BSBMGT517 Manage Operational Plan - Implementation and development

Assessment Task 2

• You are instructed to read the following questions and seek for guidance from your Assessor for any unsure sections for clarification.
• Please print your answers for each question on separate sheet, making sure that your name, your student ID, Unit Name and code, question number and date of submission are included on your answer sheet.
• Before submitting your answer sheet please show it to your Assessor for feedback and incorporate any changes accordingly.
• Your Assessor will deem each answer as either S – Satisfactory or NS - Not Satisfactory.
• In the event that you are deemed NS – Not Satisfactory, you will receive feedback from your Assessor and you then will be required re-submit the answer/s on a separate page. (Ensure that your name, your student ID, Unit Name and code, question number and date of submission on your re-submitted answer).
• Only when have answered all the questions S- satisfactorily you then will be deemed S – Satisfactory for this Assessment Task.

Assessment Task 2 - Student Assessment Instructions: The evidence needed to be provided for assessment

For this Assessment Task you will be required to answer four questions on a separate, typed sheet:

Answer:

Assessment Task 1

Activity 1A: Implementation and development of an operational plan

The process of implementation of a plan is the creative way of bringing strategic and operational plans to life for completion of a strategic initiative. Generally begins in a purposeful and in a meaningful way (Zhang et al. 2015). Often, the steps of the process involve sufficient details enabling an independent observer to perceive and detect the strength of such activities.   It is necessary to outline the strategic plans, timely implementing each aspect from funding to deliverables. These include properly stating the resource requirements, assumptions, a well-outlined budgeting process, long and short-term outcomes, responsibilities and roles.

The organization BBQfun uses e-commerce strategy to maintain or increase market share to satisfy the needs of the customer. It has documented and analyzed the resource requirements such as eight online customer-serving and salespeople, six trucks for delivery, retraining of the old employees, three forklifts, six additional warehouses and re-configuration of the office space.

The resources used vary in investment ranging from types of equipment, promotional and recruitment costs, website developers and change in management of the organization. These are coupled with additional costs of recruitment, training required for strategic implementation of business policy. These form an integral part of the planning process of the business process developed and designed from an analyzed and planning process. The several stages of the implementation process are:

Planning, Analysis of System Requirements, System Integration, Development and Testing, Implementation, Operations, and Maintenance. These stages are specific to organizations and their respective goals and objectives.

The resources determined here reflect well both the use of standing and single-use plans keeping in view of the repeated and non-repeated actions.

The KPIs can be considered as present value and future values of cash flow from operations, initial investment and probability index thus ensuring the measurement of the performance of the organization. These are as well helps in developing the contingency plans of the business models.

Activity 2: Development of Communication Plan

                                                                          Table 1: Communication Plan

                                                                                         (Source: Created by the Learner)

Activity 3: Development and Implementation of an Operational Plan

Operational plans help in covering all the issues in a business that is related to the implemented strategies. These respective issues may challenge the dependants of the plan that has been implemented in the business. In that context, it has been known that the issues may have adverse effects on the stakeholders, services, goods, or the overall operational implications. There may have differences between the operational plans of the IT sectors and the Fast Moving Consumer Goods (FMCG) businesses. However, from the words of Bryson (2018), it has been known that there exists no business without operational activities. This is because in every organisation, operational processes are related to production of either products or services or both. Grant (2016) has proposed different types of operational plans, these have been identified as follows:

• Human resources
• Production and manufacturing
• Processes
• Distribution
• Equipment
• Facilities and locations

                                                                    Table 2: Operational Plan

                                                                                 (Source: Created by the Learner)

                                                                Figure 1: Operational Plan for BBQfun

                                                                                      (Source: Created by the Learner)

Scenario task

Determination of human resourcing and physical requirements

Physical Resources Needs

                                                                                   Table 3: Resources

                                                                                             (Source: Created by the Learner)

 Human Resourcing Needs

                                                                            Table 4: Human Resources

                                                                                          (Source: Created by the Learner)

Resourcing Requirements of Marketing and Sales Manager

Resourcing requirements of marketing and sales manager for BBQfun have been identified as follows:

1. Time associated to the recruitment and selection process of the organisation
2. Running costs that is associated to the interview and testing processes
3. Insurance needs with respect to the workforces
4. Promotional advertisements in different media sources or newspaper

Resourcing Requirements of Technological Consultant

Resourcing requirements of technological consultant of BBQfun have been determined as follows:

1. Implementing higher level of updated technologies and relative costs
2. Increase adaptability in the operational departments and costs related to changes in the organisational circumstances
3. Costs for recruiting efficient and highly skilled engineers
4. Costs associated to maintenance of the mechanisms of the technological implications

Recommendation

Analysing the entire study it can be said that the respective organisation BBQ fun may have increased its capital. In that context, the CEO of the business and the top management can attract more investors. In addition to that, implementation of customer enhancement strategies can further enhance the customer base. Instigating sales strategies will be further helpful in enhancing the level of profit margin. Focussing more on the Key Performance Indicator, the organisation will be able to enhance the performance of the resources and the quality of services and products.

