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Level 4, 56-58 York Street, Sydney NSW 2000 Australia
Tel: +61 2 92794949 Email: info@georgebrown.nsw.edu.au
Web: www.georgebrown.nsw.edu.au
Assessment
Manage operational plan
BSBMGT517
Student Name
Student ID Term Year
Class Trainer Name
Result NYC C
I declare that all work completed in this assessment is my own.
Student Signature Date
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Contents
Assessment Guidelines ........................................................................................................................... 3
Assessment Schedule ............................................................................................................................. 4
Task 1: Develop an Operational Plan ..................................................................................................... 5
Task 2: Plan and Manage Resource Acquisition ................................................................................... 23
Task 3: Monitor and Review Operational Performance....................................................................... 32
Assessment methods and tasks ........................................................................................................... 44
Assessment mapping summary ............................................................................................................ 45
Record of Assessment Outcome .......................................................................................................... 47
References / recommended resources ................................................................................................ 48
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Assessment Guidelines
Assessment
You are advised to commence work on your assessment from week 1 and must be submitted by the due date.
1. All assessment tasks must be completed and handed in to your trainer for marking.
You also need to submit a soft copy of your assessments through the email: assignment@georgebrown.nsw.edu.au for
records purposes only
2. Please read all instructions before starting each assessment.
3. Where you are required to submit documentation for an assessment, it must be attached to your assessment booklet.
4. Your trainer will not be able to assist you in answering questions. However, your trainer will address any issues concerning
questions requiring further explanation.
5. You may refer to your student learner guide/student resources or any other relevant resource when completing your
assessment. Do not quote directly from the notes. You should answer questions in your own words, except where it asks
you to quote.
6. You have access to computers which are equipped with Microsoft suite of products and printing facility is available at
nominal cost
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Assessment Schedule
Week Tasks to complete Learner Sign off
Trainer Sign
off / Date
Comments
Week 1
Task 1:
Analysis of response to
scenario.
Week 2
Task 1:
Review of portfolio. Role-
play
Week 3
Task 2:
Analysis of response to
scenario.
Week 4
Task 2:
Review of portfolio. Role-
play
Week 5
Task 3:
Analysis of response to
scenario.
Week 6
Task 3:
Review of portfolio.
Review of report. Role-
play
Comments/feedback to participant
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Task 1: Develop an Operational Plan
Performance objective
You will demonstrate skills and knowledge required to develop operational plans in consultation with key stakeholders.
Assessment description
In response to a simulated business scenario, you will research resource requirements and develop (or amend) an
operational plan in consultation with relevant stakeholders. As a part of the development of your plan, you will set
performance indicators, plan for contingencies, and obtain approval in accordance with organisational requirements.
Procedure
1. Read the BBQ fun scenario information provided in Appendix 1 and the BBQ fun simulated business documentation
provided by your assessor.
2. Write a brief summary of the BBQ fun operational environment that includes:
a. an outline of the legislative and regulatory context that is relevant to BBQ fun’s operational plan (available
on pages 17–19)
b. an outline of the BBQ fun policies and procedures that directly relate to the operational plan
c. an explanation of the role of an operational plan in achieving the successful implementation of the e-
commerce strategy
d. a discussion of your intention to either develop a new operational plan for BBQ fun, or to amend the existing
operational plan; support your discussion with reference to different methods and models for developing
operational plans – such as methods for setting goals, outlining actions, identifying risk and monitoring
performance.
3. Research resource requirements for implementation of e-commerce strategy.
4. Arrange with your assessor to participate in two resourcing consultation role-plays.
5. Participate in consultation role-plays with relevant personnel to determine resourcing needs. You will role-play with
the:
a. Sales and Marketing Manager – prepare to discuss human resourcing requirements
b. Technology consultant – prepare to discuss physical resourcing requirements related to development of e-
commerce website.
Note: During consultation, ask questions and encourage the personnel to provide information.
6. Develop an action plan for the implementation of the e-commerce strategy. In your plan include:
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a. Physical resourcing (all major steps for resourcing, including procurement of different types of resources, but
not to the detail of including all procurement steps for each resource type)
b. human resourcing (all major steps, e.g. recruiting, training, communication)
c. timelines and milestones for implementing the e-commerce strategy
d. consultation and communication (ensure all affected staff are informed and engagement is encouraged for
all stakeholders).
An example action plan template is provided in Appendix 2.
Ensure plans adhere to organisational requirements set out in the scenario and in relevant policies and procedures.
7. Develop performance indicators for operational and financial targets and amend or develop existing operational
plans to include KPIs and financial targets related to e-commerce strategy. Develop a balanced scorecard for an e-
commerce customer service representative including three KPIs and associated targets.
Note: The current budget and operational plan for BBQ fun is located in Appendix 1. A balanced scorecard template
is located in Appendix 3.
8. Identify at least three risks to the implementation of the operational plan and develop a contingency plan for each
risk (you may use the contingency plan template provided in Appendix 4). Risks must include:
a. one risk due to employee underperformance
b. one risk related to management of intellectual property (IP)
c. one risk due to breach of health and safety compliance responsibilities.
9. Develop a proposal for resourcing to be presented for approval to the Operations General Manager. Include in your
proposal:
a. description of proposed implementation of resourcing
b. breakdown of costs
c. benefits to organisation
d. a list of different approaches to developing key performance indicators
e. risks to organisation by not implementing
f. outline of identified risks and contingency planning
g. description of sources of information used to develop proposal (use internet research on technical aspects
of e-commerce and importance to retailers; use consultation, use company financial projections).
10. In a third role-play, present proposal for approval by the Operations General Manager.
11. Submit a portfolio of your implementation documents as outlined in the specifications below. Keep copies of your
work for use in Assessment Tasks 2 and 3 and for your own records.
