factor is the novelty of the study, its relevance.

Hypothesis formulation

Formulate a scientific hypothesis that requires verification and theoretical justification or confirmation. The key research hypothesis should follow from the formulation of the research topic.

Planning stages of work

Make a detailed and structured plan of your work for a consistent movement towards the goal of the study. This will help organize your work and make it more purposeful. In addition, it disciplines and makes you work in a certain rhythm.

Collection of data on the subject of research

Determine how you will receive data. There are two methods – empirical and research on secondary sources. Empirical – obtaining data through observations and experiments. Research on secondary sources is a speculative conclusion, a review and an in-depth analysis of the literature.

Conducting research

Proceed with the examination according to the chosen examination method. At this stage of the work, the necessary empirical data are collected to test the hypothesis put forward.

Evaluation of the results obtained

Completion of work on the study. You have gained knowledge about how the object of study works, what it is, how it differs from something else, what has not been studied further, what kind of continuation can be.

The main criterion for the effectiveness of the work done for students in educational institutions of general education is the level of mastering the skills of research activities. For students in educational institutions of secondary vocational education and higher education, such a criterion is scientific novelty and practical significance.

Writing a job text
To write a text, you can use the laws of artistic creativity from Mark Twain’s article “The Literary Sins of Fenimore Cooper”:

“The author is obliged:
his second cousin,
14. avoid piling up unnecessary facts,
15. do not omit important details,
16. avoid lengths,
17. do not make grammatical errors,
18. write in simple and understandable language.

Structure of the research work of the work
The structure of the work can be represented as follows:
1. Title page
2. Annotation (what has been done, what is new received)
3. Content (titles of chapters and paragraphs with page indication)
the significance of the study; the object and subject of the study are determined; the purpose and objectives of the study; the methods of work are briefly listed)
5. Chapters of the main part, including the research part (analysis of scientific literature; selection of certain methods and specific research methods; research procedure and its stages)
6. Conclusions (interpretation of the results)
7. Conclusion (brief review of the study )
8. References
9. Applications (tables, graphs, reference books, etc.)

Defense of the work and text of the speech
Defense of research papers is carried out at thematic conferences. Usually, 10 minutes are allotted for a speech, so you need to say your speech with a clock in your hands. But it is recommended to speak out loud, and not to yourself. This helps to structure the text and understand what is not said in the speech.

The text of the speech should not go into details. In 10 minutes you will never be able to tell any details. It is necessary to state the main results. Everything you say should be explained, but do not touch on things that everyone already knows. Be prepared to answer questions from the expert jury and other conference participants.

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Bathroom renovation planning. Consolidation and expansion

Our bathroom renovation planning checklist continues. About waterproofing, ventilation, underfloor heating, leak protection systems and shower instead of bath read in previous notes. And in this note, let’s talk about expanding the space of our shoe boxes.

Let me remind you that the combination of a bathroom and a toilet is considered a redevelopment and must be legalized by the State Housing Inspectorate.

Combining a bathroom and toilet is not for everyone. If you have a large family and do not have a second bathroom, then this option is most likely not for you. For our family, the union is a completely acceptable and even winning solution.

First, think about how much space you “lose” due to the passage zones from the door to the room. Two entrances are approximately 70 sq.cm. space that can’t be occupied by anything else. Especially if the doors open inwards.

Secondly, after combining two small rooms, you have more options for arranging plumbing fixtures.

plan of a bathroom in a house series II-18/12

another arrangement after joining the bathroom and toilet

an example of the arrangement of plumbing fixtures after the demolition of wall

example of an arrangement after the demolition of a wall with a shower instead of a bathtub

Our tiny bathroom is 2 square meters (1. 5 x 1.3 m). The area of the toilet is generally 77 square centimeters (1.1 x 0.7 m)! It’s not even a toilet, but some kind of rocket! When you think in ant categories, then every centimeter is worth its weight in gold.

When combining a toilet with a bathroom, there is only one passage area that can be used as an access to sanitary fixtures at the same time. A little more space, more elbow room 🙂

expansion of the bathroom due to the corridor source

It is not allowed to extend the bathroom into the living space or kitchen space below you. But quite it is possible to agree on the expansion of the bathroom due to corridors and some other non-residential premises .

I have drawn the picture in general, there are nuances everywhere. But in our case, for example, you can use the hallway and win about half a meter in width. With proper arrangement of furniture and plumbing fixtures, this is already a whole washing machine and closet!

Also, when expanding the bathroom, it may be possible to move the door to a more “correct” place, which will allow you to win even more usable space.
For example, if the entrance to our bathroom were on the other side, then we could put a shelf or cabinet 30 cm deep:

Before you get too bored reading this, I will share with you a link to online 3D bathroom designer Reece . It is free and contains a database of several manufacturers of sanitary ware and furniture with real dimensions. An excellent visual tool for visualizing space and experimenting with placement.

