Manage Operational Plan

ASSESSMENT RECEIPT FORM
STUDENT NAME:
STUDENT ID:
COURSE NAME: BSB51918 Diploma of Leadership and Management
TRAINER’S/ASSESSOR’S NAME:
DATE SUBMITTED:
UNIT CODE AND DESCRIPTION: BSBMGT517 Manage Operational Plan
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BSBMGT517: Assessment Receipt Form

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UNIT SUMMARY RESULT
Student’s Name: Student’s ID:
Trainer/ Assessor’s Date of

Name: completion:
Unit of Competency:
BSBMGT517 Manage Operational Plan
Results
Assessments
Satisfactory Not Satisfactory
Assessment 1: Written Question  
Assessment 2: Project – Simulated
Workplace Environment  
Assessment 3: Case Study  
To achieve competency for the unit, student must be S in all tasks.

Unit Outcome:
 Competent  Not Yet Competent
Is re-assessment  Yes  No
required
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Student
Trainer/Assessor’s
Signature: Date:
Student’s Signature: Date:
USE FOR RE-ASSESSMENT ONLY

Date Completed Assessment/Comments Satisfactorily
Completed
Yes No
Yes No
Yes No
 Competent  Not Yet Competent

Unit Outcome:
Trainer/Assessor’s
Signature: Date:
Form 110: Learner Guide/Student Assessment: BSBMGT517 Manage Operational Plan

This page is left intentionally blank

BSBMGT517
MANAGE OPERATIONAL PLAN
Learner Guide/Student Assessments
AURTTA3017 Carry out vehicle safety and roadworthy inspect

Student ID _________________________________________
Student Name _________________________________________
Trainer/Assessor _________________________________________
Assessment Outline
Unit Code BSBMGT517

Unit Name Manage Operational Plan
There are three (3) assessments required for this unit. To attain competence in this unit you must
successfully complete all assessments and submit on the due date specified by your
Trainer/Assessor.
Type of Assessment Place of Assessment

Assessment Task 1 Written Questions Classroom
Assessment Task 2 Project – Simulated Workplace Classroom
Environment
Assessment Task 3 Case Study Classroom
Resources
For this assessment, NMC ensure that students will have access to:
 NMC workplace
 office equipment and resources within NMC
 relevant legislation and regulations
 examples of documentation relating to manage operational plan
 case studies, where possible real situations
 Aspire workbook
 Relevant websites such as
 https://www.dlsweb.rmit.edu.au/toolbox/leadership/toolbox/op/op_c03.html
 http://www.bigskyassociates.com/blog/developing-an-operations-plan-5-key-elements
 http://www.leoisaac.com/operations/
 https://www.dlsweb.rmit.edu.au/toolbox/leadership/toolbox/op/op_c04.html
 https://www.boundless.com/management/textbooks/boundless-management-textbook/control-
8/control-process-61/measuring-organizational-performance-310-1888/
Support
Assessor /Trainer will provide assistance / intervention during the assessments in the event that there
is a risk of injury to yourself or from other students.
If you have special needs, you may be allowed reasonable adjustment in accordance with NMC
Policies and Procedures which means there may be modification in which the evidences are gathered.
It could include alternative methods of assessment. However, it will not change the standards or
outcomes you achieve.
If you consider that you need any special considerations in relation to assessment of the unit, please
speak with your Trainer/Assessor.

Unit of Competency: Overview
Application
This unit describes the skills and knowledge required to develop and monitor implementation of the
operational plan to provide efficient and effective workplace practices within the organisation’s
productivity and profitability plans.
Management at a strategic level requires systems and procedures to be developed and implemented to
facilitate the organization’s operational plan.
This unit applies to individuals who manage the work of others and operate within the parameters of a
broader strategic and/or business plan.
No licensing, legislative or certification requirements apply to this unit at the time of publication.
Unit Sector
Management and Leadership - Management
Elements
1. Develop Operational Plan
2. Plan and Manage Resource Acquisition
3. Monitor and Review Operational Performance
Performance Evidence
You must present an evidence of the ability to

 develop and implement an operational plan using a variety of information sources and
consultation (including using specialist advice if required) which includes:
 resource requirements
 key performance indicators
 monitoring processes
 contingency plans
 communicate effectively with relevant stakeholders to explain the plan and supporting
information, seek approvals, negotiate variations and engage work teams
 develop and implement strategies to achieve the operational plan within the organisation’s
policies, practices and procedures including:
 recruiting, inducting and developing personnel
 acquiring physical resources and services
 protecting intellectual property
 making variations to the plan
 Monitoring and documenting performance.
Note: If a specific volume or frequency is not stated, then evidence must be provided at least once.
Knowledge Evidence

To complete the unit requirements safely and effectively, you must:
 describe models and methods for operational plans
 explain the role of an operational plan in achieving the organisation’s objectives
 explain budgeting processes
 list alternative approaches to developing key performance indicators to meet business
objectives
 outline the legislative and regulatory context relevant to the operational plan of the organisation
 Outline the organization’s policies, practices and procedures that directly relate to the
operational plan.

Information and Instruction for Students
Read carefully all information contained in this assessments. If you are in doubt about certain part/s,
please approach your Assessor/Trainer for further clarification. A Student sign off “declaration” is
provided below which will be signed by you. This signifies the full understanding of the
information/instruction herein mentioned.
These assessments are designed to assess your understanding of the unit and demonstrate your
skills and knowledge. You are expected to complete these assessments in plain and simple
(understandable/legible) English and must be submitted on the due date specified by your Assessor /
Trainer.
In order to be assessed as Competent (C) in this unit, you need to provide evidence which
demonstrates that you can perform the required competencies to the required standard. Competency
depends on consistently demonstrating the skills, attitude and knowledge that enables you to
complete workplace tasks confidently in a variety of situations.
This unit covers skills and knowledge required to Manage Operational Plan.
Submitting Assessment Tasks
You must submit assessment tasks with the provided cover sheet.
ALL tasks must be completed in plain and simple (understandable/legible) English. It is preferable that
tasks submitted for assessment are typed. Where this is not possible or where room is provided on a
paper for short answers, you must write clearly. Unreadable assessment tasks will be returned
unmarked.
You must submit assessments on or before the due date. Extensions for individual assessment tasks
may be negotiated in specific circumstances according to NMC Policy and Procedures. To arrange an
extension you must speak to your Trainer/Assessor prior to the due date. Extensions due to illness
will require a medical certificate. Extensions must be confirmed by Trainer/Assessor in writing.
Assessment Outcomes
There are two outcomes of the Assessment Task:
S = Satisfactory and NS = Not Satisfactory (requires more training and experience).
You will be awarded C = Competent on completion of the unit when your Trainer/Assessor is satisfied
that you have completed all assessments and have provided the appropriate evidence required to
meet all criteria. If you fail to meet this requirement you will receive the result NYC = Not Yet
Competent and will be eligible to be re-assessed in accordance with the NMC’s policies and
procedures.
The outcome and feedback of your Unit Assessment will be summarized in the Unit Summary Result
and this will be discussed with you by your Trainer/Assessor. To evidence that a discussion has
occurred regarding the result and feedback, you will be provided a photocopy of the Unit Summary
Result.
Re-assessment (Re-sit/Re-submit)
If you have NOT achieved Competency, you will be allowed to re-submit or whenever applicable will
be given a supplementary assessment. The first Re-submission or Supplementary assessment will be
at no cost. Second Re-submission will be charged in accordance with the rates specified in the NMC
Policy and Procedure.
If you are requiring a re-sit assessment you must meet with your Trainer/Assessor to coordinate the
re-sit requirements. Outcomes of the re-sit tasks and documentation will be stored in your academic
file. Re-sit assessment may incur applicable fees in accordance with NMC Policy and Procedure.

Student Access to Records
Students have the right to access current and accurate records of their participation and results at any
time. You may request to see your results on request by completing Form 074 Record Access Form
and submitting to NMC Office.
Appeals
If you have any concern and/or not happy with your results;
1. Please speak with your Trainer/Assessor and you may be provided with alternate options of
assessment in order to gain competency depending on initial results
2. Your assessment may be re-assessed upon appeal
3. If you are still unhappy about your assessment results after following the steps mentioned above,
you may submit a formal complaint in accordance with NMC’s Complaints and Appeals Policy.
Plagiarism and Assessment Dishonesty
NMC is committed to ensuring that all students behave with integrity when undertaking an
assessment. Therefore, it is essential that you understand the principles underlying assessment
integrity and behave in a manner according to these principles.
1. You must not present and/or paraphrased other people’s work without a reference;
2. You must not copy or partly copy other students’ work
3. You must not use phrases and passages verbatim, without quotation marks and/or without a
reference to the author or a web page
4. You must not submit any assessable item that were already previously submitted as assessable
item
5. You must not submit an assignment that were collaboratively done when it is intended as individual
work
Please read the following information and please ensure you have access to and have read the
plagiarism and assessment dishonesty policy. This policy can be found on the NMC website and is
also discussed in your induction prior to commencing the course.
Student must adhere to the abovementioned to avoid plagiarism / assessment dishonesty. Otherwise,
it will form as an academic misconduct which will lead to academic counselling, suspension or
cancellation.
For more information, please refer to the Plagiarism and Academic Dishonesty Policy and Procedure
available upon request at the Reception or download from NMC website.

