Bsbmgt517 manage operational plan

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BSBMGT517 Manage

Operational Plan

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BSBMGT517 - Manage operational plan

Author: John Bailey

Copyright

Text copyright © 2009, 2010 by John N Bailey.

Illustration, layout and design copyright © 2009, 2010 by John N Bailey.

Under Australia’s Copyright Act 1968 (the Act), except for any fair dealing for the purposes of study, research, criticism or review, no part of this book may be reproduced, stored in a retrieval system, or transmitted in any form or by any means without prior written permission from John N Bailey. All inquiries should be directed in the first instance to the publisher at the address below.

Copying for Education Purposes

The Act allows a maximum of one chapter or 10% of this book, whichever is the greater, to be copied by an education institution for its educational purposes provided that that educational institution (or the body that administers it) has given a remuneration notice to JNB Publications.

Disclaimer

All reasonable efforts have been made to ensure the quality and accuracy of this publication. JNB Publications assumes no responsibility for any errors or omissions and no warranties are made with regard to this publication. Neither JNB Publications nor any authorized distributors shall be held responsible for any direct, incidental or consequential damages resulting from the use of this publication.

Published in Australia by:

JNB Publications

PO Box, 268,

Macarthur Square NSW 2560 Australia.

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BSBMGT517 - Manage operational plan

Contents

Contents

1.1 Research, analyse and document resource requirements and develop an operational plan in consultation with relevant personnel, colleagues and specialist resource managers. .................. 15

1.2 Develop and/or implement consultation processes as an integral part of the operational planning process............................................................................................................................... 32

1.3 Ensure details of the operational plan include the development of key performance indicators to measure organisational performance. .......................................................................................... 37

1.4 Develop and implement contingency plans at appropriate stages of operational planning. 40

1.5 Ensure the development and presentation of proposals for resource requirements is supported by a variety of information sources and seek specialist advice as required. .................................... 43

1.6 Obtain approval for plan from relevant parties and ensure understanding among work team involved ........................................................................................................................................... 44

2.1 Develop and implement strategies to ensure that employees are recruited and/or inducted within the organisation’s human resources management policies and practices. ............................ 49

2.2 Develop and implement strategies to ensure that physical resources and services are acquired in accordance with the organisation’s policies, practices and procedures. ...................................... 53

3.1 Develop, monitor and review performance systems and processes to assess progress in achieving profit and productivity plans and targets. ........................................................................ 56

3.2 Analyse and interpret budget and actual financial information to monitor and review profit and productivity performance. ......................................................................................................... 59

3.3 Identify areas of under-performance, recommend solutions, and take prompt action to rectify the situation. ..................................................................................................................................... 61

3.4 Plan and implement systems to ensure that mentoring and coaching are provided to support individuals and teams to effectively, economically and safely use resources. ................................ 65

3.5 Negotiate recommendations for variations to operational plans and gain approval from designated persons/ groups. ............................................................................................................. 68

3.6 Develop and implement systems to ensure that procedures and records associated with documenting performance are managed in accordance with organisational requirements. ............. 70

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BSBMGT517 - Manage operational plan

Description:

This unit describes the performance outcomes, skills and knowledge required to develop and monitor implementation of the operational plan to provide efficient and effective workplace practices within the organisation's productivity and profitability plans. Management at a strategic level requires systems and procedures to be developed and implemented to facilitate the organisation's operational plan. No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement.

Employability Skills:

This unit contains employability skills.

Application of Unit:

This unit applies to people who manage the work of others and operate within the parameters of a broader strategic and/or business plan. The task of the manager at this level is to develop and implement an operational plan to ensure that the objectives and strategies outlined in the strategic and/or business plan are met by work teams. However in some larger organisations operational plans may be developed by a strategic planning unit.

At this level work will normally be carried out within complex and diverse methods and procedures, which require the exercise of considerable discretion and judgement, using a range of problem solving and decision making strategies.

Introduction

As a worker, a trainee or a future worker you want to enjoy your work and become known as a valuable team member. This unit of competency will help you acquire the knowledge and skills to work effectively as an individual and in groups. It will give you the basis to contribute to the goals of the organisation which employs you.

It is essential that you begin your training by becoming familiar with the industry standards to which organisations must conform.

This unit of competency introduces you to some of the key issues and responsibilities of workers and organisations in this area. The unit also provides you with opportunities to develop the competencies necessary for employees to operate as team members.

This Learning Guide covers:

• Develop operational plan.

• Plan and manage resource acquisition.

• Monitor and review operational performance.

Learning Program

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As you progress through this unit you will develop skills in locating and understanding an organisations policies and procedures. You will build up a sound knowledge of the industry standards within which organisations must operate. You should also become more aware of the effect that your own skills in dealing with people has on your success, or otherwise, in the workplace.

