SAMPLE. Not For Training Purposes. Student Workbook. BSBMGT402 Implement Operational Plan. 1 ST Edition 2015

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Student Workbook
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BSBMGT402 Implement operational plan
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1st Edition 2015

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Part of a suite of support materials for the

BSB Business Services Training Package
Acknowledgement
Innovation and Business Industry Skills Council (IBSA) would like to acknowledge
HASCOM Pty Ltd for their assistance with the development of this resource.
BSBMGT402A Writer: Bronwyn Brennan
2nd edition revised by IBSA writer: David Scrimgeour.
Revised by IBSA for BSBMGT402 (2015).
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© 2015 Innovation and Business Industry Skills Council Ltd
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Published by: Innovation and Business Industry 1st edition published: May 2015
Skills Council Ltd
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1st edition version: 1

Level 11
176 Wellington Pde Release date: May 2015
East Melbourne VIC 3002
Phone: +61 3 9815 7000
Fax: +61 3 9815 7001
Email: reception@ibsa.org.au
www.ibsa.org.au
ISBN: 978-1-925328-08-0
Stock code: BSBMGT4021W
Table of Contents
Getting Started ....................................................................................................................1

Features of the training program .................................................................................1
Structure of the training program ................................................................................1
Recommended reading ................................................................................................1
Section 1 – Implement Operational Plan ..........................................................................3
What skills will you need? ............................................................................................3
Overview of operations: key considerations................................................................4
Study operational plans for implementation...............................................................6
Identify and consult on resource requirements ..........................................................8
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Develop implementation plans ................................................................................. 15
Identify and use performance measures ................................................................. 22
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Manage risk and develop contingency plans ........................................................... 25
Section summary ....................................................................................................... 33
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Further reading .......................................................................................................... 33
Section checklist ........................................................................................................ 33
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Section 2 – Implement Resource Acquisition ................................................................ 34
What skills will you need? ......................................................................................... 34
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Propose resourcing .................................................................................................... 35
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Plan human resourcing ............................................................................................. 38

1. Analysing roles ....................................................................................................... 41
2. Screening applicants ............................................................................................. 44
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3. Planning interviews ............................................................................................... 47

4. Conducting interviews ........................................................................................... 52
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5. Assessing candidates ............................................................................................ 54

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6. Managing inductions ............................................................................................. 55

Implement plans to procure physical resources ...................................................... 56
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1. Identifying specific requirements ......................................................................... 57

2. Identifying suppliers .............................................................................................. 58
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3. Evaluating suppliers .............................................................................................. 60

4. Using competitive tendering ................................................................................. 62
5. Receiving and evaluating tenders ........................................................................ 65
6. Placing orders and following up ........................................................................... 66
Section summary ....................................................................................................... 68
Further reading .......................................................................................................... 68
Section 3 – Monitor Operational Performance .............................................................. 69
What skills will you need? ......................................................................................... 69
Implement monitoring and control systems: Performance management ............. 70
Manage people performance .................................................................................... 73
Theories of motivation ............................................................................................... 75
Diagnose the cause of performance problems........................................................ 80
Coach for performance.............................................................................................. 82
Mentor for performance ............................................................................................ 86
Monitor and control performance systems and processes.................................... 88
Monitor budget variance ........................................................................................... 92
Present recommendations ........................................................................................ 95
Section summary ....................................................................................................... 98
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Further reading .......................................................................................................... 99
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Glossary .......................................................................................................................... 100
Appendices ..................................................................................................................... 103
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Appendix 1: Business plan (excerpt) ...................................................................... 103
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Appendix 2: Organisational chart............................................................................ 104
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Appendix 3: Budget summary ................................................................................. 105
Appendix 4: Operational plan .................................................................................. 106
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Appendix 5: Operational risk register ..................................................................... 108
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Appendix 6: Procurement policy and procedures .................................................. 109