Assessment Instructions
There are three (3) assessments for this unit of competency BSBMGT517 Manage Operational Plan.
You are required to complete them all.
1. Written Question
This consists of nine (9) questions. You are required to successfully answer all questions to be
deemed satisfactory. There is no restriction as to the length of the responses.
A timeframe will be provided by your Trainer/Assessor for you to complete this task.
2. Project – Simulated Workplace Environment
You will demonstrate your skills and knowledge by completing a scenario based project. You will need
to access and read the following Bishops plans, policies and procedures:
 Organisation operational plan
 Organisational Charts
 Purchasing Resource acquisition policy
 Purchasing Resource acquisition procedures
 Information Management policy
 Information Management procedures
 Recruitment policy
Your answer to this task must be in a typewritten format. A timeframe will be provided by your
Trainer/Assessor for you to complete this task.
All project criteria are outlined in the project checklist. This checklist will be completed by your
Trainer/Assessor to judge your project work. You must attained satisfactory mark in all criteria to be
deemed satisfactory for this Assessment Task 2.
3. Observation
You will be observed by your Assessor in regards to your performance in a simulated scenario. Your
Assessor will use an observation checklist to judge and record the skills and knowledge you apply.
A timeframe will be provided by your Trainer/Assessor for you to complete this task.

Student Declaration
.............................................................................. (Student Name) have read and understand the

information and instruction provided above and also understand and accept that any act of plagiarism
and academic dishonesty will lead to academic counselling, suspension or cancellation of my
enrolment with North Melbourne College.
I further declare that:

 All assessment work submitted for this unit of competency is my own original work and plagiarism
and collusion has not occurred.
 Assessment work is not copied nor has not been submitted for any other unit/course.
 I have taken proper care and effort to ensure my work has not been copied by another person.
 I understand the consequences of engaging in plagiarism as described in NMC’s Plagiarism and
Assessment Dishonesty Policy and I have obtained and read the Plagiarism and Assessment
Dishonesty Policy.
Student signature: ............................................................... Date: ....../....../.......

Assessment Cover Sheet
Submission Details
Unit of Competency: BSBMGT517 Manage Operational Plan
Assessment Task 1. Written Questions
Student Name:
Student ID:
Student Submission and Plagiarism Declaration:
By submitting this assessment to the College, I declare that:
 This assessment task is original and has not been copied or taken from another source except where this
work has been correctly acknowledged.
 No part of this assessment has been written for me by another person.
 I have made a photocopy or electronic copy or photograph of my assessment task, which I can produce if
the original is lost.
Student Signature : __________________________ Date of Submission : ___________
Assessment Outcome
Student’s overall performance is: Student’s overall performance is:
Comments/Feedback to the Student:
Assessor Declaration: I declare that I have performed assessment for this student as per the principles of
assessment and collected assessment evidence in accordance with the rules of evidence. I further declare that
to the best of my knowledge all evidences attached are the student’s own work. I also provided appropriate
feedback to the student and have undertaken assessment integrity checks such as Google check for plagiarism,
Check for Copying/Collusion, Check for Authenticity(own work),Cheating or use of model answers.
Trainer/Assessor Name: __________________________
Signature : _____________________________________ Date : __________________
Student Declaration :I have received, discussed and accepted my result as above for this task and I am
aware of my appeal rights
Student Signature Date

Learner Guide/Student Assessment
ASSESSMENT TASK 1 – WRITTEN QUESTIONS
Instructions:
You are to answer the following questions on lead and manage operational plan. Your answers will form part of the
evidence gathered for this unit.
Acceptable format for the answers of this task could be handwritten or typewritten. There is no restriction as to the
length of the responses. If the space provided is not enough, you use additional papers. All work should be
completed within designated timeframes.
Questions:
Question 1: Explain the role of an operational plan in achieving the organization’s objectives?
Answer: Than operational plan plays a crucial role in orgazational objectives as

operational plans are important to carry out the organizational objectives
because without them we won’t know be able to carry out the orgazational
objectives. For e.g. if the goal is increasing net profit then the orgzational
plan would be to increase sales by increasing the number of units produced
by 10% which will lead to more profit. So operational plan will lead to full
filling of organization objectives.
Marking: Satisfactory Unsatisfactory
Question 2: Describe how operational plans are developed through the basic strategic planning
approach. Describe models and methods you will use for developing operational
plan?
Answer: The operational plans are developed through strategic planning approach,
first we would have to decide the goals that we want to achieve, after setting
the goals we would delegate authorities after delegating authority we will
assign jobs and people will get to work. Now same will happen with
operational plan as well, we would have to decide how our operations of the
firm would be run in order to achieve the orgazational goals.
We will use single use modelling and standing modelling. A single use plan
is basically a plan that won’t be used in the future while standing plans are
used consistently.

Question 3: Describe how operational plans are developed through the goal-based planning
approach?
Answer: The goal based planning approach tells you to create plans by setting long
term and short term goals and we can develop our operational plans through
that as well. In order to create an operational plan we would have to set the
goal which would be to increase our revenue now in order to increase our
revenue we would have to create an operational plan on how to achieve that
goal. So in order to increase revenue we would have to increase our units
which will lead to more sales and more revenue.
Question 4: Describe how operational plans are developed through the alignment planning
approach?
Answer: Alignment planning approach tells you to increase set our goals which align
with our culture now as this new plans are developed regularly to meet the
new culture of the firm, the operational plans will start to differ as well.
These operational plans will be flexible to suit the alignment planning
approach. So the operational plan can develop through alignment planning
approach by the given resources and actions, they identify that what should
be change, and determine as well that how the change will occur, by the
planning approach.

Question 5: Describe how operational plans are developed through the scenario planning
approach?
Answer: This approach basically sets oils according to situations that can be born. So
operational plans are made with contingencies in placed as well which
makes them flexible. For every scenario, there are three possibilities which
are the worst, reasonable case and the best approach.
Question 6: List alternative approaches to developing key performance indicators to meet

business objectives?
Answer:  Make specific goal

 For achieving goal there is need of an action
 Human resource required
 Budget required
 Physical resources required
 How to achieve long term goals
Question 7: Explain what is meant by the budgeting term “forecast income”?

Answer: Forecast income is a type of income which the company believes that they
will earn the time to come. For e.g. the company believes that they will earn
100 000 in the next year, the 100 000 will be forecast income.
Question 8: List the main expenditure categories that would be included in a budget?
Answer:  Expected sales and revenues

 Fixed cost
 Variable cost
 Semi variable cost
 Profits
Question 9: Explain what is meant by the term “cash flow”?
Answer: Cash flow is the amount of money that comes and go out of the business or
in other words it is the money received and paid by the business. The
number of total amount which money is being transferred and out of the
business.
Question 10: Briefly outline the legislative and regulatory context relevant to the operational plan?

Answer: The legislative connect to operational plan is that the environment shouldn’t
be harmed, the goods should be ecofriendly. Now labors laws should be
broken when producing. On the other hand regulatory in operational plan it
describe the organization’s goals and objectives and their efforts and steps
which they took for reaching their goals.

Submission Details
Assessment Task 2. Project – Simulated Workplace Environment
Student Name:
Student ID:
Assessment Outcome
Signature : _____________________________________ Date : __________________
Student Signature Date:


Task 2: Project – Simulated Workplace Environment
Instructions:
You are to complete all the tasks as specified in this simulated work environment
You will need to access and read the following Bishops plans, policies and procedures:
 Organisation operational plan (Annex A)

 Organisational Charts (Annex B)
 Purchasing Resource acquisition policy (Annex C)
 Purchasing Resource acquisition procedures (Annex D)
 Information Management policy (Annex E)
 Information Management procedures (Annex F)
 Recruitment policy (Annex G)
Acceptable format for the answers of this task must be typewritten. All work should be completed within designated
timeframes. Your answers will form part of the evidence gathered for this unit.
Task Overview and Context:
You received an email from Liz Hitchens, Marketing Manager
Subject:
Operational Plan
Hello,
I have been working through the requirements of the current BizOps Enterprises operational plan
(July-Sept). One of the line items, for which i have responsibility, is the purchase of delivery vans
for each of our retail outlets. I want you to take on the management of this specific part of the
operational plan. You will report directly to me on this, but as it is a budget item with an allocation
of AUD7.5 million, all reporting and approvals will need to be approved by senior management.
Please refer to the “Instructions to the Candidate” section that follows for the tasks required to
manage this part of the operational plan.
Regards,
Liz Hitchens
Marketing Manager
Instructions to the Candidate
You will need to access and read the following BizOps plans, policies and procedures:
 Organisation operational plan (Annex A)

 Organisational Charts (Annex B)
 Purchasing Resource acquisition policy (Annex C)
 Purchasing Resource acquisition procedures (Annex D)
 Information Management policy (Annex E)
 Information Management procedures (Annex F)
 Recruitment policy (Annex G)

Mostly, you will be referring to Section 3 of Annex A Organisation operational plan, where one of the
actions is “Acquiring additional resources – delivery van’. Keep in mind that all things in the
organisational plan are linked to the mission statement and, consequently, there are other parts of the
current organisation operational plan that will require you to prepare some implementation plans.
1. Undertake some research to determine the resources that will be required to manage and
implement this item in the operational plan. As this is a big ticket budget item, senior management
will be very keen to see the research questions that you will have addressed and what you found.
Your report on this item should list each of your research questions, your sources and your
findings. It is important that your questions address relevant items in the mission statement and its
business plan objectives. These are addressed in sections 1.1 and 1.2 of the organisation
operational plan. There is also an important linkage to an item in Section 1.3 of the organisation
operational plan.
Determine some resources required:

1) Human Resources: In human resource includes managers, staff, team leaders
etc. so each operational plan have it’s their owner like if in this department someone
who is responsible and implement the right strategy. If someone is not responsible for
planning, then strategies won’t be implemented. In human resource the planning
session allocate by one person or in a group of people.
2) Physical Resources: Physical resource includes supplies, stock, etc. it
implemented when needed in operational plan. In physical resources there is need or
documentation to keep the record of every stock levels, stock storage, supplier’s
records, and buying records.
3) Financial Resources: In an organization of people work then company have to
pay them to do their work and then financial resources needed for remuneration. In
financial resources there will involve administration costs in the form of telephones
calls, purchase of supplies or material or promotional cost of advertising.
2. Convert your research and analysis into a detailed operational plan for the acquisition of the
delivery vans. Use the existing headings from the organisation operational plan as a starting point
but change these if necessary as you may find them restrictive.
A detailed operational plan focus on the final balance sheet, profit and loss, cash flow statement,
budgeting plan, planning, business operations and future growth to achieve their objective. So in
operational planning includes sales, finance, marketing suppliers, distributors and customers, staff,
managers and team leaders.
Delivery Van:
Startup Insurance Rent Leased Expensed Business

requirement Equipment Equipment sign
Total Startup Cash Current Long
Expense Assets Required Assets Assets
Total Account Current Other Capital
Assets Payable Borrowing current
Borrowing
Total Panned Capital Additional
Liabilities Investment Investment
Total Loss at
Investment startup
Expense

3. Use the broader consultation strategy from Section2.0 of the operational plan and prepare a
detailed consultation plan that will outline the processes and people who will need to be consulted
for this specific operational plan. You will also need to refer to the organisational charts as such a
large expenditure item may require the involvement of other departments.
The process we will go through to acquire that new item is first we will ask the outlets on
how much demand of delivery service is there, then we will ask the customers how much
they want a delivery service and they we will contact the senior management team to ask
if they have the budget for the new vans and if the new vans will help then in achieving
their goals. Then we will contact the finance on how much we can spend on the vans if
all is good then we will contact the car manufactures.
4. Establish a set of key performance indicators (KPIs) that will assist in monitoring the
implementation of your detailed operational plan. The KPIs must support the broader KPI outlined
in the operational plan. Obtain approval for the plan form senior management.

Key Performance Indicator:

When we develop operational plan we target some operations. These targets will monitor the
implementation of your business.
Operational Plan:
Activity Market research for one new Increase trading hours

rural region
Objective Expand sales into a new rural Expand trading hours to
areas accommodate people who work
full-time
Outcome Prepare a suitable product range Extend phone order times to
to market to a new regional area 7:00pm on weekdays and from
9:00 am to 5:00 pm on Saturdays
How will it be Visit region and talk to potential Consult with dispatch team to
done? customers about their garden seed establish a trial period of taking
requirements after hours phone orders
Responsible Marketing supervisor Dispatch supervisor
person
When? Autumn 2017 Spring 2017
Budget $3000 $6500
Performance Regional specific sales catalogue Extended hours for phone orders
indicator prepared by July 31 trailed and evaluated by
November 2017
Except if you are the proprietor of a little privately owned business, you will have an
administrator or a board of chiefs that anticipate that you should answer to them about arranging
forms. They have to affirm your arrangements and you may well need to make fitting
presentations to them.
We need their endorsement since when an operational plan is officially marked of by the
individuals with designated specialist, it is at this phase the finalized plan turns into a strategy.
Marked duplicates of the arrangement ought to be kept on lie as a formal record and gave to the
suitable parties in charge of implementing the arrangement. Endorsement can be gotten by
presenting the arrangement to the partners and rolling out pertinent improvements by picking up
the criticism from them.

5. The operational plan required the delivery vans to be purchased and declared by 31 July. Prepare
contingency plans for the following risks that have been identified:
a) Vehicle supplier cannot supply 150 units by 31 July

At the end of the month july, the supplying is not meet the plans that’s why we minimize the production
of August.
b) The corporate logo is being redesigned and will not be released until August 20 so
vehicle decals will have to be developed before putting the job out to tender
Because of releasing late logo and vans are already ready so we will deliver these vans tender with
the previous logo.
c) The budgeted cost per vehicle of AUD42,680 is based on the current exchange rate of
the Australian Dollar. There is a risk the dollar value could drop by 10% to 15% and
increase the value of the vans by this percentage.
Suppose that we take 30% of the payment value and If the value of vehicles will increase so we will
increase the value of order payment from 30% to 40%.
6. Prepare a briefing document, to present to senior managers, for procurement of the delivery vans.
As this specific operational plan has an overall budget of AUD7.5 million, it is important to
carefully consider the specification of the vans (such as size, engine capacity, fuel efficiency and
warranty) and their suitability to align with Bizops’s commitment to being environmentally friendly.
The briefing document should contain the following:
a) Recommendations, with supporting arguments, of suitable makes and models

So my recommendations would be to buy some 2nd hand vehicle from ford as they are cheap
as well so environmental friendly as well which matches our mission and vision statement.
My recommendation is ford because they are cheap and reliable as well which will lead to
having more units of vans available to us.
b) Reference to the sources of specialist advice that contributed to these recommendations

https://fleetworksofhouston.com/best-small-cargo-van-money-can-buy/
c) Recommendation of a procurement process that aligns with the purchasing policy and
purchasing procedures
We must first ask the ford dealership if they have these vans available in a huge quantity
Then make them an offer for a specified number of vans.
Then sign the approval letter from the business
Test drive the van
Check the market for better options.
If they are not better options then approach to buy.
d) Provide a contingency plan.

If for e.g. ford wasn’t able to deliver the number of vans that we require then we will contact
another buyer for buying. Most probably we should contact them beforehand so that they
have our vehicles available if we need them to buy.
7. The marketing department has provided you with some specifications for the design of the decals
for the delivery vans. You need to take this information to a graphic artist and request a design for
use on the sides and back of the vans. Before entering into a purchasing agreement, prepare a

short briefing document that outlines the intellectual property issues that may be associated with
the supply of this design.
The intellectual property issues that might arise that the graphic artist make sell our design to
other business which they might use on their product so in order to protect our business we
have created our agreement that details that this isn’t won’t be used by any other company.
If it is used it will lead to fine’s and lawsuits.
8. Prepare a briefing document for the retail outlet work teams that explains your detailed operational
plan and outlines how it will be implemented in the set timeline. The briefing document also needs
to:
a) Outline the aspects of the operational plan that will need to be implemented at each
retail outlet.
The aspects of operational plans that need to implemented are that the staff should be trained
to provide goods customer service so that the customers are happy, they should make sure
that the customers are satisfied at our outlets and that they should get good quality products
as well.
b) Include a strategy to utilise existing retail staff in operating the delivery service
So in order to utilize the existing staff for delivery service, two workers from every retail outlet should
be made in charge of delivering the products in the nearby areas as the outlets are more, the real
covered through this will be more.
c) Contain a WHS risk assessment and legislative review of the issues associated with
having retail staff operating delivery vans
The risk are huge because maybe the retail team doesn’t know how to drive they can crash which can
lead to huge damages, they might not know the areas which will lead to them to delivering the
products on time which will leave the customers unsatisfied.

9. Utilise the KPIs developed in number 4 above to develop a monitoring process for the
implementation of the detailed operational plan. Use the assumption that the timeline for the plan
is set for one month (completion 31 July). The monitoring process should include the following:
a) A breakdown of the overall plan into tasks

The main purpose of work breakdown which minimize the complications to collect the task and it is
important to oversee the tasks more effectively and efficiently.
b) Timelines and responsibilities assigned for each task
Every employee should be responsible for their tasks to enhance their productivity level with team
strength and with the given timeframe.
c) A budget allocation to appropriate tasks
A budget allocation for appropriate task is to develop a budget revenue and predict first those budget
which are available to you.
d) Incorporate intellectual property right and identify the roles and responsibilities.
Intellectual property rights give competitive advantage and this is also called IP rights which can be
sold or licensed of your business assets. The responsibility is that protect the IP for any
consequences of your business.
e) A mechanism to quantitatively analyse the level of completion of each task (for
example: 15 equates to 10% completed)
The quantitatively analyse carry the small group and target those audience by measuring certain
behaviour, intentions, attitudes, and knowledge.