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Specifications
You must:
● participate in three role-plays:
○ consult with the Sales and Marketing Manager
○ consult with the technology consultant
○ present the resourcing proposal for approval from the Operations General Manager
● submit a planning portfolio, including:
○ a summary of the operational environment of BBQ fun
○ action plan
○ performance indicators for operational and financial targets (in the new/amended operational plan)
○ balanced scorecard for e-commerce customer service representative
○ proposal for resourcing.
Your assessor will be looking for:
● reading and writing skills to use workplace information to write an operational plan that meets organisational
requirements
● oral communication skills to present information in a clear and professional manner, listen and comprehend
information and confirm understanding through questioning and active listening
● planning and organisational skills to take responsibility for developing and implementing a plan to achieve
operational goals including resource needs, strategy development, sequencing activities, identification of risks and
impact on operational performance and generating contingency plans
● interaction skills to communicate and empathise with stakeholders during consultation processes and collaborate
to achieve business outcomes
● numeracy skills to work with an existing budget to allocate and manage financial resources
● knowledge of models and methods for operational plans
● knowledge of the relationship between an operational plan and organisational objectives
● knowledge of budgeting processes
● knowledge of legislation and regulations relevant to the operational plan of the organisation
● knowledge of intellectual property rights and responsibilities relevant to the operational plan
● knowledge of using KPIs to develop business objectives.
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Appendix 1: Scenario – e-Commerce Strategy
Background to scenario
The BBQ fun Board of Directors and the CEO have decided to implement an e-commerce strategy to maintain or increase
market share and revenue and satisfy customer needs in line with company strategic directions.
You have been hired as an external consultant to manage operational planning activities for BBQ fun’s e-commerce
strategy.
Under the strategy, BBQ fun would offer all products in an online store. Stock could be stored at no extra cost at existing
stores. Customers would cover delivery costs.
Currently, BBQ fun has a website, but this website lacks e-commerce functionality. The website would need to be
redeveloped to incorporate this functionality in line with relevant technical specifications. Existing infrastructure, such as
office and store configurations, would need to be adapted to the new strategy. Additionally, assets, such as delivery
vehicles would need to be acquired. New staff would need to be recruited and existing staff retrained or informed of the
e-commerce strategy and associated operational and performance targets.
All resourcing must be acquired and operations undertaken in accordance with relevant internal and external standards –
legislation and codes of practice; intellectual property (IP) rights and responsibilities; and organisational policies and
procedures.
Preliminary approval has been given to amend existing budget and operational planning to incorporate this strategy.
It is now 30 June 2016 and e-commerce operations are expected to be underway in one year and three months, by
1 October 2017
Scenario task
As the external consultant, you will need to determine physical and human resourcing requirements. Review
organisational documentation and undertake preliminary research on e-commerce. Consult with the following personnel
to determine resourcing needs:
● Sales and Marketing Manager
● technology consultant.
You will then need to plan physical and human resourcing and establish associated performance measures and targets.
You may consider the Management Team of BBQ fun, including team leaders in warehouses, to be resources for the
implementation. Use description of their roles in operational planning when assigning responsibilities.
Finally, you will need to propose resourcing and associated operational changes to the Operations General Manager, who
will, in consultation with the CEO and Board of Directors, provide approval.
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Resourcing and budget: e-Commerce strategy
After consulting with the management team at BBQ fun, you determine:
● eight online sales and customer service people will be needed to manage increased online customers
● since stores are overstaffed, four of the required customer service staff could be sourced from existing employees
at the two stores
● no current staff have any online customer service skills
● management would like to develop people through re-training rather than hire new staff to handle online sales
● six delivery trucks needed to enable distribution
● e-commerce website will take 50 days to develop
● three forklifts are needed
● four additional warehouse workers are needed
● six additional drivers are needed
● office space will need to be reconfigured.
The following operational costs are associated with e-commerce business strategy.
Costs: e-Commerce strategy (initial investment)
Resources Costs
Plant and equipment
● Delivery trucks $50,000 x 6= $300,000
● Forklifts $10,000 x 3 = $30,000
Promotional costs $300,000
Website developers $100,000
Staff training Online customer service training $3,000 per staff member = $24,000
Recruitment costs $30,000
Management change leadership training for
store managers and team leaders
$3,000 each = 1 Brisbane store manager, 4 Brisbane team leaders, 1 Gold Coast
store manager and 3 Gold Coast team leaders x $3,000 = $27,000
Warehouse and office reconfiguration $50,000
Total $861,000
In addition, ongoing staff costs will be incurred.
The expected life of the initial investment is expected to be three years.
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Costs: e-Commerce strategy (ongoing)
Resources Costs
Additional staff: (At $40,000 year average annual salary)
4 online staff
4 x $40,000 ($160,000) per year for 3 years = $480,000
4 warehouse staff
4 x $40,000 ($160,000) per year for 3 years = $480,000
6 delivery drivers
6 x $40,000 = $240,000 per year for 3 years =$720,000
Total $1,680,000
The following expenses should be incurred in the 2017 financial year and be included in associated financial targets for
spending:
Additional staff $400,000
Additional marketing $300,000
Additional training $51,000
Recruitment $30,000
Benefits to business
According to financial projection prepared by the CFO, the business expects the proposed strategy to be profitable over
three years.
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Profitability index over three years
Profitability index (PI) =
Present value (PV) of future cash flows
Present value (PV) of initial investment
PI>1 indicates project should be undertaken
FY 2017 FY 2018 FY 2019
Cash flow from operations (minus ongoing
operational costs associated with e-commerce
such as additional staffing)
$200,000 $500,000 $800,000
Present value of future cash flows (discounted
future cash flows with respect to opportunity cost,
inflation)
$180,000 +$420,000+$600,000 =
$1,200,000
Present value of initial investment $861,000
Profitability index 1.39
The expected additional profit for 2017 would be $200,000. This figure should be added to targets.
