Manage operational plan BSBMGT517 代写

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  • Manage operational plan  BSBMGT517 代写


    ABN 94 134 836 454 - RTO Provider 91707 - CRICOS Code 03208D
    Level 4, 56-58 York Street, Sydney NSW 2000 Australia
    Tel: +61 2 92794949 Email: info@georgebrown.nsw.edu.au
    Web: www.georgebrown.nsw.edu.au
    Assessment
    Manage operational plan 
    BSBMGT517
    Student Name 
    Student ID  Term  Year 
    Class Trainer Name 
    Result NYC  C
    I declare that all work completed in this assessment is my own.
    Student Signature  Date 
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    Contents
    Assessment Guidelines ........................................................................................................................... 3
    Assessment Schedule ............................................................................................................................. 4
    Task 1: Develop an Operational Plan ..................................................................................................... 5
    Task 2: Plan and Manage Resource Acquisition ................................................................................... 23
    Task 3: Monitor and Review Operational Performance....................................................................... 32
    Assessment methods and tasks ........................................................................................................... 44
    Assessment mapping summary ............................................................................................................ 45
    Record of Assessment Outcome .......................................................................................................... 47
    References / recommended resources ................................................................................................ 48
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    Assessment Guidelines
    Assessment
    You are advised to commence work on your assessment from week 1 and must be submitted by the due date.
    1.  All assessment tasks must be completed and handed in to your trainer for marking.
    You also need to submit a soft copy of your assessments through the email: assignment@georgebrown.nsw.edu.au for
    records purposes only
    2.  Please read all instructions before starting each assessment.
    3.  Where you are required to submit documentation for an assessment, it must be attached to your assessment booklet.
    4.  Your trainer will not be able to assist you in answering questions. However, your trainer will address any issues concerning
    questions requiring further explanation.
    5.  You may refer to your student learner guide/student resources or any other relevant resource when completing your
    assessment. Do not quote directly from the notes. You should answer questions in your own words, except where it asks
    you to quote.
    6.  You have access to computers which are equipped with Microsoft suite of products and printing facility is available at
    nominal cost
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    Assessment Schedule
    Week  Tasks to complete  Learner Sign off
    Trainer Sign
    off / Date
    Comments
    Week 1
    Task 1:
    Analysis of response to
    scenario.
    Week 2
    Task 1:
    Review of portfolio. Role-
    play
    Week 3
    Task 2:
    Analysis of response to
    scenario.
    Week 4
    Task 2:
    Review of portfolio. Role-
    play
    Week 5
    Task 3:
    Analysis of response to
    scenario.
    Week 6
    Task 3:
    Review of portfolio.
    Review of report. Role-
    play
    Comments/feedback to participant
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    Task 1: Develop an Operational Plan
    Performance objective
    You will demonstrate skills and knowledge required to develop operational plans in consultation with key stakeholders.
    Assessment description
    In response to a simulated business scenario, you will research resource requirements and develop (or amend) an
    operational plan in consultation with relevant stakeholders. As a part of the development of your plan, you will set
    performance indicators, plan for contingencies, and obtain approval in accordance with organisational requirements.
    Procedure
    1. Read the BBQ fun scenario information provided in Appendix 1 and the BBQ fun simulated business documentation
    provided by your assessor.
    2. Write a brief summary of the BBQ fun operational environment that includes:
    a. an outline of the legislative and regulatory context that is relevant to BBQ fun’s operational plan (available
    on pages 17–19)
    b. an outline of the BBQ fun policies and procedures that directly relate to the operational plan
    c.  an explanation of the role of an operational plan in achieving the successful implementation of the e-
    commerce strategy
    d. a discussion of your intention to either develop a new operational plan for BBQ fun, or to amend the existing
    operational plan; support your discussion with reference to different methods and models for developing
    operational plans – such as methods for setting goals, outlining actions, identifying risk and monitoring
    performance.
    3. Research resource requirements for implementation of e-commerce strategy.
    4. Arrange with your assessor to participate in two resourcing consultation role-plays.
    5. Participate in consultation role-plays with relevant personnel to determine resourcing needs. You will role-play with
    the:
    a. Sales and Marketing Manager – prepare to discuss human resourcing requirements
    b. Technology consultant – prepare to discuss physical resourcing requirements related to development of e-
    commerce website.
    Note: During consultation, ask questions and encourage the personnel to provide information.
    6. Develop an action plan for the implementation of the e-commerce strategy. In your plan include:
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    a. Physical resourcing (all major steps for resourcing, including procurement of different types of resources, but
    not to the detail of including all procurement steps for each resource type)
    b. human resourcing (all major steps, e.g. recruiting, training, communication)
    c.  timelines and milestones for implementing the e-commerce strategy
    d. consultation and communication (ensure all affected staff are informed and engagement is encouraged for
    all stakeholders).
    An example action plan template is provided in Appendix 2.
    Ensure plans adhere to organisational requirements set out in the scenario and in relevant policies and procedures.
    7. Develop performance indicators for operational and financial targets and amend or develop existing operational
    plans to include KPIs and financial targets related to e-commerce strategy. Develop a balanced scorecard for an e-
    commerce customer service representative including three KPIs and associated targets.
    Note: The current budget and operational plan for BBQ fun is located in Appendix 1. A balanced scorecard template
    is located in Appendix 3.
    8. Identify at least three risks to the implementation of the operational plan and develop a contingency plan for each
    risk (you may use the contingency plan template provided in Appendix 4). Risks must include:
    a. one risk due to employee underperformance
    b. one risk related to management of intellectual property (IP)
    c.  one risk due to breach of health and safety compliance responsibilities.
    9. Develop a proposal for resourcing to be presented for approval to the Operations General Manager. Include in your
    proposal:
    a. description of proposed implementation of resourcing
    b. breakdown of costs
    c.  benefits to organisation
    d. a list of different approaches to developing key performance indicators
    e. risks to organisation by not implementing
    f.  outline of identified risks and contingency planning
    g. description of sources of information used to develop proposal (use internet research on technical aspects
    of e-commerce and importance to retailers; use consultation, use company financial projections).
