UC: 15:-Manage and Maintain Small/Medium Business Operations

1. Identify daily work requirements

1.1. Work requirements for a given time period are identified taking into consideration
resources and constraints.

The Value of Project Management

• Allows for excellent organization and tracking

• Better control and use of resources
• Reduces complexity of inter-related tasks
• Allows measurement of outcome versus plans
• Early identification of problems and quick correction
• Based on the Project Management Institute’s Project Management Body of Knowledge
areas:

Scope, Time, Cost, Risk, Integration, Quality, Procurement, Communications,

Human Resources, Integration

 A project is a temporary endeavor undertaken to create a unique product or service

 Limited funds/time
 Specific resources utilized
 Performed by people - Single or multi-person team
 Planned, controlled

The Triple Constraint of Projects

• On Time, Budget, Quality = Required Scope

Cost

Quality Time

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 Stakeholder

Contractors
Project Sponsor Users

Project Leader

Project manager

Finance Procure- Systems Support Sales Maintenance

ment Engineer
ing

Resource Assignment

Assigning Resources

 Availability
 Skills
• More experienced people
• Less experienced people
 Similar tasks to one person to use learning curve
 Assign critical tasks to most reliable people
 Tasks that need interaction or are similar
• Same person
• Two who communicate
 Personality and team communication does matter

1.2. Work activities are prioritized based on business needs, requirements and
deadlines

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 The organization Uses:-
 Technical or specialist skills relevant to the business operation
 Planning techniques to establish realistic timelines and priorities
 Identification of relevant performance measures
 Quality assurance principles and methods
 If appropriate, work is allocated to relevant staff or contractors to optimize efficiency

2. Monitor and manage work

2.1 People, resources and/or equipment are coordinated to provide optimum results
Manpower Planning

 The first function, which determines the organizational blueprint towards its larger goals,
is Manpower Planning or interchangeably Human Resources Planning. This is the key to
getting the right people for the right jobs and hence it is extremely important.
 Manpower Planning is “the process by which a management determines how an
organization should move from its current manpower position to its desired manpower
position. Through planning, a management strives to have the right number and the right
kinds of people at the right places, at the right time, to do things which result in both the
organization and the individual receiving the maximum long-range benefit.
 The process of determining manpower requirements & the means for meeting those
requirements in order to carry out the integrated plan of the organization.
 Human resource planning includes the estimation of how many qualified people are
necessary to carry out the assigned activities, how many people will be available, and
what if anything must be done to ensure that personnel supply equals personnel demand
at the appropriate point in the future.

Following features of HRP may be identified

 HRP is a process which includes various aspects through which an organization tries to
ensure that right people, at right place, and at right time are available.
 It involves determination of future needs of manpower in the light of organizational
planning and structure.
 It also takes into account the manpower availability at a future period in the organization.

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 HRP contributes in the following ways:

1)Defining future personnel need.

2)Coping with changes.

3)Providing base for developing talent.

4)Increasing investment in human resources.

5)Forcing the management to involve in HRM.

HR’s responsibility

 To assist, counsel and pressurize the Top management to plan and establish objectives.
 To collect and summarize data with the long term objective of total business plan.
 To monitor and measure performance against the plan and keep the top management
informed about it; and
 To provide research necessary for effective manpower and organizational planning.

Objectives of HRP:

(a) Obtains and retains the quality and quantity, of Human Resource it needs at the right
time and right place

(b) Makes optimal utilization of these resources.

Benefits of HRP

 Manpower planning ensures optimum use of available human resource.

 It is useful both for organization and nation.
 It generates facilities to educate people in the organization.
 It boosts the geographical mobility of labor.
 It provides smooth working even after expansion of the organization.

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  It creates healthy atmosphere of encouragement and motivation in the organization.
 Training becomes effective.
 It provides help for career development of the employees.