Risks to implementation
After consulting with stakeholders at BBQ fun, you determine:
● medium risk of poor online sales
● high risk of customer service quality problems for online customers leading to a breach of consumer law
● high risk of staff misunderstanding changes and considering online sales as threat to jobs
● medium risk of not being able to recruit fully trained online staff
● low risk of loss of IP relating to confidential information contained within the e-commerce strategy when
employees leave the organisation
● medium risk of loss of IP ownership if a relationship with the website developer contract ceases
● low level risk of not complying with WHS legislation through lack of risk assessment conducted on potential
musculoskeletal disorders resulting from poor customer service workstation design
● medium risk of wastage due to overstocking product in anticipation of increased online sales.
All additional costs associated with contingency planning will be approved in accordance with BBQ fun policies and
procedures.
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Budget summary
BBQ fun 2016–2017 Approved budget by activities to be undertaken
Income:
Sales $11,000,000 Barbecues and related equipment.
Investment income $1,567,000 Real estate investment income and rental of office space.
Cost of goods sold (COGS) ($5,890,000) Cost of provision of goods, purchase of stock, distribution.
Gross profit $6,677,000 Gross profit.
Expenses:
Wages, salaries and on costs $2,567,890 Wages, salaries, superannuation, work cover insurance, payroll tax.
Consultancy fees $50,000 Project management: WHS management system; change management.
Communication expenses $42,000 Telephone, ISP costs, IT support.
Marketing $920,000 Cost of staff travel and associated costs for sales, etc.
Premises expenses $1,000,000 Rent, electricity, maintenance, cleaning.
Insurance $120,000 Liability insurance
Depreciation and amortisation $177,569 Computers and capital equipment that is depreciated.
Office supplies $65,068 Printing and stationery, postage, amenities.
Training $62,187 Sales training: leadership, WHS, ethical/legal training.
Total expenses $5,004,714
Net profit $1,672,286 Net income before tax.
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Operations
General operating hours
BBQ fun operates Monday to Friday from 9 am to 5 pm. BBQ fun will be operational year-round except legislated holidays.
Human resources
Pat Mifsud, CEO
Pat is responsible for working with the Board of Directors to oversee the business, set overall strategic directions,
manage risk, and authorise large financial transactions.
Riz Mehra, Chief Financial Officer
Riz is responsible for preparing quarterly financial statements and overall budgeting. Riz is also responsible for
overseeing budgets for cost centres and individual projects. At completion of financial quarters and at the end of
projects, Riz is responsible for viewing budget variation reports and incorporating information into financial statements
and financial projections.
Kim Chen, Operations General Manager
Kim is responsible for the day-to-day running of the company. Kim oversees the coordination of all operations. Kim is
responsible for sponsoring projects that affect operations of the organisation as a whole. Kim works with the HR
Manager to coordinate systems and projects to achieve company-wide synergy.
Les Goodale, Human Resources (HR) Manager
Les is responsible for the productive capacity and welfare of people at BBQ fun. With the Operations General Manager,
Les works to coordinate projects and management systems, such as performance management, recruitment and
induction.
Sam Lee, Marketing Manager
Sam is responsible for the management of all aspects of marketing. Sam manages the activities of the marketing team.
Pat Sweeney, Manager: Brisbane (Kenmore)
Pat is responsible for the management of all aspects of the Brisbane store.
Alex Mitchell, Manager: Gold Coast
Alex is responsible for the management of all aspects of the Gold Coast store.
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A summary of human resources at each of the two locations appears below:
Brisbane: Head office
● Employees:
○ 30 full-time and casual sales and customer service people, check-out staff trained in
use of POS – integrated with ERP (enterprise resource planning) and CRM (customer
relationship management) software system
○ senior management team (five) + one store manager
○ four sales team leaders
○ one delivery truck driver
○ one warehouse worker.
Gold Coast operation
● Employees:
○ 30 full-time and casual sales and customer service people, check-out staff trained in
use of POS – integrated with ERP (enterprise resource planning) and CRM (customer
relationship management) software system
○ one store manager
○ three sales team leaders
○ one delivery truck driver
○ one warehouse worker.
Office requirements
The office space is leased and will accommodate the necessary office equipment, such as computers, fax machine,
photocopier and other engineering equipment.
Brisbane: Head office
● Location: Kenmore.
● Size: 15,000 square metres (50% warehouse, 50% display area). Warehouse area used at 45% of
capacity, but poorly configured to accommodate heavy increase in distribution traffic.
● Large mezzanine office space (used to be occupied by online retailer, currently subdivided and
occupied by the management team).
● Loading bay with large capacity (most of area incorporated into customer display area, could be easily
and cheaply reconfigured to accommodate extra distribution).
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Gold Coast operation
● Location: Robina.
● Size: 12,000 square metres (50% warehouse, 50% display area). Warehouse area used at 50% of
capacity, but poorly configured to accommodate heavy increase in distribution traffic.
● Large mezzanine open-plan office space with separate access (was previously rented out to a
telemarketing company).
● Lots of spare office space.
● Loading bay with large capacity.
Operating capital requirements
BBQ fun requires approximately five million dollars in working capital to sustain and ensure the business meets all opening
and ongoing financial obligations.
The company may experience financial pressures during slow sales periods.
A long-term strategy to maintain a positive cash flow during these periods will be to diversify the company’s product range
and develop business opportunities such as e-commerce to boost sales and sales capability overall.
