Assessment Record BSBMGT517

International Institute of Management Pty Ltd
T/A American College / International Institute of Management

RTO Code: 31897
CRICOS Code: 03149K
Assessment Record BSBMGT517_Manage Operational Plans
Student Name
Student ID
Course Code &Course SIT50416 Diploma of Hospitality Management
Class/Group
RTO/SRTO RTO Code 31897
Assessment: (as applicable) Student Results:
1. Assessment 1 Short Not
answers Satisfactory Not Yet Satisfactory
Completed
2. Assessment 2 Project Not
Satisfactory Not Yet Satisfactory
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Completed
4. Assessment 4 Not
Checkpoints Satisfactory Not Yet Satisfactory
Completed
5. Assessment 5 Quiz Not
Completed
Overall, the candidate was assessed as:
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Feedback to candidate on overall performance during assessment:
The candidate requires the following skill development before re-assessment:
The candidate has been provided Name of Assessor:

with feedback and informed of Signature of
the assessment result and the Assessor:
reasons for the decision. Date:
I have been provided with Name of Candidate:
feedback on the evidence I have
RTO Code: 31897
CRICOS Code: 03149K
Student Name
Student ID
Course Code &Course SIT50416 Diploma of Hospitality Management
Class/Group
RTO/SRTO RTO Code 31897
Assessment: (as applicable) Student Results:
1. Assessment 1 Short Not
answers Satisfactory Not Yet Satisfactory
Completed
Completed
Completed
4. Assessment 4 Not
Checkpoints Satisfactory Not Yet Satisfactory
Completed
5. Assessment 5 Quiz Not
Completed
provided. I have been informed Signature of
of the assessment result and the Candidate:
reasons for the decision. Date:
Statement of Authenticity
I acknowledge that I understand the requirements to complete the assessment tasks
The assessment process including the provisions for re-submitting and academic
appeals were explained to me and I understand these processes
I understand the consequences of plagiarism and confirm that this is my own work
and I have acknowledged or referenced all sources of information I have used for
the purpose of this assessment
Student Signature:
Date: / /201
RTO Code: 31897
CRICOS Code: 03149K
Extension – Date: /
This assessment: First Attempt 2nd Attempt
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RESULT OF
ASSESSMENT
Feedback to Student:
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Assessment 1
Your task: Answer the following questions. Each question must be completed.
Question 1: What is the purpose of operational plans? What are these based on?
A: The purpose of the Operational Plan is to provide organisation personnel with a clear
picture of their tasks 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 the Strategic Plan.
An Operational Plan is a highly detailed plan that provides a clear picture of how a team,
section or department will contribute to the achievement of the organisation's goals.
Question 2: List 6 situations that will require an initial, or an adjustment to an existing,

operational plan.
1. When requirements are not meeting
2. Any suggestio0ns from the staff or management of organisation
3. Any changes required by customer
4. Requirement of change due to budget exceeding
5. If there is no profit of product

RTO Code: 31897
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6. When customer need to reduce expenses
Question 3: List the key legislative requirements which must be considered in operational
plans across organisations operating in the Tourism, travel, hospitality and
event industries:
A:
 Tour operators and guides
 Standard business legislation
 Environmental legislation
 Other state and federal laws
Question 4: Give 2 examples of source documents which would help in researching

staffing requirements for an operation.
1. Articles
2. Books

production requirements for an operation.
Sales invoices
Raw material inventory notes
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finance requirements for an operation.
1. cash memo
2. invoice
Question 7: What are the principles of budgeting you will need to consider when
developing any operational plan? List 5 factors this would commonly include
(but not limited to):
Response:
An operational plan is a practical document which outlines the key activities and targets an
organisation will undertake during a period of time, usually one year. It is often linked to
funding agreements as well as being linked overall to the organisation's strategic plan.
Factors:
1. Management Support
2. Employees Involvement
3. Statement of Organizational Goal
4. Responsibility Accounting
5. Organizational Structure
6. Flexibility
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Question8: List 4 stakeholders with whom you would discuss research and analysis of
resource requirements.
1. Users
2. Governance
3. Influencers
4. Providers

resource (stock) requirements.
1.Stock Requisition (SR)
2.Inventory Adjustment
Question 10: Which aspects relating to intellectual property must be considered when
planning projects as part of operational planning activities?
A: The grant of a property right by the government, albeit generally for a limited period of
time, over useful intangible intellectual output provides the owner of such legal property
rights the right to exclude all others from commercially benefiting from it. In other words,
the legal rights prohibit all others from using the underlying IP asset for commercial
purposes without the prior consent of the IP right holder. The different types of IP rights
include trade secrets, utility models, patents, trademarks, geographical indications,
industrial designs, layout designs of integrated circuits, copyright and related rights, and
new varieties of plants
IP rights provide the holder with several opportunities, which can facilitate the successful
completion of an innovation. Such opportunities include sale, licensing, and various types
of strategic business partnerships or alliances in commercializing it.
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Question 11: List 2 ways in which consultation with stakeholders may occur.
1. Meeting with established groups
2. Individual interviews and meetings
Question 12: How does developing KPIs help with the development of the operational
plan? List 2 options how KPIs can be set or determined.
Response:
KPIs (or Key Performance Indicators) are used to measure strategic objectives, that is,
monitoring where an organisation is now in relation to where it wants to be in the
future. KPIs can also be used to measure operational objectives, that is, monitoring the
internal operational delivery on a daily basis
Options:
1. Financial metrics
2. Customer metrics
Question 13: How will you plan a budget for a plan to deal with any unforseen incidents
or unforseen expenses? Which provisions can you employ to deal with cost
blow outs due to contractors not meeting their contractual schedules or
obligations?
 Have an Emergency Fund or Savings Account: As you plan your budget, make sure
to set aside some funds each month for unforeseen expenditures.
 Split the Cost with a Future Budget.
 Put Non-Essential Spending on Hold.
 Get Financial Solution Assistance.
Provisions we can employ to deal with cost blowouts due to contractors not meeting their
contractual schedules are:
Create an early warning system
Give yourself a contingency plan
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Technology assistance
Question 14: Give 3 examples of strategies you can use when developing contingency
plans.
Contingency planning is the process of planning for risks that disrupt your primary plans.
The following are illustrative examples.
1. Partners
A firm plans what to do if they lose a major partner. For example, an electronics
manufacture that makes contingency plans for the loss of a core supplier.
2. Markets
A firm plans what they will do if a major product update fails on the market.
3. Trade
A company plans what they will do if a trade war and resulting trade barriers causes their
products to be uncompetitive in foreign markets.
Question 15: Why must your operational plan be approved before being implemented?
The purpose of the Operational Plan is to provide organisation personnel with a clear
picture of their tasks 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 the Strategic Plan.
In order to get the attention of the decision makers, we need to ensure that they understand
exactly how any change will be beneficial to the organisation. The benefits will be the
motivating reason for approving the proposal. So we need to clearly state the arguments we
have for the solution we are presenting. Discuss how likely the solution is in resolving the
problem, talk about cost against benefits and try to convince management that the plan will
be hugely beneficial to the organisation as a whole. To get the plan approved, we might
need to follow the senior of those positions. They will help organization meet its overall
goals and also consistent across different business units, teams, and widely supported.
Question 16: What needs to be considered when employing new staff or inducting staff
into new roles to meet organisational requirements? List 5 items you would
include in an induction pack.
RTO Code: 31897
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Response:
A typical induction program. A typical induction program will include at least some of
the following: any legal requirements (for example in the, some Health and Safety
training is obligatory) any regulatory requirements (for example in the banking sector
certain forms need to be completed)
Inclusions:
1. Provide an orientation to the worker’s local work area, including logging on to

computers, stationery supplies, use of phones, introduction to colleagues, etc.
2. Go through your workplace policies and procedures, especially the code of
conduct, harassment policies, and health and safety policies, and emergency
procedures.
3. Detail the safe work practices that are relevant to the worker’s role.
4. Explain how to access health and safety information.
5. Review the job description and expectations of the role.
Question 17: Give 3 examples of monitoring methods to ensure the work is proceeding
on time, within budget, and being conducted safely.
1.Set out a time frame
2. Long-term or short-term?
3. Income and expenses
Question 18: Give 2 examples of financial reports you can use to monitor profitability.
1. Income statement
2. Profit loss statement
RTO Code: 31897
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Question 19: The first 3 steps in managing under-performance are:
1. Identify the problem