a) The project covers the period of 3 months from 1 July to 30 September, which should cover
all of the financial aspects of the detailed operational plan
Financial statement: Learner Guide/Student Assessment
Items Asset Liability Shareholder’s Revenue Expense
equity
Administrative
expense
Cash at bank
Marketing
expenses
Buildings
Income tax
payable
Loans from
banks
Accounts
payable
Retained
profits
Accounts
receivable
Income tax
expense
COGS
Sales
revenue
b) Financial management is based on accrual accounting, so expenditure is based on

events such as approval of a purchase requisition and not when cash finally changes
hands
In the field of the open part bookkeeping, there were two reasoning patterns, a conventional one
dependent on money bookkeeping, and a cutting edge one dependent on gathering bookkeeping.
Under the customary model, of open organization money bookkeeping or spending bookkeeping,
money based framework at first considered as being increasingly fitting for the open area, the
accentuation was on consistence with principles and guidelines. As indicated by the cutting edge
model the accentuation is on productivity, so it is prescribed that the open division ought to present
the arrangement of budget summaries connected in the private area, which is made by accumulation
bookkeeping.
c) Purchase of the vans is based on a 10% payment on placement of the order and the
remainder on receipt of goods. The budget allocation for each van is AUD42, 680.
The 10% payment order of each van = 42680 * 10% = 4268
The actual price of van=42680-4268=3841
d) Design a van decal requires 50% payment on concept approval and 50% of delivery
of final design. The cost of the design is budgeted at AUD 5,000.
As the cost of the design is budgeted at 5000 AUD. So from the budget cost 2500 should be paid
before and 2500 should be paid after the final design.
e) Decaling of vans is a payment on a weekly invoice based on the number of vans

decaled. The cost for each van is budgeted at AUD1,000.
The actual cost of vans are 38412 AUD after deduction of decaling cost, the final price of each van is
37412 AUD.
f) Project Management is a set weekly expenditure item of AUD6,000 for six
(6) weeks
The project manager set the expenditure of 6week is 6000AUD
For 1 week expenditure = 6000/6 = 1000AUD per week
So per month of expenditure = 4000AUD
It’s means that the total expenditure which is decided by project manager for 1.5 month.

10. Prepare a budget for the purchasing and decaling of the vans using the following criteria:
g) Staff training in van operational procedures occurs in the two (2) month period after delivery
and has an allocation of AUD3,000 per retail outlet for casual replacement staff.
In a single retail outlet we consider that there are 5 members for the training session and we
scheduled the session as below:
Schedule of Actual Training Paid for Payment (whole team)

training
2.5 hours or Minimum 2 2.5 hours 45$ per day
more hours
Example : 2 2 hours 2.5 hours 45$ per day
hours
So, a team is working 2.5 hours in a day then their monthly payment of 22 days will be
990AUD which is almost upto 1000 AUD.

11. At the end of the first month (31 July), the progress of the operational plan is as follows:
a) The order for 150 vans has been placed with a purchase value of AUD45,238 for each
van
The actual Value is 45,238
No of Order of Van=150
The total Cost=150 *45238 = 6785700
b) There is a shortfall in supply and only 67 vans have been delivered. The remainder
should be delivered in 2 months.
Total order of Van = 150
In the july 67 vans are supply the remaining vans =150-67 =83
c) The van decal has not received final approval from the CEO, but this is expected
within the next few days
As the CEO didn’t approval the van decal so they expected that they will approve it next few days and
the performance will design good and the delivery of the vans will be occur on time.
d) All of the supplied vans should be decaled in the next 30 days
All supplied 67 vans have to deliver in July if we assume as we know that we have to supply 67 vans
at the end of July and if we estimate 5 vans are decal in a day so it will take 13 days to be decal all of
the 67 vans .
e) The remainder of the decaled vans should be decaled within 30 days of their delivery
The remaining 83 vans will be decaled in 17 days.
f) Project management costs need to extend to 12 weeks, but the second six-week
period should only cost AUD3,000 per week
Project manager previously set 6 weeks cost which is 6000 AUD , if we extend it into 12 weeks the but
should be 12000 AUD, but in the week the budget of per week is equal 3000 AUD, it means that
budget is change drastically, the expected planning of budget is 3 month but it was fitted in one
month.
g) The purchase order specified vans with manual transmission. They only require a
normal driver’s license for operation, but approximately 50% of the retail staff have
never driven a manual vehicle.
Project manager assumes that all the normal drivers operate manual vehicles but 50% of the retail
staff never experiences with manual vehicle so that’s why the budget decrease drastically by this
factor as well.
Use the monitoring process developed in number 9 above to prepare a review of the
operational plan’s progress to date. This report should cover the following items:
a) Analysis and interpretation of budgeted and actual financial information
The actual Value is 45 238 and the budget value was around 42000 so the actual is cost is
more than the business expected so we under allocated the budget and we have to pay more which will
increase our cost..
b) Identified areas of under performance
The CEO didn’t sign for the approval so there is a performance as the design should have been
Ready before the delivery of vans but isn’t because the CEO didn’t sign off on it.
The second area under performance is that the retail staff is under trained.
The budget for project management cost has over spent, as we would have to pay more in the second
6 week period.
c) Recommendations for variations to the operational plan
The first recommendation is that the CEO should sign of on the deals as soon as possible so that
they are used on the van,
The retail workers who are no trained for manual transmission should be sent to training as soon as
Possible.
For future projects the managers of the project need to make sure that the project is finished under the
specified time and does not go over it.


12. The retail staff have had a series of consultation meetings with managers and have developed a
proposal where staff who have only ever driven vehicles with automatic transmission, should have
specific external training to operate vehicles with manual transmission. This should cost
approximately AUD200 per person and there are 315 people who need this training. After the
initial training, they have requested that a skilled workplace coach support them in using the van
for their first five deliveries. The time cost of this coaching would equate to another AUD250 per
person.
Prepare a detailed operational plan for the external training and internal coaching of sales staff to
enable them to drive the vans for deliveries. The operational plan should include the following:
a) KPIs for monitoring the plan’s implementation progress and outcomes

Traning for 315 people should be araanged.
The total money for training should be paid by the office.
After the intial traning of all the employees is done then the new coach should be hired
The workers who have been trained should be tested to see for improvements.
b) A breakdown of overall plan into tasks
A trading house should be contacted
The 315 employees should be divided into different parts and told about the training program.
Then different groups of people from these employees should be sent to the training institute.
After training they should be tested
Then a coach should be hired to oversee these trainees working/.
c) Timelines and responsibilities assigned for each task
d) A budget allocation to appropriate tasks
63000 will be spent on training. And then around 75000 will be used in training by the coach.
e) A mechanism to quantitatively analyse the level of completion of each task.
After a group is trained they should be tested by a supervisor to see how much they have
learned.
f) A process to evaluate the outcomes of the plan.
To see the outcomes we would have took at if the delivery rate our firm has increased or not.
g) A risk analysis of factors that could prevent the successful implementation of the
plan
The only risk that is present is that not all 315 of the employees will be trained efficiently
which will create problems for the business in the future as if they are not trained well
enough it can lead to problems in the delivery service.

13. Past records associated with the management of operational plans appear to be very difficult to
find. A few discreet questions to other managers have indicated that many of the files are still held
by the relevant operational managers. Access the information management policy and information
management procedures and prepare a one-page guideline that will assist operational managers
in managing and storing this information in accordance with the policy and procedures.
Guidelines:
Operational managers manage their information according to the policy and procedure and
the purpose of it to records management policy to ensure all activities and decisions of
business and creates, managed and appropriately. It will help to achieve information for
the improvement. It will also meet its obligations and responsibilities to protect the rights of
management, staff, and community. Storing information help those to enhance their
ongoing business record and customer service to meet their expectations. Records can
stored as cost effectively in a efficient manner.
Electronic record may either record on online or offline manners. Records rarely used for
official purpose. Availability of records to the staff so they can access for their business
purposes.
14. The organisation operational plan has another line item to maintain full staffing capacity through
rapid recruitment to fill vacancies and there are 13 new sales staff needing to be employed,
inducted and trained in the next 2 months. Develop an implementation strategy for the retail outlet

managers to follow, to ensure they achieve the KPI for this line item. Refer to the recruitment
policy if necessary.
In order to hire new employees, the mangers first need to look at the qualification they have,
they should look if potential employees are qualified enough to join the business, and if they
are eager enough to learn new things after selecting qualified candidates, the manager
should look call them for interviews and then when the news employees are hired they
should be trained so that they are ready to work on the new item.
15. Develop a summary at the end of the report indicate the process of monitoring and review
operational performance.
a. Include review performance system and process according to target set and KPI’s.
b. Review financial performance
c. Ensure sufficient support and coaching available for staff underperforming to achieve the
project deadline within timeline.
d. System in place to record and documentation of the operational plan according to
organisational procedures.
In order to review the monitoring process and reviewing operational performance we have
some systems in place such as proper inspection and evaluation at regular time intervals
and also we would look at the financial performance as well, to see how much money we
have spent and how much we have earned if we have spent more than we will control our
expenses. As if the goals are not being achieved then we will look to see which
employees are not working at their best and then try to help them by offering them
training so they could submit their tasks on time.
Annex A : Organisation Operational Plan

