BSBMGT517 - Assessment Tasks Workbook

ASSESSMENT SUMMARY / COVER SHEET
This form is to be completed by the assessor and used as a final record of student competency.
All student submissions including any associated checklists are to be attached to this cover sheet before placing on
the students file.
Student results are not to be entered onto the Student Management Database unless all relevant paperwork is
completed and attached to this form.
Student Name: PRAGALBH BHAVSAR
Student ID No: CBC 190454 Completion Date: 28/04/2021
Unit Code: BSBMGT517

Unit Title: Manage operational plan
Result Reassessment
S = Satisfactory S = Satisfactory
Please attach the following documentation to this form
NS = Not Satisfactory NS = Not Satisfactory
NA = Not Assessed NA = Not Assessed
Assessment Task 1  Develop an operational plan S | NS | NA S | NS | NA
 Plan and manage resource

Assessment Task 2 acquisition S | NS | NA S | NS | NA
Assessment Task 3  Monitor and review

operational performance S | NS | NA S | NS | NA
Final Assessment Result for this unit C / NYC
Assessor Comments and Feedback to student:

__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
Student Declaration:I declare that this assessment is my own Assessor Declaration:I declare that I have conducted a fair,
work based on personal study and research and not plagiarised or valid, reliable and flexible assessment with this student. I have
copied from another student’s work or source. provided appropriate feedback and advised the student of their result.
I am also aware of my appeal rights.
Name: PRAGALBH BHAVSAR Name: ____________________________

Signature: PRAGALBH BHAVSAR Signature: ____________________________
Date: 28/04/2021 Date: ____/_____/_____
Entered onto Student Management Database ________________

Date Initials
Administrative use only
Choice Business College Page 1 of 75

RTO 41297 | CRICOS 03444C
August 2018version: 3.0
Assessment Task 1 BSBMGT517 Manage operational plan
Develop an operational plan

Submission details
The assessment task is due on the date specified by your assessor. Any variations to this
arrangement must be approved in writing by your assessor.
Submit this document with any required evidence attached. See specifications below for
details.
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.
All you work will be gathered and put into a portfolio of work. This includes your notes and
appendix sections for the new operational plan.
Procedure
1. Read the BBQfun scenario information provided in Appendix 1 and the BBQfun
simulated business documentation provided by your assessor.
2. Write a one page summary of the BBQfun operational environment that includes:
a. an outline of the legislative and regulatory context that is relevant to BBQfun’s
operational plan (available on pages 17–20)
b. an outline of the BBQfun 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
Choice Business College

RTO 41297 | CRICOS 03444C Page 2 of 75
Dec 2017 version: 2.0
d. a discussion of your intention to either develop a new operational plan for

BBQfun, 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.
In June 2013, the BBQfun Board of Directors and the CEO have decided
to implement an ecommerce strategy to maintain or increase market
share and revenue and satisfy customer needs in line with company
strategic directions.
Under the new manage operational planning strategy, BBQfun would

offer all products in an online store. Stock could be stored at no extra
cost at existing stores. Customers would cover delivery costs.
BBQfun has a website, but this website lacks e-commerce functionality.

The website wouldneed to be redeveloped to incorporate this
functionality in line with relevant technicalspecifications. Existing
infrastructure, such as office and store configurations, would need tobe
adapted to the new strategy. Additionally, assets, such as delivery
vehicles would need tobe acquired. New staff would need to be
recruited and existing staff retrained or informed ofthe e-commerce
strategy and associated operational and performance targets.
The e-commerce operations are expected to be underway in one year

and three months, by
1 October 2014.
Legislative and regulatory relevant to BBQfun’s operational plan,

including:

- Australian Consumer Law

- Spam and Data Protection Laws
- Ecommerce Shipping Restrictions
Policies and procedures:

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).
Role of an operational plan in achieving the successful e-commerce

strategy:
The purpose of the Operational Plan is to provide organisation personnel

with a clear picture of theirtasks and responsibilities in line with the
goals and objectives contained within the Strategic Plan.
Basically, the Operational Plan is a plan for the implementation of
strategies contained within theStrategic Plan. It is a management tool
that facilitates the coordination of the organisation'sresources (human,
financial and physical) so that goals and objectives in the strategic plan
can beachieved.
There is no need for developing a new operational plan, only

amendment against theexisting operational plan is required.
3. Research resource requirements for implementation of e-commerce strategy. Make sure