2. Assess and analyse the problem
3. Meet with the employee to discuss the problem
What are the last 2 steps?
4. training
5. review the outcome
Question 20: List 5 benefits to businesses of coaching and mentoring programs.
1. Companies can assign a mentor or coach to new employees during the initial period
of settling down in an organization to help them get used to the culture of the company
as well as bring them up-to speed on company procedures and policies. Mentoring also
provides the worker with a leader he can turn to with questions. The coach can provide
the new employee with information on the corporate culture, organizational structure
and procedures that will help the younger professional settle into his role in the business.
2. Employee Growth and Development is achieved by providing the individual who is
mentored or coached with practical knowledge that bridge the gap between educational
theory and actual business practices.
3. Mentoring generally helps boost employee morale and engagement, experts say.
“From increased morale to increased organizational productivity and career
development, the benefits of an organization that actively supports mentoring are
numerous,” according to a report by U.S. Office of Personnel Management.
4. Reduced employee turnover boosts productivity in an organization. High employee
turnover costs organizations money in the form of recruitment hiring and training of
replacements. Companies should weigh the costs of implementing a
Mentoring/Coaching program against the inflated cost of employee turnover to
determine the benefits of coaching and mentoring.
5. Team efficiency can be developed by Coaching and mentoring. The process enables
managers to identify the strengths and weaknesses of each employee. This allows the
organization to capitalize on the resources at hand to keep the whole team working
smoothly
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CRICOS Code: 03149K
Question 21: Why is it important to notify managers and other upper level stakeholders
as soon as possible when variations are discovered? What would this need to
include accordingly?
1. It is very important to notify managers and upper level stakeholders as soon as
possible when variations are discovered. This includes
2.
3. Clearly define the variation and align it to business goals.
4. Determine impacts and those affected.
5. Develop a communication strategy.
6. Provide effective training.
7. Implement a support structure.
8. Measure the change process.
RTO Code: 31897
CRICOS Code: 03149K
Question 22: Do operational plans cover the short to medium, or medium to long term
business goals?
Yes operational plans cover all the business goals either they are short to medium or
medium to long term. Operational plans work on the all type of goals.
Question 23: Give 5 examples of alternative resource usage, efficiency and waste
programs you should investigate when creating your operational plan
1. Before nominating ambitious strategies, make certain that a serious functional

overload does not exist
2. Contain strategic shock waves
3. Give personal attention to major coupling issues.
4. Don’t disband strategic planning team until it has identified follow-through

actions by the next organizational level.
5. Communicate downward, not just upward
Assessment – 2 –Project
RTO Code: 31897
CRICOS Code: 03149K
Part A Develop operational plan
The Hotel Futura management has adopted a proposal to utilise a sunny indoor section of the
lobby as a service point for morning and afternoon teas. It fits all the legal requirements
regarding the serving of food and after a cost-benefit analysis, it was seen to potentially
create a lucrative new revenue stream in a previously revenue-neutral floor space.
As the Financial Controller, the next part of the operational planning phase requires you to do
an analysis on the financial positions of two different options. The first option is to install a
full espresso coffee service station in the designated area and the second option is to utilise
the existing coffee facilities inside the busy 24-hour coffee shop outlet, situated 30 meters
diagonally across the foyer.
Among other evaluation activities in the initial planning phase, a guest marketing survey was
conducted, the trading figures for the coffee shop were analysed and the following data
emerged:
 Initial estimated covers per lobby tea service per week = 250 customers
 Budgeted average spend per cover excluding including GST = $18.50
 Two existing food service attendants are allocated for 2.5 hours for each service
period.
 One food service attendant will need to be hired to ensure the operation can operate 7
days a week.
 Each tea service operates for 2 hours only i.e. 10.00am-12.00pm and 2:30-4:30pm
 The existing low tables and comfortable lobby style seating are to be used so no other
capital outlay is required to establish the revenue stream
 The room service kitchen prepares the sandwiches and delivers them to the pass in the
pastry section of the main production kitchen, located directly behind the proposed
outlet. Gâteaux and pastries are prepared and plated up by the pastry section
 The 2 food service attendants order and collect all food orders for this outlet from the
pastry section pass in the main production kitchen, via a convenient service entry door
located directly behind the proposed lobby tea area
 A set of service fridges in the front kitchen can be utilised for the storage and service
of chilled alcoholic and non-alcoholic beverages.
RTO Code: 31897
CRICOS Code: 03149K
Your Task:
Develop an operational plan using a suitable template which needs to include the following
details:
1. A description of the operation.
The Hotel Futura management has adopted a proposal to utilise a sunny indoor section of the
lobby as a service point for morning and afternoon teas. The coffee shop of the hotel will
expand the station and initiate the activities in this area.
2. The aim of the operational plan – What are you trying to achieve?
The aim of the operations is to use a sunny indoor section of the lobby as a services point
which can be used to provide morning and afternoon teas to the consumers.and to potentially
create a lucrative new revenue stream in a previously revenue-neutral floor space.
3. A SWOT analysis of the business environment – This could include similar scenarios
relevant to your area and must include legal requirements for this type of operation.
Strengths Opportunities
 The premises of the Hotel Futura –
 Increase in the revenue in the hotel
vast space
 Advancement in technology
 Management of the Hotel Futura
-
 High performing employees
 Quality of Food
 Comfortable Lobby seating
Weaknes Threats
 Increase amount of employees used  High Competition

by the Hotel Futura
 Changing customer taste and
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 High operating costs and expenses preferences
 Holding too much stock  Changing rules and regulations
 Poor record keeping  Government regulations
 Cash flow problems
 High Rental Costs
4. A detailed overview of resource requirements and options:
 Technology,:
Human Resources needs,

An overview of financial requirements related to all resource requirements and
options including financial requirements (given the first 3 months are used to establish
the operation and are budgeted for). Using current trade equipment prices, analyse the
most financially viable option for the hotel, either by purchasing or leasing and
installing a full espresso coffee station or utilising the existing coffee facilities from
the coffee shop outlet,
Financial overview the first 3 months
Operate 2 tea services per day
Initial 250 customers per tea service per week
So, there are 250 x 2 x 4 = 2000 customers per month
Budget average per cover = 18.5$, So budget per day = 37$. Budget per month = 37 x 30 =
1110 $
Estimated customer Budget average
First month 2000 1110
Second month 2000 1110
Third month 2000 1110
Total 6000 3330
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CRICOS Code: 03149K
Conclusion:The coffee shop will spend 0.555$ per customer for a budget. So, if there are
more customer come to the coffee shop. We can estimate the budget for the whole customer
per month to preparation and stocking the coffee product.
 Requirements for intellectual property rights and responsibilities in recruitment and

acquisition of resources and services.
5. A contingency plan with alternative options for each key aspect of the operational
planning stages.
Possible issue Action to be undertaken
 Getting the right kind of barista and the wait Combine similar areas . use the hotel wait staff by
staff may prove to be a bit difficult. roistering and also the multi-skilling so that person
can undertake more than one role.
Coffee shop competition is fierce. A new coffee Promote and highlight your coffee shop as being
shop can open across the street at any moment. open 24 hrs and also providing affordable coffee.
Use your hotel's goodwill.
Funding problems The plan may overrun the budget Refinancing, extension of time on payments or
or the cash flow might be obtaining loans and lines of credit. Also potential
investors or partners can be taken in.
Breaking down of the Espresso Service Station a repair and maintenance will be immediately
called, and to avoid customer dissatisfaction and
disturbance, the coffee and tea shall be served
through using existing coffee facilities inside coffee
shop outlet for the time period.
6. The timeframes required to implement this project
7. The consultation requirements and provisions including timelines.
8. The evaluation methods you will use to measure the performance of each aspect of this
project.
1.Objective: to install a full espresso coffee service station in the designated area.
2.Objective: to utilize the existing coffee facilities inside the busy 24-hour coffee
shop outlet, situated 30 meters diagonally across the foyer.
3.Objective: .to utilise a sunny indoor section of the lobby as a service point for
morning and afternoon teas
4.Objective: create a lucrative new revenue stream in a previously revenue-neutral
floor space.
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Strategies Actions Priority Time Resources Responsi Performan