    10. In a third role-play, present proposal for approval by the Operations General Manager.
    11. Submit a portfolio of your implementation documents as outlined in the specifications below. Keep copies of your
    work for use in Assessment Tasks 2 and 3 and for your own records.
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    Specifications
    You must:
    ● participate in three role-plays:
    ○  consult with the Sales and Marketing Manager
    ○  consult with the technology consultant
    ○  present the resourcing proposal for approval from the Operations General Manager
    ● submit a planning portfolio, including:
    ○  a summary of the operational environment of BBQ fun
    ○  action plan
    ○  performance indicators for operational and financial targets (in the new/amended operational plan)
    ○  balanced scorecard for e-commerce customer service representative
    ○  proposal for resourcing.
    Your assessor will be looking for:
    ● reading and writing skills to use workplace information to write an operational plan that meets organisational
    requirements
    ● oral communication skills to present information in a clear and professional manner, listen and comprehend
    information and confirm understanding through questioning and active listening
    ● planning and organisational skills to take responsibility for developing and implementing a plan to achieve
    operational goals including resource needs, strategy development, sequencing activities, identification of risks and
    impact on operational performance and generating contingency plans
    ● interaction skills to communicate and empathise with stakeholders during consultation processes and collaborate
    to achieve business outcomes
    ● numeracy skills to work with an existing budget to allocate and manage financial resources
    ● knowledge of models and methods for operational plans
    ● knowledge of the relationship between an operational plan and organisational objectives
    ● knowledge of budgeting processes
    ● knowledge of legislation and regulations relevant to the operational plan of the organisation
    ● knowledge of intellectual property rights and responsibilities relevant to the operational plan
    ● knowledge of using KPIs to develop business objectives.
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    Appendix 1: Scenario – e-Commerce Strategy
    Background to scenario
    The BBQ fun Board of Directors and the CEO have decided to implement an e-commerce strategy to maintain or increase
    market share and revenue and satisfy customer needs in line with company strategic directions.
    You have been hired as an external consultant to manage operational planning activities for BBQ fun’s e-commerce
    strategy.
    Under the strategy, BBQ fun would offer all products in an online store. Stock could be stored at no extra cost at existing
    stores. Customers would cover delivery costs.
    Currently, BBQ fun has a website, but this website lacks e-commerce functionality. The website would need to be
    redeveloped to incorporate this functionality in line with relevant technical specifications. Existing infrastructure, such as
    office and store configurations, would need to be adapted to the new strategy. Additionally, assets, such as delivery
    vehicles would need to be acquired. New staff would need to be recruited and existing staff retrained or informed of the
    e-commerce strategy and associated operational and performance targets.
    All resourcing must be acquired and operations undertaken in accordance with relevant internal and external standards –
    legislation and codes of practice; intellectual property (IP) rights and responsibilities; and organisational policies and
    procedures.
    Preliminary approval has been given to amend existing budget and operational planning to incorporate this strategy.
    It is now 30 June 2016 and e-commerce operations are expected to be underway in one year and three months, by
    1 October 2017
    Scenario task
    As the external consultant, you will need to determine physical and human resourcing requirements. Review
    organisational documentation and undertake preliminary research on e-commerce. Consult with the following personnel
    to determine resourcing needs:
    ● Sales and Marketing Manager
    ● technology consultant.
    You will then need to plan physical and human resourcing and establish associated performance measures and targets.
    You may consider the Management Team of BBQ fun, including team leaders in warehouses, to be resources for the
    implementation. Use description of their roles in operational planning when assigning responsibilities.
    Finally, you will need to propose resourcing and associated operational changes to the Operations General Manager, who
    will, in consultation with the CEO and Board of Directors, provide approval.
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    Resourcing and budget: e-Commerce strategy
    After consulting with the management team at BBQ fun, you determine:
    ● eight online sales and customer service people will be needed to manage increased online customers
    ● since stores are overstaffed, four of the required customer service staff could be sourced from existing employees
    at the two stores
    ● no current staff have any online customer service skills
    ● management would like to develop people through re-training rather than hire new staff to handle online sales
    ● six delivery trucks needed to enable distribution
    ● e-commerce website will take 50 days to develop
    ● three forklifts are needed
    ● four additional warehouse workers are needed
    ● six additional drivers are needed
    ● office space will need to be reconfigured.
    The following operational costs are associated with e-commerce business strategy.
    Costs: e-Commerce strategy (initial investment)
    Resources  Costs
    Plant and equipment
    ●  Delivery trucks $50,000 x 6= $300,000
    ●  Forklifts $10,000 x 3 = $30,000
    Promotional costs  $300,000
    Website developers  $100,000
    Staff training Online customer service training $3,000 per staff member = $24,000
    Recruitment costs  $30,000
    Management change leadership training for
    store managers and team leaders
    $3,000 each = 1 Brisbane store manager, 4 Brisbane team leaders, 1 Gold Coast
    store manager and 3 Gold Coast team leaders x $3,000 = $27,000
    Warehouse and office reconfiguration  $50,000
    Total  $861,000
    In addition, ongoing staff costs will be incurred.
    The expected life of the initial investment is expected to be three years.
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    Costs: e-Commerce strategy (ongoing)
    Resources  Costs
    Additional staff:  (At $40,000 year average annual salary)
      4 online staff
    4 x $40,000 ($160,000) per year for 3 years = $480,000
      4 warehouse staff
    4 x $40,000 ($160,000) per year for 3 years = $480,000
      6 delivery drivers
    6 x $40,000 = $240,000 per year for 3 years =$720,000
    Total  $1,680,000
    The following expenses should be incurred in the 2017 financial year and be included in associated financial targets for
    spending:
    Additional staff  $400,000
    Additional marketing  $300,000
    Additional training  $51,000
    Recruitment  $30,000
    Benefits to business
    According to financial projection prepared by the CFO, the business expects the proposed strategy to be profitable over
    three years.
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    Profitability index over three years
    Profitability index (PI) =
    Present value (PV) of future cash flows
    Present value (PV) of initial investment
    PI>1 indicates project should be undertaken
    FY 2017  FY 2018  FY 2019
    Cash flow from operations (minus ongoing
    operational costs associated with e-commerce
    such as additional staffing)
    $200,000  $500,000  $800,000
    Present value of future cash flows (discounted
    future cash flows with respect to opportunity cost,
    inflation)
    $180,000 +$420,000+$600,000 =
    $1,200,000
    Present value of initial investment  $861,000
    Profitability index 1.39
    The expected additional profit for 2017 would be $200,000. This figure should be added to targets.