While planning your new bathroom, don’t forget to take into account the rules of ergonomics, so that you don’t bang your head against the corner of the sink when you get up from the toilet and don’t reach across the entire bathroom from the shower to the heated towel rail.

Access to a bath, toilet or sink must be at least 53-76 cm . Western standards dictate a minimum distance of 30 inches (76 cm).
In our own toilet, for example, the free space in front of the toilet bowl is only 41 cm. Fortunately, we don’t rest our heads against the door, but we don’t feel much comfort either.

The distance from the wall to the central axis of the toilet must be 40-45 cm . With the width of a separate toilet in our apartment, it turns out 35 cm on each side. It’s time to nail armrests to the walls 🙂

Here is an example of an unconventional washbasin and bathtub arrangement:

corner washbasin source

non-standard bath location source

The concealed cistern is the perfect solution for small bathrooms. The biggest plus of hidden drain systems is that they are as invisible as possible . And if you choose a hidden drain tank or an installation of low height, then it is not necessary to build a false wall to the ceiling – you can make a shelf or hang a small cabinet from above.

toilet with concealed cistern and top shelf source

toilet with concealed cistern source

toilet bowl with installation and shelf on top source

toilet with installation source

The concealed cistern is mounted either on the main wall for finishing, or on the installation frame and covered with a false wall.

The frame is fixed either to the floor or to the wall, whichever will support the weight of the structure. If the wall is not solid, then the mount will be floor.

The installation systems are universal and fit toilet bowls from different manufacturers. For example, you can buy an installation from a top manufacturer, and save money on the toilet bowl itself.

The flush button can be placed on the wall directly above the toilet or up to two meters away.

Installations can also be corner.

Oddly enough, but niches in the walls and built-in shelves play in favor of the visual increase in space .

To create them, you first need to build up a wall, which physically “eats” centimeters, which are already in short supply. But you will only win in terms of visual perception. Simplicity of lines, visual integrity of the room and getting rid of the load of hanging shelves and cabinets.

I’m not suggesting getting rid of the furniture completely. But the niches will quite cope with the storage of washcloths, bottles of shampoos and gels near the bath. Do you really need that much for a shower?

niche in the wall in the bathroom source

niche in the wall in the bathroom source

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Interior and RenovationKristina August 4, 2017 bathroom renovation, bathroom design, bathroom renovation mistakes, bathroom renovation planning 3, bathroom merging, small bathroom planning, bathroom extension, bathroom extension through corridor, 3D bathroom planner online, location of plumbing fixtures, distance to the sink, toilet with installation, hidden flush tank, corner toilet, bathroom renovation photo, bathroom renovation, perfect renovationComment

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How to write a business plan: step-by-step instructions, tips and tricks

Dmytro Leiba

Updated by January 18, 2022

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In simple terms, a business plan is a document that defines the goals of your business and describes how to achieve those goals. In this guide, I will describe in detail all the steps in writing a business plan that will help you start a successful business. A well-thought-out business plan is the key to success for any entrepreneur, no matter what goals he sets for himself – from attracting investments to developing a plan for the strategic growth of the company.

Content:

9000

Here are the four basic rules for writing a business plan:

1. Be brief.

Keep your business plan short and concise. This requirement is due to two reasons:

Your business plan should be such that the reader wants to read it in its entirety. Who wants to waste time on a document that is 40 (and sometimes all 100) pages?

As a tool for business growth and development, the business plan should change with your company. A long document is more difficult to work with, which means that a business plan that is too long is more likely to get covered in dust on the shelf.

2. Know your audience.

Write your business plan in a language that your target audience can understand. For example, if your company is in the sciences and your potential investors don’t understand complex terminology, you must tailor your investors’ needs.

Here’s an example of overly complex wording:
“Our technology is a single-connection accessory for CPAP machines. When connected to a CPAP machine, our product provides non-invasive dual pressure ventilation.”

Simplified:
“Our product is an easy-to-use device that replaces traditional medical ventilators and does not require an electrical connection. The cost of our product is 1/100 of the cost of a traditional ventilator.”

Focus on investors. Describe your product as simply as possible and avoid complex terms. More detailed information is better to take out in appendices.

3. Don’t be afraid.

Most entrepreneurs are not business experts. They have no special education, and they are forced to learn as they go. Writing a business plan may seem like a daunting task, but it’s not. If you know and love what you want to do, it will not be difficult for you to write a good business plan and adjust it as your project develops.

Moreover, it is not at all necessary to immediately create a full-fledged, detailed business plan, the structure of which will be described in this article. It’s better to start with a simple one-page business plan and build on it in a more detailed document.

4. Look at the sample business plan.

Before writing a business plan, it is better to look at a sample business plan for a company in your industry (cafe, beauty salon, car wash, online store). You will be able to understand how it should look like, how to make calculations correctly, what to include in a business plan, industry features, etc. You can search for examples on the Internet – just type in the search bar, for example, “coffee shop business plan” or “barbershop business plan.”

