# Quarterly Planning Worksheet

From The Revenue Decision Playbook, Lead Care Team. Free to use and adapt.

Quarterly planning chooses where the business focuses its limited time, people and money. The aim is a small set of priorities, usually three or four, each with evidence, an owner, a measure and a review date. Use your decision register and the last three monthly reviews as inputs.

## Step 1: Look back

- What did the last quarter's decisions accomplish? Separate actual results from projections and forecasts.
- What did we learn from decisions that didn't work?
- Which questions are still unresolved, and why?

## Step 2: Opportunities and constraints

| Opportunity or problem | Evidence (source, period, actual or estimated) | Constraint that limits it |
|---|---|---|
| | | |
| | | |
| | | |
| | | |

## Step 3: Choose the priorities

Fill in one block per priority. Three or four is plenty.

### Priority

- **What we want to change:**
- **Evidence supporting it:** source, period, and whether it's actual, estimated or projected
- **Proposed action:**
- **Owner (role):**
- **Measure:**
- **Reporting period for the measure:**
- **Target or decision threshold:** only if the economics justify one; otherwise, how we'll decide
- **Main uncertainty or risk:**
- **Milestones:**
- **Next review date:**

(Copy this block for each priority.)

## Step 4: What we're not doing this quarter

| Idea | Why not now | What would change our minds |
|---|---|---|
| | | |
| | | |

## Step 5: Review rhythm

- Each priority is checked at every monthly review.
- Each one has a defined point to continue, adjust, stop, or defer judgment.
- Results are recorded in the decision register as actual, projected, forecast or not yet known.

## Notes on targets

Don't invent improvement percentages. A threshold is useful when it comes from the decision itself, such as the return below which money would do no better than where it was. When no threshold can be justified, measure, review and decide with the evidence in front of you.