BSBOPS502 Student Assessment Tasks

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RTO No: 45178 CRICOS No: 03614A
BSBOPS502
MANAGE BUSINESS
OPERATIONAL PLANS
Student Assessment Tasks
BSBOPS502 Student Assessment Tasks V1 June 2022 1

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ASSESSMENT COVER SHEET

Please ensure this form is fully completed (including signature) prior to submitting.
This page should be on the front of your assignment and needs to be easily accessible.
Student ID Number:
Student Name: Anas Baber
Subject: Business
Course: LEADERSHIP
STUDENT DECLARATION
I hereby certify that:

1. This assessment task is my own work based on my personal study/research and not the work of
another student and/or source.
2. I have acknowledged all material and sources used to prepare this assessment task.
3. I have not plagiarised or copied any part of this assessment task from the work of any other
student or source either.
4. This assessment task has not previously been submitted.
5. I am aware of the requirements set by my Trainer & Assessor.
6. I have retained a copy of this assessment task for my own records.
Student’s Signature: _______________________ Date: ________________________
BSBOPS502 Student Assessment Tasks V1 June 2022 2

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Contents
Final results record
Introduction 4
Assessment Task 1: Knowledge questions 5
Assessment Task 1: Checklist 10
Assessment Task 2: Project 11
Assessment Task 2: Checklist 18
Final results record 21
BSBCRT512 Student Assessment Tasks V1 June 2022

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Introduction
The assessment tasks for BSBOPS502 Manage business operational plans are outlined in the
assessment plan below. These tasks have been designed to help you demonstrate the skills and
knowledge that you have learnt during your course.
Please ensure that you read the instructions provided with these tasks carefully. You should also
follow the advice provided in the Business Works Student User Guide. The Student User Guide
provides important information for you relating to completing assessment successfully.
Assessment for this unit

BSBOPS502 Manage business operational plans describes the performance outcomes, skills and
knowledge required to manage business operational plans for products, programs, processes or
services to an operational level.
For you to be assessed as competent, you must successfully complete two assessment tasks:
 Assessment Task 1: Knowledge questions – You must answer all questions correctly.
 Assessment Task 2: Project – You must work through a range of activities and complete a
project portfolio.
BSBOPS502 Student Assessment Tasks V1 June 2022

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Assessment Task 1: Knowledge questions
Information for students

Knowledge questions are designed to help you demonstrate the knowledge which you have
acquired during the learning phase of this unit. Ensure that you:
 review the advice to students regarding answering knowledge questions in the Business
Works Student User Guide
 comply with the due date for assessment which your assessor will provide
 adhere with your RTO’s submission guidelines
 answer all questions completely and correctly
 submit work which is original and, where necessary, properly referenced
 submit a completed cover sheet with your work
 avoid sharing your answers with other students.
i Assessment information
Information about how you should complete this assessment can be found in Appendix
A of the Business Works Student User Guide. Refer to the appendix for information on:
 where this task should be completed
 the maximum time allowed for completing this assessment task
 whether or not this task is open-book.
Note: You must complete and submit an assessment cover sheet with your work. A
template is provided in Appendix C of the Student User Guide. However, if your RTO
has provided you with an assessment cover sheet, please ensure that you use that.

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Questions
Provide answers to all of the questions below:
1. Explain:
 the purpose and content of an operational plan
Ans: Purpose:
 Translates the organization's strategic goals into concrete, actionable steps.
 It provides a plan for day-to-day operations and activities.
 Ensures all team members understand their roles and responsibilities.
 Manages resource allocation and decision making.
 Facilitates monitoring and evaluation of progress toward goals.
Content:
 Vision and Mission: Briefly state the overall aspirations and purpose of the organization.
 Goals: Clearly define Specific, Measurable, Achievable, Relevant and Time-Bound (SMART)
goals for the planning period.
 Strategy: Outline key actions and approaches to achieve goals.
 Activities: Break down strategies into individual tasks with clear deadlines and assigned
responsibilities.
 Resources: Determine the required personnel, equipment, budget and other resources.
 Performance measurement: Define metrics to track progress and measure success.
 Contingency plans: Focus on potential risks and suggest alternative measures.
 the role of an operational plan in achieving the organisation’s objectives
Ans: Aligns day-to-day operations with strategic goals.
 Improves communication and collaboration within and between departments.
 Clarifies roles and responsibilities for individual team members.
 Facilitates efficient allocation and utilization of resources.
 Enables proactive risk management and mitigation.
 It provides a framework for tracking progress and making adjustments as needed.
 Ultimately, it helps the organization achieve the desired results more effectively.
 the purpose and content of a contingency plan.
Ans: Purpose:
 It prepares the organization for unexpected events that could disrupt operations.