Six things a business plan should have

Having dealt with the basic rules for writing a business plan, let’s move on to describing the structure of the document. In the rest of this article, I’ll cover the do’s and don’ts of your business plan, list key financial projections, and provide links to additional resources to help you write a smart document.

Remember that your business plan is not some boring document that has nothing to do with practice. A good business plan is a tool that can help you build a more efficient and profitable business. This is a flexible document that you will return to from time to time. As you get to know your customers, identify the strengths and weaknesses of certain marketing strategies, evaluate the accuracy of budget planning and forecasts, you will constantly make changes to your business plan. Your business plan defines the goals you want to achieve and you should use it to track your progress and correct your course.

1. Summary

A business plan begins with a summary—a brief description of your business and plans. The summary should take no more than 1-2 pages. In some documents, this chapter is listed last.

2. Opportunities

In this chapter, you must describe what you want to sell and how you are going to solve the problem (meet a specific need) in your market. Also here it is necessary to pay attention to the description of the target audience and main competitors.

3. Implementation

How are you going to use the existing opportunity and start your business based on it? Here you should describe your marketing plan, sales plan, operations and success rates.

4. Team and company

In addition to attractive ideas, investors are also looking for good teams of specialists. In this chapter, you should talk about those who already work in your company, as well as list the specialists that you plan to recruit into your team. If your project has already started, please provide information about the legal form and location of your company, as well as a brief description of the history of its creation and development.

5. Financial plan

Any business plan should include a financial forecast, which we will discuss in more detail later.

6. Addendum

Attachments contain product images and additional information.

Now let’s look at each chapter in more detail and try to write a business plan that would make a favorable impression on your potential investors and creditors.

Resume

In a resume, you introduce people to your company, describe your line of work, and explain what you want from your readers. Since this is the very first chapter that potential investors will read, it is best to write it last. Why? By already describing other aspects of your business, you will have a clearer picture of your project and therefore be able to write a more accurate and concise summary. The resume should sum up the entire business plan, so start with the Opportunities chapter and return to writing the resume when the entire document is ready. Ideally, the summary should act as a standalone document summarizing the most important aspects detailed in your business plan. Often, in order to evaluate a project, investors only need to read the summary. If they like the resume, they will ask you to provide the entire business plan, organize a presentation, or request other information of interest to them.

Thus, the summary is the most important chapter of the business plan, on which the success of your entire project depends. Therefore, try to present the information as concisely and clearly as possible. Highlight the main aspects of your business, but do not go into details. The resume should not exceed 1-2 pages. This should be some kind of bait that will arouse investors’ interest in your project and the desire to get to know it better.

Key elements of a good resume:

Brief description of the business in one sentence

At the very top of the page, right below your company name, summarize the essence of your business in one sentence. It can be a slogan, but it’s still better to state what your company does.

Problem

Each business solves a certain problem of the market by satisfying the demand for a particular product or service. In one or two sentences, describe the problem you intend to solve.

Solution

The solution is your product or service. How are you going to solve the existing problem?

Target market

What is your ideal customer profile? How many buyers might be interested in your product? Try to provide as accurate information as possible.

If you’re in the footwear business, it doesn’t mean that your target audience includes absolutely everyone (because almost everyone has legs). Your business should target a specific market segment, such as runners or men following fashion. This will make it much easier for you to develop an appropriate marketing and sales strategy, as well as attract potential buyers who may be interested in your products.

Competition

How does your target audience solve the existing problem? Are there alternatives or substitutes for the missing product on the market? Any company has competitors, and in your resume you need to pay due attention to this aspect of your business.

Team

Briefly describe your team. Justify why you and your team can successfully bring your idea to market. Remember that for investors, the team is even more important than the idea. Without a strong team, even the most attractive idea will not get a decent implementation.

Financial plan

Provide basic information from your financial plan. Ideally, this should be a chart that clearly shows your planned sales, costs, and profitability. If your business model (i.e., how you are going to make money) requires further explanation, this chapter is perfect for that purpose.

Funding

If you are looking for funding to start or grow your business, you must describe your needs on your resume. It is not worth thinking about the timing of potential investment yet, since such issues are usually discussed at later stages of the project discussion. For now, you only need to indicate how much money your project will require.

Milestones and work done

Finally, we come to the last important part of the resume. Tell us about what has already been done, and also indicate the main goals (stages) that you are going to achieve. It will be great if you demonstrate to investors that you already have buyers who are interested in your product, or are already buying it. If you are writing a business plan for internal use, then you can significantly reduce the length of the summary or omit this chapter altogether. In this case, you can choose not to provide information about the management team, funding, and work already done. In essence, the internal plan is created as a description of the strategic development of the company, so that all team members know what to strive for.