    Risks to implementation
    After consulting with stakeholders at BBQ fun, you determine:
    ● medium risk of poor online sales
    ● high risk of customer service quality problems for online customers leading to a breach of consumer law
    ● high risk of staff misunderstanding changes and considering online sales as threat to jobs
    ● medium risk of not being able to recruit fully trained online staff
    ● low risk of loss of IP relating to confidential information contained within the e-commerce strategy when
    employees leave the organisation
    ● medium risk of loss of IP ownership if a relationship with the website developer contract ceases
    ● low level risk of not complying with WHS legislation through lack of risk assessment conducted on potential
    musculoskeletal disorders resulting from poor customer service workstation design
    ● medium risk of wastage due to overstocking product in anticipation of increased online sales.
    All additional costs associated with contingency planning will be approved in accordance with BBQ fun policies and
    procedures.
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    Budget summary
    BBQ fun 2016–2017 Approved budget by activities to be undertaken
    Income:
    Sales  $11,000,000  Barbecues and related equipment.
    Investment income  $1,567,000  Real estate investment income and rental of office space.
    Cost of goods sold (COGS)  ($5,890,000)  Cost of provision of goods, purchase of stock, distribution.
    Gross profit $6,677,000  Gross profit.
    Expenses:
    Wages, salaries and on costs  $2,567,890  Wages, salaries, superannuation, work cover insurance, payroll tax.
    Consultancy fees  $50,000  Project management: WHS management system; change management.
    Communication expenses  $42,000  Telephone, ISP costs, IT support.
    Marketing $920,000  Cost of staff travel and associated costs for sales, etc.
    Premises expenses  $1,000,000  Rent, electricity, maintenance, cleaning.
    Insurance  $120,000  Liability insurance
    Depreciation and amortisation  $177,569  Computers and capital equipment that is depreciated.
    Office supplies  $65,068  Printing and stationery, postage, amenities.
    Training  $62,187  Sales training: leadership, WHS, ethical/legal training.
    Total expenses  $5,004,714
    Net profit  $1,672,286  Net income before tax.
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    Operations
    General operating hours
    BBQ fun operates Monday to Friday from 9 am to 5 pm. BBQ fun will be operational year-round except legislated holidays.
    Human resources
    Pat Mifsud, CEO
    Pat is responsible for working with the Board of Directors to oversee the business, set overall strategic directions,
    manage risk, and authorise large financial transactions.
    Riz Mehra, Chief Financial Officer
    Riz is responsible for preparing quarterly financial statements and overall budgeting. Riz is also responsible for
    overseeing budgets for cost centres and individual projects. At completion of financial quarters and at the end of
    projects, Riz is responsible for viewing budget variation reports and incorporating information into financial statements
    and financial projections.
    Kim Chen, Operations General Manager
    Kim is responsible for the day-to-day running of the company. Kim oversees the coordination of all operations. Kim is
    responsible for sponsoring projects that affect operations of the organisation as a whole. Kim works with the HR
    Manager to coordinate systems and projects to achieve company-wide synergy.
    Les Goodale, Human Resources (HR) Manager
    Les is responsible for the productive capacity and welfare of people at BBQ fun. With the Operations General Manager,
    Les works to coordinate projects and management systems, such as performance management, recruitment and
    induction.
    Sam Lee, Marketing Manager
    Sam is responsible for the management of all aspects of marketing. Sam manages the activities of the marketing team.
    Pat Sweeney, Manager: Brisbane (Kenmore)
    Pat is responsible for the management of all aspects of the Brisbane store.
    Alex Mitchell, Manager: Gold Coast
    Alex is responsible for the management of all aspects of the Gold Coast store.
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    A summary of human resources at each of the two locations appears below:
    Brisbane: Head office
    ● Employees:
    ○  30 full-time and casual sales and customer service people, check-out staff trained in
    use of POS – integrated with ERP (enterprise resource planning) and CRM (customer
    relationship management) software system
    ○  senior management team (five) + one store manager
    ○  four sales team leaders
    ○  one delivery truck driver
    ○  one warehouse worker.
    Gold Coast operation
    ● Employees:
    ○  30 full-time and casual sales and customer service people, check-out staff trained in
    use of POS – integrated with ERP (enterprise resource planning) and CRM (customer
    relationship management) software system
    ○  one store manager
    ○  three sales team leaders
    ○  one delivery truck driver
    ○  one warehouse worker.
    Office requirements
    The office space is leased and will accommodate the necessary office equipment, such as computers, fax machine,
    photocopier and other engineering equipment.
    Brisbane: Head office
    ● Location: Kenmore.
    ● Size: 15,000 square metres (50% warehouse, 50% display area). Warehouse area used at 45% of
    capacity, but poorly configured to accommodate heavy increase in distribution traffic.
    ● Large mezzanine office space (used to be occupied by online retailer, currently subdivided and
    occupied by the management team).
    ● Loading bay with large capacity (most of area incorporated into customer display area, could be easily
    and cheaply reconfigured to accommodate extra distribution).
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    Gold Coast operation
    ● Location: Robina.
    ● Size: 12,000 square metres (50% warehouse, 50% display area). Warehouse area used at 50% of
    capacity, but poorly configured to accommodate heavy increase in distribution traffic.
    ● Large mezzanine open-plan office space with separate access (was previously rented out to a
    telemarketing company).
    ● Lots of spare office space.
    ● Loading bay with large capacity.
    Operating capital requirements
    BBQ fun requires approximately five million dollars in working capital to sustain and ensure the business meets all opening
    and ongoing financial obligations.
    The company may experience financial pressures during slow sales periods.
    A long-term strategy to maintain a positive cash flow during these periods will be to diversify the company’s product range
    and develop business opportunities such as e-commerce to boost sales and sales capability overall.