BizOps Enterprises Operational Plan
Overview
1.0 Executive Summary
BizOps has 150 retail, online and phone sale outlets that sell a range of exclusive products across
Australia that are branded as BizOps.
The business provides its customers with high quality and innovative products and services. Wherever
possible we provide our customers with a ‘green’ solution and service. We employ sustainable
business practices.
1.1 BizOps Mission
BizOps is committed to:
 providing high quality and innovative products and services to customers

 meeting the changing needs of customers
 offering innovative product solutions
 delivering speedy and personalised service
 employing professional and enthusiastic staff
 providing clean and ‘green’ products and services
 adopting sustainable work practices
 undertaking continuous improvement processes.
BizOps is known for its enthusiastic and inclusive culture. BizOps seeks to maintain professional and
well-supported staff.
1.2 Business plan objectives
In 2015–2020 BizOps will consolidate its position in the market as a lead retailer for ‘green’ and
sustainable solutions for high quality exclusive products.
To do this, BizOps will focus on the following business goals:
• Financial stability:
 Increase revenue by 15% (compared to the previous 12 months) by the end of the financial
year
 Maintain annual profit levels of 15% of revenue for all products and services, calculated at the
end of each financial year
 Reinvest 75% of profit back into the business at the end of each financial year
• Market position:
 Maintain the number one rating in the annual national industry customer service awards
 Launch new high quality exclusive consumer products to meet customer demand, ahead of
competitors, within budget and by the agreed deadlines
• Right people:

 Provide induction training at the commencement of employment to train new employees to be

knowledgeable, helpful and enthusiastic.
 Provide the physical, human and time resources to support an annual professional
development program for all BizOps employees
1.3 Keys to success
Success will be dependent upon:
 Exceptional product and service quality
Each store will maintain its establishment base of full-time equivalent employees. All of these staff
will have formal retail qualifications and be provided with internal product and service knowledge
training.
Each store will be fitted out to display the full range of the exclusive products from the current
BizOps range to provide the opportunity for sales staff to learn and fully demonstrate their features.
The product delivery service provided is recognised as part of the BizOps brand.
 Time-efficient and cost-effective development processes
Communication systems are in use to reduce travel and time commitments of outlet managers.
• Expert and knowledgeable staff
BizOps employs multiskilled retail sales staff capable of providing after sales product support to
customers.
2.0 Consultation Strategy

Stakeholder Role in the problem Objective Consultation method
Senior management Made the decision to increase Keep informed Feedback session
team sales by 15% annually Email communications
Newsletters
Videoconferencing
Outlet manager Develop an operational plan and Implement plan Staff meetings
implement the plan to increase Consult Outlet manager
sales in their outlet meetings via
videoconferencing
Interviews
Sales staff Implementers of the plan to Consult Meetings
achieve the intended results Keep motivated Feedback sessions
and engaged
Online and phone Provide sales not supported Consult frequently Videoconferencing
outlets through retail outlets
Major customers People who make major Consult Phone calls

purchases of BizOps products Personal visits
Email communication
Newsletters
Customers People who make small Obtain feedback Email communication
purchases of BizOps products Newsletters
Recruitment agency Involved in recruiting staff Consult Meetings
3.0 Operational Action Plan (July-Sept)

Operational Action Plan: July–Sept

What is to Objective Resources Procedures Responsible When? Budget KPI
be done?) (Why will (Where will (How will it person
we do it?) it be done?) be done?) (Who will do
it?)
Revisit To increase It will be Update each Outlet 30 June $3,000, The retail
sales the sales of done across outlet’s sales managers 000 total sales of
budgets the the 150 budgets to and the
and services outlets. reflect the needs to business
develop component increased be increased
outlet-by- of the targets. support by 15%
outlet sales business Each outlet is ed by a by the
strategies by 15% by to develop a busines end of the
that add 30 June sales s case financial
onto the strategy to from year
national support the each
sales new targets. store
strategy.
Acquire To facilitate Install a Contact Outlet 31 $5,000 All video-
additional communica multi-channel BizOps IT managers August per conferenc
resources tion dedicated service and outlet ing
– video- between all video- support to equipmen
conferenci retail, conferencing arrange for t installed
ng online and facility at supply and by 31
equipment. phone each outlet. installation. August
outlets and Allocate
reduce costs back to
travel time each outlet.
and costs.
Acquire To provide Purchase a Contact Head office 31 July $50,000 Delivery
additional a delivery new van for suppliers, marketing per van
resources service and each outlet obtain quotes manager outlet purchase
– delivery provide and detail it and d and
van. brand with the purchase the decals
recognition marketing required attached
logo. delivery van. by 31 July
Contact
signwriters to
have
marketing
decals
attached to
the vans.
Reorganise To create It will be Have plans Head office 30 $10,000 All stores
fixtures additional done across drawn up for sales Septem per to be
and fittings space for the 150 retail each retail manager ber store fitted and
– retail installation outlets. outlet. Retail outlet operation
outlet. of Hire local managers al with
demonstrati shop fitters current
on products and installers BizOps
for each range of
sales region. product
by 30
Sept
Train sales To multi- It will be Deliver Retail outlet 31 In All
staff to skill retail done across training managers August house. existing
provide product all the 150 programs Addition retail

after sales staff and to retail outlets. al product
product improve the resourc staff
support. level of es training in
after sales availabl multi-
product e but a skilling
support busines complete
s case d by 31
is August
required
.
Maintain To maintain Thirteen new BizOps Outlet 31 $2,000
full staffing and full-time recruitment managers August recruitm
capacity increase sales staff procedures Recruitment ent
through sales will replace agency costs
rapid capacity by staff per
recruitment recruiting vacancies in vacant
to fill new staff Sydney, position
vacancies. as soon as Melbourne
existing and Adelaide
positions CBD stores.
are vacated
4.0 Risk
The timely recruitment and training of new staff is a key success factor in meeting the strategic
objectives of the business plan. In order to meet the objectives it is necessary to have recruited the
new staff and up-skilled our current staff in after-sales product support by 31 August. In the event that
we do not meet these objectives, we have budgeted an additional 5% of training costs to employ a
training consultant to provide additional training resources.
It is critical that our outlet managers monitor the progress of their operational plans against the target
KPIs established. To that end, it is essential to review the operational plan monthly.
5.0 Approvals
Name Position Date approved Signature

Rose Hargreaves Chief executive officer 15 June RHargreaves
Nancy Tooket Managing director: 15 June NancyTooket
Retail operations
Annex B: Organisational Charts

Board of
Directors
Rose
Hargreaves
Chief
Executive
Officer
Sean Bamford Nancy Tooke

Mike Booth Peter White
Managing Managing
Managing Managing
Director Director
Director Director
Business Retail
Financial Human
Operations Operations
Operations Resources
Chelsea Liz Hitchens Sarah Voss

Fatima Gina Harris Johan Tines
Chloe Watson Jones Marketing Customer
Williams Manager Sales
Finance Manager Manager Service
Company Human Manager
Manager Business Manager
Accountant Resources
Operations

Financial Operations Extract

Mike Booth
Managing Director
Financial Operations
Fatima Williams Chloe Watson

Company Accountant Finance Manager
Finance Team Leader
Payroll Team
Accounts Team

Financial Operations Extract
Sean Bamford
Managing Director
Business Operations
Chelsea Jones
Manager Business
Operations
Fred Knight
Project Manager Project Manager
IT Manager
ITS Coordinators
(Support to all Project Team Project Team
Departments)

Human Resources Extract
Peter White
Managing Director
Human Resources
Gina Harris
Manager
Human Resources
HR Specialist Advisors HR Administration Team

Retail Operations Extract
Nancy Tooke
Managing Director
Retail Operations
Sarah Voss
Liz Hitchens Johan Tines
Customer Service
Marketing Manager Sales Manager
Manager
Customer Support
Design Team Account Managers
Team
Editorial Team Product Specialists
Production Team Support Team
Advertising Sales
Team

Annex C: Purchasing Resource Acquisition Policy
Purpose
The goal of this policy is to ensure that products and services purchased by or contracted for BizOps
Enterprises conform to the organisation’s needs and comply with the BizOps Sustainability
environmental policy. BizOps will strive, where feasible, to use the most efficient, effective and
environmentally responsible purchasing process that meets the organisation’s needs.
The emphasis on purchasing environmentally friendly products is part of the organisation’s clear
commitment to its customers, employees, and natural environment. It is hoped that by having an
environmentally sustainable purchasing policy, other producers and suppliers will also be encouraged
to support and adopt environmentally preferable products and practices.
Scope
This policy applies to the procurement of all goods, services, equipment and related services
undertaken by BizOps irrespective of the nominated settlement method. Settlement methods include
purchasing and contracting activities.
Policy statement
BizOps will maximise the benefits that can be delivered through effective, efficient and
environmentally responsible procurement of all goods and services. The organisation endeavours to
carry out all purchasing activities in a manner that is ethical, honest and fair to all stakeholders.
Principles
The organisation will:

 endeavour to always get value for money
 be held accountable for all procurement results
 ensure the decision-making process is transparent and documented
 ensure that all staff involved in the purchasing process possess and demonstrate at all times
highly developed professional ethics and standards of personal integrity
 comply with all aspects of Australian laws and regulations that pertain to purchasing goods and
services
 integrate the practice of sustainability (wherever possible) into the acquisition of goods and
services by, where possible, prioritising products that:
 contain the highest percentage of postconsumer recycled content possible
 are made with renewable energy
 are reusable, recyclable or bio-based/compostable
 have minimal packaging
 serve several functions (e.g. generic cleaning detergents)
 have minimal effect on the depletion of natural resources and biodiversity
 are provided by suppliers and contractors who, themselves conduct their businesses in an
environmentally friendly way.
All BizOps staff who are responsible for purchasing decisions will undergo training to ensure they
understand the requirements of this policy.
Noncompliance with the terms of this policy may lead to disciplinary action.
Authorised purchasing officers