Opportunities

This chapter is the heart of your business plan. Here you should describe in detail the existing problem and its solution, as well as tell who your potential buyers are and how your product or service will fit into the competitive environment. Also indicate how your solution differs from other similar solutions and how you plan to expand your product line in the future.

Since readers have already read your resume, they already know something about your project. However, this does not detract from the importance of the “Opportunities” chapter, since here you provide more detailed information and answer additional questions that were not covered in the Summary.

Problem and solution

Start this section by describing the problem you want to solve for your prospects. What are your potential clients missing right now? How do they solve their problems? Maybe existing solutions are too expensive or inconvenient?

The description of the problem that you intend to solve for the benefit of your potential customers is the core of your business plan and directly affects your success. If you can’t clearly identify the problem, you won’t be able to deliver a viable business concept that would be of interest to investors. How do you know that you can really solve a problem that makes customers uncomfortable? Turn off your computer, go outside and talk to your potential customers. After confirming that the problem really exists, tell them about the solution you propose. What do people think of your decision? After paying attention to the problem of the target market, proceed to the description of the solution you have developed. In other words, tell in detail about the product or service that you intend to offer customers. What is your product and how will you offer it? How will he solve the problem of your potential customers? For some goods and services, it will not be superfluous to give specific cases and situations in which this product or service can be used. This way you can clearly explain to a potential buyer how to interact with the proposed solution and how it can improve their quality of life.

Target Market

Once you’ve figured out the problem and the solution, focus on your target market. Who are you going to sell your product or service to? How much detail you describe your target market depends on the nature of your business and the type of business plan you have. But in any case, you should have a clear idea of who your potential buyers are and what their approximate number is. If the number of potential customers is small, this calls into question the feasibility of your project. If you are going to conduct a full market analysis, it should be preceded by a little research: you need to determine the target market segments and the size of each of them. A market segment is a group of people (or companies) who may be interested in buying your product or service.

Here we want to warn you against a common mistake: your target market is not “all buyers”. Let’s take a shoe company as an example. Theoretically, such a company could claim that their target market is all people who have legs. But in real life, in order to survive in the market, a company must focus on a certain segment of the market – athletes, businessmen, families with children, etc.

SDR, SDR, LDR

A good business plan must identify target market segments and contain data characterizing the growth rate of each segment. The standard measures of SDR, SDR and LDR allow target market sizes to be determined using both a top-down approach and a bottom-up approach.

Let’s start with the definitions:

SEM : This is your Total Available Market (everyone you would like to offer your product to)

SDR : This is your Segmented Available Market (the portion of the SEM you intend to target)

RDR : This is your Market Share (the portion of the SDR to which you will actually offer your product, particularly in the first few years).

Once you have identified your main market segments, indicate the trends that prevail in each market. For example, is the market shrinking or expanding? Describe the needs and preferences of each market, as well as the changes that await it.

Now you can start building your ideal customer profile for each market segment. The ideal buyer is an average image of a representative of your market, which should have a name, gender, income level, preferences, and so on. After identifying market segments, drawing up a portrait of the ideal buyer may seem like redundant work, but it is not. Such a portrait will be a useful tool for you to help you develop marketing activities to attract your ideal buyers.

Key Buyers

The final part of this chapter should be devoted to Key Buyers. This information needs to be provided only for companies that work with a very small number of customers. Ordinary companies that sell goods and services primarily to ordinary consumers can skip this section. If you are selling products or services to other companies, you must have a few key customers on whom the success of your business depends and who set trends in your niche. At the end of the Target Market chapter, talk about these customers and describe their relevance to your business.

Competition

After describing your target market, move on to describe your competitive landscape. What other companies offer their products or services in an attempt to solve customer problems? What are your advantages over competitors?

Business plans often present this information in the form of a “competition matrix” that compares competitors’ solutions to yours. A simple competitive matrix is a table that lists competitors vertically and comparison criteria horizontally. If a competitor’s solution meets a certain criterion, a mark is placed at the intersection of the corresponding row and column. Your main job is to show that your solution is different or superior to what other companies offer. Investors will be interested to know what competitive advantages you have and how you plan to differentiate your solution.

Many entrepreneurs make the serious mistake of claiming they have no competitors. Remember that every business has competitors. It is not necessarily “direct competition” when another company offers a solution similar to yours. Often we are talking about “indirect competition”, when consumers find completely different solutions to their problem. For example, when Henry Ford first started selling his cars, he had almost no direct competitors in the face of other automakers. However, Ford had to compete with other modes of transportation (horses, bicycles, trains, and hiking). At that time, these were all alternative ways of solving the problem of moving from one point to another.

Future products and services

All entrepreneurs make plans for how their business will develop if successful.