Appendix 7: Recruitment and induction policy and procedures ........................... 115
Appendix 8: Performance management policy and procedures........................... 123
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Student Workbook Getting Started
Getting Started
Features of the training program
The key features of this program are:
● Student Workbook – Self-paced learning activities to help you to develop an
understanding of key concepts and terms. The Student Workbook is broken down
into several sections.
● Facilitator-led sessions – Challenging and interesting learning activities that can be
completed in the classroom or by distance learning that will help you consolidate
and apply what you have learned in the Student Workbook.
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● Assessment Tasks – Summative assessments where you can apply your new skills
and knowledge to solve authentic workplace tasks and problems.
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Structure of the training program
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This training program introduces you to implementing operational plans. Specifically, you
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will develop the skills and knowledge in the following topic areas:
1. Implement operational plan.
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2. Implement resource acquisition.

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3. Monitor operational performance.

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Your facilitator may choose to combine or split sessions. For example, in some cases, this
training program may be delivered in two or three sessions, or in others, as many as eight
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sessions.
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Recommended reading
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Some recommended reading for this unit includes:

● Baily, P., Farmer, D., Jessop, D. and Jones, D., 2005, Purchasing: Principles and
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Management, 9th edn, Financial Times Prentice Hall, London.

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● Flanagan, N., and Finger, J. 1998, Just About Everything a Manager Needs to Know,
Plum Press, Brisbane.
● Haynes, M. 1996, Project Management, From Idea to Implementation, Crisp
Publications, California.
● Johns, D. and Harding, H., 1989, Operations Management, Gower Technical,
England.
● Prentice, E. and Rabey, G., 1994, Empowering Supervisors. Leading Winning
Teams: A Guide for Managers and Supervisors, Longman Professional, Melbourne.
BSBMGT402 Implement operational plan 1st edition version: 1

© 2015 Innovation and Business Industry Skills Council Ltd Page 1 of 126
Getting Started Student Workbook
Please note that any URLs contained in the recommended reading, learning content and
learning activities of this publication were checked for currency during the production
process. Note, however, that IBSA cannot vouch for the ongoing currency of URLs.
Every endeavour has been made to provide a full reference for all web links. Where URLs
are not current, we recommend using the reference information provided to search for
the source in your chosen search engine.
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1st edition version: 1 BSBMGT402 Implement operational plan

Page 2 of 126 © 2015 Innovation and Business Industry Skills Council Ltd
Student Workbook Section 1 – Implement Operational Plan
Section 1 – Implement Operational Plan

The focus of section 1 is on the skills and knowledge required to implement operational
plans. This section covers the analysis of resource requirements in consultation with
stakeholders, performance measures, and contingency planning.
Scenario: Southern Cross Brewery
Southern Cross Brewery (SCB) holds a market share of 4.2% in the Australian beer
market. Sales have increased rapidly over the last financial year and sales are
expected to rise further in the next 12 months. SCB aims to increase market share in
the first six months of this year by 8%. If sales are successful, higher production
capacity will be required to meet forecasted demand at the end of the year.
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You are a senior line manager for the Southern Cross Brewery in Brunswick Victoria.
You are working closely with the operations general manager to acquire resources
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necessary to increase productive capacity. You will need to consider the organisation’s
strategic directions, operational plans and policies and procedures to carry out
operational resourcing appropriately.
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Before implementation, you will need to develop performance measures, conduct risk
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assessment and develop contingency plans.
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Once new bottling production commences, appropriate control and monitoring will be
required. Increased production capacity will require quality control checks, performance
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reviews of operating output, periodic maintenance and progress reports.

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As well as the procurement of physical resources, your duties include the recruitment of
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new operators and technicians. You will need to oversee their selection, induction,
training, and performance management.
Finally, at the end of the implementation process, you will be expected to produce a
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management report on operations including recommendations for improvement to

operational plans or their implementation.
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What skills will you need?

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In order to work effectively as an operational manager, you must be able to:

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 collate, analyse and organise details of resource requirements in consultation with

relevant personnel, colleagues and specialist resource managers
 implement operational plans to contribute to the achievement of the organisation’s

performance/business plan
 identify and use key performance indicators (KPIs) to monitor operational

performance
 undertake contingency planning and consultation processes.