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 Minimizes negative impacts on business continuity and goals.
 It provides clear guidelines for responding to unforeseen circumstances.
 It supports informed decision-making and timely action in crisis situations.
Content:
 Risk identification: A list of potential threats and an assessment of their likelihood and impact.
 Response strategy: Develop specific actions to address each risk identified.
 Resource Allocation: Determine the resources needed for each response strategy.
 Communication plan: Define how to communicate effectively during a crisis.
Review and Update: Regularly evaluate and update the contingency plan based on changing
circumstances.
2. Explain the difference between an operational plan modelled on the organisation as a whole
and one that has been modelled to suit a specific organisational goal or department.
Ans: Here's a breakdown of the key differences between an operational plan modelled for the
entire organization and a plan focused on a specific objective or department:
Range:
Organizational Plan: Covers the entire organization, includes all departments and their interrelated
activities. It is in line with the overall strategic plan and vision.
Departmental Plan: Focuses on a specific department or a specific organizational goal within a

department. It aligns with the broader organizational plan, but delves deeper into the specifics of
the area.
Goals:
Organizational Plan: Addresses overarching goals for the entire organization, such as increasing
revenue, market share, or customer satisfaction.
Department Plan: Focuses on specific, measurable goals relevant to the department or goal, such
as launching a new product, improving customer service metrics, or reducing production costs.
Detail:
Organizational Plan: Provides a high-level overview of key initiatives and resource allocation
across departments.

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Departmental Plan: Goes into greater detail about specific tasks, schedules, budgets, and
resources needed to achieve departmental goals or objectives.
Ownership:
Organizational Plan: Developed and owned by senior management with input from various
departments.
Department Plan: Developed and owned by department heads or goal leaders, in accordance with
the organization's plan.
Time window:
Organizational Plan: Usually covers a longer time frame, such as 1-3 years, due to its broader
scope.
Departmental Plan: May have a shorter time frame depending on the specific goal or project,
ranging from a few months to a year.
3. Describe typical methods for developing an Operational Plan.
Ans: Here are some typical methods for creating an operational plan:
1. Start with the bigger picture:
Review the organization's strategic plan: Align your operational plan with the overall goals and
objectives outlined in the strategic plan.
Conduct a SWOT analysis: Identify the organization's strengths and weaknesses, opportunities and
threats to inform your plan.
2. Define your specific goals and objectives:
Use a SMART framework: Set goals that are specific, measurable, achievable, relevant and time-
bound.
Break down goals into smaller, actionable steps: This will make your plan more manageable and
easier to follow.
3. Determine the resources you need:
Identify the personnel, equipment, budget, and other resources needed to achieve your goals.

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Consider possible risks and develop contingency plans: Address potential challenges and have
alternative solutions ready.
4. Outline the activities and timeline:
Develop a clear sequence of tasks with assigned responsibilities and deadlines.
Use project management tools such as Gantt charts to visualize the schedule.
5. Get buy-in and communicate effectively:
Share your draft plan with stakeholders for feedback and approval.
Communicate the plan clearly and concisely to all involved team members.
4. Complete the table below to describe information sources necessary to develop and present
operational plans. The first row has been completed as an example for you to follow.
Information source Description Examples (provide 1)
Colleagues/Employees Colleagues may be part of the Team member

same team, or from another
CFO
team.
Manager of a different team
External consultants External consultant is someone Clients

that bring an element of
Suppliers
objectivity and neutrality into the
business continuity planning
process. Because they are
external to the organization, they
can cast a sharp eye on the
business continuity plans of the
company and point out what’s
right and what’s wrong without
bias and getting involved in the
organizational politics.
Strategic plan A strategic plan is a coordinated

and systematic way to develop a
course and direction for the
company. It simply determines
exactly where our organization is
going over the next few years