Purchasing delegations are as follows:
Position Purchase delegation limit

Senior management officers Up to $5,000.00
Managing directors $5,000.00 to $10,000
Chief Executive Officer Unlimited
Associated policies and procedures
Refer to the procedures section of the intranet for the following:
 Purchasing resource acquisition procedures

 Sustainability environmental policy

Annex D: Purchasing Resource Acquisition Procedure
Introduction
This procedure outlines the purchasing actions taken for:
 purchasing all inventory, supplies and capital equipment

 completing related procurement documents.
Vendor selection
Vendor selection for all purchased items will be in accordance with the BizOps Purchasing resource
acquisition policy.
Purchasing responsibilities
The Business Operations Manager is responsible for ensuring that the requirements of the BizOps
purchasing policy are adhered to. This includes maintaining appropriate procurement methods,
placing orders with approved suppliers and forwarding all paperwork to the Finance Manager for
payment.
Process
1. Purchase requisition preparation involves the following:

All BizOps employees who require a product or service must complete a BizOps purchase order
requisition form that details the items for purchase and the date required.
All completed purchase order requisition forms are to be approved by an authorised delegate.
2. On receipt of a completed purchase order requisition form, the purchasing officer will:
review the purchase
double-check the calculations for accuracy
verify that the signature(s) of approval are authorised officials
review that the other boxes of the form are complete
if the purchase order requisition form is not accurate or complete, return it to the relevant
person for amendment
if the purchase order requisition form is accurate and complete, forward a copy of the form to
the accounting department and generate an order
send the order to the vendor
receive the goods when delivered
forward the invoice to the Finance Manager.


Annex E: Information Management Policy

Purpose
The purpose of this policy is to ensure that full and accurate records of BizOps Enterprises business
activities are created and used, maintained, made accessible, stored and legally disposed of in a
manner that meets legislative and business requirements.
The Business Operations Manager is responsible for updating this policy as required for approval by
senior management. All BizOps managers are responsible for ensuring the policy is implemented and
supported within their teams.
Scope
This policy applies to all staff, including any contractors carrying out work on behalf of BizOps. It
applies to any records, documents, or information received, distributed or created in all BizOps
activities, both physical and digital.
Policy statement
BizOps’ records are a strategic asset and will be managed as such from when they are created or
captured through to their disposal. Creation, use and disposal of business records will be managed in
accordance with legislative and organisational requirements, including, but not limited to, privacy and
confidentiality legislation, freedom of information legislation and AS 5037:2005 Knowledge
management – a guide.
BizOps aims to manage its information and information systems effectively so it can:
 ensure the right information is captured at the right time
 demonstrate accountability and provide transparency in its decision-making processes
 improve access, retrieval and reuse of information for those who require it
 ensure accuracy, consistency and currency of business records
 ease of navigation through BizOps records and information
 improve security of records that, for confidentiality or privacy reasons, require additional protection
 streamline business processes
 comply with legal and regulatory obligations.
Principles
 BizOps will meet its legal obligations and organisational requirements with respect to information
management.
 All records created by staff (including contractors) in the course of their duties remain the physical
and intellectual property of BizOps. Personal use of records and information is prohibited unless
approved by the Business Operations Manager or senior management.
 Record keeping is planned to ensure that all BizOps records embody the required characteristics;
authenticity, integrity, reliability and usability.
 All staff are trained in their record-keeping responsibilities and supported appropriately.
 All staff will follow this policy.
 All documents in the information systems will be available for access and use unless privacy or
confidentiality issues have been defined and agreed with the Business Operations Manager
Roles and responsibilities
All staff are responsible for:

 creating full and accurate records
 understanding and complying with this policy and its supporting policies and procedures

 using BizOps information management systems to store and manage all business records and
information, including physical and digital correspondence
 assigning appropriate metadata to both physical and digital records
 following appropriate naming conventions for documents they create/capture
 reporting any risks or issues to the Business Operations Manager as early as possible
 transferring physical files to the offsite facility following the approved procedure.
Senior management is responsible for:
 approving amendments to this policy as required
 supporting a culture that values effective records and information management
 actively supporting records and information management policies
 ensuring implementation of the policy within individual teams.
The Business Operations Manager is responsible for:
 developing a comprehensive records and information management program
 ensuring appropriate records and information management training is provided to all staff, including
induction training
 creating, managing, monitoring and reporting records and information management policies
 providing regular audits on the information management systems and reporting the results to
senior management
 providing support for users of the information management systems
 disposing of business records as soon as possible, and in accordance with the authorised retention
and disposal schedule and disposal process.
The IT team is responsible for:
 working with the business operations manager to ensure IT projects are assessed for information
management requirements and appropriately designed to accommodate appropriate requirements
 providing appropriate support to assist with the implementation of this policy.
Monitoring and review
This policy will be reviewed periodically or as required by significant changes to organisational or

legislative requirements.

Annex F: Information Management Procedures

Introduction
BizOps Enterprises maintains electronic and paper-based information management systems. The
filing system is decentralised. Each department keeps the files it is responsible for in filing cabinets in
the department. Each staff member is responsible for contributing to the maintenance of the filing
system. Each manager has to approve any new files that are created.
Paper-based files are indexed and named according to the department’s procedures; for example,
using keywords (names, subjects or geographic location), alphabetically or numerically (dates,
customer numbers or file numbers).
Journals, reference books, research reports and annual reports are kept in the BizOps library.
Departmental information
Business administration department: The filing system includes the organisation’s structure,
company locations, business plans, research, annual reports and brochures. Company information is
filed in the paper-based and electronic filing system. Information is classified into subjects and files
that are arranged alphabetically.
Finance department: The filing system includes financial forecasts; salary information such as salary
scales, policies about salary levels and changes to salary levels; leave; information on tax rates, group
certificates and superannuation; and reporting requirements. Reporting information is filed in the
paper-based filing system. Information is classified into subjects and files that are arranged
alphabetically.
Sales/department: The filing system includes sales, marketing, complaints and correspondence.
HR department: The filing system includes records about the company’s employees such as
contracts, contact details and medical requirements; a copy of the employee’s resume; copies of
personal documents such as qualifications and applications for leave; positions, training and reporting
information; complaints; and forms such as leave application forms, training forms and job application
forms.
Each employee has a paper-based file as well as an electronic record in the employee database.
These records are secure and confidential. A password is required to access the employee database
and a key is required to open the filing cabinet. Permission to access these records must be obtained
from the manager. The paper-based files are arranged alphabetically. The electronic record for each
employee also includes the hours they have worked and the amount of leave owing to them.
Company position files are created and stored in the electronic filing system. Copies are also kept in
the paper-based files. The paper-based and electronic files are cross-referenced in an index that is in
the computer system as well as paper-based. There is a separate file for each vacant position.
Files include the following.

Positions This contains position descriptions for jobs that have just been created or to
vacant replace somebody who has left.
Positions filled This contains position descriptions for jobs in which people are currently working.
Positions Old position descriptions for jobs the company no longer needs are archived on the
redundant computer after they are a year old. Paper-based files are taken to secondary
storage in the basement
Applications This contains applications received in response to vacant positions being
received advertised.
Applications This contains applications from people who were not selected for the job being
unsuccessful advertised. These are destroyed six months after the position has been filled.
Training information is filed in the paper-based filing system. Files are arranged by subject and include
the following.
Training (past courses) This contains records of past training courses run by the company.
Training (current courses) This contains records of current training courses run by the company,
including the following files: communication skills, computing, customer
service and leadership management.
Training (future courses) This contains files on planning for future courses to be run by the
company.
Training (external) This contains information about training programs run by other
agencies.
Training (forms) This contains application forms for training.
Security measures
The following security measures must be implemented:
 Keep hard-copy cabinet files locked; return the key to your manager.
 Obtain signed authorisation from a manager for access to restricted paper-based or electronic
files.
 Use the correct password (available from your manager) when accessing restricted computer
files.
 Store confidential computer information on a thumb drive or external hard drive and store in a
locked cupboard.
 Keep paper files in a safe place when out of the system; do not leave files lying around
unprotected.
 Do not remove items from a file unless authorised to do so.
 Use BizOps’s off-site back-up storage when authorised to do so.
Procedures for maintaining the BizOps electronic information management system

The BizOps information management system is set up to provide a clear, logical system for saving
electronic files on the BizOps network, which will result in easy access to documents.
Enter and retrieve data

To enter data:
 confirm the information you are to enter
 access the correct file or database using the index
 key in the information required
 check the information is correct
 save the file.
To retrieve data:
• confirm:
the information you are seeking
who it is for
when they need it
• identify if there is any authorisation needed for access
• access the correct file using the index or use a search engine for the internet
• check the date of the information to ensure it is:
current, if required
the correct date if it is an archived file
• print out relevant information
• use a file marker to indicate that a file has been taken.
Establish a new folder or file

Before creating a new folder, think carefully about what is to be saved in the folder and who needs to
access the information. Do not create a new folder for a single document unless you are sure that
multiple files relating to the same topic will soon be saved in that folder.
Documents should be clearly named with the generic topic first. This ensures that similar documents
will appear together when file names are sorted alphabetically. If a large number of related documents
begin to appear in a folder, a sub-folder on that specific topic can be created. Remember to always
ensure file and folder names adhere to file-naming conventions (see below).
Steps:
1. Create or assign a name or number to the file according to the BizOps file-naming conventions.
2. Make sure the new file fits into the existing system or is set up logically.
3. Create an index card or entry for the new file.
4. Document the new file in a file register or database.
File-naming conventions
When creating new documents and folders, it is important that all staff maintain a consistent approach
to the way files and folders are named.
The following rules are to be applied to all files and folders created:
 Use all lowercase.
 Do not use punctuation or special characters such as \ / : * ? “ < > | [ ] & $ , . ‘ ( ) ! ; , #.
 Do not use spaces.
 Use a hyphen to separate words.
 Go from general to specific information; for example, sales-meeting-20150308-agenda, sales
meeting 20150308-minutes.
 Write dates as year, month, day; for example, 20140516, 20140623.
 Be clear and concise – keep file names short.
Storage
Information may be stored on USB devices, CDs or external hard drives. Images and videos are
stored in the image bank on the BizOps network.
Archiving procedures: removing or relocating files
Files should be inspected on a regular basis to identify those that:
 have not been accessed for a given period of time (inactive)

 are no longer useful to the organisation (dead)
 are older than a specified date or time
 relate to specific subjects, organisations or individuals and must be retained for legislative
purposes.
Store inactive files
Steps:
1. Remove inactive records from the active electronic filing system or paper-based system.
2. Use compression software to compress computer files.
3. Store files that are longer used but may be needed in the future in a secondary or separate storage
system.
4. Transfer inactive files that have a fixed time period (financial records) at the end of the period.

