BSBMGT517

BSBMGT517
MANAGE OPERATIONAL
PLANS
how the hierarchy of planning in a
business can be described as:
• BUSSINESS PLANNING
• STRATEGIC PLANNING
• OPERATIONAL PLANNING
• WORKFLOW PLANNING
• TASK PLANNING
OPERATIONAL PLANS
• BUSSINESS PLAN
• OPERATIONAL PLANS
DEFINING OPERATIONAL
PLANNING NEEDS
• Operational plans cover the short- to medium-term requirements of a business. There are many
situations that will require an initial, or an adjustment to an existing, operational plan. Some of the
reasons for conducting operational planning are:
• Introduction of a new product or service
• Reorganisation of departments or reallocation of staff
• Assessing the impact of marketing activities and the operational needs arising from them
• Modification, relocation, refurbishment or renovation of facilities
• Changes in work practices, procedures or systems
• Legislative changes
• Business growth or contraction
• Introduction of new systems
• Changes in the marketplace
• New competitors.
CHANGES IN PRACTICES,PROCEDURES
AND SYSTEMS
INTRODUCING CHANGES
NEW SYSTEMS
RESISTANCE
LEGISLATIVE CHANGES
• HOW WILL I MEET LEGAL REQUIREMENTS?
• HOW LONG DO I HAVE TO MODIFY MY WORK PRACTICES?
• WILL TRAINING BE REQUIRED? IF SO, WILL I SCHEDULE IT
• WILL THERE BE A SHORTFALL IN STAFFING I WILL NEED TO
ADDRESS?
• WILL I BE AUDITED?WHAT WILL MY MANAGER NEED TO
KNOW?
• WHAT WILL THE IMPACT ON THE WORKPLACE BE
• Business
Growth or
Contractio
n
Assess External and Internal
Impacts on a Business
There is a number of methods for analysing a
business and its market, including:
• SWOT Analysis (Strengths, Weaknesses, Opportunities

and Threats)
• Marketing Mix
• McKinsey's 7S Framework
• The Marketing Environment
• Competitor Analysis.
ATTRIBUTES ARE
• ECONOMICS,
• ECOLOGICAL AND ENVOROMENTAL,
• GOVERNMENT,
• SOCIAL AND CULTURAL,
• DEMOGRAPICS,
• TECHNOLOGICAL,
• INDUSTRY.
INTERNAL IMPACTS
• Staffing levels and skills
• Financial resources
• Equipment capacity
• Hours of operation
• Communication capabilities
• Location and position.
• WATCH VIDEO SLIDE 25
Developing an Operational
Plan
• Some useful questions to consider when developing a plan
are as follows:
• What do we want to achieve?
• How will we achieve it?
• What do we have to achieve it with?
RESEARCHING
REQUIREMENTS
• STAFF REQUIREMENTS
• PRODUCTION REQUIREMENTS
• RESOURCE REQUIREMENTS
• EQUIPMENT
• MARKET
• FINANCES
• INTELLECTUAL PROPERTY
Stakeholders to consult with
may include
• staff,
• managers of other departments,
• customers, suppliers,
• business advisers,
• project management specialists,
• legal advisers, etc.
Goal Objective Strategy Measure
Staff Improvement Improved Develop clear Minutes of

communication communication meetings, record
lines and IT keeping, office
protocols procedures
Staff motivation Social events Retention rates,

sick leave, staff
reviews
• Human
• Technological
• Financial
• Materials
• Systems
• Equipment
• Premises
• Outsourcing, e.g. suppliers
MANAGING UNDERPERFORMANCE
• 1 IDENTIFY THE PROBLEM

• 2 ACCESS AND ANALYSE THE PROBLEM
• 3 MEET THE EMPLOYEE TO DISCUSS THE PROBLEM
• 4 JOINTLY DEVISE THE PROBLEM
• 5 MONITOR PERFORMANCE
TYPES OF MEASUREMENTS
• Record keeping, 360° feedback, Comparison to budget,
Sales returns, Market share
• Meetings reports, Customer retention, Reduction/increase
in costs
• Periodic reporting, Gap analysis, Key performance
indicators
• Compliance reports.
SMART RULES
• S=SPECIFIC
• M=MEASUREMENTS
• A=ARCHIEVABLE
• R=REALISTIC
• T=TIMED
SOME RISK YOU SHOULD
CONSIDER
Will it be Will there be a

Will the product How will the Will my supplier
affordable and shortage of
be popular? costs change? go bankrupt?
profitable? supplies?
Will I have to get

Are my staff Does my staff Will the new Will I be able to
additional
going to have the product affect provide suitable
equipment to
understand the required skills service times or add-on
create or service
product? and knowledge? standards? products?
the product?
Developing Contingency
Plans
• Contracting or Outsourcing
• Diversification of Outcomes
• Changing Product Specifications
• Increasing Sales or Production
• Recycling, Repurposing and Reusing
• Adjusting Procurement Strategies
• Restricting Workforce
• Seeking Additional Funding
• Succession Planning
Specifying Evaluation Systems
• Methods and Criteria

• Quantitative Measurements
• Qualitative Measurements
Developing Key Performance
Indicators
• Profits or returns
• Increase in business revenue
• Financial ratios
• Business growth or expansion
• Customer satisfaction
• Increase in market share
• Product sales
• Decrease in staff turnover.
MENTORING AND COACHING
• BENEFIT TO COMPANIES
• BENEFIT TO EMPLOYEES
MONITORING PLANS
• Checklist
• Reporting Processes
• Risk Assessment
• Gantt Chart
• Timing Sheets
• Reviewing Contracts
• Communication
Evaluating the Planning
• Communication
• Contingency Management
• Operational Efficiency
• Profitability
• Resource Efficiency
THE END
This Photo by Unknown Author is licensed under CC BY-SA-NC

BSBMGT517

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BSBMGT517

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BSBMGT517

• SWOT Analysis (Strengths, Weaknesses, Opportunities

Staff Improvement Improved Develop clear Minutes of

Staff motivation Social events Retention rates,

• 1 IDENTIFY THE PROBLEM

Will it be Will there be a

Will I have to get

• Methods and Criteria

This Photo by Unknown Author is licensed under CC BY-SA-NC

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