Operational expenses
Wages, salaries and on-costs $2,567,890
Consultancy fees $50,000
Communication expenses $42,000
Marketing $920,000
Premises expenses $1,000,000
Insurance $120,000
Depreciation and amortization $177,569
Office supplies $65,068
Training $62,187
Total Expenses $5,004,714
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Insurance requirements
BBQ fun will have to incur costs for business liability insurance. The estimated cost for this requirement is $100,000 per year.
Operational workflow
1. Conduct market research to determine needs.
2. Negotiate with suppliers.
3. Receive and warehouse products.
4. Provide service and information to warehouse customers.
5. Receive payment.
6. Arrange delivery of items (if required).
BBQ fun accepts cash, EFTPOS and major credit cards. Credit terms are available for trades.
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Operational plan (with strategic objectives, measures and tasks) FY 2016–2017
BBQ fun Operational Plan (with strategic objectives, measures and tasks) FY 2016–2017
Objectives: Performance measures Tasks:
1 Engaging with customers
through marketing, research and
personalised service.
● Completion of market/marketing
research.
● Completion of customer surveys.
● Completion of reports to identify
marketing opportunities.
● Conduct quarterly surveys on customer satisfaction.
● Evaluation of market and marketing data to determine marketing
opportunities.
2 Building reputation for quality
products and quality customer
service:
● Raise organisational profile
by 20%.
● Improve client satisfaction
performance by 25%.
● Percentage of brand recognition in
sought-after categories in periodic
customer surveys.
● Percentage of customers with positive
view of organisational responsiveness,
innovation, quality, ethics, safety.
● Number of customer complaints.
● Delivery times.
● Number of returned items.
● Audit of supplier quality.
● Regular contact with suppliers.
● Investigate resourcing needs: people, products.
● Fulfil resourcing and distribution needs in accordance with policies and
procedures.
● Maintenance of enterprise resource management (ERP), point of sale
(POS) and customer relationship management (CRM) systems.
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BBQ fun Operational Plan (with strategic objectives, measures and tasks) FY 2016–2017
Objectives: Performance measures Tasks:
3 Supporting people to perform
via training and performance
management.
● Numbers of injuries
(Target = 0).
● Numbers of absentees
(Target = <3% of total hours).
● Anti-discrimination complaints
(Target=0).
● Lost Time Injury Frequency Rate
(Target=2)
● Percentage completion of performance
plans and performance management
process.
● Numbers of coaching sessions
completed.
● Numbers of operational-related
training programs completed.
● Research effectiveness of possible incentives for: safe work
achievement; healthy lifestyle.
● Engage workers with strategic goals of business and support
professional development in line with strategic goals. (Targets to be set
by individual managers).
● Management engagement with employees to achieve greater buy-in of
organisational goals.
● Include explanation of how activities work with organisational strategic
goals in all communications to internal personnel.
● Regular coaching.
● Training needs analysis and training (leadership, WHS, ethical/legal
training).
● Strategic goals included in induction program.
● Employee incentives for performance in all areas relevant to
operational and strategic goals.
4 Increasing sales revenue. General ledger accounts; financial
statements:
● Revenue target = $11 million
● Profit target = $1,792,286
● Marketing campaigns.
● Sales training for floor staff.
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BBQ fun Operational Plan (with strategic objectives, measures and tasks) FY 2016–2017
Objectives: Performance measures Tasks:
5 Reduce direct and indirect costs
of operations.
● General ledger accounts; financial
statements:
○ wages
○ cost of agent services
○ consultancy fees
○ wastage and associated expenses.
● Expense target = $5,004,714
● COGS target = $5,890,000
● Renegotiate with suppliers.
● Research potential new suppliers.
● Research new distribution possibilities, such as e-commerce/delivery.
● Management engagement with employees to achieve greater
employee support of organisational goals.
● Greater use by managers of budgets to encourage restraint.
● Greater focus on budget restraint in management of projects/activities.
● Inventory management through ERM to reduce overstocking and risk
associated with storage.
● Incentives (as part of manager/employee performance management
and bonus system).
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Appendix 2: Action plan template
Milestone: Action and/or objective
(to achieve strategic aims of physical or human resourcing)
Date Person responsible Budget or resources
(where applicable)
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Appendix 3: Balanced scorecard template
KRA (key result
area)
Target KPI (key performance
indicator)
Result
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Appendix 4: Contingency plan template
Contingency Plan
Company name: BBQ fun
Name of person developing the plan:
Who was consulted as part of this plan?
Name Position
Risk identified:
Strategies/activities to minimise the risk By when By whom
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Task 2: Plan and Manage Resource Acquisition
Performance objective
You will demonstrate skills and knowledge required to plan and manage resource acquisition.
Assessment description
In response to a simulated business scenario, and using work completed in Assessment Task 1, you will develop and
implement strategies to ensure physical and human resourcing is carried out in accordance with organisational policies,
practices and procedures and intellectual property (IP) provisions.
Procedure
1. Read the BBQ fun simulated business information provided in Appendix 1 of this task and in the business
documentation provided by your assessor (the same documentation provided in Assessment Task 1).
2. Plan and implement physical resourcing:
a. Review the physical resourcing activities in the action plan you developed in Assessment Task 1.
b. Elaborate on your plan by including all steps and strategies to acquire resources in accordance with
organisational requirements.
c. Explain the risk management strategy needed to protect the organisation’s IP and/or ensure the
organisation does not breach third-party IP.
3. Plan and implement human resourcing:
a. Review the human resourcing activities in the action plan you developed in Assessment Task 1.
b. Elaborate on your plan by including all steps and strategies to recruit people in accordance with
organisational requirements.
c. Incorporate IP requirements for human resource acquisition to ensure trade secrets and confidential
information is protected from theft, misuse and unauthorised distribution.
d. Prepare to interview two recruits by organising a role-play interview with each and preparing paperwork.