Assessment 2: Operational plan

1. Methods or steps of the operational plans

The description of operational plans includes a series of tasks, in a prescribed order, with an intention to reach a desired operational end state, normally within a given time (Foot, 2017).  Some of the proposed steps to develop an operational plan are as follows:-

1. Development of a concept of an operational plan

1. Description of the product or service
2. Identifying the competitive practices and key players.
3. Key Suppliers, intermediaries, and hires.

3. Defining Challenges.

4. Focusing on major expenses and costs.
5. Desired and basic goals to achieve
6. Realistic approach

4. Development of a Plan.

1. Organizing resources by Logical and Functional categories.
2. Formatting cost-effective and time-effective Fact-based ideas.
3. Incorporating Tactical methods.

The models to be used in an operational plan include different algorithms and strategic fit models that help in evaluating the impact of the strategic models on the operations of the project. The feasibility of the project can be determined by these strategic fit models. Normally a task is defined by characteristics external to the task itself (Lee, 2016). Being a central concept, it initiates a planning process in the form of a planning directive. An end-state described being rational when there are generally desired conditions, including the units of national power, in order to achieve national objectives. An end-state can also be explained in terms of political, social, economic, geographical, and environmental attributes. Operational model canvas is used for determining the value generation that could be done for both external and internal customers.

2. The Operational Plan has two subdivisions, namely: First, single-use plans which are designed to carry out series of actions unlikely to have any future repetition and helps to achieve unique business objectives (Grecu & Popescu, 2018). Second, standing plans, developed for repeated activities across a period of time to solve repetitive problems. Therefore, this phase of the operational plan helps in forecasting the future restrictions and performance boost that could be achieved by an organisation.

The main purpose of these plans is to provide a clearer picture to business entities of their responsibilities and tasks in accordance with the objective. Furthermore, the roles and responsibilities of the employees and the management team with help of management tools are facilitating the essence of coordination and teamwork among the employees (Saeed, Qi & Jalloh, 2016). The role of these plans starts with determining the running and daily procedures of the business and protocols coupled with detailing the specific activities required to implement strategies. Thereby it targets all business activities in a constructive way and creates a positive impact on the business.

3. Budgeting, a broad term defined under the Operational plan is defined as the tactical implementation of plans (Keating, 2014). A well-defined budgeting process incorporates the one responsible for specifically adhering to the budget-making process and these decisions are driven by fiscal accountability and mission priorities.

Therefore the steps involved in the budgeting process are;

1. Time-based Operational and Strategic Plan
2. Business Targets determination
3. Revenue and Cost (fixed and variable) Projections
4. Determination of Expenses per annum
5. Returns from Target Profit Margins.
6. Budget Revise statement preparation

4. Key performance indicators or KPIs is a qualitative and quantitative measurement of performance of an organization supporting the development of the strategies and goals by critically explaining the inflection points in a business (Parmenter, 2015). These indicators should be meaningful, measurable and manageable. Therefore the ways in developing key performance-based indicators can be stated as follows:

1. Clarity and consensus company goals statement definition approach: In this approach, the goals of the company could be jotted down so that operational improvement KPIs could be determined easily (Yin, Zhu & Kaynak, 2015).
2. Financial and non-financial KPIs for short term and long term: segregation approach done for segregating the financial and nonfinancial indicators are to be done
3. Identifying diagnostics metrics:  after making the planning the metrics line response rate could be prepared by the company.

References

Armstrong, M., & Taylor, S. (2014). Armstrong's handbook of human resource management practice. London: Kogan Page Publishers. Retrieved on 07 July 2018, from: https://books.google.co.in/books?hl=en&lr=&id=TCwoAwAAQBAJ&oi=fnd&pg=PR2&dq=development+and+implementation+of+strategies+to+achieve+the+operational+plan&ots=wAjmVoZ0Zq&sig=aUBGy0vubVUpweQHyh5VRnBm5yc

Baidawi, S., Mendes, P., & Saunders, B. J. (2017). The complexities of cultural support planning for Indigenous children in and leaving out?of?home care: the views of service providers in Victoria, Australia. Child & Family Social Work, 22(2), 731-740. Retrieved on 07 July 2018, from: https://s3.amazonaws.com/academia.edu.documents/45155372/Baidawi_et_al-2016-Child___Family_Social_Work.pdf?AWSAccessKeyId=AKIAIWOWYYGZ2Y53UL3A&Expires=1536053243&Signature=ZkXBUraHGwEd14oPEI0wyCdZWjg%3D&response-content-disposition=inline%3B%20filename%3DBaidawi_S._Mendes_P._and_Saunders_B._201.pdf

Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. Hoboken: John Wiley & Sons. Retrieved on 07 July 2018, from: https://books.google.co.in/books?hl=en&lr=&id=xqVFDwAAQBAJ&oi=fnd&pg=PR14&dq=development+and+implementation+of+strategies+to+achieve+the+operational+plan&ots=VrdnOJicin&sig=TKjIbC2RCiIw4wpzRZLSEV2d3Os#v=onepage&q=development%20and%20implementation%20of%20strategies%20to%20achieve%20the%20operational%20plan&f=false