Knowledge of your skills and capabilities will help you make informed choices about your further study and career options.

Additional Learning Support

To obtain additional support you may:

• Search for other resources in the Learning Resource Centres of your learning institution. You may find books, journals, videos and other materials which provide extra information for topics in this unit.

• Search in your local library. Most libraries keep information about government departments and other organisations, services and programs.

• Contact information services such as Infolink, Equal Opportunity Commission, and Commissioner of Workplace Agreements. Union organisations, and public relations and information services provided by various government departments. Many of these services are listed in the telephone directory.

• Contact your local shire or council office. Many councils have a community development or welfare officer as well as an information and referral service.

• Contact the relevant facilitator by telephone, mail or facsimile.

Facilitation

Your training organisation will provide you with a flexible learning facilitator. Your facilitator will play an active role in supporting your learning, will make regular contact with you and if you have face to face access, should arrange to see you at least once. After you have enrolled your facilitator will contact you by telephone or letter as soon as possible to let you know:

• How and when to make contact

• What you need to do to complete this unit of study

• What support will be provided.

Here are some of the things your facilitator can do to make your study easier.

• Give you a clear visual timetable of events for the semester or term in which you are enrolled, including any deadlines for assessments.

• Check that you know how to access library facilities and services.

• Conduct small ‘interest groups’ for some of the topics.

• Use ‘action sheets’ and website updates to remind you about tasks you need to complete.

• Set up a ‘chat line”. If you have access to telephone conferencing or video conferencing, your facilitator can use these for specific topics or discussion sessions.

• Circulate a newsletter to keep you informed of events, topics and resources of interest to you.

• Keep in touch with you by telephone or email during your studies.

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Flexible Learning

Studying to become a competent worker and learning about current issues in this area, is an interesting and exciting thing to do. You will establish relationships with other candidates, fellow workers and clients. You will also learn about your own ideas, attitudes and values. You will also have fun – most of the time.

At other times, study can seem overwhelming and impossibly demanding, particularly when you have an assignment to do and you aren’t sure how to tackle it…..and your family and friends want you to spend time with them……and a movie you want to watch is on television….and…. Sometimes being a candidate can be hard.

Here are some ideas to help you through the hard times. To study effectively, you need space, resources and time.

Space

Try to set up a place at home or at work where:

• You can keep your study materials

• You can be reasonably quiet and free from interruptions, and

• You can be reasonably comfortable, with good lighting, seating and a flat surface for writing.

If it is impossible for you to set up a study space, perhaps you could use your local library. You will not be able to store your study materials there, but you will have quiet, a desk and chair, and easy access to the other facilities.

Study Resources

The most basic resources you will need are:

• a chair

• a desk or table

• a reading lamp or good light

• a folder or file to keep your notes and study materials together

• materials to record information (pen and paper or notebooks, or a computer and printer)

• reference materials, including a dictionary

Do not forget that other people can be valuable study resources. Your fellow workers, work supervisor, other candidates, your flexible learning facilitator, your local librarian, and workers in this area can also help you.

Time

It is important to plan your study time. Work out a time that suits you and plan around it. Most people find that studying in short, concentrated blocks of time (an hour or two) at regular intervals (daily, every second day, once a week) is more effective than trying to cram a lot of learning into a whole day. You need time to “digest” the information in one section before you move on to the next, and everyone needs regular breaks from study to avoid overload. Be realistic in allocating time for study. Look at what is required for the unit and look at your other commitments.

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Make up a study timetable and stick to it. Build in “deadlines” and set yourself goals for completing study tasks. Allow time for reading and completing activities. Remember that it is the quality of the time you spend studying rather than the quantity that is important.

Study Strategies

Different people have different learning ‘styles’. Some people learn best by listening or repeating things out loud. Some learn best by doing, some by reading and making notes. Assess your own learning style, and try to identify any barriers to learning which might affect you. Are you easily distracted? Are you afraid you will fail? Are you taking study too seriously? Not seriously enough? Do you have supportive friends and family? Here are some ideas for effective study strategies.

Make notes. This often helps you to remember new or unfamiliar information. Do not worry about spelling or neatness, as long as you can read your own notes. Keep your notes with the rest of your study materials and add to them as you go. Use pictures and diagrams if this helps.

Underline key words when you are reading the materials in this learning guide. (Do not underline things in other people’s books). This also helps you to remember important points.

Talk to other people (fellow workers, fellow candidates, friends, family, your facilitator) about what you are learning. As well as helping you to clarify and understand new ideas, talking also gives you a chance to find out extra information and to get fresh ideas and different points of view.