Section 1 – Implement Operational Plan Student Workbook
Overview of operations: key considerations

When implementing the operational plans of an organisation, there are three main areas
for consideration. Firstly, you will need to consider how you will work with the systems and
processes set in place by your organisation. The implementation of operational plans
needs to include the consideration of the plans themselves, related performance targets,
and how best to achieve success within the given organisational context. Secondly, you
will need to consider the resources, including personnel required to put operational plans
into effect. Finally, in order to ensure production targets, budgetary constraints and other
performance-related goals are achieved, you will need to consider how you will monitor
performance to keep implementation plans on track.
Let’s look at some specific actions you might take in connection with each key
consideration:
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• Consider business plans and operational plans.
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• Focus on performance, profit and productivity targets.
• Manage resources.
Systems and • Consider corporate governance (legislation and other
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processes organisational requirements).
• Consider procedures for all aspects of producation or
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service delivery.
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• Acquire resources as per operational plans.

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• Recruit employees to achieve team and

organisational goals.
Resources • Involve colleagues in organisational planning.
• Assist with the professional development of staff.
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• Conduct performance reviews.

• Act as a mentor and coach to support staff.
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• Monitor systems and processes to assess progress

against targets.
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Monitoring and • Monitor actual resource usage and compare against

control plan.
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• Implement strategies to eliminate inefficiencies.

• Report in an accurate and timely manner.

This Student Workbook is organised to correspond to the three considerations outlined

above. Section one will focus on aspects of implementation, such as preparing and
planning, that are highly dependent on a general understanding of organisational systems
and processes. This high-level discussion will touch on human resources and
performance monitoring from a planning standpoint, but leave detailed discussion of
implementation and related tactics for later sections. Section 2 will cover resource
acquisition in detail, including human resourcing. Section 3 will contain a more complete
discussion of monitoring, control and evaluation for reporting purposes and continuous
improvement.
Implementation cycle
The implementation of operational plans may be seen as following a cyclical process as
sketched out below:
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1. Prepare for the implementation: identify and consider organisational
documentation, systems and processes; identify resource requirements; establish
consultative processes.
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2. Plan the implementation so that it proceeds logically, on time and in accordance
with requirements. Planning may include:
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a. Developing action or implementation plans to:
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i.
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acquire physical and human resources
ii. implement monitoring and control measures, including performance
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management.
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b. Performing risk assessment and developing contingency planning.
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3. Acquire resources.
4. Monitor and control implementation.
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5. Prepare management reports for the purpose of further planning and continuous
improvement.
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Preparing
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Monitoring
and Planning
controlling
Acquiring
resources

Continuous improvement often results in revision of one or more steps in the process. For
example, continuous improvement could result in revision of implementation plans,
changes to performance targets, or changes to the operational plans themselves. The
cycle will begin again, this time using revised plans as the starting point.
As stated, this first section will focus on the preparation and planning that is essential to
all aspects of implementation. The implementation cycle begins with the consideration of
the operational plan as an expression of business strategic directions.
Study operational plans for implementation

In studying operational plans and possible ways to implement them, it is helpful to
consider how operational plans are developed from – and should therefore reflect – an
organisation’s strategic directions. Looking at operational plans in this light will help you
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to align all aspects of planning with the overall aims, requirements and values of the
organisation.
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Many organisations develop long-term plans that outline the business direction of the
organisation and the strategies it will use to achieve stated or implied outcomes such as
increasing market share, or profits. These plans are developed in consideration of the
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political, economic, social and technological context in which the business operates
(PEST) and in consideration of organisational strengths, weaknesses, opportunities and
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threats (SWOT).
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Ideally, business plans or strategic plans should directly inform operational plans, and,
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these in turn, should inform the specific action plans that direct implementation. As the
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diagram below indicates, overall business strategic directions cascade through the
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operation of the organisation through all levels.

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Business plan or strategic plan: Mission,

vision, organisational strategic directions,
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financial projections.
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Operational plans: High-level objectives

aligned to strategic directions, performance
measures, tasks directly connected with
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strategic directions.
Action/implementation plans: Detailed plans

to carry out one-off and day-to-day
managerial tasks associated with
operational plans: resourcing plans,
installation plans, recruitment plans,
performance management plans, review and
reporting plans.