You may wish to prepare using the interview planning template provided in Appendix 4.
e. Interview, assess and make recommendations on two potential recruits in accordance with your plan. You
may use the templates provided or develop your own. You may want to use the assessment and evaluation
template provided in Appendix 5.
4. Submit a portfolio of your implementation documents as outlined in the specifications below. Keep copies of
your work for your records.
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Specifications
You must:
● participate in two interview role-plays
● submit a portfolio including:
○ action plans
○ interview plan
○ assessment and evaluation record with recommendations.
Your assessor will be looking for:
● reading and writing skills to access and use workplace information and to write a detailed resource acquisition plan using
vocabulary, grammatical structures and conventions appropriate to the context.
● writing and numeracy skills to complete planning documentation
● planning and organisational skills to identify IP risks and take responsibility for implementing a physical and human resource
acquisition plan to achieve operational goals
● communication skills to present information using clear and professional English, listen and comprehend information from
interviewees and confirm understanding through questioning and active listening skills
● monitoring skills to identify the implications and requirements for protecting IP
● interaction skills to communicate and empathise with students during interview processes, facilitate one-on-one interviews and
influence direction to achieve business outcomes
● knowledge of organisational resource acquisition policies, practices and procedures.
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Appendix 1 – Scenario – e-Commerce Resourcing
Background to scenario
The BBQ fun Board of Directors and the CEO have decided to implement an e-commerce strategy to maintain or increase
market share and revenue and satisfy customer needs in line with company strategic directions.
You have been hired as an external consultant to manage operational planning activities for BBQ fun’s e-commerce
strategy.
Under the strategy, BBQ fun would offer all products in an online store. Stock could be stored at no extra cost at existing
stores. Customers would cover delivery costs.
Currently, BBQ fun has a website, but this website lacks e-commerce functionality. The website would need to be
redeveloped to incorporate this functionality in line with relevant technical specifications. Existing infrastructure, such as
office and store configurations, would need to be adapted to the new strategy. Additionally, assets such as delivery
vehicles would need to be acquired. New staff would need to be recruited and existing staff retrained or informed of the
e-commerce strategy and associated operational and performance targets.
All resourcing must be acquired and operations undertaken in accordance with relevant internal and external standards –
legislation and codes of practice; intellectual property (IP) rights and responsibilities; and organisational policies and
procedures.
High-level planning has been completed and approval has been given to implement the strategy.
According to your plans, you are now at the stage where you must plan and then implement the resourcing required to
enable the strategy. Physical resourcing and human resourcing are about to commence. Remember, e-commerce
operations are expected to be underway by 1 October 2017.
Scenario task
You will need to plan physical and human resourcing at a detailed level in accordance with all organisational requirements.
You are expected to deploy resourcing strategies to plan and implement:
● physical resourcing of redeveloped website(plan entire process as per organisational requirements)
● recruitment of four customer service representatives (plan entire recruitment process as per organisational
requirements; you will need to demonstrate implementation through interviewing and assessing two students).
Note: You may consider the management team of BBQ fun, including warehouse team leaders to be human resources for
the acquisition of physical resources. Use description of their roles in operational planning when assigning responsibilities.
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Physical resourcing
Consultation with the management team at BBQ fun has provided you with the following information:
● Three website developers will bid for the contract to redevelop the existing website:
Company Bid
Ace developers $70,000
Premier Tech $80,000
Innovative Technologies $90,000
● The budget for the redevelopment is $100,000.
● Bids have been analysed as follows.
Ace Developers Premier Tech
Innovative
Technologies
Factor Weight Score
(S)
Weighted
score
(W x S)
Score
(S)
Weighted
score
(W x S)
Score (S) Weighted
score
(W x S)
Maintenance x1 2 2 3 3 3 3
Range of features:
● payment
options
● integration
with existing
systems
x3 2 6 2 6 2 6
Future-proofing:
● ability to be
upgraded as
technology
improves
x5 3 15 6 30 6 30
Quality:
● usability for
customers
x10 4 40 4 40 6 60
Total 63 79 99
Price (% of budget) .70 .80 .90
Total score/price
(final assessment
of bid quality)
90 98.75 110
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Human resourcing
Consultation with the management team at BBQ fun has provided you with the following information:
● The budget for recruitment of four online customer service and sales representatives is $30,000. The breakdown of
costs is as follows:
Advertising $5,000
Recruitment consultant $10,000
Your time $10,000
Contingency $5,000
● You now have three suitable online customer service and sales representatives.
● You have two more students to interview.
● The student is required to have the following skills and attributes:
○ enthusiastic and motivated
○ attention to detail
○ compliance with organisational requirements
○ takes initiative
○ problem solver
○ two years’ experience in online sales
○ telephone and keyboarding skills
○ ability to learn features and benefits of products to discuss with customers.
● The following skills and attributes are not strictly required, but desired:
o marketing and sales formal training
o knowledge of BBQ fun’s product line
o familiarity with CRM systems.
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Appendix 2: Action plan Template
Milestone: Action and/or objective
(to achieve strategic aims of physical or human resourcing)
Date Person responsible Budget or resources
(where applicable)
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Appendix 3: Expenditure payment approval Form
For completion by person verifying payment:
Date Invoice date
Payee name:
Job/project number: Project title:
Description of payment:
Payment amount: $ ex. GST inc. GST
Signature of person verifying payment Signature of delegated manager
For completion by finance:
Account number Account name Amount
Total Payable: $
Approved: Date:
Director:
CEO:
Finance manager:
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Appendix 4: Interview planning template
Planning aspect Description Time
1. Type of interview
2. Objectives
3. Approach
and style
4. Schedule
5. Topics and
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Appendix 5: Assessment and evaluation template
Student:
Question Ideal answer contains: Number of
possible
points
Score
1
2
3
4
5
6
Total
Recommendation:
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Task 3: Monitor and Review Operational Performance
Performance objective
You will demonstrate skills and knowledge required to monitor and review operational performance.