that they link to the overall plan.
4. Arrange with your assessor to participate in two resourcing consultation role-plays.
These are meetings to be held with the assessor approx. 5-10 each. These meetings are
used for discussing the operational plan.
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. You can get
your class peers to help you with this and your assessor.
6. Develop an action plan for the implementation of the e-commerce strategy. In your plan
include you may wish to put this part in a table or use the one in the appendix section:
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.
8. 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 BBQfun is in Appendix 1. A balanced scorecard template is in
Appendix 3.
9. Identify at least three (3) 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 and what may happen to the
organisation because of this
b. one risk related to management of intellectual property (IP). State what IP is and
why it is important to identify risk factors in this situation.
c. one risk due to breach of health and safety compliance responsibilities. Consider
aligning your work with WHS Act 2011.
10. Develop a proposal (maximum 5 pages) for resourcing to be presented for approval to
the Operations General Manager. Include in your proposal:
a) a brief description of what your proposal is about
b) description of proposed implementation of resourcing
c) breakdown of costs that will be required
d) benefits to organisation and how important this is to the organisation
e) a list of different approaches to developing key performance indicators for
the organisation

f) risks to organisation by not implementing

g) outline of identified risks and contingency planning
h) 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).
i) a conclusion of your main points of the proposal
11. In a third role-play, present the proposal 5-10 mins for approval by the Operations
General Manager.
presentation of your proposal needs to be delivered to your assessor or you may deliver this to class peers with
your assessor observing you.
12. 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.
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 BBQfun

○ 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.

Appendix 1: Scenario – e-Commerce strategy
Background to scenario
The BBQfun 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
BBQfun’s e-commerce strategy.
Under the strategy, BBQfun 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, BBQfun 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 2013 and e-commerce operations are expected to be underway in one year
and three months, by 1 October 2014.
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 BBQfun,
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.

Resourcing and budget: e-Commerce strategy

After consulting with the management team at BBQfun, 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 $3,000 each = 1 Brisbane store manager, 4 Brisbane

training for store managers and team leaders, 1 Gold Coast store manager and 3 Gold
team leaders Coast team leaders x $3,000 = $27,000
Warehouse and office $50,000

reconfiguration
Total $861,000
In addition, ongoing staff costs will be incurred.

The expected life of the initial investment is expected to be three years.

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 2014 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.

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 2014 FY 2015 FY 2016
Cash flow from operations (minus ongoing $200,000 $500,000 $800,000

operational costs associated with e-commerce
such as additional staffing)
Present value of future cash flows (discounted $180,000 +$420,000+$600,000 =

future cash flows with respect to opportunity $1,200,000
cost, inflation)
Present value of initial investment $861,000
Profitability index 1.39
The expected additional profit for 2014 would be $200,000. This figure should be added to
targets.
Risks to implementation
After consulting with stakeholders at BBQfun, 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
BBQfun policies and procedures.

Budget summary
BBQfun 2013–2014 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 ($5,890,000) Cost of provision of goods, purchase of

(COGS) stock, distribution.
Gross profit $6,677,000 Gross profit.
Expenses:
Wages, salaries and on $2,567,890 Wages, salaries, superannuation, work

costs cover insurance, payroll tax.
Consultancy fees $50,000 Project management: WHS management

system; change management.
Communication $42,000 Telephone, ISP costs, IT support.

expenses
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 $177,569 Computers and capital equipment that is

amortisation 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.

Operations
General operating hours

BBQfun operates Monday to Friday from 9 am to 5 pm. BBQfun will be operational
year-round except legislated holidays.
Human resources
Pat Mifsud, CEO
is responsible for working with the Board of Directors to oversee the business, set overall strategic directions,
manage risk, and authorise large financial transactions.
RizMehra, Chief Financial Officer

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

m 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 BBQfun. With the
Operations General Manager, Les works to coordinate projects and management systems,
such as performance management, recruitment and induction .
Sam Lee, Marketing Manager

m is responsible for the management of all aspects of marketing. Sam manages the activities of the marketing team.
Pat Sweeney, Manager: Brisbane (Kenmore)

is responsible for the management of all aspects of the Brisbane store.
Alex Mitchell, Manager: Gold Coast

x is responsible for the management of all aspects of the Gold Coast store.

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).

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

BBQfun 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 amortisation $177,569
Office supplies $65,068
Training $62,187
Total Expenses $5,004,714
Insurance requirements
BBQfun 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).
BBQfun accepts cash, EFTPOS and major credit cards. Credit terms are available for trades.

Operational plan (with strategic objectives, measures and tasks) FY 2013–2014
BBQfun Operational Plan (with strategic objectives, measures and tasks) FY 2013–2014
Objectives: Performance measures Tasks:
1 Engaging with customers ● Completion of market/marketing ● Conduct quarterly surveys on customer satisfaction.
through marketing, research research.
● Evaluation of market and marketing data to determine
and personalised service.
● Completion of customer surveys. marketing opportunities.
● Completion of reports to identify
marketing opportunities.