    Operational expenses
    Wages, salaries and on-costs  $2,567,890
    Consultancy fees  $50,000
    Communication expenses  $42,000
    Marketing $920,000
    Premises expenses  $1,000,000
    Insurance  $120,000
    Depreciation and amortization  $177,569
    Office supplies  $65,068
    Training  $62,187
    Total Expenses  $5,004,714
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    Insurance requirements
    BBQ fun will have to incur costs for business liability insurance. The estimated cost for this requirement is $100,000 per year.
    Operational workflow
    1.  Conduct market research to determine needs.
    2.  Negotiate with suppliers.
    3.  Receive and warehouse products.
    4.  Provide service and information to warehouse customers.
    5.  Receive payment.
    6.  Arrange delivery of items (if required).
    BBQ fun accepts cash, EFTPOS and major credit cards. Credit terms are available for trades.
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    Operational plan (with strategic objectives, measures and tasks) FY 2016–2017
    BBQ fun Operational Plan (with strategic objectives, measures and tasks) FY 2016–2017
    Objectives:  Performance measures  Tasks:
    1 Engaging with customers
    through marketing, research and
    personalised service.
    ● Completion of market/marketing
    research.
    ● Completion of customer surveys.
    ● Completion of reports to identify
    marketing opportunities.
    ● Conduct quarterly surveys on customer satisfaction.
    ● Evaluation of market and marketing data to determine marketing
    opportunities.
    2 Building reputation for quality
    products and quality customer
    service:
    ● Raise organisational profile
    by 20%.
    ● Improve client satisfaction
    performance by 25%.
    ● Percentage of brand recognition in
    sought-after categories in periodic
    customer surveys.
    ● Percentage of customers with positive
    view of organisational responsiveness,
    innovation, quality, ethics, safety.
    ● Number of customer complaints.
    ● Delivery times.
    ● Number of returned items.
    ● Audit of supplier quality.
    ● Regular contact with suppliers.
    ● Investigate resourcing needs: people, products.
    ● Fulfil resourcing and distribution needs in accordance with policies and
    procedures.
    ● Maintenance of enterprise resource management (ERP), point of sale
    (POS) and customer relationship management (CRM) systems.
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    BBQ fun Operational Plan (with strategic objectives, measures and tasks) FY 2016–2017
    Objectives:  Performance measures  Tasks:
    3 Supporting people to perform
    via training and performance
    management.
    ● Numbers of injuries
    (Target = 0).
    ● Numbers of absentees
    (Target = <3% of total hours).
    ● Anti-discrimination complaints
    (Target=0).
    ● Lost Time Injury Frequency Rate
    (Target=2)
    ● Percentage completion of performance
    plans and performance management
    process.
    ● Numbers of coaching sessions
    completed.
    ● Numbers of operational-related
    training programs completed.
    ● Research effectiveness of possible incentives for: safe work
    achievement; healthy lifestyle.
    ● Engage workers with strategic goals of business and support
    professional development in line with strategic goals. (Targets to be set
    by individual managers).
    ● Management engagement with employees to achieve greater buy-in of
    organisational goals.
    ● Include explanation of how activities work with organisational strategic
    goals in all communications to internal personnel.
    ● Regular coaching.
    ● Training needs analysis and training (leadership, WHS, ethical/legal
    training).
    ● Strategic goals included in induction program.
    ● Employee incentives for performance in all areas relevant to
    operational and strategic goals.
    4 Increasing sales revenue.  General ledger accounts; financial
    statements:
    ● Revenue target = $11 million
    ● Profit target = $1,792,286
    ● Marketing campaigns.
    ● Sales training for floor staff.
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    BBQ fun Operational Plan (with strategic objectives, measures and tasks) FY 2016–2017
    Objectives:  Performance measures  Tasks:
    5 Reduce direct and indirect costs
    of operations.
    ● General ledger accounts; financial
    statements:
    ○  wages
    ○  cost of agent services
    ○  consultancy fees
    ○  wastage and associated expenses.
    ● Expense target = $5,004,714
    ● COGS target = $5,890,000
    ● Renegotiate with suppliers.
    ● Research potential new suppliers.
    ● Research new distribution possibilities, such as e-commerce/delivery.
    ● Management engagement with employees to achieve greater
    employee support of organisational goals.
    ● Greater use by managers of budgets to encourage restraint.
    ● Greater focus on budget restraint in management of projects/activities.
    ● Inventory management through ERM to reduce overstocking and risk
    associated with storage.
    ● Incentives (as part of manager/employee performance management
    and bonus system).
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    Appendix 2: Action plan template
    Milestone: Action and/or objective
    (to achieve strategic aims of physical or human resourcing)
    Date  Person responsible Budget or resources
    (where applicable)
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    Appendix 3: Balanced scorecard template
    KRA (key result
    area)
    Target KPI (key performance
    indicator)
    Result
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    Appendix 4: Contingency plan template
    Contingency Plan
    Company name: BBQ fun
    Name of person developing the plan:
    Who was consulted as part of this plan?
    Name  Position
    Risk identified:
    Strategies/activities to minimise the risk  By when  By whom
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    Task 2: Plan and Manage Resource Acquisition
    Performance objective
    You will demonstrate skills and knowledge required to plan and manage resource acquisition.
    Assessment description
    In response to a simulated business scenario, and using work completed in Assessment Task 1, you will develop and
    implement strategies to ensure physical and human resourcing is carried out in accordance with organisational policies,
    practices and procedures and intellectual property (IP) provisions.
    Procedure
    1. Read the BBQ fun simulated business information provided in Appendix 1 of this task and in the business
    documentation provided by your assessor (the same documentation provided in Assessment Task 1).
    2. Plan and implement physical resourcing:
    a. Review the physical resourcing activities in the action plan you developed in Assessment Task 1.
    b. Elaborate on your plan by including all steps and strategies to acquire resources in accordance with
    organisational requirements.
    c.  Explain the risk management strategy needed to protect the organisation’s IP and/or ensure the
    organisation does not breach third-party IP.
    3. Plan and implement human resourcing:
    a. Review the human resourcing activities in the action plan you developed in Assessment Task 1.
    b. Elaborate on your plan by including all steps and strategies to recruit people in accordance with
    organisational requirements.
    c.  Incorporate IP requirements for human resource acquisition to ensure trade secrets and confidential
    information is protected from theft, misuse and unauthorised distribution.
    d. Prepare to interview two recruits by organising a role-play interview with each and preparing paperwork.