What How L/M/H Frames Human bility Indicator
.When Material Who Measurem
Financial
Intellectual
property
1.Research of CEO and high 10 days Hire a new
further employee to
new espresso
departments make sure that
service will be operations can
consulted operate 7 days a
station
regarding the week.
choosing of use of the new
the espresso technology as it
service will require an
station installation of the
Installation CEO and medium 5 days new install full
espresso coffee  Custom
days departments service station in
the designated Satisfac
will discuss CEO and
area other
the no Intellectual experts  The
Installation Rights and Manager number
Responsibilities HR
days are needed for the managem custome
installation. ent team
Hiring of Hired a new medium 10 days lease a new
Espresso Machine
new staff staff can equipment as it is
operate 7 costly to purchase
paid salaries for
days a week. three new food
Renovation Design high 15 days service attendants
department
of the area
will discuss
the
renovation
plan
2.Renovate clean and high 7 days no technology Manager  Custom
existing repair the and
will be updated. Satisfac
coffee existing managem
machine coffee ent team
machine so it use two food  Time to
is suitable for service attendants the
new coffee for this option
service custome
only finance will
Set up a new Process of medium 4 days its orde
coffee be required to pay
coffee menu
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making for a the salaries for the (Service

certain flavor
food service
or the way it  Taste
is served attendants.
does not
 Sales
breach at any
current No Intellectual head-
patents. Rights and the pe
indicato
Responsibilities
of
are needed for this things-
option as no much
coffee
technology is
appeal
being installed or custome
Put some
signs to being used. and
direct well
Sign Further, no
customer medium 2 days staffs
direction
across the Intellectual Rights selling.
foyer to
and This
coffee shop
Responsibilities can be
good b
for hiring human of s
resource as well bonus
system.
3.create a Set a meeting high 5 days finance will be managem

business plan with hotel required to pay ent team  The
for openning manger to design and decor manger number
a lobby discuss a best the lobby custome
operational No Intellectual
plan Rights and  Custom
right location Set a meeting High 10 days Responsibilities
for indoor with manger are needed for this Satisfac
section of the team to option as no
lobby determine technology is  Compla
most suitable being installed or and Goo
location being used. Feedbac
Sign Set up a post Light 3 days no technology from
direction in at the hotel will be updated.
custome
the hotel reception to
reception guide guests
where the
lobby arear
.produce a The design High 10 days
RTO Code: 31897
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good floor and layout

plan and the decor
should
maximize
comfort for
customer
4.marketing Analysis the High 7 days Finance will be managem  The res
analysis for best seller of required to pay ent team of mont
coffee coffee advertising Finance sales
products products in team
marketing Media  The
and add new team number
products
coffee t
Advertising Using medium 20 days
we sell
copyrighted
material for  Profit
promoting
the cafe.  Wage
 Advertisem
ent of the percent
coffee shop
 Sales
inquiry
The design High 7 days
and layout convers
Improve and the decor rate.
service should not be
quality patented by
some other
company
9.
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Part B Planning Resource Acquisition
In this part of the assessment you are required to outline the processes and procedures you
use for planning and managing the required physical and human resources. You are required
to address the following aspects:
1. Discuss your findings for the different options for the coffee machine you have
researched in Part A with the Executive chef and F&B manager in your workplace, or as a
role play with fellow students and/or your trainer. Provide a script of the details that
were discussed and the findings of discussions with the Executive Chef and the Food and
Beverage Manager regarding the pros and cons of operating a high-quality food and
beverage service in each situation. Depending on your training situation this may be
completed in form of observation of your discussion with the 2 staff. it is more suitable to
utilize the existing coffee facilities inside the busy 24 hour coffee shop outlet
Pros:
 It is a cheap way to utilize the existing coffee machine
 For finance budget :just need to pay the salaries for the food service attendants. No
additional expenses
 Don’t need to train the staff to use the coffee machine as they have worked with existing
one before and understand how it works
Cons:
 existing coffee facilities will create a lot of chaos and delays in providing the orders
 May need to pay more money to repair and clean the existing coffee machine
2. Provide an overview of the Standard Operating Procedures which would be required to

implement this operation with staff to ensure all operational and legal aspects are covered.
 The Problem for the staff.
For the staff they are having to create their own ways of doing things, they are lacking any
real leadership or direction. They will generally feel like they are undervalued and possibly
that the owner does not care about them. This causes resentment and high staff turnover.
 How this then affects the customer.
It affects the customer experience negatively as there is no consistency. The staff may be
overwhelmed and to the customer, look like they’re incompetent. Staff will often get orders
wrong so there will be food and beverage wastage and the customer will have to wait longer
for their order. This will result in an overall negative experience.
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 Implementation the SOP’S with Team
Your staff may be used to doing things their own way, which is why it’s important you
explain why you want to implement the procedures how they will help to better run the
business and how it will give the customer an experience which is consistent and
professional.
If you are in the pre-opening phase it’s better to start with as many of your SOP’s in place
before opening. You can introduce ones you did not consider once you are open. You’ll also
be able to, in fact you will need to make periodic updates to your SOP’s as you find better
ways of performing a particular job.
3. Provide a job description for the role of a food service attendant for this particular
operation. Which duties would this need to include and how will you ensure these are
performed by the staff member? Provide an overview of the documentation,
communication requirements and any other strategies you will use to ensure performance
initially and monitor ongoing performance.
Pre-service During service Post-service

 Checks table linen  Welcomes customers  Clears all tables of
and setting from the and assists with soiled crockery and
previous shift seating, opens and cutlery
 Polishes cutlery and places napkins, serves  Relays table settings
glasses, checks water, breads and according to the next
cruets, bud vases and butter shift requirements
other tableware  Presents menus,  Empties rubbish bins
 Cleans and sets up for explains specials, and places in the
service answers guest designated disposal
 Attends briefing, queries, makes container
collects order pad, recommendations and  Recycles glass, paper
instructions and takes orders or other items in the
allocated station  Serves food and appropriate recycling
beverages in containers
accordance with the  Conducts final check
order of front and back of
 Prepares accounts house service areas
 Assists guests as they before attending de-
vacate the table, bids briefing and signing
farewell and thanks off
guests
Assessment 3-Project
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PART A
Requires you to select a procedure or task completed in an organisation or department as
outlined in the tasks below. For these procedures or tasks you are required to write the
detailed procedural steps required to complete these to industry standard in form of a
checklist. You are then required to observe a staff maber completing the procedure/task and
document the performance. Upon completion you are required to identify the shortfalls and
underperformances.
PART B
Requires you to write a strategy which can be implemented to overcome the identified
shortfalls. The strategy must be supported by an overview of all cost factors which will
impact on the strategy including human and physical aspects
On completion you are required to write a critical reflection on the project overall, including
cost effectiveness, viability for the operation ain terms of ROI, and realistic alternatives to
improve processes and procedures. Each suggested approach must be evaluated for positive
and negative impacts.
This assessment is one form of assessment type that is used to collect evidence and will count
towards gaining competence toward this unit.
Part A Observation of operational procedures or tasks
This project consists of an observation of an operational procedure relevant to your area of

training which may include a Kitchen operation, Front office, Tourism, Events, Food and
Beverage, Rooms Division or Administration. The focus needs to be on observing and
improving existing procedures or to identify new processes to improve operations.
o This may relate to workflow processes
o Cost efficiency of products and services
o Customer service-related issues
o Check-in, check-out procedures
o Staff efficiency and training needs
o or a specific procedure as instructed by your trainer