2 Building reputation for ● Percentage of brand recognition in ● Audit of supplier quality.

quality products and quality sought-after categories in periodic
● Regular contact with suppliers.
customer service: customer surveys.
● Investigate resourcing needs: people, products.
● Raise organisational ● Percentage of customers with
profile by 20%. positive view of organisational ● Fulfil resourcing and distribution needs in accordance with
responsiveness, innovation, quality, policies and procedures.
● Improve client
ethics, safety. ● Maintenance of enterprise resource management (ERP), point
satisfaction
performance by 25%. ● Number of customer complaints. of sale (POS) and customer relationship management (CRM)
systems.
● Delivery times.
● Number of returned items.

3 Supporting people to perform ● Numbers of injuries ● Research effectiveness of possible incentives for: safe work
via training and performance (Target = 0). achievement; healthy lifestyle.
management.
● Numbers of absentees ● Engage workers with strategic goals of business and support
(Target = <3% of total hours). professional development in line with strategic goals. (Targets
to be set by individual managers).
● Anti-discrimination complaints
(Target=0). ● Management engagement with employees to achieve greater
buy-in of organisational goals.
● Lost Time Injury Frequency Rate
(Target=2) ● Include explanation of how activities work with organisational
strategic goals in all communications to internal personnel.
● Percentage completion of
performance plans and ● Regular coaching.
performance management process.
● Training needs analysis and training (leadership, WHS,
● Numbers of coaching sessions ethical/legal training).
completed.
● Strategic goals included in induction program.
● Numbers of operational-related
● Employee incentives for performance in all areas relevant to
training programs completed.
operational and strategic goals.
4 Increasing sales revenue. General ledger accounts; financial ● Marketing campaigns.

statements:
● Sales training for floor staff.
● Revenue target = $11 million
● Profit target = $1,792,286

5 Reduce direct and indirect ● General ledger accounts; financial ● Renegotiate with suppliers.
costs of operations. statements:
● Research potential new suppliers.
○ wages
● Research new distribution possibilities, such as
○ cost of agent services e-commerce/delivery.
○ consultancy fees ● Management engagement with employees to achieve greater
employee support of organisational goals.
○ wastage and associated
expenses. ● Greater use by managers of budgets to encourage restraint.
● Expense target = $5,004,714 ● Greater focus on budget restraint in management of
projects/activities.
● COGS target = $5,890,000
● Inventory management through ERM to reduce overstocking
and risk associated with storage.
● Incentives (as part of manager/employee performance
management and bonus system).

Appendix 2: Action plan template
Milestone: Action and/or objective Date Person Budget or resources

(to achieve strategic aims of physical or human resourcing) responsible (where applicable)
Human Resourcing: HR TEAM 30,000

Recruitment
・ Warehouse workers
・ Online sales workers
・ Truck drivers
Human Resourcing: MANAGER AND 24000
Online sales training HR AND ALL
STAFF
Human Resourcing: HR 27,000
Management training
Human resourcing: Source HR TEAM NA

existing employees to work
in customer service
department/area

Physical resourcing: Develop IT TEAM WEBSITE DEVELOPER
e-commerce website 100,000
Physical resourcing: Delivery trucks
Purchase new plant $50,000 x 6= $300,000
equipment i.e. forklifts and Forklifts $10,000 x 3 =
delivery trucks $30,000
Physical resourcing: 50,000
Warehouse and office
reconfiguration

Assessment Task 1 BSBMGT
Appendix 3: Balanced scorecard template
KRA (key Target KPI (key Result

result area) performance
indicator)
Increase sales by
Sales 10000 every quarter Satisfactory
10%
over the next 2
months
Increase volume of
calls
by 15% every
quarter for
each consultant
Customer Less than 3 complain in a Each consultant to Training

reduce customer
Complaint quarter
complaints by 20%
within 1 month
Customer
complaints
resolved within 24
hours
eam player Work in a team 100% attendance of coaching
OR any
environment
Team work team work at BBQ
Fun
All project to be
completed within
the timeframe

Appendix 4: Contingency plan template
Contingency Plan
Company name: BBQfun
Name of person developing the plan: PRAGALBH BHAVSAR
Who was consulted as part of this plan?
Name MR ROCKY Position SALES AND MARKETING MANAGER

medium risk of poor online sales
high risk of customer service quality problems for online customers leading to a
breach of
consumer law
One risk due to breach of health and safety compliance responsibilities.
Risk identified:
Strategies/activities to minimise the risk By when By whom
Provide training on online sales 3 SALES AND