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Information source Description Examples (provide 1)
and how it's going to get there.
Budgets and forecasts Budget is a financial expression Finance team

of a business plan, whereas
forecast is a prediction of
upcoming events or trends in
business.
Legislation and They are stakeholders in any risk All employees, contractors,
regulatory authorities management process. suppliers, clients
Organisational policies Organisational policies and All employees, contractors,

and procedures procedures provide guidelines for suppliers, clients
decision making processes and
the way that work in an
organisation should be carried
out.
5. List four ways to consult with stakeholders:
6. Complete the table below to describe the requirements for resources included in operational
plans:
Resource Description of the How to acquire the resource:

Type resources and 2 examples:
Physical Those resources are How do you acquire physical resources

extremely crucial for the and/or services?
business to function.
Goods and services to be purchased and
Example:
ordered:
 Furniture
 Consumables
 Building
 Stock requirements and
requisitions
 Plant and equipment
 Space
What does a procurement process include

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(list at least four considerations)?
 Planning process
 Selection process
 Administration Process
 Closing Process
Relevant organisational policies and

procedures (at least one):
 Staff selection & recruitment
 Staff induction and training
 Requisitioning and purchasing of

materials, equipment and supplies
Financial Those resources are the part What workplace documents provides
of an organisation's assets information about financial resources?
that covers all the financial (describe at least one):
funds of the organisation. For
An income statement provides information
example, Bank Loan
about financial resources. It enables the
Stakeholder’s Capital
revenue and expenses of the business, if
it’s going on profit or loss.
How does the budgeted and actual

finances influence profitability and
productivity of the operational plan?
Budgeted and actual finances are the
lifeblood of the operational plan's success
and directly affect profitability and
productivity. A well-aligned budget sets a
realistic plan for resource allocation and
directs activities to achieve goals. However,
if actual finances deviate significantly from
budget, profitability can suffer. Unexpected
shortages limit activities, hamper
productivity and potentially lead to losses.
Conversely, exceeding budgeted revenue
provides more resources, potentially
increasing productivity and profitability. The

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key lies in tracking the difference between

budgeted and actual figures. This allows for
adjustments in the plan or allocation of
resources to optimize productivity and
ultimately ensure that the operational plan
delivers the intended financial results.
Explain how to obtain additional finances:

Securing additional finance involves
considering internal and external sources.
Internally, resources can be released
through retained earnings, asset sales or
cost reductions.
Externally, debt financing (loans) provides
capital but carries interest. Equity financing
(selling shares) dilutes ownership but offers
quick access to funds. Grants, subsidies
and crowdfunding offer alternative options,
each with their own requirements. Choose
the method that best suits your needs, risk
tolerance and long-term goals. Remember
that financial advisors can provide valuable
guidance in navigating these options.
Human  Staff How do you recruit staff?
 Contractors  Review current structure
 Create a position description
 Find a potential staff
 Evaluate the application

Conduct the interview
 Hire the candidates
 Organise the training for the staff
List at least two induction strategies:

Organizational procedure
Workplace safety and code of conduct
(Marketing Strategies, Promotional
Strategies)

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Relevant organisational policies and

procedures (at least one):
 policies about what is expected of

service users (clients)
 the rights of the workers at the

centre
 the responsibilities of the same

workers.

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7. Explain the purpose of key performance indicators.
Ans: KPIs are quantifiable measurements used to track progress toward specific goals and
objectives. It serves several essential purposes in organizations:
1. Monitoring progress:
KPIs provide benchmarks to measure success and identify areas that need improvement.They help
answer questions like "Are we on track to achieve our goals?" and "Which aspects need more
attention?"
2. Equalization of efforts:
By linking individual tasks to broader goals through KPIs, employees understand how their work
contributes to the bigger picture. This promotes alignment and motivates teams to work toward
common goals.
Setting priorities and making decisions:
By highlighting areas where performance deviates from expectations, KPIs guide resource
allocation and decision making. They help answer questions like "Where should we invest
resources?" and "What changes are needed to improve?"
4. Transparency and communication:
Sharing KPIs promotes transparency within organizations. Clear communication of goals and
progress based on KPIs builds trust and engagement among stakeholders.
5. Continuous improvement:
Regular monitoring of KPIs enables data-driven decision-making and continuous improvement.