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Establishment/Organisation: ___SOFITEL Brisbane
Task Procedure performed in the Organisation selected: __ Cost efficiency of products and
services____________
Date:2nd September
2019_______________________________________________________________________
________
Your Task:
1. Provide an overview of your workplace and a description of the operational procedure

you will monitor, analyse and review and outline the reasons which indicated to you that
a review would be necessary (for example complaints from customers about prolonged
waiting periods for check-in; prolonged waiting periods for food in the restaurant;
frequent errors in reconciliations at the end of the shift in front office or similar.
Overview of the workplace
Sofitel Brisbane is five-star luxury hotel situated in Brisbane, Australia.
The hotel is known for its excellent service to the clients, and they are also known for
serving delightful delicacies to its guests.
590 luxurious room, Restaurant called ‘Atelier by Sofitel’, Bar called ‘Champagne bar’,
‘Le Rivage Pool Bar’, ‘Esprit Noir’, and private place called ‘Club Millésime’.
There are many types of room for meeting, and big ballroom for wedding/event.
(https://www.sofitelbrisbane.com.au/)
The overview of the workplace focuses on the kitchen department of the hotel that
includes numerous activities.
Description of the operational procedure
In the hotel's kitchen, the main activity of the department is lad-shifts when preparing
meals for the guests and executing various types of requests that are based on the
requirements from the guests.
Maintaining the productivity level of the employees are also observed as a significant
activity in the kitchen department. The daily production requirements every week and
conveying the production is also needed to be managed for healthy maintenance of the
department.
Maintaining purchasing and receiving along with retaining the food standards are also
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followed in this step.

Ensuring all kinds of compliances with all different types of laws and various
regulations are performed to maintaining a healthy environment. Food temperature and
proper handling are done to keep food hygiene.
Quality checking of the raw food along with cooked food standard with the maintenance
of the department equipment are both necessary. The hotel also follows the Food act of
2006 while taking new inventory to stock up food.
Analysis and review of the reasons

There are several reasons that have been identified for choosing the selected operations
that are performed within the departmental functions of the Hotel kitchen.
• In breakfast buffet, customers have to wait for a long time after ordering their egg
dishes which takes more time than usual to serve.
• The stock of ingredients is not correctly updated sometimes which causes significant
losses in the weekly budget of the cooking department.
2. List the Standard Procedures which would be required to perform the procedure or tasks
and the criteria which are used to industry standards to measure the performance required.
This needs to show all tasks which are part of the procedure you observe.
Egg station in breakfast buffet : Given production time for egg menu
All order related egg come from customer directly.
Usually 1 chef incharges egg station, and there are 4 inductions and 4 pans for omelette.
Also there is a grill for fry-egg.
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Chef should cook egg menu according to customer’s request.

- Omelette : 4 minutes
- Poached eggs : 3 minutes
- Fried eggs : 2 minutes
- Eggs benedict : 5 minutes
- Other request : 5 minutes
On week days, usually 350-450 customers visit our restaurant for breakfast buffet and
around 250 omelette need to be served to them.
On weekends, usually from 500 to 750 customers come to our restaurant for breakfast
and over 400 omelette need to be served to them. So cooking time would be delayed
during the peak time(7am – 10am).
Therefore, we need to consider various ways to shorten the time required for the
production along with faster services.
Food waste
Food wastage has been considered as the major concern for numerous restaurateurs on a
global basis.
Identifying and monitoring the food wastage can help an organisation to improve on
their current situation that includes the demand forecasting. It also enables the
organisation to reconsider how and from where to procure the foods. This leads the
organisation to better management by maintaining proper storage of the food stock.
Better ways of food preparation can also be found by reconsidering the size of the
portion size of the food.
these KPIs are considered:
 Value of their stock

 Total cost of their food
 Cost of kitchen equipment
 Best and worst selling items
3. Observe the task or operational procedure and provide an overview of your findings.
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After going through the operational procedures of the Sofitel Sydney Darling Harbour,
it has been observed that the hotel has a strict format of running the entire kitchen
department with proper criteria. In order to serve the guest with proper satisfaction,
proper interpersonal skills are highly required along with the presence of practical
communication skills especially in the breakfast buffet.
There is a new Executive chef who is Eric costile. Under his new plan, many changes
will be coming in all aspects of kitchen. We keep checking the customer’s feedback on
a regular basis.
Executive chef, sous chef provide training related FIFO and food waste to all kitchen
team including kitchen stewards from agency to reduce food waste. Also, quality
maintenance has been a significant highlight which is also considered to maintain the
hygiene of the food which is served at the restaurant of the hotel.
4. Following the observation identify any shortfalls or underperformance during the

observation of tasks or processes and document these in detail. What were the issues and
what were the potential reasons for these?
Food stock
Sofitel Brisbane has faced issues regarding the maintenance of food stock. It has been
found that the hotel’s kitchen budget runs on a weekly basis. This signifies the stock of
raw material are kept and repurchased on a weekly basis as per the requirement of the
hotel’s customer. Therefore, the perishable products such as cheese, herbs and
vegetables are seen to be wasted.
Potential reason:
- Miss communication between breakfast team and club, pool bar, a la carte team.
- The poor plan of budgeting and storing. The food stock is not updated correctly
with adequate information.
- The management team has failed to track the daily graph of the customer
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demand that has caused the hotel facility to face waste on their budget.
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Part B Developing strategies and critical reflection
5. Develop a strategy that can be implemented to overcome the shortfalls you have
identified and explain how each step of the strategy will be implemented to ensure it will
be successful. Include the documentation required for this.
Monitoring food stock

In order to combat issues regarding the food stock, Sofitel should opt out for a better
inventory approach that can help them in the current situation.
- Rather than maintaining the inventory on a weekly basis, the manager should
segment the food stock in an individual way.
- By following a strict time for overall food stock can lead to significant wastage
for the hotel. Therefore, for some specific items, the inventory check is done
daily and for some twice a week. At a minimum level, it requires to be
completed before the end of the week.
- On the other hand, they should also clean along with organising the existing
stock before bringing new inventory. The expired items should be removed
from the stock before it mixes with the new one.
6. Provide an overview of the potential cost factors for your suggested procedures including
physical and human resource aspects as relevant.
Particulars Cost
Taking new inventory (including new
$10,000
containers)
Managing inventory $1,500
Training session to over CDP level first $3,000
Food stock maintenance $5,000
Total $19,500
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7. In brief provide a critical reflection on your project: Given what you have observed,
analysed in terms of resources required and the potential outcomes from the strategy you
have developed, how viable is your strategy in terms of outlay required by the
organisation? Would there be a more cost-effective option?
I have observed that the weekly stock management has severely brought significant
problems as they have failed to maintain. Because of this situation, our food waste cost
is very high.
Taking new inventory can be a good solution to deal with this problem. However, it
needs around $20,000 minimum. It can also be change in the future.
Before taking new inventory, I think that we need to find the way to manage effectively
our fridge. We have 8 fridges + 1 freezer room in the main kitchen, and also we have 3
more fridge and 1 freezer for the pastry kitchen.
If we can organize these cool rooms properly and effectively, we do not need to spend
money to taking new inventory.
Also, well-communication between all chefs can be a more effective option rather than
taking new inventory system.
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Assessment – 4 – Written Quiz

Quiz BSBMGT517 Manage operational plan
1. Indicate whether the following sentences relating to legislative changes are true or false:
(Answer true or false in space provided)

True or False
Legislation that applies to the workplace changes fairly regularly False
There are several laws that you should be aware of, including
workplace relations, WHS, Australian Consumer Law, duty of care, tax, TRUE
insurance, liability, contracts, property and licensing
As there are many such laws, both at the Federal and State level, it is
important that you keep up to date. TRUE
Due to the substantial costs involved when obtaining legal advice it is

recommended that you join an industry association instead and rely FALSE
solely on their regular updates about changes of legislation.
It is advisable to engage professionals, such as lawyers and
accountants, to update you on any changes to legislation and to ensure TRUE
that you are meeting legal requirements.
2. Which of the following are examples of ways to analyse business markets?