MONTHS MARKETIN
G
MANAGER
Training on customer service 1 HR SALES

Provide consumer law briefing to all sales MONTHS MANAGER

representatives

Facilitator Guide Marking Guide
Marking Guide
Assessment Task 1: Develop an operational plan
Candidate’s name Phone no.
Assessor’s name Phone no.
Assessment site
Assessment date/s Time/s
Outcomes
Satisfactory
Did the candidate:
Yes No
Participate in three role-plays:

● consult with the Sales and Marketing Manager
● consult with the technology consultant
● present the resourcing proposal to Operations General Manager for

approval?
Submit a planning portfolio that includes:

● a summary of the operational environment of BBQfun
● action plan
● performance indicators for operational and financial targets

(new/amended operational plan)
● balanced scorecard for e-commerce customer service representative
● proposal for resourcing?
Complete assessment within the agreed timeframe?

Performance indicators
Satisfactory
Did the candidate:
Yes No
In the summary of the operational environment, cover the legislative and

regulatory context relevant to the operational plan?
For example provide an explanation that may include (but is not limited
to):
 Australian Privacy Principles and Market and Social Research
Privacy Principles and how they relate to objective: Engaging
with customers through marketing, research and personalised
service, for example, destroying personal identifiers collected in
the course of customer surveys

 the implications of Australian Consumer Law in pursuing the
objective: Building reputation for quality products and customer
service, for example, providing a refund on faulty products
 the relevance of health and safety legislation and anti-
discrimination legislation in relation to the objective: Supporting
people to perform via training and performance management, for
example:
o putting safety systems in place under health and safety
legislation to meet LTI target
o training managers in anti-bullying and anti-discrimination
to ensure performance management is carried out fairly
the relevance of fair work legislation to the objective: Reduce direct and
indirect costs of operations, for example, ensuring that wages are not
reduced below award wages.
In the summary of the operational environment, outline the policies and

procedures that directly relate to the operational plan?
For example, provide an explanation that may include (but is not limited
to):
 linking the recruitment and induction policy to the tasks of
investigating resourcing needs, for example, in the policy’s
purpose of attracting the most suitable people for positions at
BBQfun

Satisfactory
Did the candidate:
Yes No
 linking the performance management policy to the tasks of:

o engaging employees in buy-in of organisational goals
o managing the provision of employee incentives for
performance in areas relevant to operational and strategic
goals
o
o achieving budget restraint through performance
management processes
 linking the procurement policy with the task of researching
potential new suppliers, including looking for value-for-money
and researching Australian-owned suppliers.
In the summary of the operational environment, explain of the role of the

operational plan in successful implementation?
For example, provide an explanation that may include (but is not limited
to):
 captures e-commerce strategy requirements in the form of
performance measures and tasks
 provides a framework for implementation
 sets performance indicators that allows for monitoring of success.

Satisfactory
Did the candidate:
Yes No
In the summary of the operational environment, discuss models and

methods for operational plans in supporting a decision to amend existing
operational plan or develop a new operational plan.
Discussion of models and methods could include:
 setting KPIs and using balanced scorecards
 listing main functions and activities and assigning related
performance measures
 risk identification and contingency planning
 monitoring performance by comparing targets and actual
performance.
Research resource requirements through consultation with relevant

personnel?
For example:
 consult with Sales and Marketing Manager and technology
consultant
 ask questions to elicit information from personnel related to
operational plans and clarify understanding.

Satisfactory
Did the candidate:
Yes No
Analyse and document resource requirements and develop an action plan

in consultation with relevant personnel, colleagues and specialist resource
managers?
For example:
● use models and methods for operational plans, such as action plans,
Gantt charts and critical path method (CPM)
● amend/develop operational plan to include financial targets,
candidate may amend workflow to include online retailing
● access and use simulated workplace information to adapt
operational plan and write action plans for resourcing
● plan all steps required for implementation:
○ e.g. the physical resourcing for e-commerce would include

finding a website developer, deciding on payment methods,
finding a supplier to set up a gateway, setting up accounts
with a bank, procuring vehicles, finding a contractor to
reconfigure warehouses and office space
○ align the plan with BBQfun policies and procedures, for
example, reflect the major steps in the recruitment and
induction policy and procedure
● include timelines/deadlines in the implementation plans
● include consultation in action planning to ensure organisational

engagement
● plan communications to ensure understanding among work teams
involved?