An example of a strategic business plan and an operational plan is provided in the

appendices of this Student Workbook (appendices 1 and 4).
Policies and procedures

Policies and procedures provide support for the operational systems and processes of an
organisation. Policies inform employees of the overall aims of the organisation, such as
ensuring quality, consistency, fairness or legal compliance, with regard to particular
aspects of operations. Procedures support policy by providing employees with specific
guidance on how to actually implement policy and perform particular functions.
Policies and procedures provide the practical information required to achieve operations.
Operations are directed by strategic directions, mission, vision, and organisational values
from the business/strategic plan. Policy and procedure documents must, therefore, be
taken into account when planning to implement operational plans.
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Examples of policies and procedures relevant to implementing key aspects of operational
plans covered by this unit of competency are provided in the appendices of this Student
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Workbook (appendices 6–8).
Learning activity: Examine business documents
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Consider your organisation or an organisation you are familiar with. Examine available
organisational documentation:
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● business/strategic plans ● contingency plans
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● operational plans ● policies and procedures.
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Answer the following questions in relation to the documents:

● Do the documents consistently reflect organisational values, mission, and vision
and articulate/support strategic goals?
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● Compare the business’s strategic goals with the operational plan objectives,
targets, performance measures. Is there agreement between the two?
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● Note discrepancies and possible areas for improvement of the documents.

● How useful would these documents be to you, if you were responsible for
resourcing operations and implementing the operational plans of the
organisation?
Describe a situation in which you are or could be responsible for resourcing. Outline
how you would use organisational documentation to guide your approach.
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Identify and consult on resource requirements

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In order to implement operational plans, you will need to carefully examine operational
plans to identify resource requirements. Resource requirements may include:
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● plant and machinery

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● goods and services to be purchased and ordered
● human, physical and financial resources – both current and projected
● stock requirements and requisitions.
It is generally unwise to work in isolation to analyse details of resource needs and fulfil
operational requirements. Resourcing benefits from as wide a consultative process as
possible. In fact, organisational procurement policy may require you to gain approval or
co-approval of purchases over a certain amount. Therefore, you will need to develop a
consultative process to involve relevant personnel in your resourcing decision-making.

Develop a consultative process

There is a range of personnel you may need to consult in order to identify resource
requirements, analyse details and fulfil operational requirements. Personnel may include:
● colleagues and specialist resource managers
● occupational health and safety committees and other people with specialist
responsibilities
● managers and supervisors
● other employees
● people from a wide range of social, cultural and ethnic backgrounds, and people
with a range of physical and mental abilities.
Purchases of plant and machinery will require technical expertise to identify gaps
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between organisational capability and operational requirements. You will need to work
with others with the requisite technical knowledge to identify specifications to include in
any tender or competitive procurement process, for example, or to help you work with
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potential suppliers to identify customised solutions. If the organisation does not possess
the technical expertise required to determine the details of resourcing requirements, you
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may also need to engage external consultants.
Physical resourcing, particularly the purchase of machinery or new technology, may
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involve occupational health and safety (OHS) implications. You should consider whether
there is a need to consult with OHS committees or worker representatives to minimise
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risk to potential operators and to ensure legal compliance. OHS legislation generally
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mandates consultation with workers or their representatives on matters which may affect
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workers’ health and safety.

With regard to human resourcing, you will need to consult with managers and supervisors
with expert knowledge or detailed knowledge of personnel requirements. You will need to
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gather information on what gaps exist between current capability and operational
requirements. This may include information on required numbers of employees for
rostering or skill gaps within existing staff. You may need to consult with human resources
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managers on options such as recruitment of new permanent employees, contract workers

or external consultants.
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The need for input from other staff – in regards to fulfilling resource requirements of
operational plans – will vary between organisations and be affected by the workforce and
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type of resourcing required. In general, you should consult with people with the technical
expertise to help you reach effective decisions and with those who will be directly affected
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by the resource. You should also consider consulting with workers who may be able to
provide input on a range of needs in order to avoid inadvertent discrimination.
Crucially, consultation before the fact, and a demonstrated commitment to considering
the needs of workers and those affected, will certainly help acceptance and employees’
support of organisational plans once resourcing is completed and it comes time to
implement decisions. Consultation can complicate decision-making, but often results in
better decisions. It may be that consultation with workers and operators may cause you to
purchase a more expensive option if it is easier and safer to use and will increase
productivity through, for example, increasing morale, reducing accidents or absenteeism,
or increasing output.