Analysing trends and comparing performance over time identifies areas for optimization and helps
refine future strategies.
8. List four different approaches to developing key performance indicators.
Ans: Top-down approach: Starts with the strategic goals of the organization and moves down to
define relevant KPIs at various levels. This ensures alignment between individual, team and overall
goals.

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Bottom-up approach: Begins by identifying key processes and activities at lower levels and then
links them to higher-level goals. This focuses on operational details and their contribution to larger
goals.
Balanced Scorecard Approach: Uses four perspectives (financial, customer, internal processes,
and learning and growth) to develop KPIs that provide a holistic view of organizational
performance.
Stakeholder-driven approach: Considers the needs and priorities of different stakeholders

(employees, customers, investors, etc.) when choosing KPIs, ensuring relevance and interest of all
parties.
9. Explain the procedure for documenting performance, including records that should be kept.
Ans: Effective performance documentation is crucial for both employees and organizations. It
provides a clear picture of individual and team contributions, supports feedback and development
and serves as a record for legal and disciplinary purposes. Here is a breakdown of the procedure
and basic records:
1. Define expectations and goals:
Start by clearly outlining performance expectations for each role. They should be SMART (Specific,
Measurable, Achievable, Relevant and Time-bound).
Work with staff to set individual goals in line with their roles and departmental goals. This promotes
ownership and commitment.
2. Continuous documentation:
Observations and Notes: Record specific observations of employee behaviour, successes, and
areas for improvement during the observation period. Be factual and objective, use data and
examples.
Feedback Conversations: Document key takeaways from regular feedback discussions, including
employee self-assessments, identified strengths and areas for improvement. Write down action
plans and agreed goals.
Metrics and data: Track relevant quantitative data such as sales numbers, project completion rates
or key performance indicators (KPIs) to objectively measure performance.
3. Formal review:
Conduct regular formal performance reviews (eg quarterly, annually) based on documented
observations, feedback and data.

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Use standardized review forms that align with established expectations and goals. This ensures
consistency and fairness across the organization.
Capture the overall performance assessment, specific achievements and areas for development
and agreed development plans in the review document.
4. Record keeping:
Establish clear record retention policies based on legal and organizational requirements.
Performance reviews are usually kept for several years.
Provide secure storage and access control for sensitive employee information.
Basic records to keep:
 Job descriptions and performance expectations for each role.
 Individual employee goals and development plans.
 Observation notes and conversation notes with feedback.
 Quantitative data and performance metrics.
 Completed formal performance reviews with evaluation and development plans.
 Training and certification records.
10. Provide a definition of a PCBU and outline their key responsibilities under WHS laws.
Ans: In the context of occupational health and safety (WHS) legislation, a person carrying on a
trade or business (PCBU) is any entity that carries on a trade or business, regardless of its size,
structure or profit motive. This broad definition encompasses a wide range of organizations,
including:
 Companies: Small businesses, large corporations and everything in between.
 Business and self-employed: Freelancers, consultants and independent contractors.
 Non-profit organisations: Charities, community groups and educational institutions.
 Government agencies: Ministries and public sector bodies.

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The definition of a PCBU includes essentially anyone engaged in a work activity. This means they
have specific duties under WHS laws to ensure the health and safety of everyone involved in their
work.
Key responsibilities of the PCBU under the WHS Acts
The specific duties of PCBUs may vary depending on the jurisdiction and the nature of their work,
but in general they must:
1. Primary duty of care:
To ensure, as far as is reasonably practicable (SFAIRP), the health and safety of its workers at
work.
To ensure, SFAIRP, the health and safety of others who may be affected by their work activities,
such as visitors, contractors and members of the public.
2. Other obligations:
Provide and maintain a safe work environment. This includes providing safe tools and equipment,
proper training and appropriate supervision.
Identify and manage health and safety risks. This requires conducting risk assessments and
implementing control measures.
Consult with workers (and their representatives) on WHS matters. This includes their involvement
in health and safety decisions.
Report WHS incidents and injuries. This is essential for the investigation and prevention of future
events.
3. Duty of due care:
There is an additional duty on PCBU officers (eg directors, managers) to take reasonable steps to
ensure that the PCBU complies with its WHS obligations.
11. Outline the aim and scope of the Fair Work Act 2009.
12. Ans: The Fair Work Act 2009 (FW Act) is a landmark piece of legislation that forms the core of
Australia's national workplace relations framework. Its aim is multifaceted and includes:
 Establishing minimum standards and conditions of employment: This ensures fair and
consistent treatment of employees across industries and occupations.