Satisfactory
Did the candidate:
Yes No
Ensure details of the operational plan include the development of key

performance indicators to measure organisational performance?
● Performance indicators and targets for online sales and service
representatives should include (as outlined during role-play
consultation with Sales and Marketing Manager):
○ Time: Handling customer interaction (Target: <10 minutes)
○ Quality: information provision; order process error rates
(Target: <10% error).
● Performance indicators and targets for amended operational plan
should include:
○ $781,000 added to expenses target (additional staff $400,000;
additional marketing $300,000; additional training $51,000;
recruitment $30,000)
○ $200,000 added to profit targets.
Develop a balanced scorecard with three key performance indicators and

associated targets?
For example:
KPI Target
% of informational or order 1% error rate

mistakes
Average time to complete <10 minutes per interaction

customer interaction
$ sales $30,000 sales
Training hours Participate in 2 hours of

sales training per month.
Develop contingency plans at appropriate stages of operational planning?

Did they include:
● one risk due to employee underperformance
● one risk due to a breach of intellectual property (IP) rights
● one risk due to breach of compliance with health and safety

responsibilities?

Satisfactory
Did the candidate:
Yes No
Ensure the development and presentation of proposals for resource

requirements is supported by a variety of information sources and
specialist advice as required?
Did they:
● present cost information relevant to budget in proposal using a
breakdown of costs
● include benefits to organisation and communicate importance of
financial projections to company plans
● includes a description of approaches to developing KPIs, e.g.
strategic (top-down), operational (bottom-up), leading and lagging
● discuss risks to the organisationthat may result from not complying
with health and safetylegislation
● outline identified risks and contingency planning
● describe proposed implementation of resourcing
● describe sources of information used for their proposal?
Obtain approval for plan from relevant parties?

Did they:
 present information in a clear and professional manner
 answer questions from the Operational General Manager (OGM)
to address their concerns
 build support from the OGM to obtain approval?
Comments/feedback to participant
Outcome: Successful Unsuccessful
Assessor name:
Assessor signature:

Plan and manage resource acquisition

Submission details
details.
You will demonstrate skills and knowledge required to plan and manage resource acquisition.
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 BBQfun 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. Describe how you would in your plan by including all steps and strategies to
acquire resources in accordance with organisational requirements.
c. Explain the risk management strategy that is needed to protect the organisation’s
IP and/or ensure the organisation does not breach third-party IP. Consider what
IP means and how it can affect the business.
3. Plan and implement human resourcing:
a. Review the human resourcing activities in the action plan you developed in
Assessment Task 1.
b. Discuss how you will include all steps and strategies to recruit people in
accordance with organisational requirements as part of your plan..

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 5 to 10 mins
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.
below. Keep copies of your work for your records.
Specifications
You must:
● participate in two interview role-plays
● submit a portfolio including:
○ action plans
○ interview plan for 5 to 10 mins
○ assessment and evaluation record with recommendations.

● 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 candidates during interview

processes, facilitate one-on-one interviews and influence direction to achieve business
outcomes
● knowledge of organisational resource acquisition policies, practices and procedures.

Appendix 1: Scenario – e-Commerce resourcing
Currently, BBQfun 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;andorganisational 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 2014.
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 candidates).
Note: You may consider the management team of BBQfun, 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.

Physical resourcing
Consultation with the management team at BBQfun 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.
Innovative
Ace Developers Premier Tech
Technologies
Factor Weigh Score Weighted Score Weighted Score Weighted
t (S) score (S) score (S) score
(W x S) (W x S) (W x S)
Maintenance x1 2 2 3 3 3 3
Range of features: x3 2 6 2 6 2 6
● payment
options
● integration
with existing
systems
Future-proofing: x5 3 15 6 30 6 30
● ability to be
upgraded as
technology
improves
Quality: x10 4 40 4 40 6 60
● usability for
customers
Total 63 79 99
Price (% of .70 .80 .90
budget)
Total score/price
(final assessment
of bid quality) 90 98.75 110

Human resourcing
Consultation with the management team at BBQfun 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 $10,000
consultant
Your time $10,000
Contingency $5,000
● You now have three suitable online customer service and sales representatives.
● You have two more candidates to interview.
● The candidate 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 BBQfun’s product line
o familiarity with CRM systems.