2.2 Equipment Management

 Equipment operations and management

◦ Safety
◦ Utilization
◦ Technology
 Equipment productivity
◦ Site Conditions
◦ Operator
◦ Site Layout
◦ Maintenance
 Equipment costs
◦ Operation costs
◦ Acquisition costs (ownership )

Resource Management

Hazards Activity Design Site Layout Project size

Operating Safety
Environment Requirements

Resource management

Skilled labor Design

Sophistication

Nature of job
Automation

Project Human interaction

Weather Objectives 5 Communication
  Staff, clients and/or contractors are communicated with in a clear and regular
manner, to monitor work in relation to business goals or timelines
 Problem solving techniques are applied to work situations to overcome difficulties
and achieve positive outcomes

3.Develop effective work habits

The following points are to contribute the development of effective work habits

 Work and personal priorities are identified and a balance is achieved between
competing priorities using appropriate time management strategies
 Input from internal and external sources is sought and used to develop and refine
new ideas and approaches
 Business or inquiries are responded to promptly and effectively
 Information is presented in a format appropriate to the industry and audience

20 GOOD POINTS TO DEVELOP EFFECTIVE WORK HABITS

1) Punctual. Be punctual for work. Even better, be early. Start the day feeling relaxed and settled.

2) Initiative. Take the initiative to get things done

3) Neat, tidy and clean. Make sure your workstation is neat, clean and pleasant.

4) Organized. The best indicator is to see if your tray, desk, drawers and cabinets are cluttered
and messy or well-labelled and orderly.

5) Systematic. A good system smoothens work processes. Generally, established companies have
a standard operating procedure (SOP) manual as a guideline. If all you have are verbal
instructions, develop your own checklist of how a task should be done.

6) Efficient. Some people are naturally efficient. You can develop this skill by thinking things
through. By doing so, you will know how processes can be done in a faster, smarter and more
convenient way.

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7) Problem solving. Understand what you are doing and improvise on existing work processes.
Give feedback, ideas and suggestions to colleagues and clients to help them come up with
solutions.

8) Follow-up. This does not mean chasing people after a day’s notice. Give them a gentle
reminder after a space of three days. Most people understand urgency and will help you expedite
matters if you underline the importance of the deadline.

9) Fast. Learn to work fast on routine jobs. But this does not mean rushing to get things done.

10) Accuracy. Learn to pay attention to details especially if you are dealing with numbers and
dates.

11) Fewer mistakes. Everybody makes mistakes, but you should aim to make fewer mistakes on
routine jobs. Always be mindful that some mistakes come with a cost.

12) Paperwork. Be good in your paperwork. Clear paperwork as soon as possible and keep all
your files updated.

13) Interpersonal. Be friendly, pleasant and have a positive attitude towards your colleagues and
your boss.

14) Teamwork. Be a team player. Be willing to share ideas, work experience, information, and
templates. This is how you build trust with each other.

15) Office etiquette. Don’t spend too much time on personal calls, e-mails, text messages or tea
breaks.

16) Writing. Work on your letter writing and report writing skills. The only way to do this is to
write more.

17) Reading. Equally important is the ability to read, comprehend and grasp the essentials —
concepts, facts, figures and instructions.

18) Priority. Know what is important and what can be shelved. Stay focused, keep to your
deadlines, plan your work for the day and the week and allow some flexibility for last-minute
projects.

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19) Filing. This is important as you may need to retrieve documents or answer questions by your
superiors immediately, and they cannot be kept waiting. This applies to both physical files in the
cabinet as well as files on your computer.

20) Responsibility. Know your level of responsibility with the work site and take ownership for
your job scope and inventory.

4. Interpret financial information

The following points are used to interpret financial information
 Relevant documents and reports are identified
 Documents and reports are read and understood and any implications discussed
with appropriate persons
 Data and numerical calculations are analyzed, checked, evaluated andorganized.
 Daily financial records and cash flow are maintained correctly and in accordance
with legal and accounting requirements
 Invoices and payments are prepared and distributed in a timely manner and in
accordance with legal requirements.
 Outstanding accounts are collected or followed-up on.

5.Evaluate work performance

The following points are used to interpret financial information

 Opportunities for improvements are monitored according to business demands

 Work schedules are adjusted to incorporate necessary modifications to existing
work and routines or changing needs and requirements
 Proposed changes are clearly communicated and recorded to aid in future
planning and evaluation
 Relevant codes of practice are used to guide an ethical approach to workplace
practices and decisions