Consultation skills
You will need to possess or develop the following essential skills for consultation.
In consultation, it is important to understand how you relate to

others within an organisation.
Interpersonal ● Do you demonstrate professional respect?

skills ● Do you work to foster positive interpersonal dynamics that lead
to results?
● Do you respond constructively to feedback?
Knowledge of the process, products and services provided by the

workplace.
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Technical
skills ● Do you stay abreast of workplace and technological
developments?
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In consultation you will need to work with others as an effective team
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member, team leader and/or manager.
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● Can you build and facilitate teams such as groups for
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consultation?
● Do you demonstrate professional respect and respect for rules
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within teams?
Teamwork
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● Do you share knowledge or hoard it?

skills
● Can you organise detail and clearly communicate relevant
knowledge?
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● Do you use the skills and knowledge of others to their full

potential to achieve group goals, or do you try to do everything
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yourself?
● Do you work to develop skills and knowledge in others?
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You will also, as you work with others or build teams for the purpose of consultation, need
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to develop or encourage the demonstration of these skills in others. You may need to
select members of consultative teams based on team member’s skills in order to ensure
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the most effective outcomes from the consultative process.

The consultation process

There are various approaches to developing a consultation process. The following are ten
key ingredients that may be included in a consultation process. You should plan
consultations to include the following:
1 The publication of goals to be achieved.
2 The involvement of all stakeholders in the process.
3 Active involvement of all parties in the process.
4 Identification of how people will provide input into the process.
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5 A mechanism for dealing with conflict.
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6 Seek additional information and assistance.
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All commitments made to those involved in the consultation process
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are honoured.
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8 A set time/date for the consultation process to conclude.
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Published results of the consultations.

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10 A review of the process.

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Physical resourcing example

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Let’s look at an example scenario involving physical resourcing.

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Scenario: Physical resourcing at Southern Cross Brewery Part 1

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The operations plan for Southern Cross Brewery contains the following objective:
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‘Increase production capacity by 20% within the third quarter (Q3).’
You are a senior line manager for the Southern Cross Brewery. You are assisting the
operations manager to acquire resources necessary to increase productive capacity. It
is now July 2012 and resourcing needs will need to be finalised by August when you will
begin the tender process.
You decide to conduct a consultative process to identify resourcing needs and develop
the following plan.

Due date Action
July 4 Inform affected managers of operational plans and resourcing

needs. Request feedback and suggestions of which stakeholders
to include in consultative process.
July 7 Meet with all stakeholders individually or as group to discuss:

● stakeholders to consult and additional information to pursue
● rules and process
● establish timelines
● establish commitment to process.
July 10 Meet with affected managers and technical experts to analyse

operational requirements and identify capability gaps.
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July 16 Seek input from all affected stakeholders.
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July 28 Review results of process and decide on specifications in
consultation with operations manager.
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July 30 Publish results of consultative process and outline future
consultative process involving implementation of resourcing. Invite
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input and feedback.
July 30 Review consultative process for future improvement.

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Scenario: Physical resourcing at Southern Cross Brewery Part 2
You have met with managers and technical experts. Together you have determined that
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to meet operational goals:

● machinery will need to within dimensions of existing facility
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● adherence to Australian Standards for quality is required

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● equipment needs to be adjustable to various bottle sizes
● equipment needs to be capable of scaling production up and down as required.

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Consultation with additional stakeholders uncovered the following needs and requests:
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● factory floor requires wheelchair compatibility
● employees require ergonomic seating and footrests
● requests for Australian made machinery
● requests for training to be provided with machinery purchase.
You will need to consider organisational plans, values and policies and procedures and
consult with the operations manager to decide on final specifications to include in the
tender process.