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 Promoting harmonious and productive relationships in the workplace: Encourages

negotiation, cooperation and dispute resolution mechanisms to promote a positive work
environment.
 Ensuring compliance with international labor standards: This aligns Australian practices
with established principles for workers' rights and protections.
 The scope of the FW Act is broad and covers a wide range of workplace matters, including:
 National Minimum Wage and Remuneration: The Act sets out minimum wage rates for
employees subject to various remuneration or agreements.
 Unfair Dismissal: Outlines specific reasons and processes for terminating an employee.
 Flexibility and leave entitlements: The law regulates annual leave, personal leave, sick
leave, long-term leave and other forms of paid leave.
 Fair Labor Practices: Prohibits various unfair practices such as discrimination, bullying, and
illegal deductions from wages.
 Enterprise agreements: The Act provides a framework for employers and employees to
negotiate collective agreements at the workplace level.
 Labor Action: Outlines rights and procedures for legal strike action and lockouts.
It is important to note that the Fair Work Act does not apply to all employees and workplaces.
There are some exceptions, such as public sector employees covered by separate legislation and
certain businesses operating solely within a state or territory.

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Assessment Task 1: Checklist

Student’s name:
Did the student provide a Completed

sufficient and clear answer successfully? Comments
that addresses the
suggested answer for the Yes No
following?
Question 1
Question 2
Question 3
Question 4
Question 5
Question 6
Question 7
Question 8
Question 9
Question 10
Question 11
Task outcome:  Satisfactory  Not satisfactory
Assessor signature:
Assessor name:
Date:

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Assessment Task 2: Project
Information for students

In this task, you are required to demonstrate your skills and knowledge by working through a
number of activities and completing and submitting a project portfolio.
You will need access to:
 a suitable place to complete activities that replicates a business environment including a

meeting space and computer and internet access
 your learning resources and other information for reference
 Project Portfolio template
 Simulation Pack (if you need a case study).
Ensure that you:
 review the advice to students regarding responding to written tasks in the Business Works
Student User Guide
 comply with the due date for assessment which your assessor will provide
 adhere with your RTO’s submission guidelines
 answer all questions completely and correctly
 submit work which is original and, where necessary, properly referenced
 submit a completed cover sheet with your work
 avoid sharing your answers with other students.
Assessment information
i
Information about how you should complete this assessment can be found in Appendix
A of the Business Works Student User Guide. Refer to the appendix for information on:
 where this task should be completed
 how your assessment should be submitted.
Note: You must complete and submit an assessment cover sheet with your work. A
template is provided in Appendix B of the Student User Guide. However, if your RTO
has provided you with an assessment cover sheet, please ensure that you use that.

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Activities
Complete the following activities:
1. Carefully read the following:
This project requires you to develop and manage an operational plan for one
business or work area by:
 sourcing information relevant to your work area/business and its related

operational plan.
 consulting with others to develop and approve an operational and contingency