    You may wish to prepare using the interview planning template provided in Appendix 4.
    e. Interview, assess and make recommendations on two potential recruits in accordance with your plan. You
    may use the templates provided or develop your own. You may want to use the assessment and evaluation
    template provided in Appendix 5.
    4. Submit a portfolio of your implementation documents as outlined in the specifications below. Keep copies of
    your work for your records.
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    Specifications
    You must:
    ●  participate in two interview role-plays
    ●  submit a portfolio including:
    ○  action plans
    ○  interview plan
    ○  assessment and evaluation record with recommendations.
    Your assessor will be looking for:
    ●  reading and writing skills to access and use workplace information and to write a detailed resource acquisition plan using
    vocabulary, grammatical structures and conventions appropriate to the context.
    ●  writing and numeracy skills to complete planning documentation
    ●  planning and organisational skills to identify IP risks and take responsibility for implementing a physical and human resource
    acquisition plan to achieve operational goals
    ●  communication skills to present information using clear and professional English, listen and comprehend information from
    interviewees and confirm understanding through questioning and active listening skills
    ●  monitoring skills to identify the implications and requirements for protecting IP
    ●  interaction skills to communicate and empathise with students during interview processes, facilitate one-on-one interviews and
    influence direction to achieve business outcomes
    ●  knowledge of organisational resource acquisition policies, practices and procedures.
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    Appendix 1 – Scenario – e-Commerce Resourcing
    Background to scenario
    The BBQ fun Board of Directors and the CEO have decided to implement an e-commerce strategy to maintain or increase
    market share and revenue and satisfy customer needs in line with company strategic directions.
    You have been hired as an external consultant to manage operational planning activities for BBQ fun’s e-commerce
    strategy.
    Under the strategy, BBQ fun would offer all products in an online store. Stock could be stored at no extra cost at existing
    stores. Customers would cover delivery costs.
    Currently, BBQ fun has a website, but this website lacks e-commerce functionality. The website would need to be
    redeveloped to incorporate this functionality in line with relevant technical specifications. Existing infrastructure, such as
    office and store configurations, would need to be adapted to the new strategy. Additionally, assets such as delivery
    vehicles would need to be acquired. New staff would need to be recruited and existing staff retrained or informed of the
    e-commerce strategy and associated operational and performance targets.
    All resourcing must be acquired and operations undertaken in accordance with relevant internal and external standards –
    legislation and codes of practice; intellectual property (IP) rights and responsibilities; and organisational policies and
    procedures.
    High-level planning has been completed and approval has been given to implement the strategy.
    According to your plans, you are now at the stage where you must plan and then implement the resourcing required to
    enable the strategy. Physical resourcing and human resourcing are about to commence. Remember, e-commerce
    operations are expected to be underway by 1 October 2017.
    Scenario task
    You will need to plan physical and human resourcing at a detailed level in accordance with all organisational requirements.
    You are expected to deploy resourcing strategies to plan and implement:
    ● physical resourcing of redeveloped website(plan entire process as per organisational requirements)
    ● recruitment of four customer service representatives (plan entire recruitment process as per organisational
    requirements; you will need to demonstrate implementation through interviewing and assessing two students).
    Note: You may consider the management team of BBQ fun, including warehouse team leaders to be human resources for
    the acquisition of physical resources. Use description of their roles in operational planning when assigning responsibilities.
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    Physical resourcing
    Consultation with the management team at BBQ fun has provided you with the following information:
    ● Three website developers will bid for the contract to redevelop the existing website:
    Company  Bid
    Ace developers  $70,000
    Premier Tech  $80,000
    Innovative Technologies  $90,000
    ● The budget for the redevelopment is $100,000.
    ● Bids have been analysed as follows.
    Ace Developers  Premier Tech
    Innovative
    Technologies
    Factor  Weight  Score
    (S)
    Weighted
    score
    (W x S)
    Score
    (S)
    Weighted
    score
    (W x S)
    Score (S) Weighted
    score
    (W x S)
    Maintenance  x1  2  2  3  3  3  3
    Range of features:
    ● payment
    options
    ● integration
    with existing
    systems
    x3  2  6  2  6  2  6
    Future-proofing:
    ● ability to be
    upgraded as
    technology
    improves
    x5  3  15  6  30  6  30
    Quality:
    ● usability for
    customers
    x10  4  40  4  40  6  60
    Total  63  79  99
    Price (% of budget)  .70  .80  .90
    Total score/price
    (final assessment
    of bid quality)
    90  98.75  110
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    Human resourcing
    Consultation with the management team at BBQ fun has provided you with the following information:
    ● The budget for recruitment of four online customer service and sales representatives is $30,000. The breakdown of
    costs is as follows:
    Advertising  $5,000
    Recruitment consultant  $10,000
    Your time  $10,000
    Contingency  $5,000
    ● You now have three suitable online customer service and sales representatives.
    ● You have two more students to interview.
    ● The student is required to have the following skills and attributes:
    ○  enthusiastic and motivated
    ○  attention to detail
    ○  compliance with organisational requirements
    ○  takes initiative
    ○  problem solver
    ○  two years’ experience in online sales
    ○  telephone and keyboarding skills
    ○  ability to learn features and benefits of products to discuss with customers.
    ● The following skills and attributes are not strictly required, but desired:
    o  marketing and sales formal training
    o  knowledge of BBQ fun’s product line
    o  familiarity with CRM systems.
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    Appendix 2: Action plan Template
    Milestone: Action and/or objective
    (to achieve strategic aims of physical or human resourcing)
    Date  Person responsible Budget or resources
    (where applicable)
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    Appendix 3: Expenditure payment approval Form
    For completion by person verifying payment: 
    Date  Invoice date 
    Payee name: 
    Job/project number:  Project title: 
    Description of payment:
    Payment amount: $  ex. GST   inc. GST 
    Signature of person verifying payment  Signature of delegated manager
    For completion by finance:
    Account number  Account name  Amount
    Total Payable:  $
    Approved:  Date:
    Director:
    CEO:
    Finance manager:
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    Appendix 4: Interview planning template
    Planning aspect  Description  Time
    1. Type of interview
    2. Objectives
    3. Approach
    and style
    4. Schedule
    5. Topics and

    Manage operational plan  BSBMGT517 代写
    questions
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    Appendix 5: Assessment and evaluation template
    Student:
    Question  Ideal answer contains:  Number of
    possible
    points
    Score
    Total
    Recommendation:
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    Task 3: Monitor and Review Operational Performance
    Performance objective
    You will demonstrate skills and knowledge required to monitor and review operational performance.