Appendix 2: Action plan template


Assessment Task 2 BSBM

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:

Appendix 4: Interview planning template
Planning aspect Description Time
1. Type of
interview
2. Objectives
3. Approach
and style
4. Schedule
5. Topics and
questions

Appendix 5: Assessment and evaluation template
Candidate:
Question Ideal answer contains: Number of Score

possible
points
Total
Recommendation:

Facilitator Guide
Marking Guide
Assessment Task 2: Plan and manage resource
acquisition
Assessment site
Outcomes
Satisfactory
Did the candidate:
Yes No
Participate in two interview role-plays?
Submit a portfolio that includes:

● action plans
● interview plan
● assessment and evaluation record with recommendations?
Complete the assessment within the agreed timeframe?
Satisfactory
Did the candidate:
Yes No
In physical resource planning, include steps and strategies that are in

accordance with organisational requirements?
For example:
 plan for approval from the CEO and one director (in accordance
with principles 5 and 6 of the principles governing the
procurement process in the BBQfun Procurement Policy)
 plan to complete Expenditure Payment Approval Form in
accordance with procurement policy
 plan to select the Innovative Technology bid in accordance with

Facilitator Guide
Satisfactory
Did the candidate:
Yes No
organisational requirements for features and cost of e-commerce

facility (meeting principle 2 of the principles governing the
procurement process in the BBQfun Procurement Policy)
 plan to inform tender respondents in writing (principle 14 of the
principles governing the procurement process in the BBQfun
Procurement Policy)
 plan activities to allow for e-commerce operations to be underway
by 1 October 2014 in accordance with requirements set out in the
scenario task.
In physical resource planning, explain risk management to manage IP

rights and responsibilities?
For example, the strategy could include ensuring that:
 contracts with developers set out ownership and/or licensing of
website content
 contracts with developers indemnify against breaches of third-
party contract.

In human resource planning, include steps and strategies that are in

accordance with organisational requirements?
For example:
 plan to recruit four customer service representatives in accordance
with requirements set out in scenario task
 plan to interview and assess two candidates in accordance with
requirements set out in scenario task
 keep planning costs within budget as set out Appendix 1 of the
assessment task (advertising: $5,000; consultant: $10,000;
interviewer’s time: $10,000; contingency: $5,000)
 planning for pre-employment checks as set out in the Recruitment
and Induction Policy and Procedures
 planning for induction as set out in the Recruitment and Induction
Policy and Procedures
 plan activities to allow for e-commerce operations to be underway
by 1 October 2014 in accordance with requirements set out in the
scenario task.

Facilitator Guide
Satisfactory
Did the candidate:
Yes No
In human resource planning, incorporate activities to manage IP rights and

responsibilities?
For example, the strategy could include ensuring that:
 contracts with customer service representatives indemnify against
breaches of third-party contract
 IT restrictions are put in place when inducting employeesto
protect from theft, misuse and unauthorised distribution of
BBQfun materials.
Implement human resourcing through interviewing two potential recruits

in accordance with candidate’s human resourcing planning and
organisational requirements?
For example:
 complete and follow the interview planning template (Appendix 4
of the Assessment Task)
 actively listen to applicants’ responses
 cover the same areas of questioning with both interviewees (in
accordance with interviewing step of the Recruitment and
Induction Policies and Procedures)
 take notes during interview (in accordance with interviewing step
of the Recruitment and Induction Policies and Procedures)
Recommend a selection out of the two potential recruits based on

evaluation of recruits following the interview process?
For example:
 identify risk with interviewee 1 in relation to likelihood of
disregarding organisational processes and procedures
 identify interviewee 2 as the stronger applicant for the role
 recommend interviewee 2 for the role.

Facilitator Guide
Assessor name:
Assessor signature:

Monitor and review operational

performance
Submission details
details.
You will demonstrate skills and knowledge required to monitor and review operational
performance.
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).
The portfolio is a systematic collection of your work and related material that depicts the
activities, accomplishments, and achievements you have carried out in this assessment. The
collection should include evidence of the required tasks.
Procedure
1. Read the simulated BBQfun 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.
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 BBQfun 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
BBQfun’sorganisational 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. This part of your assessment requires a present of your report. 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. This presentation will be carried out in front
of your class peers and Q&A when follow at the end of your delivery.
below. Keep copies of your work for your records.
Specifications
You must:
● participate in two role-plays:

○ coaching an underperforming employee who is not working well within the
organisation
○ 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
– three recommendations for operational improvement.

● reading and writing skills to access, interpret and use workplace information and to
write a practical monitoring plan and management report
● verbal 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.

Appendix 1: Scenario – e-Commerce performance

monitoring
The BBQfun 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 2014. e-Commerce operations are expected to be underway by 1 October
2014.
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 BBQfun
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 BBQfun 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.

Individual performance data
The following performance data is available for Lee Waters:
KRA Target KPI Result
Quality of 1% error rate % of informational or 10%

online sales and order mistakes
service
Speed of service <10 minutes per interaction Average time to 20 minutes

(online) completion
Financial $30,000 sales $ sales $20,000
Professional Participate in 2 hours of sales Training hours 0 hours

development training per month.
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.
● 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.