(Tick the correct answers)
SWOT Analysis
WASP Analysis
Marketing Mix 
Sales Mix 
McKinsey’s 7S
Framework
The Marketing
Environment
Competitor Analysis 
3. Which of the following are examples of external impacts on business?

Economic 
Ecological and 
environmental
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Staffing levels and

skills
Governmental 
Social and cultural 
Demographic 
Technological
Equipment capacity
Industrial 
4. Which of the following are examples of internal impacts on business?

Governmental
Demographic
Staffing levels and 
skills
Financial resources 
Equipment capacity 
Hours of operation 
Social and cultural
Communication 
capabilities
Location and position 
5. Which of the following are examples of items you may include in an induction pack?
Fee schedule for staff training
The organisation hierarchy, including names and roles of employees 
Your company’s employee handbook or HR manual 
Current profit and loss statement

The job description of the position 
Copies of any relevant promotions or other marketing campaigns
Company phone and email contacts of employees 
6. Put the following steps of the purchasing procedure in order.

Check the equipment works properly once received. 5
Add the new equipment to the company’s asset register. 7
Generate a purchase order for the amount specified in the quotation to the 4
supplier.
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Your manager or supervisor may talk to you about the various quotations, 3
and approve the request.
Obtain 3 quotations for the new equipment. 1
Organise payment of the invoice. 6
Give a completed acquisition request to your manager or supervisor together 2

with the quotes.
7. The following key aspects relating to the development of an operational plan are:
(Answer true or false in space provided)
True or False
False
An operational plan should establish the tasks, activities and budgets that you
will need to run the business.
True
An operational plan is linked to your strategic and business plans and is in line
with your business’ mission, vision, values, goals and objectives.
True
Operational plans may also be known as action plans, annual plans,
management plans and tactical plans.
False
An operational plan is the main financial planning tool for a business operation.
True
Operational plans must take into account the resources and budgets that you
will need to help you achieve your business objectives.
True
The first step is to plan the basic principles of what is to be achieved, by when,
how and by whom and what are the things that would be needed to achieve this
objective.
True
Therefore the key areas to focus would be the timeline, staffing, equipment and
budget.
8. Match the aspect of business operations to the relevant source documents which can
provide detailed information:
Intellectual property – any copyrighted, trademarked or patented
items required for the project
Resources purchase orders, stock lists, supplier

required contracts
Production timelines, production estimates, service
requirement targets, equipment manuals
s
Finances budgets, credit limits, procurement policies
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Market SWOT analyses, sales records, competitor

analyses
Equipment asset register, maintenance records, supplier
catalogues, equipment specification manuals
Staff rosters, HR records, production schedules
requirement
s
9. Which of the following are examples of stakeholders with whom you would discuss
research and analysis of resource requirements?
Staff 
Managers of other departments
Customers
Competitors
Suppliers
Business advisers 
Project management specialists 
Legal advisers 
10. Which of the following are suitable forms of consultation with stakeholders?
Advertising new job roles
Stakeholder meetings 
Interviews and one-on-one meetings 
Inducting new employees
Team meetings and brainstorming sessions. 
11. An operational plan needs to outline the goal and objectives and how these are achieved.
Provisions would include:
(Tick the correct box indicating true or false)
True False

The operational plan is the overlying plan for how the business will carry
out its operations.

The operational plan must take into account all of the goals of the business.
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
The operational plan will allow the different objectives to be tied in
together, so that you will be able to adequately resource and meet the
objectives.

Each objective needs to be outlined and addressed separately in an
operational plan to ensure it is attended to in detail. Tying objectives
together will result in wasted resources.
Within the operational plan, you should construct an implementation 
strategy or action plan for meeting the business objectives.
The implementation strategy will cover the resources that will be needed to 
achieve the goals.
Whatever options you choose, it is important to specify the approaches you 

will take for achieving your goals.
12. The following statements relating to dealing with underperforming staff are:
True False
Staff who are underperforming will never be a barrier to meeting your 
operational objectives because underperformance indicates that the
business has bigger problems and is badly organised.
Staff who are underperforming are a barrier to meeting your operational 
objectives.
Underperformance may be identified by managers or supervisors, or come 

to light through a formal performance evaluation.
The most common way underperformance is identified in the workplace is 

by staff reporting on their colleagues’ deficiencies as they are in the best
position to judge each other’s performance.
Underperformance issues must be dealt with immediately as they can have 

a dramatic impact on meeting budgets and project timelines.
Fair Work Australia has a Best Practice Guide to Managing 
underperformance, which has a 5 step plan for managing
underperformance.
13. Which of the following is part of the 5 step process for managing underperformance of
staff?
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Identify the problem 
Administer a verbal warning
Assess and analyse the problem 
Meet with the employee to discuss the 
problem
Administer a written warning
Jointly devise a solution 
Monitor performance 
Dismiss the employee
14. Examples of measurements which can be used to monitor objectives include:

Record keeping 
Casual conversations
Tax reports
Meetings reports
Reduction/increase in costs
Periodic reporting 
Key performance indicators 
Compliance reports 
15. Multiple True or False
Indicate whether the following statements relating to identifying and managing risk for each
goal set out in an operational plan are true or false:
True False
By identifying the risks associated with the goals you have set, 
you will be able to determine the likelihood of not achieving
them and the impacts that would have.
You can use a standard risk assessment protocol to identify the 
dangers of not doing the particular aspects of what you are
attempting.
Risk assessment is only appropriate for WHS issues. 
Risk assessment is essential for each goal set at an operational 
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and organisational level.

Understanding the risks associated with the plan will help you to 
identify potential problems and do something about them.
Setting at least 5 contingencies for each identified risk will 
ensure successful operations.
16. The following are examples of strategies you can use when developing contingency
plans. Match each strategy with its definition.
Changing if prices are too high for the quality required, then you could
product use cheaper or lower quality products instead. Make sure you
specifications area aware of the effect on the final product
Contracting or if there are not enough available staff, or workload becomes
outsourcing too great then you might consider external staff on a short
term basis
if the existing budget is not sufficient and other initiatives are
Seeking not suitable then asking for additional funds can help get the
additional project completed
funding
Adjusting resources may need to be adjusted or replaced if targets are
procurement not being met. A new piece of machinery might increase
strategies production enough to justify the financial outlay
Succession choosing existing staff to develop and promote can save time
planning and money involved in hiring and training people and
embedding them in the corporate culture
Increasing hiring, borrowing or using procurement means other than
sales or purchasing can reduce the capital outlay required and have a
production positive effect on cash flow
Diversification essentially a change in scope of the operational plan. If the

of outcomes outcomes absolutely cannot be achieved, then they might be
able to be modified, rather than simply quitting
17. The following factors need to be considered when allocating human and physical
resources as part of operational planning:
True False

When allocating human resources you must always consider that
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most people are working well below their actual capacity.


If someone is already working quickly and efficiently full-time,
then it is not possible for them to simply do more than they are
already doing.

Human resources need to be organised so that tasks can be
achieved and are done to the required standard by the right
people.

Introducing new tasks can be an opportunity for professional
growth and increasing company loyalty.

In today’s fast paced work environment any new tasks should be
allocated and implemented swiftly regardless of existing
workloads. Once implemented workloads can be reviewed
annually.

You must use your existing physical resources to their best
advantage before you decide to bring in new resources.

Modifying the timetabling for usage of physical resources is
never as effective as purchasing a second item.
18. Indicate whether the following statements relating to documentation are true or false.
True False
New procedures, systems, processes and protocols will need to 
be clearly explained to the operational staff.
If staff do not understand how to use the new systems then there 
will be no benefit from introducing them.
Creating documentation associated with the operation, such as 
new SOPs, can help the change process.
SOPs should only be used for inductions. 
Education and communication are important in managing 
change, so these principles have to be followed.
SOPs should be coupled with training in the new procedures, 
equipment or products.
19. What is the purpose of an action plan when developing an operational plan? Which
details should be included in an action plan?
True False
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
One of the most important aspects of writing the operational plan
is to ensure that the set objectives can be met.