    Assessment description
    In response to a simulated business scenario, and using work completed in Assessment Task 1, you will develop, monitor
    and review performance systems, analyse performance, identify areas of underperformance, take prompt remedial action
    and report on operational performance.
    In accordance with contingency planning developed in Assessment Task 1, you will take prompt action to address
    employee underperformance. In a role-play, you will coach the employee in accordance with performance management
    systems.
    You will then prepare and present, in a second role-play, a management report describing the performance system,
    performance results and recommendations for changes to operational plans. During the role-play, you will negotiate
    changes to operational plans and gain approval for recommendations from the Operations General Manager (the
    facilitator/assessor).
    Procedure
    1. Read the simulated BBQ fun scenario information provided in Appendix 1 of this task and in the business
    documentation provided by your assessor (the same documentation provided in Assessment Task 1).
    2. Prepare a plan for monitoring performance from the start of implementation to the end of the financial year. You
    may use the action plan template (provided in Appendix 2) or create your own plan. Ensure you include plans for
    monitoring and/or documenting:
    a. budgetary and financial performance
    b. productivity performance
    c.  employee performance in line with performance management policy
    d. milestone achievement and performance against targets
    e. dates for monitoring activities in line with scenario
    f.  resources for monitoring
    g. progress reporting at the end of each quarter to the Operations General Manager
    h. regular performance management of online staff and lodgement of records with the HR Manager.
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    3. Identify areas of employee underperformance, determine possible remedial actions and prepare to performance
    manage underperforming employees. Refer to, follow, or adapt, existing contingency plan for underperforming
    employees (developed in Assessment Task 1).
    4. Follow your contingency plan and the BBQ fun performance management policy to coach and performance manage
    an underperforming employee. Arrange with your assessor to role-play the coaching session. You may wish to use
    the performance management plan template and coaching plan template (provided in Appendices 3 and 4 of this
    task) to prepare for the coaching session. Make sure you begin a coaching session with an explanation of your role
    as a coach in supporting the employee to meet BBQ fun’s organisational goals.
    5. Analyse operational performance as described in scenario, and produce an operational plan status report based on
    the information provided in Appendix 1. You may wish to use the Operational Status Report template (provided in
    Appendix 5). You will also need to include in your report:
    a. a description of budgetary and financial performance
    b. a description of productivity performance
    c.  an analysis of milestone achievement and performance against targets
    d. three recommendations for operational improvement.
    6. Arrange a time to meet with your assessor to role-play the presentation of your report to the Operations General
    Manager and negotiate recommendations –involving, for example, changes to plans, changes to implementation of
    plans, changes to budget, etc. –and seek approval for the implementation of your recommendations.
    7. Submit a portfolio of your implementation documents as outlined in the specifications below. Keep copies of your
    work for your records.
    Specifications
    You must:
    ● participate in two role-plays:
    ○  coaching an underperforming employee
    ○  presentation of report to Operations General Manager
    ● submit a portfolio that includes:
    ○  a monitoring plan
    ○  a contingency plan (amended from Assessment Task 1) for managing employee underperformance
    ○  a coaching and performance management plan
    ○  an operational plan status report, including:
    –  a description of budgetary and financial performance
    –  a description of productivity performance
    –  an analysis of milestone achievement and performance against targets
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    –  three recommendations for operational improvement.
    Your assessor will be looking for:
    ● reading and writing skills to access, interpret and use workplace information and to write a practical monitoring
    plan and management report
    ● oral communication skills to present information in a clear and professional manner to underperformers and
    management, listen and comprehend information and confirm understanding through questioning and active
    listening
    ● planning and organisational skills to take responsibility for monitoring an operational plan to determine
    performance against operational goals
    ● leadership skills to communicate with and motivate underperformers, facilitate performance management
    discussions and collaborate to achieve business outcomes
    ● numeracy skills to monitor expenditure of financial resources
    ● knowledge of models and methods for operational plans
    ● knowledge of the relationship between an operational plan and organisational objectives
    ● knowledge of budgeting processes.
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    Appendix 1 – Scenario – e-Commerce performance monitoring
    Background to scenario
    The BBQ fun Board of Directors and the CEO have decided to implement an e-commerce strategy to maintain or increase
    market share and revenue and satisfy customer needs in line with company strategic directions.
    You have been hired as an external consultant to manage operational planning activities for BBQ fun’s e-commerce
    strategy.
    Under the strategy, BBQ fun would offer all products in an online store. Stock could be stored at no extra cost at existing
    stores. Customers would cover delivery costs.
    The BBQ fun website now has e-commerce functionality. The website has been redeveloped to incorporate this
    functionality in line with relevant technical specifications after you consulted with specialist managers. Existing
    infrastructure, such as office and store configurations, has been adapted to the new strategy. Additionally, assets such as
    delivery vehicles have been acquired. New staff has been recruited and existing staff retrained or informed of the e-
    commerce strategy and associated operational and performance targets.
    All resourcing should have been acquired and operations undertaken in accordance with relevant external standards, such
    as legislation and codes of practice, and internal standards, such as organisational policies and procedures and
    performance targets.
    It is now 1 January 2017. e-Commerce operations are expected to be underway by 1 October 2017.
    Scenario task
    You will need to plan monitoring activities for ongoing customer service activities, website maintenance, and revenue
    generation over the financial year from the start of implementation.
    You will then need to analyse performance data for the second quarter of the financial year.
    You will then need to coach an underperforming employee in accordance with the BBQ fun performance management
    policy and previously developed contingency planning (the planning developed for Assessment Task 1).
    Finally, you will need to prepare and present a report with recommendations for operational improvement to the
    Operations General Manager.