Using this learning guide:

A learning guide is just that, a guide to help you learn. A learning guide is not a text book. Your learning guide will

• describe the skills you need to demonstrate to achieve competency for this unit

• provide information and knowledge to help you develop your skills

• provide you with structured learning activities to help you absorb the knowledge and information and practice your skills

• direct you to other sources of additional knowledge and information about topics for this unit.

The Icon Key

Key Points

Explains the actions taken by a competent person.

Example

Illustrates the concept or competency by providing examples.

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Chart

Provides images that represent data symbolically. They are used to present complex information and numerical data in a simple, compact format.

Intended Outcomes or Objectives

Statements of intended outcomes or objectives are descriptions of the work that will be done.

Assessment

Strategies with which information will be collected in order to validate each intended outcome or objective.

How to get the most out of your learning guide

1. Read through the information in the learning guide carefully. Make sure you understand the material.

Some sections are quite long and cover complex ideas and information. If you come across anything you do not understand:

• talk to your facilitator

• research the area using the books and materials listed under Resources

• discuss the issue with other people (your workplace supervisor, fellow workers, fellow candidates)

• try to relate the information presented in this learning guide to your own experience and to what you already know.

Ask yourself questions as you go: For example “Have I seen this happening anywhere?” “Could this apply to me?” “What if….?” This will help you to make sense of new material and to build on your existing knowledge.

2. Talk to people about your study.

Talking is a great way to reinforce what you are learning.

3. Make notes.

Additional research, reading and note taking.

If you are using the additional references and resources suggested in the learning guide to take your knowledge a step further, there are a few simple things to keep in mind to make this kind of research easier.

Always make a note of the author’s name, the title of the book or article, the edition, when it was published, where it was published, and the name of the publisher. If you are taking notes about specific ideas or information, you

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will need to put the page number as well. This is called the reference information. You will need this for some assessment tasks and it will help you to find the book again if needed.

Keep your notes short and to the point. Relate your notes to the material in your learning guide. Put things into your own words. This will give you a better understanding of the material.

Start off with a question you want answered when you are exploring additional resource materials. This will structure your reading and save you time.

BSBMGT515A - Manage operational plan

Element Performance Criteria

1. Develop operational plan.

1.1 Research, analyse and document resource requirements and

develop an operational plan in consultation with relevant

personnel, colleagues and specialist resource managers.

1.2 Develop and/or implement consultation processes as an integral

part of the operational planning process.

1.3 Ensure details of the operational plan include the development of

key performance indicators to measure organisational

performance.

1.4 Develop and implement contingency plans at appropriate stages

of operational planning.

1.5 Ensure the development and presentation of proposals for

resource requirements is supported by a variety of information

sources and seek specialist advice as required.

1.6 Obtain approval for plan from relevant parties and ensure

understanding among work teams involved.

2. Plan and manage resource acquisition.

2.1 Develop and implement strategies to ensure that employees are

recruited and/or inducted within the organisation’s human

resources management policies and practices.

2.2 Develop and implement strategies to ensure that physical

resources and services are acquired in accordance with the

organisation’s policies, practices and procedures.

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BSBMGT515A - Manage operational plan

Element Performance Criteria

3. Monitor and review operational performance.

3.1 Develop, monitor and review performance systems and processes

to assess progress in achieving profit and productivity plans and

targets.

3.2 Analyse and interpret budget and actual financial information to

monitor and review profit and productivity performance.

3.3 Identify areas of underperformance, recommend solutions, and

take prompt action to rectify the situation.

3.4 Plan and implement systems to ensure that mentoring and

coaching are provided to support individuals and teams to

effectively, economically and safely use resources.

3.5 Negotiate recommendations for variations to operational plans and

gain approval from designated persons/ groups.

3.6 Develop and implement systems to ensure that procedures and

records associated with documenting performance are managed in

accordance with organisational requirements.

Skills and Knowledge

Required Skills

• literacy skills to access and use workplace information and to write a succinct and practical plan

• technology skills to use software to produce and monitor the plan against performance indicators

• planning and organisational skills

• coaching skills to work with people with poor performance

• numeracy skills to allocate and manage financial resources.

Required Knowledge

• models and methods for operational plans

• budgeting processes

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• alternative approaches to improving resource usage and eliminating resource inefficiencies and waste.

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Range Statement The range statement relates to the unit of competency as a whole. It allows for different

work environments and situations that may affect performance. Bold italicised wording, if

used in the performance criteria, is detailed below. Essential operating conditions that

may be present with training and assessment (depending on the work situation, needs of

the candidate, accessibility of the item, and local industry and regional contexts) may also

be included.