5. Inactive files must be inspected on a six-monthly basis to determine whether they should be kept
or destroyed.
Store dead files
Taxation documents and business documents that are completed and closed are ‘dead’ files.
Steps:
1. Archive dead files for seven years if required for taxation purposes.
2. Destroy files after seven years, or when they are no longer required.
Catalogue and index inactive or dead files
Always prepare an up-to-date catalogue and file index to help people access inactive or dead files in
their new location to facilitate easy access to archived information and files.
Storage options for inactive or dead files
Archive boxes Store inactive or dead files in archive boxes. Label these clearly to identify the
contents; for example, ‘Customer Records July 2007 to June 2008’. Give a
reference number to, and list, every document and file in the box.
Separate filing Store inactive or dead files in BizOps’s off-site location. Stamp or mark files to
cabinets indicate they are inactive. Change the central index or system for recording
the location of all files to indicate the inactive status of the information. If
required, the information can be retrieved from the inactive or archived filing
cabinets.
Electronic storage Store information on USBs, DVDs, CDs or external hard drives. Accurately
devices index all information contained on electronic storage devices to ensure easy
access to the information.
Email Save dead or inactive email information to a computer-based or electronic
storage device by moving them from your general inbox to the archive area of
your mail program. Then, save the information to a data file that you have
created on your server or on the electronic storage device. Your email
program may automatically mark them as deleted.
Deleting files
Files may only be destroyed or deleted by authorised personnel or those instructed to do so. Keep a
register of files removed or destroyed or obtain written permission to remove or destroy information.
Delete or archive files:

 that have not been accessed for three years
 of personnel who have left the organisation after the period they are legally required to be kept.

Annex G: Recruitment Policy
BizOps Enterprises is committed to selecting and recruiting competent, capable and suitably qualified
staff. We’ve adopted recruitment and selection strategies that help us meet our commitment to making
quality staff appointments.
BizOps has an experienced human resources team, which includes a HR management team and HR
administration staff. The HR team is guided by area recruitment strategies and procedures.
All new applicants must meet the following minimum criteria. They must:
• possess suitable qualifications and experience

• pass job-specific interview questions
• undertake approved reference checks
• pass specified assessment testing
• attend and complete any training course, induction and assessment as prescribed by BizOps prior to
or on commencement of their employment.
BizOps is committed to:
• recruiting the best potential people for the job

• ensuring employees are treated with equality, dignity and respect
• complying with any legislative or regulatory requirements in terms of selecting and recruiting staff
• defining the competent authority to approve each selection.
All members of the HR team complete a confidentiality form to ensure all confidential information is
retained and dealt with discretion and tact.
Annex H : NMC Operational Plan – excerpt for Student Recruitment

and Admission
Operational Action Plan: July–Sept

What is to Objective Resources Procedures Responsible When Budget KPI
be done?) (Why will (Where will (How will it person ?
we do it?) it be done?) be done?) (Who will do
it?)
Revisit To increase It will be Update sales Marketing 30 $20,000 Student
student the student done on budgets to Manager June total and Admission
recruitmen admission shore and off reflect the needs to increased
tbudget of the shore increased be by 20% by
and College by targets. supported the end of
develop 20% at the Each by a the Sept
student end of Sept geographic business
recruitmen area is to case
t develop a
strategies. sales
strategy to
support the
new targets.
Improve To facilitate Provide a Contact NMC Administratio 31 $2,000 Must be

the communicat hotline and IT service n Manager July installed by
College ion between chat box and support 31 July
website potential available to arrange for

student and during office the provision,
the college hours supply and
installation.
Enhance To reduce Maximise the Revisit the Administratio 30 $2,000 Updated

Admission the use of the admission n Manager / June admission
Process Admission Student process and Admin process
turn- around Management streamlined Officer Must be
time from 3 System and the completed
days to 1.5 assigned procedure by 30 June
days well-trained
staff to do
the
admission
Train To reinforce It will be Deliver Marketing 30 In house. All existing
sales staff product done to all training Manager June Additional sales staff
on product knowledge sales staff program resources training in
knowledge available product
knowledge
completed
by 30 June
Train To update It will be Deliver Administratio 15 july In house. selected

Admin knowledge done to training n Manager Additional admin
Officer on on the selected program resources officer
admission revised admin officer available training in
process admission revised
including process admission
advanced process
use of completed
Student by 15 july
Managem
ent
System
Maintain To maintain five new full- Approval Marketing 31 $1,000

full staffing and time sales coming from manager Augus recruitmen
capacity increase staff will Operations t t costs per
through sales replace staff Manager and vacant
rapid capacity by vacancies then refer to position
recruitmen recruiting NMC
t to fill new staff as recruitment
vacancies. soon as procedures
existing for further
positions details
are vacated

Project Checklist (To be completed by Trainer/Assessor)
Satisfactory
SatisfactoryNot
Project meets the following requirements/criteria
P1 Researched, analysed and documented resource requirements and developed an

operational plan
P2 Identified and extracted relevant information from a range of complex texts
P3 Gathered, interpreted and analysed workplace documentation to determine
requirements for the operational plan
P4 Developed consultation processes as an integral part of the operational planning
process
P5 Ensured the operational plan includes key performance indicators to measure
organisational performance
P6 Developed and implemented contingency plans for the operational plan
P7 Used systematic analytical processes to aid decision making, identify potential
problems and generate contingency plans or solutions
P8 Selected and used mathematical problem-solving strategies to organise resource
requirements, performance benchmarks and financial viability of the operational plan
P9 Ensured the development and presentation of proposals for resource requirements
was supported by a variety of information sources and specialist advice as required
P10 Developed and documented a range of detailed texts relating to the management of
an operational plan according to organisational requirements
P11 Ensured the vocabulary, grammatical structures and conventions were appropriate
for the context and target audience
P12 Produced documents to explain the plan to relevant work teams
P13 Developed strategies to ensure that employees are recruited and/or inducted within
the organisation’s human resources management policies, practices and procedures
P14 Outlined the organisation’s policies, practices and procedures that directly relate to
the operational plan
P15 Outlined the legislative and regulatory context relevant to the operational plan of the
organisation
P16 Appreciated the implications of legal responsibilities with specific reference to safety
P17 Developed strategies to ensure that physical resources and services are acquired in
accordance with the organisation’s policies, practices and procedures
P18 Recognised and incorporated requirements for intellectual property rights and
responsibilities in recruitment and acquisition of resources and services
P19 Developed, monitored and reviewed performance systems and processes to assess
progress in achieving profit and productivity plans and targets
P20 Sequenced and scheduled complex activities
P21 Analysed and interpreted budget and actual financial information to monitor and
review profit and productivity performance
P22 Identified areas of under-performance and recommended solutions to rectify the
situation
P23 Monitored adherence to organisational policies, procedures and considered own role
in terms of its contribution to broader goals of the work environment
P24 Planned systems to ensure that mentoring and coaching are provided to support
individuals and teams to effectively, economically and safely use resources
P25 Recommended and justified variations to operational plans
P26 Developed and implemented systems to ensure that procedures and records
associated with documenting performance are managed in accordance with
organisational requirements

All project requirements/criteria must be satisfactorily demonstrated by the

candidate.
The project assessment has been confirmed:
 Satisfactory
Feedback  Not Satisfactory
Please include recommendations for future training in cases where the

candidate has not satisfactorily achieved all requirements/criteria.