    Note: You may consider the management team of BBQ fun including team leaders in warehouses to be resources for the
    monitoring of performance. Use description of their roles in operational planning when assigning responsibilities.
    Note: Financial reporting is completed by the CFO at the end of each quarter of the financial year. Employee performance
    is gathered by store managers, sales and marketing managers (online staff) and compiled by the HR Manager at the end of
    each quarter.
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    Individual performance data
    The following performance data is available for Lee Waters:
    KRA  Target KPI  Result
    Quality of online
    sales and service
    1% error rate  % of informational or
    order mistakes
    10%
    Speed of service
    (online)
    <10 minutes per interaction  Average time to
    completion
    20 minutes
    Financial $30,000 sales  $ sales  $20,000
    Professional
    development
    Participate in 2 hours of sales
    training per month.
    Training hours  0 hours
    Organisational performance
    Information from the Sales and Marketing Manager
    A discussion with the Sales and Marketing Manager has provided you with the following information.
    The Sales and Marketing Manager has been tracking progress against the following key performance indicators (KPIs):
    1. Quality of online sales and service is measured in: % of mistakes made by a customer service employee when
    providing information or making an order. The target is 1%. Currently the rate of mistakes made is 10%.
    2. Speed of online sales and service is measured in average time to resolve a customer enquiry. The target is <10
    minutes. Currently, the average time to complete an online enquiry is 20 minutes.
    3. Average delivery speed is measured in the average time in days from the order being made to the customer
    receiving delivery of the product. The target is three days from order to delivery. Currently, the average delivery
    speed is three days.
    4. Revenue success is measured in the amount of revenue generated in dollars. The target is $300,000 in sales per
    quarter, which would make an $80,000 profit per quarter. In the second quarter this financial year, we generated
    $250,000 in revenue, providing a profit of $40,000 for the quarter.
    Further to the KPIs, the Sales and Marketing Manager provides more information on each area of performance.
    Quality of online sales and service:
    ● Staff not familiar with product line, even after training.
    ● Staff do not understand CRM (customer relationship management) systems and ordering processes.
    ● Staff do not understand product line. Unable to locate information.
    ● Poor communication lines.
    ● No job aids or support from management.
    ● No ongoing performance management as per company policy.
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    ● Low staff morale: complaints of back pain and distractions in environment.
    Speed of online sales and service:
    ● Many customers abort interaction due to length of time for order completion.
    ● Some extra time taken because of lack of skills and knowledge.
    ● Some time taken because of poor website maintenance and occasional downtime.
    Speed of delivery:
    ● Driver team leader is exceptional motivator.
    ● Driver morale is high.
    ● Driver attendance of routine training and team briefings is at 100%.
    Online sales and revenue
    ● Some lack of sales may be due to poor customer service.
    ● Sales may pick up as awareness of online option through marketing actions increases.
    In terms of our key actions, we’re tracking well. The website redevelopment has been completed on time and to budget.
    The delivery trucks and forklifts have been acquired and put into operation on time. In terms of recruitment, staff have
    been recruited on time, and the planned training has been completed.
    Information from the Chief Finance Officer (CFO)
    A discussion with the CFO has provided you with the following information:
    The CFO has been tracking progress against the following key performance indicators (KPIs):
    1. Budget success is measured in % overrun/underspend. The target is 0% overrun. Currently there is a budget
    overrun of 10%.Cost overruns are due to:
    ○  wastage from order mistakes and over-stocking due to misuse of system
    ○  overtime due to overly long customer interactions.
    2. The timeline for the e-commerce project is to have the e-commerce activities implemented by 1 October 2014.
    Currently the implementation is on track.
    In addition to these key performance indicators, we have identified a number of risks that all need immediate action:
    ● The training program has not been adequate to cover required skills and knowledge. Training has been too short
    and insufficient to be effective.
    ● Staff are unable to perform roles due to lack of support in job roles and ongoing training, coaching.
    ● Website downtime contributes to increased service and sales disruptions.
    ● Sales continue to perform under target.
    On that last risk, I think sales may need to be more closely monitored. Customer needs and changing market
    conditions/competition may need to be reassessed and addressed.
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    Appendix 2: Action Plan Template
    Milestone: Action and/or objective
    (to achieve strategic aims of physical or human resourcing)
    Date  Person responsible Budget or resources
    (where applicable)
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    Appendix 3: Performance management plan template
    Name/position:  Manager:  Review period:
    Reference from
    operational plan
    Key result area  Indicator of success/
    performance
    By
    when
    Status
    report
    Manager’s comments:
    Signature:
    Date:
    Staff member’s comments:
    Signature:
    Date:
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    Appendix 4: Coaching plan template
    Employee:
    Coach/Manager:
    Date of session:
    Questions
    Goal
    Reality
    Options
    Will
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    Appendix 5: Operational Plan Status Report template
    BBQfun operation plan status report  Date:
    Plan goal
    Implement e-commerce strategy
    Department
    Operations
    Plan objective/s  ● redevelop website and acquire physical resources
    ● recruit and train staff
    ● achieve profit targets
    ● adhere to budget
    ● adhere to timelines.
    Person responsible
    Project Officer
    Key performance indicators  Current status
    (Red, Green, Amber)
    Comments
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    Key performance indicators  Current status
    (Red, Green, Amber)
    Comments
    Key action update
    Key action  Accomplishments  Comments
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    Risk update
    Risk  Contingency  Comments
    1.
    2.
    3.
    4.
    General comments
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    Assessment methods and tasks
    Methods of assessment
    Through consultation with industry, the following assessment
    methods have been deemed appropriate for this unit.
    Analysis of response to
    scenario
    Assessment Task 1: Student analyses simulated business information
    and scenario to revise and plan operations.
    Assessment Task 2: Student analyses simulated business information
    and scenario to plan and implement resourcing.
    Assessment Task 3: Student analyses simulated business information
    and scenario to monitor and report on operational performance.
    Review of portfolio Assessment Task 1: Student provides planning documentation and
    proposal.
    Assessment Task 2: Student provides planning documentation and
    records of physical and human resourcing.
    Assessment Task 3: Student provides planning documentation for
    monitoring, evidence of performance managing.
    Review of report  Assessment Task 3: Student provides report on performance with
    recommendations.