Resource requirements

may include: • goods and services to be purchased and ordered

• human, physical and financial resources - both current and projected

• stock requirements and requisitions

Relevant personnel,

colleagues and

specialist resource

managers may include:

• employees at the same level or more senior managers

• managers

• occupational health and safety committee/s and other people with specialist responsibilities

• supervisors

• union or employee representatives

Consultation processes

may refer to: • email/intranet communications, newsletters or other

processes and devices which ensure that all employees have the opportunity to contribute to team and individual operational plans

• mechanisms used to provide feedback to the work team in relation to outcomes of consultation

• meetings, interviews, brainstorming sessions

Operational plans may

also be termed: • action plans

• annual plans

• management plans

• tactical plans

Key performance

indicators may refer to: • measures for monitoring or evaluating the efficiency or

effectiveness of a system which may be used to

demonstrate accountability and to identify areas for

improvements

Contingency plans may

include:

• contracting out or outsourcing human resources and

other functions or tasks

• diversification of outcomes

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• finding cheaper or lower quality raw materials and

consumables

• increasing sales or production

• recycling and re-using

• rental, hire purchase or alternative means of

procurement of required materials, equipment and

stock

• restructuring of organisation to reduce labour costs

• risk identification, assessment and management

processes

• seeking further funding

• strategies for reducing costs, wastage, stock or

consumables

• succession planning

Organisation's

policies, practices and

procedures may

include:

•

•

organisational culture organisational guidelines

which govern and prescribe operational functions,

such as the acquisition and management of

human and physical resources

• Standard Operating Procedures

• undocumented practices in line with organisational

operations

Designated

persons/groups may

include:

•

•

groups designated in workplace policies and

procedures managers or supervisors whose roles

and

responsibilities include decision making on

operations

• other stakeholders such as Board members

• other work groups or teams whose work will be

affected by recommendations for variations

Evidence Guide

The evidence guide provides advice on assessment and must be read in conjunction

with the performance criteria, required skills and knowledge, range statement and the

Assessment Guidelines for the Training Package.

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Critical aspects for

assessment and evidence

required to demonstrate

competency in this unit

Evidence of the following is essential:

• development of an operational plan with details of how it will be implemented and monitored

• knowledge of models and methods for operational

plans.

Context of and specific

resources for assessment Assessment must ensure:

• access to appropriate documentation and resources

normally used in the workplace.

Method of assessment A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:

• direct questioning combined with review of portfolios of evidence and third party workplace reports of onthe-job performance by the candidate

• oral or written questioning to assess knowledge of budgeting processes

• review of operational plan, key performance indicators and contingency plans

• evaluation of employee recruitment and induction strategies

• evaluation of processes implemented to acquire

physical resources and services.

Guidance information for

assessment Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example:

• other units from the Diploma of Management.

1. Develop operational plan.

1.1 Research, analyse and document resource requirements and develop an operational plan in consultation with relevant personnel, colleagues and specialist resource managers.

1.2 Develop and/or implement integral part of the operational planning process. consultation processes as an

Ensure details of the operational plan include the

1.3 development of key performance indicators to measure organisational performance.

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1.4 Develop and implement stages of operational planning. contingency plans at appropriate

Ensure the development and presentation of proposals for

1.5 resource requirements is supported by a variety of information sources and seek specialist advice as required.

1.6 Obtain approval for plan from relevant parties and ensure understanding among work teams involved.

1.1 Research, analyse and document resource requirements and develop

an operational plan in consultation with relevant personnel, colleagues and specialist resource managers.

What Is an Operational Plan?

Along with Action and Monitoring Plans the Operational Plan is the third part of a completed Strategic Plan. It defines how you will operate in practice to implement your action and monitoring plans – what your capacity needs are, how you will engage resources, how you will deal with risks, and how you will ensure sustainability of the project’s achievements.

An Operational Plan does not normally exist as one single standalone plan; rather the key components are integrated with the other parts of an overall Strategic Plan.

Figure 1: Standards Process.

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The key components of a complete Operational Plan include analyses or discussions of:

• Human and Other Capacity Requirements – The human capacity and skills required to implement your project, and your current and potential sources of these resources. Also, other capacity needs required to implement your project (such as internal systems, management structures, engaged partners and specialist resource managers, and a supportive legal framework).

• Financial Requirements – The funding required to implement your project, your current and potential sources of these funds, and your most critical resource and funding gaps.

• Risk Assessment and Mitigation Strategy – What risks exist and how they can be addressed.

• Estimate of Project Lifespan, Sustainability, and Exit Strategy – How long your project will last, when and how you will exit your project (if feasible to do so), and how you will ensure sustainability of your project’s achievements.

Your Strategic Plan may only be considered complete when these components have been defined, at least in broad terms. As the project moves into Implementation, several of these components are then defined in more detail and tested in reality. Thus the Operational Plan provides a critical bridge between the Action and Monitoring Plans and

Implementation of those plans.