Cummings, T. G., & Worley, C. G. (2014). Organization development and change. London: Cengage learning. Retrieved on 07 July 2018, from: https://www.mcs.gov.kh/wp-content/uploads/2017/07/Organization-Development-and-Change.pdf

Grant, R. M. (2016). Contemporary strategy analysis: Text and cases edition. Hoboken: John Wiley & Sons. Retrieved on 07 July 2018, from: https://s3.amazonaws.com/academia.edu.documents/43126581/Granrtaaa.pdf?AWSAccessKeyId=AKIAIWOWYYGZ2Y53UL3A&Expires=1536052990&Signature=oQBt8OE%2B%2FUg7dPXSZYDBNGUnxqw%3D&response-content-disposition=inline%3B%20filename%3DContemporary_Strategy_Analysis_Concepts.pdf

Grecu, V. M., & Popescu, I. M. (2018). OPERATIONAL RISK MAPPING AND CONTROLLING–FROM THEORY TO PRACTICE. Calitatea, 19(S1), 250-253. Retrived on August 24^th 2018 from https://search.proquest.com/openview/040af88cdb81a7bcdc999c6810ed4c89/1?pq-origsite=gscholar&cbl=1046413

Lambert, T. J., Reavley, N. J., Jorm, A. F., & Oakley Browne, M. A. (2017). Royal Australian and New Zealand College of Psychiatrists expert consensus statement for the treatment, management and monitoring of the physical health of people with an enduring psychotic illness. Australian & New Zealand Journal of Psychiatry, 51(4), 322-337. Retrieved on 07 July 2018, from: https://pdfs.semanticscholar.org/04db/4ac0134073cc717392df105c26cd00d00593.pdf

Moriarty, S., Mitchell, N. D., Wells, W. D., Crawford, R., Brennan, L., & Spence-Stone, R. (2014). Advertising: Principles and practice. London: Pearson Australia. Retrieved on 07 July 2018, from: https://books.google.co.in/books?hl=en&lr=&id=zrGaBQAAQBAJ&oi=fnd&pg=PP1&dq=communication+plan+development+in+Australia&ots=cCwZspRBVg&sig=-XEOPSu3-pGQrJJfvFOmN_6CB28#v=onepage&q=communication%20plan%20development%20in%20Australia&f=false

Saeed, M., Qi, L., & Jalloh, A. (2016). The Effects of Budgets in the Implementation of Operational Activities in Private and Public Corporations. Retrived on August 24^th 2018 from https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2848114

Keating, S. B. (2014). Financial Support and Budget planning for Curriculum Development or Revision. EVALUATION IN NURSING, 169. Retrived on August 24^th 2018 from https://books.google.co.in/books?hl=en&lr=&id=6XSMBAAAQBAJ&oi=fnd&pg=PA169&dq=process+of+budget+planning&ots=7kZDWsD-1Y&sig=e0segPiYZmZaB0PTJfOryyf6-sQ#v=onepage&q=process%20of%20budget%20planning&f=false

Paquette, M., Sommerfeldt, E. J., & Kent, M. L. (2015). Do the ends justify the means? Dialogue, development communication, and deontological ethics. Public Relations Review, 41(1), 30-39. Retrieved on 07 July 2018, from: https://www.academia.edu/download/36841733/Paquette_et_al._2015.pdf

Foot, D. (2017). Operational urban models: an introduction. Abingdon: Routledge. Retrived on August 24^th 2018 from https://www.taylorfrancis.com/books/9781351600729

Lee, C. (2016). Models in planning: an introduction to the use of quantitative models in planning. UK: Elsevier. Retrived on August 24^th 2018 from https://books.google.co.in/books?hl=en&lr=&id=KNmNDAAAQBAJ&oi=fnd&pg=PP1&dq=models+of+operational+planning+process&ots=wzW59YIq2K&sig=koObnvt9b_LIhSzm0LZuNlfS2gA#v=onepage&q=models%20of%20operational%20planning%20process&f=false

Parmenter, D. (2015). Key performance indicators: developing, implementing, and using winning KPIs. Hoboken: John Wiley & Sons. Retrived on August 24^th 2018 from https://books.google.co.in/books?hl=en&lr=&id=bKkxBwAAQBAJ&oi=fnd&pg=PA101&dq=key+perforamnace+indicators&ots=cYW1e0k08v&sig=LTpyp7rhwF08KAfXKmJAB-fliok#v=onepage&q=key%20perforamnace%20indicators&f=false

Yin, S., Zhu, X., & Kaynak, O. (2015). Improved PLS focused on key-performance-indicator-related fault diagnosis. IEEE Transactions on Industrial Electronics, 62(3), 1651-1658. Retrived on August 24^th 2018 from https://ieeexplore.ieee.org/abstract/document/6873303/

Zhang, K., Hao, H., Chen, Z., Ding, S. X., & Peng, K. (2015). A comparison and evaluation of key performance indicator-based multivariate statistics process monitoring approaches. Journal of Process Control, 33, 112-126. Retrieved on August 24^th 2018 from https://www.sciencedirect.com/science/article/pii/S0959152415001341