Personnel example
Let’s look at an example scenario involving human resourcing.
Scenario: Human resourcing at Southern Cross Brewery Part 1
Southern Cross Brewery has decided to purchase new machinery to enable the
organisation to achieve its operational goal of increasing production by 20%.
You are assisting the operations manager to acquire human resources necessary to
increase productive capacity using the new machinery, which will require ten high
proficiency operators to run at the desired capacity.
You decide to conduct a consultative process to identify resourcing needs and develop
a plan which will enable you to identify human resourcing needs.
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As per your plan, you have consulted with the line manager responsible for using the
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new machinery, Lyn Johnston.
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Lyn has developed a capability chart for her team to provide you with a picture of the
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team’s collective capability. You will need to use the chart to determine the gap
between operational requirements and current capability.
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She has listed her team members down the left-hand side of the chart. For each team
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member she has determined their level of proficiency. She used a number of ways to
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determine proficiency:
● her general observations and knowledge of the team member
● discussing each task with the team member and collectively agreeing on a level
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of proficiency
● conducting formal on-the-job assessment
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● using feedback from other team members.

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Reviewed on Machine tasks

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8/11 /2011
Name Task 1 Task 2 Task 3 Task 4 Task 5 Task 6

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Person A Δ ▲ Δ
Person B / Δ Δ Δ ▲
Person C Δ Δ
Person D Λ Δ Δ Λ
Person E Δ Δ / /

Legend
▲ High proficiency; Δ High proficiency; Λ Medium / Low proficiency:
can train others competent proficiency: start of training
to do the job advanced stage of
training
Lyn has a high degree of confidence in the aptitude of even her lowest skilled workers:
‘they just need time on the job and adequate training.’
According to Lyn, one trained technician is available, but two are required to ensure
smooth operation and to guard against negative contingencies such as:
● absenteeism
● high staff turnover.
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After meeting with Lyn, you are glad that the operational budget includes a generous
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provision for payroll – enough for ten additional employees, if required.
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Clearly, you will need to recruit new employees to run the machines. You will need to
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recruit enough people to achieve operational goals, but not so many that the
organisation will incur unnecessary expense.
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You will also need to consider organisational plans, values and policies and procedures
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to guide your recruitment decision-making.
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Learning activity: Plan and execute consultative process

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You are responsible for determining the recruitment needs at Southern Cross Brewery.
It is now October 2011.
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● Using the physical resourcing example as a model, develop a consultative plan

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that includes your consultation with Lyn Johnston. What other actions could you
include in your plan to ensure effective consultation?
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It is now December 2011 and human resourcing needs will need to be finalised by
January when you will begin the recruitment process. Employees will need to be ready
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to start in early March.

● Review the company information for Southern Cross Brewery, particularly the
recruitment policy in the appendices.
● Using the information you gathered in your consultation with Lyn and your review
of organisational documentation, what recommendations would you make for
resourcing?
○ How many employees would you recruit?

○ Why?
○ What roles would you recruit for?
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○ What options for training exist within Lyn’s existing team?
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Develop implementation plans

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In order to effectively implement operational plans, you will need to develop detailed
implementation plans. Detailed plans will help ensure that all necessary steps and sub-
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steps of an implementation project are carried out in order to realise the high-level
objectives contained in the operational plan.
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Implementation plans generally include:

● objectives taken from or directly related to operational plans
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● actions and order of actions: workflow

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● timelines for steps consistent with operational objectives
● dependencies indicating what steps must wait for the completion of previous steps
● resources, including all financial, physical and human resources required
● accountabilities that clearly show who is responsible for completing steps and sub-
steps.
Implementation planning should also include risk assessment and contingency planning.
These elements are touched upon in the discussion of planning tools below, and are also
discussed in further detail at the end of this section.

