- BSBMGT515A - Manage operational plan
Manage operational plan
This unit applies to people who manage the work of others and operate within the parameters of a broader strategic and/or business plan. The task of the manager at this level is to develop and implement an operational plan to ensure that the objectives and strategies outlined in the strategic and/or business plan are met by work teams. However in some larger organisations operational plans may be developed by a strategic planning unit.
At this level work will normally be carried out within complex and diverse methods and procedures, which require the exercise of considerable discretion and judgement, using a range of problem solving and decision making strategies.
Elements and Performance Criteria
1. Develop operational plan
1.1. Research, analyse and document resource requirements and develop an operational plan in consultation with relevant personnel, colleagues and specialist resource managers
1.2. Develop and/or implement consultation processes as an integral part of the operational planning process
1.3. Ensure details of the operational plan include the development of key performance indicators to measure organisational performance
1.4. Develop and implement contingency plans at appropriate stages of operational planning
1.5. Ensure the development and presentation of proposals for resource requirements is supported by a variety of information sources and seek specialist advice as required
1.6. Obtain approval for plan from relevant parties and ensure understanding among work teams involved
2. Plan and manage resource acquisition
2.1. Develop and implement strategies to ensure that employees are recruited and/or inducted within the organisation's human resources management policies and practices
2.2. Develop and implement strategies to ensure that physical resources and services are acquired in accordance with the organisation's policies, practices and procedures
3. Monitor and review operational performance
3.1. Develop, monitor and review performance systems and processes to assess progress in achieving profit and productivity plans and targets
3.2. Analyse and interpret budget and actual financial information to monitor and review profit and productivity performance
3.3. Identify areas of under performance, recommend solutions, and take prompt action to rectify the situation
3.4. Plan and implement systems to ensure that mentoring and coaching are provided to support individuals and teams to effectively, economically and safely use resources
3.5. Negotiate recommendations for variations to operational plans and gain approval from designated persons/groups
3.6. Develop and implement systems to ensure that procedures and records associated with documenting performance are managed in accordance with organisational requirements
literacy skills to access and use workplace information and to write a succinct and practical plan
technology skills to use software to produce and monitor the plan against performance indicators
planning and organisational skills
coaching skills to work with people with poor performance
numeracy skills to allocate and manage financial resources.
models and methods for operational plans
alternative approaches to improving resource usage and eliminating resource inefficiencies and waste.
The Evidence Guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package.
Overview of assessment
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
development of an operational plan with details of how it will be implemented and monitored
knowledge of models and methods for operational plans.
Context of and specific resources for assessment
Assessment must ensure:
access to appropriate documentation and resources normally used in the workplace.
Method of assessment
A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:
direct questioning combined with review of portfolios of evidence and third party workplace reports of on-the-job performance by the candidate
oral or written questioning to assess knowledge of budgeting processes
review of operational plan, key performance indicators and contingency plans
evaluation of employee recruitment and induction strategies
evaluation of processes implemented to acquire physical resources and services.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example:
other units from the Diploma of Management.
The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included.
Resource requirements may include:
goods and services to be purchased and ordered
human, physical and financial resources - both current and projected
stock requirements and requisitions
Relevant personnel, colleagues and specialist resource managers may include:
employees at the same level or more senior managers
occupational health and safety committee/s and other people with specialist responsibilities
union or employee representatives
Consultation processes may refer to:
email/intranet communications, newsletters or other processes and devices which ensure that all employees have the opportunity to contribute to team and individual operational plans
mechanisms used to provide feedback to the work team in relation to outcomes of consultation
meetings, interviews, brainstorming sessions
Operational plans may also be termed:
Key performance indicators may refer to:
measures for monitoring or evaluating the efficiency or effectiveness of a system which may be used to demonstrate accountability and to identify areas for improvements
Contingency plans may include:
contracting out or outsourcing human resources and other functions or tasks
diversification of outcomes
finding cheaper or lower quality raw materials and consumables
increasing sales or production
recycling and re-using
rental, hire purchase or alternative means of procurement of required materials, equipment and stock
restructuring of organisation to reduce labour costs
risk identification, assessment and management processes
seeking further funding
strategies for reducing costs, wastage, stock or consumables
Organisation's policies, practices and procedures may include:
organisational guidelines which govern and prescribe operational functions, such as the acquisition and management of human and physical resources
Standard Operating Procedures
undocumented practices in line with organisational operations
Designated persons/groups may include:
groups designated in workplace policies and procedures
managers or supervisors whose roles and responsibilities include decision making on operations
other stakeholders such as Board members
other work groups or teams whose work will be affected by recommendations for variations
Management and Leadership - Management
This unit contains employability skills.