    Role-play  Assessment Task 1: Student role-plays consultation with stakeholders
    and presentation of proposal.
    Assessment Task 2: Student role-plays interviewing of two students for
    online sales and service roles.
    Assessment Task 3: Student role-plays coaching and presentation of
    report.
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    Assessment mapping summary
    Assessment Task  Description
    Assessment
    number
    Assessment
    method/s
    Elements/
    PCs*
    Performance
    evidence**
    Knowledge
    evidence***
    Develop an
    operational plan
    In response to a simulated business scenario, the student researches
    resource requirements and develops/amends an operational plan in
    consultation with relevant stakeholders. As a part of the development of
    the plan, the student will set performance indicators, plan for
    contingencies, and obtain approval in accordance with organisational
    requirements.
    1  Analysis of
    response to
    scenario
    Review of
    portfolio
    Role-play
    1.1–
    1.6,2.3
    1–3  1–6
    Plan and manage
    resource
    acquisition
    In response to a simulated business scenario, and using work completed
    in Assessment Task 1, the student will develop and implement strategies
    to ensure physical and human resourcing is carried out in accordance
    with organisational policies, practices and procedures.
    2  Analysis of
    response to
    scenario
    Review of
    portfolio
    Role-play
    2.1–2.3  1–3  6
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    Assessment Task  Description
    Assessment
    number
    Assessment
    method/s
    Elements/
    PCs*
    Performance
    evidence**
    Knowledge
    evidence***
    Monitor and
    review
    operational
    performance
    In response to a simulated business scenario, and using work completed
    in Assessment Task 1, the student will develop, monitor and review
    performance systems, analyse performance, identify areas of
    underperformance, take prompt remedial action and report on
    operational performance.
    In accordance with contingency planning developed in Assessment Task
    1, the student will take prompt action to address employee
    underperformance. In a role-play, the student will coach the employee
    in accordance with performance management systems.
    The student will then prepare and present a management report
    describing the performance results and recommendations for changes
    to operational plans. During the role-play, the student will negotiate
    changes to operational plans and gain approval for recommendations
    from the Operations General Manager.
    3  Analysis of
    response to
    scenario
    Review of
    portfolio
    Review of report
    Role-play
    1.4, 1.6,
    3.1–3.6
    1–3  2,3
    * Elements and Performance Criteria are numbered using the Unit of Competency numbering system.
    ** Obtain number from previous table ‘Performance Evidence’
    *** Obtain number from previous table ‘Knowledge Evidence’
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    Record of Assessment Outcome
    Student Name
    Student ID
    Date
    Student Signature
    Assessment
    Number
    Assessment
    Type
    Satisfactory
    Date
    Yes  No
    TASK 1 
    TASK 2
    TASK 3 
    Comments:
    _______________________________________________________________________________________
    _______________________________________________________________________________________
    _______________________________________________________________________________________
    _______________________________________________________________________________________
    I have been provided with feedback on the evidence I have provided. I have been informed of the
    assessment result and the reasons for the decision.
    Student Signature: _______________________________________________________
    The student has been provided with feedback and informed of the assessment result and the reasons for
    the decision
    Assessor Name/Signature: _______________________________Date: ___________
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    References / recommended resources
    Manage Operational Plan – BSBMGT512, 2015, 1 st Edition, Version 1, Innovation and Business Industry Skills Council Ltd
    Australia, East Melbourne, VIC, Australia
    Printed resources
    ●  Anthony, W., Kacmar K., and Perrewe, P., 2010, Human Resources Management: A Strategic Approach, 6 th edn, South Western
    Educational Publishing, Cincinnati.
    ●  Cole, K., 2012, Management: Theory and Practice, 5 th edn, Pearson, Australia.
    ●  Compton, R., Morrissey, W. and Nankervis, A., 2014, Effective Recruitment and Selection Practices, 6 th edn, CCH Australia,
    Sydney.
    ●  Heizer, J. and Render, B., 2013, Operations Management, 11 th edn, Prentice Hall, New Jersey.
    ●  Standards Australia, 2002, AS ISO 15489.1 – 2002: Records Management.
    Websites
    ●  Australian Consumer Law, viewed October 2014, <http://www.consumerlaw.gov.au>.
    ●  Business.gov.au, viewed October 2014, <https://www.business.gov.au>.
    ○  ‘Equal employment opportunity & anti-discrimination’, <http://www.business.gov.au/business-topics/employing-
    people/Pages/equal-employment-opportunity-and-anti-discrimination.aspx>.
    ●  Business Plans Guide, 2010, ‘How to Prepare a Business Operations Plan’, The Business Planning Guide, viewed October 2014,
    <http://www.business-plans-guide.com/operational-plan.html>.
    ●  Department of Communications, Digital business, viewed October 2014, <http://www.digitalbusiness.gov.au>.
    ○  ‘e-Commerce’, <http://www.digitalbusiness.gov.au/e-commerce/>.
    ○  ‘Legal tips’, <http://www.digitalbusiness.gov.au/security-and-legal/legal-tips/>.
    ●  Fair Work Ombudsman, viewed October 2014, <http://www.fairwork.gov.au>.
    ●  IP Austral  ia, viewed October 2014,<http://www.ipaustralia.gov.au/>.
    ○  ‘How IP can work for you’, <http://www.ipaustralia.gov.au/understanding-intellectual-property/ip-for-business/how-ip-can-work-for-
    you/>.
    ○  ‘How to protect your IP’, <http://www.ipaustralia.gov.au/understanding-intellectual-property/how-to-use-ip/how-to-protect-your-
    ip/>.
    ○  ‘IP in everyday life’, <http://www.ipaustralia.gov.au/understanding-intellectual-property/ip-for-education-and-training/ip-everyday-
    life>.
    ●  Mind tools, viewed October 2014, <http://www.mindtools.com>.
    ○  ‘Stakeholder Analysis’, <http://www.mindtools.com/pages/article/newPPM_07.htm>.
    ●  Office of the Information Commissioner, viewed October 2014, <http://www.oaic.gov.au>.
    ●  Safe Work Australia, viewed October 2014, <http://www.safeworkaustralia.gov.au>.
    Manage operational plan  BSBMGT517 代写