While it’s nice for any entrepreneur to dream about expanding their business, try not to get carried away. Share your plans for the future in a paragraph or two to show investors where you want to go. Refrain from describing long-term plans in detail, because now no one can guarantee that they will actually be implemented. Instead, you should focus on your current products or services.

Implementation

Once you’ve completed a comprehensive description of the market opportunities, tell investors how you’re going to put your ideas into practice. In this section, you need to pay attention to the following aspects: marketing and sales, operations, success rates and milestones that you plan to achieve.

Marketing and sales

The marketing and sales plan describes how you intend to bring your product or service to your target markets, how you plan to sell your product or service to those target markets, what pricing scheme you will use, and what activities and collaborations will be necessary to achieve success. Before you start writing your marketing plan, you must clearly define your target markets and draw a portrait of your ideal buyer(s). Without a clear idea of who you will be selling your product to, your marketing plan will be useless.

Positioning

The first part of your marketing plan should focus on positioning your company and product/service. Positioning is how you will present your company to potential clients. For example, do you offer a budget solution or are you a premium brand? Are you offering a product that none of your competitors have?

Before starting to develop a positioning strategy, analyze the current market situation and answer the following questions:

Do you offer any benefits or benefits that your competitors don’t? If so, which ones?

What are the main needs of your customers?

How do your competitors position themselves?

How do you plan to stand out from the competition? Why should customers choose your product?

What is your company’s place in the current competitive environment?

With these questions answered, you can start thinking about your positioning strategy. Your positioning strategy doesn’t have to be voluminous and very detailed. You need to explain how your company will position itself in a competitive marketplace and how your value proposition differs from that of your competitors.

Here are some examples of language that you can use in your positioning strategy:

For [target market description] that [target market needs], [this product] [how the product meets existing needs]. Unlike [major competitors], it is [the most important distinguishing feature].

Pricing

Once you have your positioning strategy in place, you can start looking at pricing. In most cases, your positioning strategy will be the main factor in pricing your products/services. As a carrier of information, the price is able to tell buyers about how you position your product. If you offer a premium product, buyers will instantly recognize it from the price.

The pricing process is more like an art than a science. However, it is subject to some universal rules:

Cost coverage. There are exceptions to this rule, but in most cases you should charge more for a product than you had to spend to produce it.

Primary and secondary sources of income. The base price may not be your main source of income. For example, you can sell a product at cost (or even less), but charge a lot more for further contracted services.

Compliance with the market situation. Your prices should match the demand and expectations of potential customers. If you set the price too high, you may not find buyers for your product. And if your price is too low, your offer risks being underestimated.

3 pricing approaches

Cost plus. You can set prices based on several factors. The cost-plus approach means that you determine your cost level and charge a price that exceeds that level. This approach is popular in manufacturing, where upfront cost recovery is critical to a company’s success.

Market pricing. Another view of the competitive environment and pricing is based on market expectations. Depending on how you position your product, you can work in the high or low price segment of a particular market.

Cost pricing. With this approach, you price based on how much value you offer to your customers. For example, you offer lawn care services to busy people who do not have time for this. If you save them 1 hour a week and their hour costs $50, then you can rate your services at $30 an hour.

Promotion

Having dealt with positioning and pricing, you can move on to the promotion strategy. A promotion strategy describes how you are going to interact with your potential and existing customers. At the same time, you must be able to determine the cost of promotion and the volume of sales that it can generate. In the long run, maintaining ineffective promotion strategies becomes extremely unprofitable.

Your promotion strategy should cover several aspects:

Packaging

How your product is packaged has a direct impact on the purchase decision. If there are images on the packaging, feel free to include them in your business plan. When describing your product packaging, answer the following questions:

Does your packaging match your positioning strategy?

How does your packaging communicate your value proposition?

How does your packaging compare to competitors’ packaging?

Advertising

Your business plan should describe what types of advertising you are going to spend your budget on. For example, are you planning to run ads online or on traditional media platforms? Particular attention in the advertising strategy should be given to evaluating the effectiveness of your advertising.

Public Relations

Media coverage of your product is a great way to reach your target audience. A good media coverage of your product or service will give you the wide audience coverage you need to grow your business. If public relations is part of your promotion strategy, be sure to dedicate a few paragraphs to this topic.

Content marketing

Content marketing is one of the popular promotion strategies. It should be understood that here your goal is not to tell the target market about your products or services. The essence of content marketing is to provide potential buyers with interesting and useful information on topics of interest to them.

Social networks

Today presence in social networks is obligatory for every company. But this does not mean at all that you need to create accounts on all social platforms. You need to be present on those online platforms that are popular among your target audience. An increasing number of buyers begin their acquaintance with companies from social networks. Moreover, through social networks, one can easily assess how quickly and competently companies respond to the requests of their potential customers.

Strategic partnerships

To increase the effectiveness of promoting your product, you can establish partnerships with other companies. Thanks to such cooperation, you can gain access to the target market, and your partner will be able to offer his customers a new product or service.