You need to be able to implement the procedures and actions that
will allow you to achieve your long-term goals.

Creating action plans can help to specify the steps that should be
followed in order to achieve the objectives.

Your action plans should entail what is to be done, who is to do
it and when it is to be done by.

The action plans should enable you to fix milestones on the
pathway to achieving the goals.

Essentially the action plan should be the first document that is
developed before the operational planning process occurs.
20. Indicate whether the following statements relating to key performance indicators are true
or false:
True False
KPIs are used to measure the progress of components of an 
operational plan against the goals.
KPIs should be set so that if goals change, the criteria and 
measurements do not have to change.
The criteria may be set internally or they may be industry 
benchmarks.
KPIs should be created during the development process of the 
operational plan.
KPIs must be relevant to the operational plan so that it can be 
measured effectively.
21. Indicate whether the following statements relating to completing projects on time are true
or false.
Tick the correct box indicating true or false)
True False
If you are in charge of implementing a plan then it is your 
responsibility to ensure that the plan is implemented within the
specified timeframe.
Implementing the plan within the specified timeframe requires 
managing your staff, contractors and suppliers.
You will need good time management, people management and 
project management skills to complete projects on time.
For you to assess the progress of a project, you need to know 
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what the time limits are and how close you are to meeting them.
You should start planning by breaking the project down into 
separate components and setting a due date for each component.
22. Indicate whether the following sentences relating to meeting projects on budget are true
or false:

True False
When budgeting for a plan it is important to incorporate all the 
foreseeable expenses associated with implementing the plan.
It is also customary to budget an amount of money for 
unforeseen expenses.
The contingency amount for unforeseen expenses usually 
comprises 30% of the total budget.
Particularly with large plans, such as building extensions and 
renovations, the contingency amount can become important.
Unexpected delays and changes from quoted amounts can 
quickly result in extra costs.
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23. The following key principles for people management should be considered as part of the
operational planning processes:

True False
One of the key aspects of people management is to make people 
feel that they are part of the process.
Giving people ownership of a problem, process, idea or solution 
will likely disrupt planning processes and should therefore be
avoided.
Informing staff of any changes, modifications or updates that 
will affect them is necessary to let them feel part of it.
Involving staff is an ongoing process and should be considered 
over the medium- to long-term as well as the short-term.
Having asked for their input in the planning stages, you should 
also ask them for feedback as the plan is being implemented and
monitored.
The staff who are carrying out the new operations will be best 
placed to determine any problems or issues associated with it.
If there are any additional resources that are required for the 
successful implementation of a new plan, then you should
provide them.
24. Which of the following are benefits to a company for offering mentoring and coaching
programs?
Retain and develop your best performers 
There is no need to do additional safety or WHS training
Improve efficiency, performance, motivation and morale 

of staff
Instil company values and attitudes in new staff 
Create a culture of development, professionalism and 

growth
Improve safety awareness and efficient use of existing 
resources
A quick staff turnover does not matter because you can
train staff quicker
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25. Indicate whether the following statements relating to approval of the operating plan are
true or false.

True False
Once your operational plan is complete it must be approved by 
management before being implemented.
The approval process acts as both a quality control procedure 
and a review against budget.
Good operational planning relies on employing lots of people on 
large salaries.
If your operational plan relies on the purchase of new 
equipment, this must be budgeted for.
You should always check and follow your company’s policy in 
regards to the operating plan approval process.
26. Which of the following are examples of monitoring methods to ensure the work is
proceeding on time, within budget and being conducted safely?

Inviting feedback from your suppliers on your performance.
A simple checklist along with regular inspections. 
Reporting processes for incidents, injuries or damages. 
Risk assessment documented and processes. 
Using a Gantt chart to ensure goals are being met in the planning stages. 
Timing sheets –to see when certain personnel are expected and to review their 
progress.
Reviewing contracts – ensuring KPIs are met and specified products and 
services delivered.
Communication – record communication where possible and note the date, 
time, any important points and agreements made.
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27. The following factors should be considered when evaluating the planning for an
operational plan:

Communication

Staff education

Contingency management

Operational efficiency

Redundancies
Profitability

Resource efficiency
28. Indicate whether the following statements relating to profitability are true or false.
True False
You should review your operational plan against actual financial 
data on a regular basis.
Checking reports such as profit and loss, cash flow forecast, 
income vs expenditure and payroll liabilities can give you an
insight into whether the company is meeting its operational
objectives.
During large projects checking invoices from suppliers and labor 
hire companies is crucial.
The end of a large project is the best time to make sure you are 
being invoiced correctly, and that you are meeting budget.
29. Indicate whether the following statements relating to variances are true or false.
True False
Variances often occur from an increase in material. 
Errors in the budgeting plan rarely cause variances. 
It is important to report any variances to owners, managers and 
other upper level stakeholders as soon as possible.
Reporting variances early allows for alterations to the 
operational plan and budgets.
By communicating variances with other stakeholders you may 
find a new solution which doesn’t result in the project going over
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budget.
30. Which of the following are examples of alternative resource usage, efficiency and waste
programs you should investigate when creating your operational plan?
Set and monitor targets on water and energy use 
Implement technology to help track your levels of recycling and 

waste
Get your waste collected more often
Engage employees to embrace new sustainability practices 
Train your supervisors and managers on how to manage a greener 

business
Contact government departments and ask about funding and other 
helpful initiatives.
31. Indicate whether the following statements relating to the planning cycle are true or false:
True False

In the TH&E industry, successful businesses strive to be the best
in their niche and to do this they use continuous improvement.

Continuous improvement involves planning for new operations,
implementing those plans and then reviewing them to see how
successful they are.

The planning cycle should be reviewed every 3 years.

This planning cycle is important, as otherwise you will not be
able to keep up with industry trends and customer needs and
expectations.

By adding a reviewing phase to the end of the operational
planning you can determine whether you need to initiate further
planning.
The feedback loop is very important as the effectiveness of all 
components needs to be reassessed continuously.
32. Indicate whether the following statements relating to intellectual property are true or
false:
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True False
When dealing with intellectual property you must ensure you 
have appropriate permissions to use the material.
Permission is not required to use music or images marked with 
“copyright”.
Permission may be required to use copyrighted images or music; 
patented processes or machinery; software licenses or
trademarked brand items.
You may need to pay a fee for use, ask permission for use, or 
provide appropriate references when using items.
Items in the public domain or marked as “creative commons” 
require a small fee to use.
Assessment – 5 – Checkpoints
BSBMGT517 Manage operational plan
Checkpoint 1
Q1. What is the purpose of business plans and strategic plans? How do they differ from
operational plans?
Answer. Business and strategic plans cover the long-term goals of business , whereas operational
plans cover the short term to medium term goals. Workflow and task plans cover the daily running of
the business. When we start business, we will need to develop a business plan . This will cover what
we want to achieve, when we want to achieve it and why we want to achieve it In order to achieve
these goals we will need to devise operational plans . The Operational plans will involve deciding
how we will achieve the goals and who will do it.
Q2. How do changes in work practices, procedures and systems affect operations and staff?
a) Whenever a new type of work practise ,procedure or system is introduced to the
workplace it has the potential to cause major distruption
b) There are many changes to workplace such as new reporting mechanism , a
reallocation of duties , new technology , new standard operating procedure
c) It is important to consider the WHS implications of any new products as well as
workplace legislation
d) Staff have to transition from existing paper based method of record keeping and
filling into the computerised system
Q3. How do legislative changes affect a business’ operations?
a) Legislation that applies to the workplace changes fairly regularly`