Appendix 2: Action Plan Template


Appendix 3: Performance management plan template
Name/position: Manager: Review period:
Reference from Key result area Indicator of success/ By Status

operational plan performance when report
Manager’s comments: Signature:
Date:
Staff member’s comments: Signature:
Date:

Appendix 4: Coaching plan template
Employee:
Coach/Manager:
Date of session:
Questions
Goal
Reality
Options
Will

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 Person responsible Project Officer
resources
● recruit and train staff
● achieve profit targets
● adhere to budget
● adhere to timelines.
Key performance indicators Current status Comments

(Red, Green, Amber)


(Red, Green, Amber)

Key action update

Key action Accomplishments Comments
Risk update
Risk Contingency Comments
1.
2.

3.
4.
General comments

Facilitator Guide BSBMGT517_Marking Guide
Marking Guide
Assessment Task 3: Monitor and review operational performance
Assessment site
Outcomes
Satisfactory
Did the candidate:
Yes No
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:
o a description of budgetary and financial performance
o a description of productivity performance
o an analysis of milestone achievement and performance
against targets
o three recommendations for operational improvement?
Complete the assessment within the agreed timeframe?

Satisfactory
Did the candidate:
Yes No
Develop a performance system through the development of a monitoring

plan that included activities for monitoring and/or documenting:
 budgetary, profit and productivity targets in monitoring plan
 employee performance in line with performance management
policy:
o formal performance review twice annually
o a performance plan developed once annually.
 milestone achievement and performance against targets

 dates for monitoring activities in line with scenario, for example,
financial reporting should be completed at the end of each quarter;
employee performance is compiled at the end of each quarter
 resources for monitoring
 progress reporting at the end of each quarter to the Operations
General Manager
 include regular performance management of online staff and
lodgement of records with HR Manager in monitoring plan?

Satisfactory
Did the candidate:
Yes No
Where appropriate, amend their contingency plan (developed in Task 1) to

apply the plan to cover underperformance at BBQfun?
Follow contingency plans and performance management policyto coach

employee?
For example:
● explain own role to coachee to help them understand how the
coaching process will support them to meet the goals of the
organisation
● engage in coaching as per contingency plans developed in
Assessment Task 1
● use the GROW model to help structure their planning for formal
coaching sessions or informal, side-by-side sessions
● explain employee’s performance and link performance targets to
organisational targets
● plan or recommend training, environmental changes to operations
as a result of monitoring.

Satisfactory
Did the candidate:
Yes No
Plan and implement systems to ensure that mentoring and coaching are
provided to support individuals and teams to effectively, economically and
safely use resources?
For example:
● take prompt action (as per monitoring plan) to coach
underperforming employee in line with policy, e.g.:
○ follow the GROW coaching process
○ follow performance management policy to develop ongoing
support for employee professional development
○ discuss issues of performance, safety and environment
constructively and collaborate to develop agreeable solutions.
Analyse operational performance to produce an operational plan status

report?
See sample answer for examples.

Satisfactory
Did the candidate:
Yes No
In report and/or presentation, analyse budget and financial information to

monitor performance?
For example:
 describe financial performance, e.g. budget overrun, low profit
 analyse all aspects of performance to deliver recommendations in
report.

Satisfactory
Did the candidate:
Yes No
In management report and/or presentation, identify areas of

underperformance, recommend solutions, and take prompt action to
rectify the situation?
Did they:
 provide at least three recommendations supported by evidence in
their operational plan status report and from other sources,
providing a range of recommendations to promote efficient use of
physical and human resources and reduce waste, for example:
o product training
o systems training
o ergonomics training
o improved communications
o online job aids such as products features list
o amendments to work environment
o revisions to sales targets to account for learning curve
o incentives program
 take prompt action to coach the underperforming employee in line

with policy?

Satisfactory
Did the candidate:
Yes No
Negotiate recommendations for variations to operational plans and gain

approval from designated persons/groups?
For example:
● support recommendations to changes to operations to gain approval
from OGM in the role-play
● take win-win approach in the role-play negotiation
● agree to amend recommendation/s in accordance with requirements

of the OGM.

Assessor name:
Assessor signature:

Sample Operational Plan Status Report
BBQfun operation plan status report Date: 1 January 2014

Plan goal Implement e-commerce strategy Department Operations
Plan objective/s ● redevelop website and acquire physical Person responsible Project Officer
resources
● recruit and train staff
● achieve profit targets
● adhere to budget
● adhere to timelines.