If you have already established cooperation with several partners, be sure to pay attention to this aspect in your business plan.

Operations

In this section, you should describe how your business will function: logistics, technology, and other aspects of your company’s day-to-day operations. The information you include in this section depends on the type of business you have.

Suppliers and shipping

If you are reselling goods purchased from other companies, you must specify where the goods come from, how they ship to you, and how you ship them to the end consumer. If you buy goods from foreign manufacturers, investors will definitely want to know how your cooperation with these suppliers is established. If you plan to ship goods to customers, you must describe the entire delivery process in detail.

Technology

If your business is technology related, you must describe the technology you use and disclose your “secret ingredient”.

You are not required to disclose your trade secrets, but you must explain how your technology differs from and outperforms other solutions. Also be prepared to describe the technology you are using. The description should not be too detailed, but if the investor shows an increased interest in this topic, you can provide additional information in a separate document.

Remember to keep your business plan concise. If you do not learn how to highlight the main thing, your document will turn out to be too long, which means it will be difficult to read.

Distribution

For companies that manufacture goods, the distribution strategy is a very important part of the business plan. If you are in the service industry, you can skip this section. In simple terms, distribution is how your product gets into the hands of customers. Each industry has its own distribution channels. Before you start developing your distribution strategy, find out what distribution models other companies in your industry are using.

Here are some of the most common distribution models:

Direct selling

Selling directly to customers is probably the easiest and most cost-effective method of distribution. By saving from direct sales, you can afford to charge a lower price for your customers. Don’t forget that you will need to think about how you will deliver the goods from the warehouse to the customers. But in general, the direct distribution model works quite simply.

Retail distribution

It would be very expensive for large retailers to deal with thousands of suppliers. Therefore, they prefer to purchase goods from large distributors who have already collected products from different suppliers in their catalogs. For their services, the distributor company receives a percentage of the sales of goods.

Representatives of manufacturing companies

These are individual sellers who usually work for an agency. With well-established relationships with retailers and distributors, they sell your product through various channels and receive a commission for this. Many start-up manufacturers need such representatives in order to establish links with other market participants.

Equipment manufacturer

Under this model, you sell your product to another company who uses it in their final product. Automotive parts suppliers are a good example of this model. Typically, large car manufacturers make large parts themselves and buy standard parts for their cars from suppliers. You don’t have to limit yourself to just one distribution model; most companies sell their product through multiple channels at the same time. For example, you can buy an iPhone directly from Apple or through a distributor.

Key milestones and milestones

Without a clear action plan, roles, and key responsibilities, your business plan will be a lifeless theory on paper. In this section, you should look into the future and outline plans for the development of your business in the coming years. Reassure investors that you know what it takes to make your plans come true and that you are setting realistic goals. Start with a brief overview of the milestones in your company’s development. These are the key goals you want to achieve. For example, if you are developing a medical device, your steps might include clinical trials and obtaining a government license for manufacturing. If you’re a consumer goods company, then the main stages of your activity will include the development of prototypes, the search for manufacturers and the receipt of the first orders.

Current progress

Milestones describe the progressive work you will be doing in the future. In addition, you should talk about what you have already achieved. In this section, the company shares its first successes, such as first sales, a successful pilot program, or a profitable partnership. All this serves as evidence that the implementation of your project will be successful and cost-effective. It is this information that can influence the positive decision of investors about financing your business.

Metrics of Success

In addition to milestones and accomplishments, your business plan should provide key metrics against which you will measure the growth of your business.

For example, a restaurant might track metrics such as the average number of customers per evening or the ratio of beverage sales to food sales. Companies that sell software online track their churn rate and the number of new users. Monitoring indicators allows you to follow the development of the business and identify problems at an early stage of their occurrence. In your business plan, specify the parameters that you will track.

Key assumptions and risks

Finally, you should share the key assumptions that play an important role in the success of your business.

I suggest looking at the underlying assumptions from a risk perspective. What risks are you taking when starting your business? For example, if you find that there is a demand for your new product, then you are making the assumption that people will want to buy what you have to offer. If you’re going to promote your product predominantly online, then you’re making assumptions about ad spend and the percentage of users who actually buy after seeing an ad.

As an entrepreneur taking their first steps in business, it is very important to be clear about your core assumptions, as this can make the difference in whether your business succeeds or fails. Only by knowing your assumptions can you competently prove to investors that they are correct and true. Your goal is to justify the correctness of all your assumptions. This will greatly increase your chances of success.

Team and company

This chapter of the business plan should focus on the structure of your company and the members of your team. Investors need to know who is behind the company and whether these people can turn a good idea into a profitable business.