plan.
 managing resource acquisition and performance according to organisational

policies and procedures.
 addressing underperformance.
 negotiating and approving variations to the operational plan.
Vocational education and training is all about gaining and developing practical skills
that are industry relevant and that can help you to succeed in your chosen career.
For this reason, we are giving you the choice to base this project on your own
business, one you work in or a familiar with, or you can use the case study
provided. This will mean that you are applying your knowledge and skills in a
relevant, practical and meaningful way to your own situation!
It is important that you are able to access enough information for your chosen
business in order to be able to do your assessment. As a minimum this should
include organisational policies and procedures related to operational plans. You
will also need data to review and assess operational progress in step 5.
Relevant policies and procedures may include:
 Recruitment, Induction and Development
 Procurement and Suppliers
 Reporting and Documenting
 Hierarchy of control/ Approval
 Any other relevant policies and procedures.
You will need to communicate with people who work for, or are involved, in this
business or work area several times. Your communication may be either directly
with actual staff members or fellow students/your assessor can play the roles of
relevant people/parties. Communication can be in any appropriate format (e.g. face
to face, video conference, email) as long as it meets the requirements outlined in
the Project Portfolio.

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You will be collecting evidence for this unit in a Project Portfolio. The steps you
need to take are outlined below.
2. Preparation
Make sure you are familiar with the organisation you are basing this assessment on
and have read through the necessary background information. For the case study
business, this is all of the documents included in the Simulation Pack.
If it’s your own business or a business where you are working or are familiar with,
have your business approved by your assessor and identify a work area to develop
an operational plan for.
If you are using the case study, you will assume the role of sales manager and
develop an operational plan for the approved business model “develop a cloud-
based solution”.
Complete Page 4 of your Project Portfolio for this unit.
Read through the requirements of Section 1, 2 and 3 of your Project Portfolio.
3. Planning for an operational plan
Complete Section 1 of your Project Portfolio.

To complete Section 1, you need to:
 source information relevant to the development of an operational plan for your

work area, including stakeholders, legislative, organisational, financial and
intellectual property requirements.
 identify potential activities and resource requirements (including their financial

implications and KPIs) for the operational plan (include at least one human
resource and one physical resource).
 identify data security issues.
Make sure you have answered all questions in Section 1. Submit to your assessor
for review.
You are also required to attach certain documents as part of your evidence –
review the documents you need to attach as outlined in Section 1 of the Project
Portfolio and make sure you attach these upon submission.
You will use the work done in this section of the Portfolio to consult with others and
lead teamwork to develop an operational plan in the next activity. In preparation,
read through step 4.
4. Developing an operational plan

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Meet with at least two of the stakeholders you identified as part of Section 1 of your
Project Portfolio. One of the stakeholders must be a client.
Consult with stakeholders to agree on activities, resources, timeframes, KPIs and
monitoring processes.
This meeting should take 20 minutes.

i
This meeting may take place with actual people who work for/are associated with
your chosen business. Alternatively, classmates or your assessor may play the role
of one or more team members.
This can either be viewed in person by your assessor or you may like to video
record the session for your assessor to watch later. Your assessor can provide you
with more details at this step. Make sure you follow the instructions below and meet
the timeframes allocated. If this session is not viewed in person by your assessor,
you will attach proof of the meeting to Section 2 of your Project Portfolio.
As part of this meeting, you are required to demonstrate your ability to:
 take a leadership role in the meeting (e.g., start and conclude the meeting)
 facilitate effective group interaction (e.g., ensure everyone has a chance to

speak and provide input)
 influence the direction of the discussion (e.g., use persuasive language and
have a firm opinion and tone, keep the discussion on topic)
 present information using appropriate style, language, register and vocabulary
(e.g., conduct yourself in a professional manner where everyone understands
what has been said, use terms applicable to business, operational plans and
the industry in which the business operates)
 listen to others and comprehend what they’re saying (e.g., do not interrupt and
rephrase what has been said to confirm your understanding)
 seek advice, feedback and support (e.g., ask relevant questions such as “do
you agree with me?” and let others tell you what they think)
 use appropriate paralinguistic communication (e.g., appropriate body language
such as not folding your arms, supportive facial expressions such as frowning
or smiling, polite tone and professional pitch).
You will be assessed on this.

 develop and approve an operational and contingency plan.
 document resource requirements.
i Approval can be sought in any way as long as you adhere to any organisational
communication and approval requirements.