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b) There are several laws that you should be aware of, including workplace relations,
WHS, Australian Consumer Law, duty of care, tax, insurance, liability, contracts,
property and licensing
c) As there are many such laws, both at the Federal and State level, it is important that
you keep up to date.
d) It is advisable to engage professionals, such as lawyers and accountants, to update you
on any changes to legislation and to ensure that you are meeting legal requirements.
Q4. List 5 techniques which can be used for analysing business markets:
a) SWOT analysis
b) Marketing mix
c) MicKinsev’s 7S framework
d) The marketing environment
e) Competitor analysis
Q5. List 5 examples of external impacts on businesses:

a) Economic
b) Ecological and environmental
c) Governmental
d) Social and cultural
e) Industrial
Q6. List 5 examples of internal impacts on businesses:
a) Staffing levels and skills

b) Financial resources
c) Hours of operation
d) Communication capabilities
e) Location and position
Checkpoint 2
Q1. List 5 examples of items you may include in an induction pack:
a) The organisation hierarchy, including names and roles of employees
b) Your company’s employee handbook or HR manual
c) The job description of the position
d) Copies of any relevant promotions or other marketing campaigns
e) Company phone and email contacts of employees
Q2. List the steps of the equipment purchasing procedure in order:
Step 1) Obtain 3 quotations for the new equipment.
Step 2) Give a completed acquisition request to your manager or supervisor together with
the quotes.
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Step 3) Your manager or supervisor may talk to you about the various quotations and
approve the request.
Step 4)Generate a purchase order for the amount specified in the quotation to the supplier.
Step 5)Check the equipment works properly once received.
Step 6)Organise payment of the invoice.
Step 7) Add the new equipment to the company’s asset register.
Q3. List 4 key business aspects you need to consider when developing an operational plan:
a) An operational plan should establish the tasks, activities and budgets that you will
need to run the business.
b) An operational plan is linked to your strategic and business plans and is in line with
your business’ mission, vision, values, goals and objectives.
c) Operational plans may also be known as action plans, annual plans, management
plans and tactical plans.
d) Operational plans must take into account the resources and budgets that you will need
to help you achieve your business objectives.
Q4. Which types of source documents can provide detailed information on the following
operational areas?
a) Production requirements
b) Resources required
c) Staff requirements
d) Market
e) Intellectual property –
f) Finances
Q5. List 5 stakeholders with whom you would discuss research and analysis of resource
requirements:
a) Staff
b) Managers of other departments
c) Customers
d) Suppliers
e) Business advisers
Q6. List 3 suitable forms of consultation with stakeholders:
a) Stakeholder meetings
b) Interviews and one-on-one meetings
c) Team meetings and brainstorming sessions.
RTO Code: 31897
CRICOS Code: 03149K
Checkpoint 3
Q1. An operational plan needs to outline the goals and objectives and how these are achieved.
List 5 provisions that would be included:
a) The operational plan is the overlying plan for how the business will carry out its
operations.
b) The operational plan must take into account all of the goals of the business.
c) The operational plan will allow the different objectives to be tied in together, so that
you will be able to adequately resource and meet the objectives.
d) Within the operational plan, you should construct an implementation strategy or

action plan for meeting the business objectives.
e) The implementation strategy will cover the resources that will be needed to achieve
the goals.
Q2. How would you deal with underperforming staff?

a) Staff who are underperforming are a barrier to meeting your operational objectives.
b) Underperformance may be identified by managers or supervisors or come to light
through a formal performance evaluation.
c) Underperformance issues must be dealt with immediately as they can have a dramatic
impact on meeting budgets and project timelines.
d) Fair Work Australia has a Best Practice Guide to Managing underperformance, which
has a 5-step plan for managing underperformance.
Q3. List the 5 step process for managing underperformance of staff:
a) Identify the problem
b) Assess and analyse the problem
c) Meet with the employee to discuss the problem
d) Jointly devise a solution
e) Monitor performance
Q4. List 6 examples of measurements which can be used to monitor objectives:

a) Record keeping
b) Meetings reports
c) Reduction/increase in costs
d) Periodic reporting
e) Reduction/increase in costs
f) Periodic reporting
RTO Code: 31897
CRICOS Code: 03149K
Q5. Once the overall objective has been determined, you will need to break that down into
smaller, more specific milestones and goals which should follow the SMART rule. List what
SMART stands for:
S –specific
M –measurable
A-achievable
R-relevant
T-timed
Q6. How would you identify and manage risk for each goal set out in an operational plan?
a) By identifying the risks associated with the goals you have set, you will be able to
determine the likelihood of not achieving them and the impacts that would have.
b) You can use a standard risk assessment protocol to identify the dangers of not doing
the particular aspects of what you are attempting.
c ) Risk assessment is essential for each goal set at an operational and organisational
level.
e) Understanding the risks associated with the plan will help you to identify potential
problems and do something about them.
Checkpoint 4
Q1. Describe how you could use each of the following strategies when developing
contingency plans:
Contracting or outsourcing
if there are not enough available staff, or

workload becomes too great then you might
consider external staff on a short-term basis
Diversification of outcomes
RTO Code: 31897
CRICOS Code: 03149K
essentially a change in scope of the operational

plan. If the outcomes absolutely cannot be
achieved, then they might be able to be modified,
rather than simply quitting
Changing product if prices are too high for the quality required,
specifications then you could use cheaper or lower quality
products instead. Make sure you area aware of
the effect on the final product
Increasing sales or production resources may need to be adjusted or replaced if

targets are not being met. A new piece of
machinery might increase production enough to
justify the financial outlay
Adjusting procurement
strategies hiring, borrowing or using procurement means
other than purchasing can reduce the capital
outlay required and have a positive effect on
cash flow
Seeking additional funding if the existing budget is not sufficient and other
initiatives are not suitable then asking for
additional funds can help get the project
completed
Succession planning choosing existing staff to develop and promote
can save time and money involved in hiring and
training people and embedding them in the
corporate culture
RTO Code: 31897
CRICOS Code: 03149K
Q2. What key factors need to be considered when allocating human and physical resources as
part of operational planning?
a) If someone is already working quickly and efficiently full-time, then it is not possible
for them to simply do more than they are already doing.
b) Human resources need to be organised so that tasks can be achieved and are done to
the required standard by the right people.
c) Introducing new tasks can be an opportunity for professional growth and increasing
company loyalty.
d) You must use your existing physical resources to their best advantage before you
decide to bring in new resources.
e) Modifying the timetabling for usage of physical resources is never as effective as

purchasing a second item.
Q3. What must you ensure when you are dealing with intellectual property?
a) When dealing with intellectual property you must ensure you have appropriate
permissions to use the material.
b) Permission may be required to use copyrighted images or music; patented processes
or machinery; software licenses or trademarked brand items.
c) You may need to pay a fee for use, ask permission for use, or provide appropriate
references when using items.
d) Items in the public domain or marked as “creative commons” arel free to use.
Q4. Why is it important to develop documentation relating to operational plans? How should
the documentation be used?
a) New procedures, systems, processes and protocols will need to be clearly explained to
the operational staff.
b) If staff do not understand how to use the new systems then there will be no benefit
from introducing them.
c) Creating documentation associated with the operation, such as new SOPs, can help
the change process.
d) Education and communication are important in managing change, so these principles
have to be followed.
e) SOPs should be coupled with training in the new procedures, equipment or products.
Q5. What is the purpose of an action plan when developing an operational plan? Which
details should be included in an action plan?
RTO Code: 31897
CRICOS Code: 03149K
a) One of the most important aspects of writing the operational plan is to ensure that the
set objectives can be met.
b) You need to be able to implement the procedures and actions that will allow you to
achieve your long-term goals.
c) Creating action plans can help to specify the steps that should be followed in order to
achieve the objectives.
d) Your action plans should entail what is to be done, who is to do it and when it is to be
done by.
e) The action plans should enable you to fix milestones on the pathway to achieving the
goals.
Q6. How are key performance indicators used for an operational plan?
a) KPIs are used to measure the progress of components of an operational plan against
the goals.
b) The criteria may be set internally or they may be industry benchmarks.
c) KPIs should be created during the development process of the operational plan.
d) KPIs must be relevant to the operational plan so that it can be measured effectively.
Q7. How can you ensure that projects are completed on time?
a) If you are in charge of implementing a plan then it is your responsibility to ensure that
the plan is implemented within the specified timeframe.
b) Implementing the plan within the specified timeframe requires managing your staff,
contractors and suppliers.
c) You will need good time management, people management and project management
skills to complete projects on time.
d) For you to assess the progress of a project, you need to know what the time limits are
and how close you are to meeting them.
Q8. Why is important to complete projects within budget?
a) When budgeting for a plan it is important to incorporate all the foreseeable expenses
associated with implementing the plan.
b) It is also customary to budget an amount of money for unforeseen expenses.