Team

Investors don’t invest in ideas, but in people. Some investors would rather fund a mediocre idea with a good team behind it than a top notch idea in the hands of unreliable people. The key to a successful business lies in skillful execution. Can you achieve what you have planned? Do you have competent people who are able to turn a good idea into a good business with a constant flow of customers? In this chapter, you must demonstrate that you have a team that can make your idea work and make a profit. Moreover, this chapter shows that you have carefully considered what role each project participant will play and what responsibilities they will have.

Typically, this chapter contains brief biographical information about each member of the team, indicating education and work experience in certain areas. You also need to justify why you think that your team is able to successfully implement your idea. Do your employees have the necessary experience and professional skills? Do they have successful projects in their portfolio?

Many aspiring entrepreneurs make the common mistake of adding the word “director” to every position (eg Marketing Director (CMO), Chief Operating Officer (COO), etc.). And although such positions flatter the pride of employees, they often do not correspond to reality. As the company develops, you may need people with knowledge and experience in a variety of areas. Therefore, it is better to start with more modest positions so that people are motivated to grow professionally and learn new aspects of the business.

Keep in mind that it is not necessary to have a fully staffed management team by the time you write your business plan. It is possible that you have not yet found worthy candidates for some positions, and this is absolutely normal. This suggests that you have a thorough approach to the issue of recruitment and are well aware of the needs of your business. In your business plan, simply indicate which positions are currently vacant. You can also include the organizational chart of your company in your business plan. This information does not play a key role and can be placed in one of the applications. Keep in mind that investors may request such a scheme, so it is better to prepare it in advance.

The organizational chart not only provides visual information to investors, but also helps you structure your vision of your company and its future development. What specialists will you need in the future? How to most effectively form teams to achieve maximum results? A well-designed organizational chart will help you answer these questions.

Company Overview

The Company Overview is perhaps the shortest section of your business plan. If you are writing a business plan for internal use (i.e. for your partners and team members), you can skip this section. If your plan will be read by people who are not related to your company, then the Company Overview section should contain the following information:

Mission

Intellectual property

Legal form and ownership structure

Location

Brief history of the company (if it is already operating).

Mission

Don’t repeat the common mistake of describing your company’s mission in a long canvas of text with generalities about how you serve your customers, employees, and so on.

Remember that your company mission should be succinctly expressed in one or two sentences and boil down to what you are trying to do. Essentially, your mission and value proposition may be the same.

Intellectual property

This section is required for companies whose activities are related to technology and science. If the topic of patents and other intellectual property is not relevant for your business, feel free to skip this section. However, if you own intellectual property, you must include this information in your business plan. If you have patents or are in the process of filing a patent, list those patents. Moreover, if you have a license to use technology developed by another company, be sure to include this information in your business plan and specify the terms under which this license is granted.

Legal form and ownership structure

When reviewing a company, indicate the legal form of your company (LLC, OJSC, partnership, etc.). Also pay attention to the ownership structure. Do the partners have equal stakes in the business? What is the ratio of shares of ownership? When deciding whether to finance your business, potential lenders and investors will be interested in these questions.

Company history

If your company is already operating on the market, it would not be superfluous to give a brief description of the history of its creation and highlight the main milestones in its development. The volume of such a digression should not exceed a few paragraphs. The Company History section provides context for the rest of your business plan. This section is especially important for internal business plans as it gives new hires an idea of the company they will be working for and the path it has taken.

Location

Finally, the company overview should end with a description of the company’s current location and the buildings/premises it owns. Particular attention to this section should be given to those companies that sell goods to customers directly from the warehouse. It is also worth dwelling on this topic in more detail if your business needs large premises for production, storage needs, etc.

Financial plan

Finally, we have reached the last (but very important) chapter – “Financial plan”. Many entrepreneurs do not know how to approach writing this chapter, although there is nothing difficult in it. Remember that even a person without specialized education can make a competent financial plan. Moreover, no complex financial information is required for a startup. Should you still need help, there is a vast amount of material available on the subject. The standard financial plan contains monthly forecasts for the first 12 months of the company’s operation and annual forecasts for the next 3-5 years. Three-year forecasts are usually sufficient, but sometimes investors require five-year forecasts. Below are the blocks of financial information that should be included in your business plan.

Sales forecast

The sales plan should indicate how much goods or services you plan to sell over the next few years. A sales forecast usually includes several lines, each of which is dedicated to a specific product or service. Limit yourself to general information without going into small details. For example, if you’re opening a restaurant, you might break the forecast into three groups: lunch, dinner, and drinks. If you are a manufacturing company, it makes sense to forecast by target market segments or major product names.

Cost of goods sold must be specified for each line. This indicator includes the costs associated with the production of goods or the provision of services. The “Cost of goods sold” should include only costs directly related to the production of goods or the provision of services, excluding the fixed costs of the company (rental payments, insurance premiums, wages, etc.). For a restaurant, this would be the cost of ingredients, for a manufacturing company, the cost of raw materials, and for a consulting firm, the cost of paper and other materials used in consulting clients.