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Approval may for example be:
 question and answer session (each stakeholder has a copy of the operational
plan)
 executive team meeting
 email requesting approval
 updated project schedule.
Explain your operational plan to relevant work team(s). Meet with at least one
stakeholder who is a co-worker and part of a team who will be responsible for an
activity in the operational plan.
This meeting should take 20 minutes.

i
This meeting may take place with actual people who work for/are associated with
your chosen business. Alternatively, classmates or your assessor may play the role
of one or more team members.

 seek support (e.g., ask relevant questions such as “Are the operational
priorities clear?”)
or smiling, polite tone and professional pitch).
Make sure you have answered all questions in Section 2. Submit to your assessor
for review.

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5. Managing operational performance
Assume a period of time has passed.

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If you are basing this on your own business, make sure you have data (that shows
underperformance) available for the activity/KPI you selected to monitor.
If you are basing this on the case study, assume:
 invoices show that the advertising consultant has spent more than what was
budgeted for.
 a project schedule shows the advertising consultant is still delivering within

agreed timeframes.

 confirm resources were acquired following organisational policy, practices and

procedures.
 incorporate intellectual property rights and responsibilities (e.g. via memo to

staff).
 plan and implement the monitoring and documentation of the performance for
one activity.
 assess the progress performance of the activity (using relevant data).
 address the underperformance of a human or physical resource (at least one

resource) and confirm support.
Meet with relevant stakeholders to discuss underperformance and negotiate

variations to the operational plan. Meet with at least one of the stakeholders you
identified as part of Section 1 of your Project Portfolio who is associated with the
underperformance.
Negotiate with stakeholder(s) to:
 establish reasons and solutions for underperformance.
 negotiate variations to the operational plan required due to the

underperformance.
 establish support requirements.
Remember that negotiation means that you discuss something to reach a mutually
agreeable outcome.
This meeting and negotiation should take 10 minutes.

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This meeting and negotiation may take place with actual people who work for/are
associated with your chosen business. Alternatively, classmates or your assessor
may play the role of one or more team members.

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 facilitate effective group interaction (e.g., ensure everyone has a chance to

speak and provide input)
 influence the direction of the discussion (e.g., use persuasive language and
have a firm opinion and tone, keep the discussion on topic)
 seek advice, feedback and support (e.g., ask relevant questions such as “do
you agree with me?” and let others tell you what they think)
or smiling, polite tone and professional pitch)
 negotiate outcomes (discuss and agree on variations to the operational plan).
Make sure you have answered all questions in Section 3.

6. Submit your completed Project Portfolio
Make sure you have completed all sections of your Project Portfolio, answered all
questions, provided enough detail as indicated and proofread for spelling and
grammar as necessary. Remember to submit all necessary attachments as
indicated.

Ransford College
Assessment Task 2: Checklist

Student’s name:
Completed
successfully? Comments
Did the student: Yes No
Plan for an operational plan by:
 Outlining their role and its

contribution to broader
organisational objectives
 Sourcing information regarding:
o stakeholders
o relevant legislation
o relevant organisational policies

and procedures
o financial situation
 Researching and analysing

potential physical and human
resource requirements and
alternatives (including IP
requirements, rights and
responsibilities)
 Showing mathematical calculations

and reasoning related to budget
and/or KPI requirements
 Identifying data security

requirements or issues related to
potential activities?
Develop an operational plan by:
 meeting with relevant stakeholders

and clients to collaborate and agree
on the contents of an operational
plan (activities, resources,
timeframes, KPIs and monitoring
processes)
 developing an operational plan

Ransford College
according to organisational
requirements including:
o two objectives
o three activities per objective
o person responsible for

completion of activity
o timeline requirements
o resources required (both

physical and human)
o KPIs
o budget for the activity
 developing a contingency plan for

each activity on the operational
plan, including:
o potential risks
o planned response to the risk
 approving their operational plan
 documenting resource requirements
 explaining the approved operational

plan to team members via oral
communication?
Manage operational performance by:
 confirming human resource

acquisition processes
 confirming physical resource

acquisition processes
 incorporating intellectual property

requirements in the execution of
activities
 planning and implementing

monitoring processes for one
activity and its related KPI
 assessing the progress of one

activity to achieve profit/productivity
and document performance
 negotiating variations to the