Declaration:
I declare that this project assessment has been conducted as per NMC Assessment procedures and
instructions provided for this assessment task and that I have provided appropriate feedback.
Assessor Name
Assessor Signature
Date

Submission Details
Assessment Task 3. Case Study

Student Name:
Student ID:
Assessment Outcome

Signature : _____________________________________ Date : __________________
Student Signature Date:

Task 3: Case Study
Your performance will be documented while being observed by your Trainer/Assessor. You should
demonstrate skills in developing and monitoring implementation of the operational plan to provide
efficient and effective workplace practices within the organisation’s productivity and profitability plans.
 Using the simulated organisation information provided in Appendix 3 identify three areas of
non-performance.
Many few people completed the whole training process as some worked part time as well.
Customer feedback forms were not implemented or made.
Karen overspent on induction ceremony
 Develop recommendations to address these areas of non-performance
The issue consist of three parts the first part is that most of Karen employees worked part time
meaning they didn’t have time to attend the service program which created a problem as they
won’t know how to work. The second issue is that the customer feedback form are not made and
given to the customers so without them, Karen wouldn’t know if the customers liked the service.
The third issue is that Karen overspent on the induction ceremony which lead to problems in the
wage budget.
Now in order to solve them first Karen had to convince the part timers to join the training sessions
atleast till its finisihed then Karen should personally print them customer feedback forms and give
it to her workers so that she strat distributing it to the customers. And lastly Karen should to
increase their sales to recover the amount of money that was lost in the induction cermemony as
that money is gone. As she does this, this will lead to people being trained and usefull, customer
feedback will show in which areas to improve, and more sales will lead to more wage budget
which will help the organization.
 Prepare a report to be submitted to have your recommendations approved.
I am writing this report to give the recommendation to the issue I have identified and how will they
help the business if they are solved. Please look at below issues and recommendation and please
approve my request in order to improve the state of the business.
The issue consist of three parts the first part is that most of Karen employees worked part time
meaning they didn’t have time to attend the service program which created a problem as they won’t
know how to work. The second issue is that the customer feedback form are not made and given to
the customers so without them, Karen wouldn’t know if the customers liked the service. And the
third issue is that Karen overspent on the induction ceremony which lead to problems in the wage
budget.
Now in order to solve them first Karen had to convince the part timers to join the training sessions at
least till its finished then Karen should personally print them customer feedback forms and give it to
her workers so that she start distributing it to the customers. And lastly Karen should to increase
their sales to recover the amount of money that was lost in the induction ceremony as that money is
gone. As she does this, this will lead to people being trained and useful, customer feedback will
show in which areas to improve, and more sales will lead to more wage budget which will help the
organization.

In your answer you must address:

 Identification of areas of non-performance.
Many few people completed the whole training process as some worked part time as well.
Customer feedback forms were not implemented or made.
Karen overspent on induction ceremony.
 Recommendations are appropriate for the area of non-performance.
 Develop, monitor and review performance system for Bishops performance productivity plans
and targets.
 Recommendations clearly state:
o What the issue is
o How you identified the issue
o What course of action you are recommending?
o How your recommendations specifically address the issue.
o A report that clearly presents the areas of non-performance and recommendations.
o Negotiate recommendations with Client
o Record associated non-performance accordingly to organisation policy and
procedures
Appendix 3
Assessment simulated organisation information.
Bishop’s Pty Ltd

‘Bishops Pty Ltd’ is a retail store that sells office products and services. The company has 25
stores around Australia.
Key products include:
 office supplies  electrical equipment
 ink and toner  Office furniture.
Key services include:
 photocopying  equipment hire
 printing  Package and posting services.
Business plan
 The organisation has a strategic objective to grow the services component of their
business in the next twelve months. Their objective is to increase services sales by
10% by 30 June 201X.
 The senior management team has advised all store managers that they are responsible
for developing and implementing an operational plan that will deliver this increase in
sales for their store.

 The business has advised the store managers that must complete an operational plan
to achieve sales growth of 10% and submit this plan for approval before
implementing.
The Hillsdale store

Karen is the store manager of the Hillsdale store. When completing her operational plan for
her store to achieve 10% sales growth she identified the following KPIs to measure the
performance of her plan.
1. Services sales increase by at least 10% by 30 June 201X.
2. All staff to be trained in selling services program by 31 March 201X.
3. All new employees to have completed the store two day induction program within one
month of commencement of employment.
4. Customer feedback forms, for customers who utilise store services, to be developed
and implemented by 31 January 201X.
5. Services sales review and reporting tool to be developed and implemented by 31

January 201X.
After completing her monthly monitoring activities for the month of January 201X Karen has
recorded the following achievement against the KPIs:
 Sales to date have increased by 5%.
 Ten out 45 staff have completed selling services program. Upon investigation Karen
finds that the program is only run Monday to Friday between 9am and 5pm. Most of
Karen’s staff are part time and casual and work the afternoon, evening and weekend
shift and therefore they are not able to attend the session.
 All new employees have completed the store induction however it has resulted in
Karen’s wages budget being consistently overspent to cover the wages of staff when
attending the induction.
 Customer feedback forms have not been developed and implemented.
 Service sales review and reporting tool has been developed and implemented and is
provided very useful information regarding services sales. For example most sales
occur outside of business hours and with the average sales value $25.00.

All observation criteria must be satisfactorily demonstrated by the candidate.
The observation assessment has been confirmed:
 Satisfactory
 Not Satisfactory
Feedback
Please include recommendations for future training in cases where the
candidate has not satisfactorily achieved all criteria.
Declaration:
I declare that this project assessment has been conducted as per NMC Assessment procedures and
instructions provided for this assessment task and that I have provided appropriate feedback.
Assessor Name
Assessor Signature
Date

Learner Guide / Student Assessment BSBMGT517 Mange Operational Plan

Issue History
Issue Date Revision Details

Oct 2015 Initial issue
Jan 2017 Assessment methods updated; template was revised to be
consistent with the rest of the units
Feb 2019 Change of assessment method. Using case study for task 3.
V1.0.19


Unit Completion Feedback Form
The purpose of this evaluation is to obtain your feedback on the content, delivery and assessments of the unit
of competency provided by North Melbourne College (NMC). Your response will be treated in strict confidence
and will assist us to review and improve our delivery.
Student Name
(Optional)
BSB51918 – Diploma of Leadership and Management
Qualification Enrolled
Unit BSBMGT517 Manage Operational Plan
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indicated below:
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useful
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information or refreshing ideas you had previously learned?
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ASSESSMENT RECEIPT FORM

1. I am aware that penalties exist for plagiarism and assessment dishonesty.

=================================TEAR HERE ==================================

Students must retain this as a Record of Submission

Assessment Handed On: ____________________________________________________________

Unit Code & Description: ___________________________________________________________

Assessment Received by NMC Staff

BSBMGT517: Assessment Receipt Form

Document/Particulars Assessor Name/Initial/ Date Comment

A. Assessment Cover Page (Assessor)

Form 224 Student Assessment Documents Quality Assurance Checklist

Trainer/ Assessor’s Date of

Assessment 3: Case Study  

To achieve competency for the unit, student must be S in all tasks.

Final Feedback for the

Student’s Signature: Date:

USE FOR RE-ASSESSMENT ONLY

 Competent  Not Yet Competent

Form 110: Learner Guide/Student Assessment: BSBMGT517 Manage Operational Plan

Form 110: Learner Guide/Student Assessment: BSBMGT517 Manage Operational Plan

Learner Guide/Student Assessments

AURTTA3017 Carry out vehicle safety and roadworthy inspect

Student Name _________________________________________

Unit Code BSBMGT517

Type of Assessment Place of Assessment

Form 110: Learner Guide/Student Assessment: BSBMGT517 Manage Operational Plan

2. Plan and Manage Resource Acquisition

3. Monitor and Review Operational Performance

You must present an evidence of the ability to

Form 110: Learner Guide/Student Assessment: BSBMGT517 Manage Operational Plan

Form 110: Learner Guide/Student Assessment: BSBMGT517 Manage Operational Plan

Form 110: Learner Guide/Student Assessment: BSBMGT517 Manage Operational Plan

Form 110: Learner Guide/Student Assessment: BSBMGT517 Manage Operational Plan

2. Project – Simulated Workplace Environment

Form 110: Learner Guide/Student Assessment: BSBMGT517 Manage Operational Plan

.............................................................................. (Student Name) have read and understand the

I further declare that:

Student signature: ............................................................... Date: ....../....../.......

Form 110: Learner Guide/Student Assessment: BSBMGT517 Manage Operational Plan

Assessment Task 1. Written Questions

Student’s overall performance is: Student’s overall performance is:

Comments/Feedback to the Student:

Trainer/Assessor Name: __________________________

Signature : _____________________________________ Date : __________________

Student Signature Date

Form 110: Learner Guide/Student Assessment: BSBMGT517 Manage Operational Plan

ASSESSMENT TASK 1 – WRITTEN QUESTIONS

Answer: Than operational plan plays a crucial role in orgazational objectives as

Marking: Satisfactory Unsatisfactory

Marking: Satisfactory Unsatisfactory

Form 110: Learner Guide/Student Assessment: BSBMGT517 Manage Operational Plan

Marking: Satisfactory Unsatisfactory

Marking: Satisfactory Unsatisfactory

Form 110: Learner Guide/Student Assessment: BSBMGT517 Manage Operational Plan

Marking: Satisfactory Unsatisfactory

Question 6: List alternative approaches to developing key performance indicators to meet

Answer:  Make specific goal

Marking: Satisfactory Unsatisfactory

Question 7: Explain what is meant by the budgeting term “forecast income”?

Form 110: Learner Guide/Student Assessment: BSBMGT517 Manage Operational Plan

Marking: Satisfactory Unsatisfactory

Answer:  Expected sales and revenues

Signature : ___________________ Date :

Signature : ___________________ Date :