Assessment description
In response to a simulated business scenario, and using work completed in Assessment Task 1, you will develop, monitor
and review performance systems, analyse performance, identify areas of underperformance, take prompt remedial action
and report on operational performance.
In accordance with contingency planning developed in Assessment Task 1, you will take prompt action to address
employee underperformance. In a role-play, you will coach the employee in accordance with performance management
systems.
You will then prepare and present, in a second role-play, a management report describing the performance system,
performance results and recommendations for changes to operational plans. During the role-play, you will negotiate
changes to operational plans and gain approval for recommendations from the Operations General Manager (the
facilitator/assessor).
Procedure
1. Read the simulated BBQ fun scenario information provided in Appendix 1 of this task and in the business
documentation provided by your assessor (the same documentation provided in Assessment Task 1).
2. Prepare a plan for monitoring performance from the start of implementation to the end of the financial year. You
may use the action plan template (provided in Appendix 2) or create your own plan. Ensure you include plans for
monitoring and/or documenting:
a. budgetary and financial performance
b. productivity performance
c. employee performance in line with performance management policy
d. milestone achievement and performance against targets
e. dates for monitoring activities in line with scenario
f. resources for monitoring
g. progress reporting at the end of each quarter to the Operations General Manager
h. regular performance management of online staff and lodgement of records with the HR Manager.
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3. Identify areas of employee underperformance, determine possible remedial actions and prepare to performance
manage underperforming employees. Refer to, follow, or adapt, existing contingency plan for underperforming
employees (developed in Assessment Task 1).
4. Follow your contingency plan and the BBQ fun performance management policy to coach and performance manage
an underperforming employee. Arrange with your assessor to role-play the coaching session. You may wish to use
the performance management plan template and coaching plan template (provided in Appendices 3 and 4 of this
task) to prepare for the coaching session. Make sure you begin a coaching session with an explanation of your role
as a coach in supporting the employee to meet BBQ fun’s organisational goals.
5. Analyse operational performance as described in scenario, and produce an operational plan status report based on
the information provided in Appendix 1. You may wish to use the Operational Status Report template (provided in
Appendix 5). You will also need to include in your report:
a. a description of budgetary and financial performance
b. a description of productivity performance
c. an analysis of milestone achievement and performance against targets
d. three recommendations for operational improvement.
6. Arrange a time to meet with your assessor to role-play the presentation of your report to the Operations General
Manager and negotiate recommendations –involving, for example, changes to plans, changes to implementation of
plans, changes to budget, etc. –and seek approval for the implementation of your recommendations.
7. Submit a portfolio of your implementation documents as outlined in the specifications below. Keep copies of your
work for your records.
Specifications
You must:
● participate in two role-plays:
○ coaching an underperforming employee
○ presentation of report to Operations General Manager
● submit a portfolio that includes:
○ a monitoring plan
○ a contingency plan (amended from Assessment Task 1) for managing employee underperformance
○ a coaching and performance management plan
○ an operational plan status report, including:
– a description of budgetary and financial performance
– a description of productivity performance
– an analysis of milestone achievement and performance against targets
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– three recommendations for operational improvement.
Your assessor will be looking for:
● reading and writing skills to access, interpret and use workplace information and to write a practical monitoring
plan and management report
● oral communication skills to present information in a clear and professional manner to underperformers and
management, listen and comprehend information and confirm understanding through questioning and active
listening
● planning and organisational skills to take responsibility for monitoring an operational plan to determine
performance against operational goals
● leadership skills to communicate with and motivate underperformers, facilitate performance management
discussions and collaborate to achieve business outcomes
● numeracy skills to monitor expenditure of financial resources
● knowledge of models and methods for operational plans
● knowledge of the relationship between an operational plan and organisational objectives
● knowledge of budgeting processes.
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Appendix 1 – Scenario – e-Commerce performance monitoring
Background to scenario
The BBQ fun Board of Directors and the CEO have decided to implement an e-commerce strategy to maintain or increase
market share and revenue and satisfy customer needs in line with company strategic directions.
You have been hired as an external consultant to manage operational planning activities for BBQ fun’s e-commerce
strategy.
Under the strategy, BBQ fun would offer all products in an online store. Stock could be stored at no extra cost at existing
stores. Customers would cover delivery costs.
The BBQ fun website now has e-commerce functionality. The website has been redeveloped to incorporate this
functionality in line with relevant technical specifications after you consulted with specialist managers. Existing
infrastructure, such as office and store configurations, has been adapted to the new strategy. Additionally, assets such as
delivery vehicles have been acquired. New staff has been recruited and existing staff retrained or informed of the e-
commerce strategy and associated operational and performance targets.
All resourcing should have been acquired and operations undertaken in accordance with relevant external standards, such
as legislation and codes of practice, and internal standards, such as organisational policies and procedures and
performance targets.
It is now 1 January 2017. e-Commerce operations are expected to be underway by 1 October 2017.
Scenario task
You will need to plan monitoring activities for ongoing customer service activities, website maintenance, and revenue
generation over the financial year from the start of implementation.
You will then need to analyse performance data for the second quarter of the financial year.
You will then need to coach an underperforming employee in accordance with the BBQ fun performance management
policy and previously developed contingency planning (the planning developed for Assessment Task 1).