Ransford College
operational plan with relevant

stakeholders
 addressing underperformance and

confirming support for the
resource?
Demonstrate effective oral

communication and teamwork skills,
including:
 taking a leadership role in the

meeting
 facilitating effective group

interaction
 influencing the direction of the

discussion
 presenting information using

appropriate style, language, register
and vocabulary
 listening to others and

comprehending what they’re saying
 seeking advice, feedback and

support
 using appropriate paralinguistic

communication?
Task outcome:  Satisfactory  Not satisfactory
Assessor signature:
Assessor name:
Date:

Ransford College
Final results record
Student name:
Assessor name:
Date
Final assessment results
Result
Task Type Satisfactory Unsatisfactory Did not submit
Assessment Task 1 Knowledge questions S U DNS
Assessment Task 2 Project S U DNS
Overall unit results C NYC
Feedback
 My performance in this unit has been discussed and explained to me.

 I would like to appeal this assessment decision.
Student signature: _________________________________________ Date: _________________
 I hereby certify that this student has been assessed by me and that the assessment has been
carried out according to the required assessment procedures.
Assessor signature: _______________________________________ Date: _________________

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Ransford College

RTO No: 45178 CRICOS No: 03614A

Student Assessment Tasks

BSBOPS502 Student Assessment Tasks V1 June 2022 1

ASSESSMENT COVER SHEET

Student Name: Anas Baber

I hereby certify that:

Student’s Signature: _______________________ Date: ________________________

BSBOPS502 Student Assessment Tasks V1 June 2022 2

BSBCRT512 Student Assessment Tasks V1 June 2022

Assessment for this unit

BSBOPS502 Student Assessment Tasks V1 June 2022

Assessment Task 1: Knowledge questions

Information for students

 adhere with your RTO’s submission guidelines

 answer all questions completely and correctly

 submit work which is original and, where necessary, properly referenced

 submit a completed cover sheet with your work

 avoid sharing your answers with other students.

 where this task should be completed

 the maximum time allowed for completing this assessment task

 whether or not this task is open-book.

BSBOPS502 Student Assessment Tasks V1 June 2022

 the purpose and content of an operational plan

 Translates the organization's strategic goals into concrete, actionable steps.

 It provides a plan for day-to-day operations and activities.

 Ensures all team members understand their roles and responsibilities.

 Manages resource allocation and decision making.

 Facilitates monitoring and evaluation of progress toward goals.

 Strategy: Outline key actions and approaches to achieve goals.

 Performance measurement: Define metrics to track progress and measure success.

 Contingency plans: Focus on potential risks and suggest alternative measures.

 the role of an operational plan in achieving the organisation’s objectives

Ans: Aligns day-to-day operations with strategic goals.

 Improves communication and collaboration within and between departments.

 Clarifies roles and responsibilities for individual team members.

 Facilitates efficient allocation and utilization of resources.

 Enables proactive risk management and mitigation.

 It provides a framework for tracking progress and making adjustments as needed.

 the purpose and content of a contingency plan.

BSBOPS502 Student Assessment Tasks V1 June 2022

 Minimizes negative impacts on business continuity and goals.

 It provides clear guidelines for responding to unforeseen circumstances.

 It supports informed decision-making and timely action in crisis situations.

 Response strategy: Develop specific actions to address each risk identified.

 Communication plan: Define how to communicate effectively during a crisis.

Departmental Plan: Focuses on a specific department or a specific organizational goal within a

BSBOPS502 Student Assessment Tasks V1 June 2022

3. Describe typical methods for developing an Operational Plan.

1. Start with the bigger picture:

2. Define your specific goals and objectives:

3. Determine the resources you need:

BSBOPS502 Student Assessment Tasks V1 June 2022

4. Outline the activities and timeline:

Develop a clear sequence of tasks with assigned responsibilities and deadlines.

5. Get buy-in and communicate effectively:

Information source Description Examples (provide 1)

Colleagues/Employees Colleagues may be part of the Team member

External consultants External consultant is someone Clients

Strategic plan A strategic plan is a coordinated

BSBOPS502 Student Assessment Tasks V1 June 2022

Information source Description Examples (provide 1)

and how it's going to get there.

Budgets and forecasts Budget is a financial expression Finance team

Student’s Signature: _ Date: __