Several tools can assist in developing implementation plans. Useful tools include:
● action plans
● Gantt charts
● PERT diagrams.
These tools may be used separately or in conjunction depending on the need for detail,
redundancy, and the complexity of the planning task. With respect to redundancy,
although the tools may organise much of the same content, different people may prefer
to follow different types of plans. For example, some people may prefer more visual
presentations of information (Gantt charts and PERT diagrams) while others may prefer
more text-based presentations such as action plans.
Let’s look at some examples of planning tools in more detail and ground the examples in
the context of a workplace scenario.
es
Scenario: Recruiting at Southern Cross Brewery
os
Part of implementing the Southern Cross Brewery operational plan with respect to
‘increasing production capacity by 20%’ will entail recruiting a number of operators
rp
in E
prior to March 2012.
in PL
pu
You have determined that several tasks need to be completed in order to implement
operational plans. You have estimated the duration of each task in business days
(Monday to Friday).
M
g
SA
Task Estimated time
1. Investigate resourcing needs and seek pre-approval. 15 days

ra
2. Develop draft job description/s. 10 days
3. Check job description against requirements and seek 5 days

rt
feedback.
fo
4. Investigate print and other media options to advertise 5 days

job vacancy.
ot
5. Prepare advertisement. 10 days

N
6. Gain final approval from relevant stakeholders. 3 days
7. Advertise. 5 days
8. Contact candidates and arrange interviews. 2 days
9. Interview and assess candidates. 15 days
10. End recruitment process.


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1st Edition 2015

Part of a suite of support materials for the

1st edition version: 1

Getting Started ....................................................................................................................1

Plan human resourcing ............................................................................................. 38

3. Planning interviews ............................................................................................... 47

5. Assessing candidates ............................................................................................ 54

6. Managing inductions ............................................................................................. 55

1. Identifying specific requirements ......................................................................... 57

3. Evaluating suppliers .............................................................................................. 60

Appendix 6: Procurement policy and procedures .................................................. 109

2. Implement resource acquisition.

3. Monitor operational performance.

Some recommended reading for this unit includes:

Management, 9th edn, Financial Times Prentice Hall, London.

BSBMGT402 Implement operational plan 1st edition version: 1

1st edition version: 1 BSBMGT402 Implement operational plan

Section 1 – Implement Operational Plan

Scenario: Southern Cross Brewery

reviews of operating output, periodic maintenance and progress reports.

management report on operations including recommendations for improvement to

What skills will you need?

In order to work effectively as an operational manager, you must be able to:

 collate, analyse and organise details of resource requirements in consultation with

 implement operational plans to contribute to the achievement of the organisation’s

 identify and use key performance indicators (KPIs) to monitor operational

 undertake contingency planning and consultation processes.

BSBMGT402 Implement operational plan 1st edition version: 1

Overview of operations: key considerations

• Acquire resources as per operational plans.

• Recruit employees to achieve team and

• Conduct performance reviews.

• Monitor systems and processes to assess progress

Monitoring and • Monitor actual resource usage and compare against

• Implement strategies to eliminate inefficiencies.

1st edition version: 1 BSBMGT402 Implement operational plan

This Student Workbook is organised to correspond to the three considerations outlined

BSBMGT402 Implement operational plan 1st edition version: 1

Study operational plans for implementation

operation of the organisation through all levels.

Business plan or strategic plan: Mission,

Operational plans: High-level objectives

Action/implementation plans: Detailed plans

1st edition version: 1 BSBMGT402 Implement operational plan

An example of a strategic business plan and an operational plan is provided in the

Policies and procedures

Learning activity: Examine business documents

Answer the following questions in relation to the documents:

● Note discrepancies and possible areas for improvement of the documents.

BSBMGT402 Implement operational plan 1st edition version: 1

Identify and consult on resource requirements

● plant and machinery

● goods and services to be purchased and ordered

● human, physical and financial resources – both current and projected

● stock requirements and requisitions.

1st edition version: 1 BSBMGT402 Implement operational plan

Develop a consultative process

workers’ health and safety.

managers on options such as recruitment of new permanent employees, contract workers

BSBMGT402 Implement operational plan 1st edition version: 1

In consultation, it is important to understand how you relate to

Interpersonal ● Do you demonstrate professional respect?