Finally, you will need to prepare and present a report with recommendations for operational improvement to the
Operations General Manager.
Note: You may consider the management team of BBQ fun including team leaders in warehouses to be resources for the
monitoring of performance. Use description of their roles in operational planning when assigning responsibilities.
Note: Financial reporting is completed by the CFO at the end of each quarter of the financial year. Employee performance
is gathered by store managers, sales and marketing managers (online staff) and compiled by the HR Manager at the end of
each quarter.
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Individual performance data
The following performance data is available for Lee Waters:
KRA Target KPI Result
Quality of online
sales and service
1% error rate % of informational or
order mistakes
10%
Speed of service
(online)
<10 minutes per interaction Average time to
completion
20 minutes
Financial $30,000 sales $ sales $20,000
Professional
development
Participate in 2 hours of sales
training per month.
Training hours 0 hours
Organisational performance
Information from the Sales and Marketing Manager
A discussion with the Sales and Marketing Manager has provided you with the following information.
The Sales and Marketing Manager has been tracking progress against the following key performance indicators (KPIs):
1. Quality of online sales and service is measured in: % of mistakes made by a customer service employee when
providing information or making an order. The target is 1%. Currently the rate of mistakes made is 10%.
2. Speed of online sales and service is measured in average time to resolve a customer enquiry. The target is <10
minutes. Currently, the average time to complete an online enquiry is 20 minutes.
3. Average delivery speed is measured in the average time in days from the order being made to the customer
receiving delivery of the product. The target is three days from order to delivery. Currently, the average delivery
speed is three days.
4. Revenue success is measured in the amount of revenue generated in dollars. The target is $300,000 in sales per
quarter, which would make an $80,000 profit per quarter. In the second quarter this financial year, we generated
$250,000 in revenue, providing a profit of $40,000 for the quarter.
Further to the KPIs, the Sales and Marketing Manager provides more information on each area of performance.
Quality of online sales and service:
● Staff not familiar with product line, even after training.
● Staff do not understand CRM (customer relationship management) systems and ordering processes.
● Staff do not understand product line. Unable to locate information.
● Poor communication lines.
● No job aids or support from management.
● No ongoing performance management as per company policy.
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● Low staff morale: complaints of back pain and distractions in environment.
Speed of online sales and service:
● Many customers abort interaction due to length of time for order completion.
● Some extra time taken because of lack of skills and knowledge.
● Some time taken because of poor website maintenance and occasional downtime.
Speed of delivery:
● Driver team leader is exceptional motivator.
● Driver morale is high.
● Driver attendance of routine training and team briefings is at 100%.
Online sales and revenue
● Some lack of sales may be due to poor customer service.
● Sales may pick up as awareness of online option through marketing actions increases.
In terms of our key actions, we’re tracking well. The website redevelopment has been completed on time and to budget.
The delivery trucks and forklifts have been acquired and put into operation on time. In terms of recruitment, staff have
been recruited on time, and the planned training has been completed.
Information from the Chief Finance Officer (CFO)
A discussion with the CFO has provided you with the following information:
The CFO has been tracking progress against the following key performance indicators (KPIs):
1. Budget success is measured in % overrun/underspend. The target is 0% overrun. Currently there is a budget
overrun of 10%.Cost overruns are due to:
○ wastage from order mistakes and over-stocking due to misuse of system
○ overtime due to overly long customer interactions.
2. The timeline for the e-commerce project is to have the e-commerce activities implemented by 1 October 2014.
Currently the implementation is on track.
In addition to these key performance indicators, we have identified a number of risks that all need immediate action:
● The training program has not been adequate to cover required skills and knowledge. Training has been too short
and insufficient to be effective.
● Staff are unable to perform roles due to lack of support in job roles and ongoing training, coaching.
● Website downtime contributes to increased service and sales disruptions.
● Sales continue to perform under target.
On that last risk, I think sales may need to be more closely monitored. Customer needs and changing market
conditions/competition may need to be reassessed and addressed.
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Appendix 2: Action Plan Template
Milestone: Action and/or objective
(to achieve strategic aims of physical or human resourcing)
Date Person responsible Budget or resources
(where applicable)
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Appendix 3: Performance management plan template
Name/position: Manager: Review period:
Reference from
operational plan
Key result area Indicator of success/
performance
By
when
Status
report
Manager’s comments:
Signature:
Date:
Staff member’s comments:
Signature:
Date:
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Appendix 4: Coaching plan template
Employee:
Coach/Manager:
Date of session:
Questions
Goal
Reality
Options
Will
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Appendix 5: Operational Plan Status Report template
BBQfun operation plan status report Date:
Plan goal
Implement e-commerce strategy
Department
Operations
Plan objective/s ● redevelop website and acquire physical resources
● recruit and train staff
● achieve profit targets
● adhere to budget
● adhere to timelines.
Person responsible
Project Officer
Key performance indicators Current status
(Red, Green, Amber)
Comments
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Key performance indicators Current status
(Red, Green, Amber)
Comments
Key action update
Key action Accomplishments Comments
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Risk update
Risk Contingency Comments
1.
2.
3.
4.
General comments
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Assessment methods and tasks
Methods of assessment
Through consultation with industry, the following assessment
methods have been deemed appropriate for this unit.
Analysis of response to
scenario
Assessment Task 1: Student analyses simulated business information
and scenario to revise and plan operations.
Assessment Task 2: Student analyses simulated business information
and scenario to plan and implement resourcing.
Assessment Task 3: Student analyses simulated business information
and scenario to monitor and report on operational performance.
Review of portfolio Assessment Task 1: Student provides planning documentation and
proposal.
Assessment Task 2: Student provides planning documentation and
records of physical and human resourcing.