Jan 2018 version: 2.0

(Red, Green, Amber)
1. Quality of online sales and service Red ● Staff not familiar with product line, even after training.
a. % of informational or order ● Staff do not understand CRM systems and ordering

mistakes = 10% processes.
(Target: 1%)
● Staff does 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.
● Low staff morale: complaints of back pain and distractions
in environment.
2. Speed of service (online) Red ● Many customers abort interaction due to length of time for
order completion.
a. Average time to completion: 20 minutes
(Target: <10 minutes) ● Some extra time taken because of lack of skills and
knowledge.
● Some time taken because of poor website maintenance and
occasional downtime.
3. Speed of delivery Green ● Driver team leader is exceptional motivator.
a. Average time to delivery: 2 days ● Driver morale is high.

(Target: 3 days)
● Driver attendance of routine training and team briefings
100%.


(Red, Green, Amber)
4. Online sales and revenue = $250,000 Amber ● Some lack of sales may be due to poor customer service.
(Target: 300,000)
● Sales may pick up as awareness of online option through
a. Profit =$40,000 ($ Target: 80,000) marketing actions increases.
5. Budget: 10% overrun Amber ● Cost overruns due to:
○ wastage from order mistakes and over-stocking due

to misuse of system
○ overtime due to overly long customer interactions.
6. Timeline: 1 October implementation Green ● Implementation on track
○ e-Commerce underway.
Key action update

Key action Accomplishments Comments
1. Redevelop website and acquire physical ● Redevelopment complete on time and on Well done team!
resources budget.
● Delivery trucks and forklifts acquired and
operational on time.
2. Recruit and train staff ● Recruitment complete on time. Well done team!
● Training complete on time.

Risk update
Risk Contingency Comments
1. Training program not adequate to cover Implement relevant training (or Action needs to be taken immediately.
required skills and knowledge. Training too other contingency in keeping
short and insufficient to be effective. with candidate’s contingencies
planed in Assessment Task 1).
2. Staff unable to perform roles due to lack of Changes to management of Action needs to be taken immediately.
support in job roles and ongoing training, employees (or other contingency
coaching in keeping with candidate’s
contingencies planed in
Assessment Task 1).
3. Website downtime contributes to increased Review website developer Action needs to be taken immediately.
service and sales disruptions support (or other contingency in
keeping with candidate’s
contingencies planed in
Assessment Task 1).
4. Sales continue to perform under target Staff reductions (or other Action needs to be taken immediately.
contingency in keeping with
Sales may need to be more closely monitored. Customer
candidate’s contingencies
needs and changing market conditions/competition may
planed in Assessment Task 1).
need to be reassessed and addressed.
General comments
This is a critical time for the project. Action needs to be taken immediately to address staff performance and impact on sales.


Unit Feedback BSBMGT517 Manage operational plan
Please help us to improve our services to you. We would appreciate your honest feedback on the training provided
for this unit.
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ASSESSMENT SUMMARY / COVER SHEET

Student Name: PRAGALBH BHAVSAR

Student ID No: CBC 190454 Completion Date: 28/04/2021

Unit Code: BSBMGT517

NA = Not Assessed NA = Not Assessed

Assessment Task 1  Develop an operational plan S | NS | NA S | NS | NA

 Plan and manage resource

Assessment Task 3  Monitor and review

Final Assessment Result for this unit C / NYC

Assessor Comments and Feedback to student:

I am also aware of my appeal rights.

Name: PRAGALBH BHAVSAR Name: ____________________________

Entered onto Student Management Database ________________

Choice Business College Page 1 of 75

Develop an operational plan

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d. a discussion of your intention to either develop a new operational plan for

Under the new manage operational planning strategy, BBQfun would

BBQfun has a website, but this website lacks e-commerce functionality.

The e-commerce operations are expected to be underway in one year

Legislative and regulatory relevant to BBQfun’s operational plan,

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- Australian Consumer Law

Policies and procedures:

Role of an operational plan in achieving the successful e-commerce

The purpose of the Operational Plan is to provide organisation personnel

There is no need for developing a new operational plan, only

3. Research resource requirements for implementation of e-commerce strategy. Make sure

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a. Sales and Marketing Manager – prepare to discuss human resourcing

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f) risks to organisation by not implementing

○ consult with the Sales and Marketing Manager

○ a summary of the operational environment of BBQfun

Your assessor will be looking for:

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● interaction skills to communicate and empathise with stakeholders during consultation

● knowledge of the relationship between an operational plan and organisational

● knowledge of legislation and regulations relevant to the operational plan of the

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Appendix 1: Scenario – e-Commerce strategy

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Resourcing and budget: e-Commerce strategy

● 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.

Costs: e-Commerce strategy (initial investment)

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

Recruitment costs $30,000

Management change leadership $3,000 each = 1 Brisbane store manager, 4 Brisbane

Warehouse and office $50,000

In addition, ongoing staff costs will be incurred.

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Costs: e-Commerce strategy (ongoing)

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