RTO Code: 31897
CRICOS Code: 03149K
c) Particularly with large plans, such as building extensions and renovations, the
contingency amount can become important.
d) Unexpected delays and changes from quoted amounts can quickly result in extra
costs.
Checkpoint 5
Q1. List 5 key principles of people management that should be considered as part of the
operational planning processes:
a) One of the key aspects of people management is to make people feel that they are part
of the process.
b) Informing staff of any changes, modifications or updates that will affect them is
necessary to let them feel part of it.
c) Involving staff is an ongoing process and should be considered over the medium- to
long-term as well as the short-term.
d) Having asked for their input in the planning stages, you should also ask them for
feedback as the plan is being implemented and monitored.
e) The staff who are carrying out the new operations will be best placed to determine any
problems or issues associated with it.
Q2. How does offering mentoring and coaching programs benefit a company? List 5
examples:
a) Retain and develop your best performers
b) Improve efficiency, performance, motivation and morale of staff
c) Instil company values and attitudes in new staff
d) Create a culture of development, professionalism and growth
e) Improve safety awareness and efficient use of existing resources
Q3. How does offering mentoring and coaching programs benefit staff? List 5 examples:
a) One of the key aspects of people management is to make people feel that they are part
of the process.
b) Informing staff of any changes, modifications or updates that will affect them is
necessary to let them feel part of it.
c) Involving staff is an ongoing process and should be considered over the medium- to
long-term as well as the short-term.
d) Having asked for their input in the planning stages, you should also ask them for
feedback as the plan is being implemented and monitored.
RTO Code: 31897
CRICOS Code: 03149K
e) The staff who are carrying out the new operations will be best placed to determine any
problems or issues associated with it.
Q4. Describe the approval process for an operational plan:

a) Once your operational plan is complete it must be approved by management before
being implemented.
b) The approval process acts as both a quality control procedure and a review against
budget.
c) If your operational plan relies on the purchase of new equipment, this must be
budgeted for.
d) You should always check and follow your company’s policy in regards to the
operating plan approval process.
Q5. List 5 examples of monitoring methods which can be used to ensure the work is
proceeding on time, within budget and being conducted safely:
a) A simple checklist along with regular inspections.
b) Reporting processes for incidents, injuries or damages.
c) Risk assessment documented and processes.
d) Using a Gantt chart to ensure goals are being met in the planning stages.
e) Reviewing contracts – ensuring KPIs are met and specified products and services
delivered.
f) Communication – record communication where possible and note the date, time, any
important points and agreements made.
Checkpoint 6
Q1. List 5 factors which should be considered when evaluating the planning for an
operational plan:
a) Communication
b) Contingency management
c) Operational efficiency
d) Profitability
e) Resource efficiency
Q2. Which profitability factors should be considered when reviewing your operational plan?
What would this require?
a) You should review your operational plan against actual financial data on a regular
basis.
RTO Code: 31897
CRICOS Code: 03149K
b) Checking reports such as profit and loss, cash flow forecast, income vs expenditure
and payroll liabilities can give you an insight into whether the company is meeting its
operational objectives.
c) During large projects checking invoices from suppliers and labor hire companies is
crucial.
d) The end of a large project is the best time to make sure you are being invoiced
correctly, and that you are meeting budget.
Q3. List 3 examples of how you can handle variances in your operational plan:
a) Variances often occur from an increase in material.
b) It is important to report any variances to owners, managers and other upper level
stakeholders as soon as possible. Reporting variances early allows for alterations to
the operational plan and budgets.
c) By communicating variances with other stakeholders you may find a new solution
which doesn’t result in the project going over budget.
Q4. List 5 examples of alternative resource usage, efficiency and waste programs you
should investigate when creating your operational plan:
a) Set and monitor targets on water and energy use
b) Implement technology to help track your levels of recycling and waste
c) Engage employees to embrace new sustainability practices
d) Train your supervisors and managers on how to manage a greener business
e) Contact government departments and ask about funding and other helpful initiatives
Q5. What is the role of feedback and continuous improvement in the planning cycle?
a) In the TH&E industry, successful businesses strive to be the best in their niche and to
do this they use continuous improvement.
b) Continuous improvement involves planning for new operations, implementing those

plans and then reviewing them to see how successful they are.
c) This planning cycle is important, as otherwise you will not be able to keep up with
industry trends and customer needs and expectations.
d) By adding a reviewing phase to the end of the operational planning you can determine
whether you need to initiate further planning.
e) The feedback loop is very important as the effectiveness of all components needs to
be reassessed continuously.
RTO Code: 31897
CRICOS Code: 03149K

Assessment Record BSBMGT517

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International Institute of Management Pty Ltd

T/A American College / International Institute of Management

Assessment Record BSBMGT517_Manage Operational Plans

The candidate requires the following skill development before re-assessment:

The candidate has been provided Name of Assessor:

Question 2: List 6 situations that will require an initial, or an adjustment to an existing,

2. Any suggestio0ns from the staff or management of organisation

3. Any changes required by customer

4. Requirement of change due to budget exceeding

5. If there is no profit of product

6. When customer need to reduce expenses

 Tour operators and guides

 Standard business legislation

 Other state and federal laws

Question 4: Give 2 examples of source documents which would help in researching

Question 5: Give 2 examples of source documents which would help in researching

Question 6: Give 2 examples of source documents which would help in researching

3. Statement of Organizational Goal

Question 9: Give 2 examples of source documents which would help in researching

1. Meeting with established groups

2. Individual interviews and meetings

1. Provide an orientation to the worker’s local work area, including logging on to

3. Income and expenses

Question 19: The first 3 steps in managing under-performance are:

1. Identify the problem

5. review the outcome

Question 20: List 5 benefits to businesses of coaching and mentoring programs.

1. Before nominating ambitious strategies, make certain that a serious functional

2. Contain strategic shock waves

3. Give personal attention to major coupling issues.

4. Don’t disband strategic planning team until it has identified follow-through

5. Communicate downward, not just upward

Part A Develop operational plan

1. A description of the operation.

 Comfortable Lobby seating

 Increase amount of employees used  High Competition

 High operating costs and expenses preferences

 Holding too much stock  Changing rules and regulations

 Poor record keeping  Government regulations

 Cash flow problems

 High Rental Costs

4. A detailed overview of resource requirements and options:

Human Resources needs,

 Requirements for intellectual property rights and responsibilities in recruitment and

6. The timeframes required to implement this project

7. The consultation requirements and provisions including timelines.

Strategies Actions Priority Time Resources Responsi Performan

making for a the salaries for the (Service

3.create a Set a meeting high 5 days finance will be managem

good floor and layout

Part B Planning Resource Acquisition

2. Provide an overview of the Standard Operating Procedures which would be required to

 The Problem for the staff.

 Implementation the SOP’S with Team

Pre-service During service Post-service

This project consists of an observation of an operational procedure relevant to your area of

o Cost efficiency of products and services

o Customer service-related issues

o Check-in, check-out procedures

o Staff efficiency and training needs

o or a specific procedure as instructed by your trainer

Establishment/Organisation: ___SOFITEL Brisbane

1. Provide an overview of your workplace and a description of the operational procedure