Assessment Task 3: Student provides planning documentation for
monitoring, evidence of performance managing.
Review of report Assessment Task 3: Student provides report on performance with
recommendations.
Role-play Assessment Task 1: Student role-plays consultation with stakeholders
and presentation of proposal.
Assessment Task 2: Student role-plays interviewing of two students for
online sales and service roles.
Assessment Task 3: Student role-plays coaching and presentation of
report.
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Assessment mapping summary
Assessment Task Description
Assessment
number
Assessment
method/s
Elements/
PCs*
Performance
evidence**
Knowledge
evidence***
Develop an
operational plan
In response to a simulated business scenario, the student researches
resource requirements and develops/amends an operational plan in
consultation with relevant stakeholders. As a part of the development of
the plan, the student will set performance indicators, plan for
contingencies, and obtain approval in accordance with organisational
requirements.
1 Analysis of
response to
scenario
Review of
portfolio
Role-play
1.1–
1.6,2.3
1–3 1–6
Plan and manage
resource
acquisition
In response to a simulated business scenario, and using work completed
in Assessment Task 1, the student will develop and implement strategies
to ensure physical and human resourcing is carried out in accordance
with organisational policies, practices and procedures.
2 Analysis of
response to
scenario
Review of
portfolio
Role-play
2.1–2.3 1–3 6
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Assessment Task Description
Assessment
number
Assessment
method/s
Elements/
PCs*
Performance
evidence**
Knowledge
evidence***
Monitor and
review
operational
performance
In response to a simulated business scenario, and using work completed
in Assessment Task 1, the student will develop, monitor and review
performance systems, analyse performance, identify areas of
underperformance, take prompt remedial action and report on
operational performance.
In accordance with contingency planning developed in Assessment Task
1, the student will take prompt action to address employee
underperformance. In a role-play, the student will coach the employee
in accordance with performance management systems.
The student will then prepare and present a management report
describing the performance results and recommendations for changes
to operational plans. During the role-play, the student will negotiate
changes to operational plans and gain approval for recommendations
from the Operations General Manager.
3 Analysis of
response to
scenario
Review of
portfolio
Review of report
Role-play
1.4, 1.6,
3.1–3.6
1–3 2,3
* Elements and Performance Criteria are numbered using the Unit of Competency numbering system.
** Obtain number from previous table ‘Performance Evidence’
*** Obtain number from previous table ‘Knowledge Evidence’
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Record of Assessment Outcome
Student Name
Student ID
Date
Student Signature
Assessment
Number
Assessment
Type
Satisfactory
Date
Yes No
TASK 1
TASK 2
TASK 3
Comments:
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
I have been provided with feedback on the evidence I have provided. I have been informed of the
assessment result and the reasons for the decision.
Student Signature: _______________________________________________________
The student has been provided with feedback and informed of the assessment result and the reasons for
the decision
Assessor Name/Signature: _______________________________Date: ___________
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References / recommended resources
Manage Operational Plan – BSBMGT512, 2015, 1 st Edition, Version 1, Innovation and Business Industry Skills Council Ltd
Australia, East Melbourne, VIC, Australia
Printed resources
● Anthony, W., Kacmar K., and Perrewe, P., 2010, Human Resources Management: A Strategic Approach, 6 th edn, South Western
Educational Publishing, Cincinnati.
● Cole, K., 2012, Management: Theory and Practice, 5 th edn, Pearson, Australia.
● Compton, R., Morrissey, W. and Nankervis, A., 2014, Effective Recruitment and Selection Practices, 6 th edn, CCH Australia,
Sydney.
● Heizer, J. and Render, B., 2013, Operations Management, 11 th edn, Prentice Hall, New Jersey.
● Standards Australia, 2002, AS ISO 15489.1 – 2002: Records Management.
Websites
● Australian Consumer Law, viewed October 2014, <http://www.consumerlaw.gov.au>.
● Business.gov.au, viewed October 2014, <https://www.business.gov.au>.
○ ‘Equal employment opportunity & anti-discrimination’, <http://www.business.gov.au/business-topics/employing-
people/Pages/equal-employment-opportunity-and-anti-discrimination.aspx>.
● Business Plans Guide, 2010, ‘How to Prepare a Business Operations Plan’, The Business Planning Guide, viewed October 2014,
<http://www.business-plans-guide.com/operational-plan.html>.
● Department of Communications, Digital business, viewed October 2014, <http://www.digitalbusiness.gov.au>.
○ ‘e-Commerce’, <http://www.digitalbusiness.gov.au/e-commerce/>.
○ ‘Legal tips’, <http://www.digitalbusiness.gov.au/security-and-legal/legal-tips/>.
● Fair Work Ombudsman, viewed October 2014, <http://www.fairwork.gov.au>.
● IP Austral ia, viewed October 2014,<http://www.ipaustralia.gov.au/>.
○ ‘How IP can work for you’, <http://www.ipaustralia.gov.au/understanding-intellectual-property/ip-for-business/how-ip-can-work-for-
you/>.
○ ‘How to protect your IP’, <http://www.ipaustralia.gov.au/understanding-intellectual-property/how-to-use-ip/how-to-protect-your-
ip/>.
○ ‘IP in everyday life’, <http://www.ipaustralia.gov.au/understanding-intellectual-property/ip-for-education-and-training/ip-everyday-
life>.
● Mind tools, viewed October 2014, <http://www.mindtools.com>.
○ ‘Stakeholder Analysis’, <http://www.mindtools.com/pages/article/newPPM_07.htm>.
● Office of the Information Commissioner, viewed October 2014, <http://www.oaic.gov.au>.
● Safe Work Australia, viewed October 2014, <http://www.safeworkaustralia.gov.au>.
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