Salary forecast

In the salary forecast, you must indicate how much money you will spend on paying the salaries of your employees. If you are a small firm, you can make a list of all positions in your company and how much you will pay each employee each month. Larger companies prefer to provide forecast data by department (for example, “marketing department”, “sales department”, etc.). Also, the salary forecast contains an additional expense item – the cost of the employee’s work in excess of wages. This amount includes deductions to the payroll, insurance premiums and other amounts that the employer is required to pay on a monthly basis for each full-time employee.

Profit and Loss Statement

Profit and Loss Statement summarizes your financial affairs by answering the question: Is the company profitable or losing? The report uses data from the sales forecast and salary forecast. Also, the Report should list all the current expenses associated with running your business. In the summary line of the Report, your expenses are subtracted from your income. Then it becomes clear whether your business is able to make a profit every month or whether it will be unprofitable.

Typically, the report is made in the form of a table, which indicates the following indicators:

Sales (income, or profit) . The total profit your business generates. This figure can be taken from the sales forecast.

Cost of goods sold . The total cost of goods or services sold. This indicator can also be taken from the sales forecast. If your company is in the service business, this could also be referred to as Cost of Sales or Direct Cost.

Gross profit . To get this figure, you must subtract the cost of goods sold from sales. It is often also reported as a percentage of total sales (Gross Profit/Sales = Percentage of Gross Profit).

Operating costs . Costs associated with doing business, excluding cost of goods sold. Also, this figure does not include the amount of taxes, depreciation and amortization. The indicator includes payroll costs, research and development costs, marketing costs and other types of costs.

General operating costs . This is the sum of all Operating Costs.

Operating income , or earnings before interest, taxes and depreciation and amortization. This indicator is calculated as follows: Sales – Total operating costs – Cost of goods sold = Operating income.

Interest, taxes, depreciation and amortization . If your company has these expense items, list them under Operating Income.

General costs . Operating costs + Interest, taxes, depreciation and amortization = Total costs.

Net income . This is the most important summary line, which shows whether your company made a profit or lost in a particular month or year.

Cash Flow Statement

The Cash Flow Statement is often confused with the Profit and Loss Statement, but they are two separate documents that serve very different purposes. The Profit and Loss Statement calculates your profits and losses, while the Cash Flow Statement lets you track how much money (cash or in bank accounts) you have at the moment.

To understand the difference between these two documents, it is necessary to distinguish between “cash” and “profit”. Imagine that you have sold a product to a customer. You send the buyer an invoice, which he has 30 to 60 days to pay. Although you won’t receive the cash right away, you will record profit on your income statement on the day you sold the item.

The cash flow statement shows the initial amount of cash you currently have. Receipts (received in cash or against invoices) are then added to this initial amount. At the same time, expenses for paying bills, repaying loans, paying taxes, etc. are deducted from the initial amount. Total cash flow = receipts – expenses. Remaining funds = initial amount + receipts – expenses.

The cash flow statement may indicate that you do not have enough funds or, conversely, that you have enough money to buy new equipment. Moreover, by analyzing the Report, the entrepreneur sees how much investment or credit he needs to develop his business. If your company runs out of cash, you will be forced to close your business and leave the market. To prevent this from happening, check your Report regularly to identify the problem of lack of funds in a timely manner and look for opportunities to raise additional funds.

Balance sheet

The balance sheet is the last financial document in the business plan that displays the financial position of your business. This document lists assets, liabilities and equity. To determine the net worth of a company, you need to subtract the total liabilities from the total assets.

Use of funds

If you wish to receive funding from investors, you must describe how you intend to use the funds. You do not need to paint all expenses to the last dollar. Just indicate the main areas for which the money will be spent (marketing, development and research, sales, purchase of equipment and inventory, etc. ).

Exit strategy

The Financial Plan chapter ends with an exit strategy.
An exit strategy is a plan to sell a business to another company or through an initial public offering. Your investors will probably want to know how you see this process. Investors are interested in making a profit on their investments, and this is only possible if your company is sold. As with other sections, keep it short. List a few companies that might be interested in buying your business (if successful).

Appendix

The Appendix is not a mandatory part of the business plan. However, it is rare for a business plan to be complete without appendices that contain diagrams, tables, definitions, legal notes, and other important information that was not included in the finished business plan due to its length or inappropriateness. You can also include information about patents or product illustrations here.

We hope our guide helped you write your business plan. If your company doesn’t have a logo yet, try creating one for free right now with Logaster.

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How to write a business plan: step-by-step instructions, tips and tricks

Here are the four basic rules for writing a business plan:

1. Be brief.

2. Know your audience.

3. Don’t be afraid.

4. Look at the sample business plan.

Six things a business plan should have

1. Summary

2. Opportunities

3. Implementation

4. Team and company

5. Financial plan

6. Addendum