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BSBOPS502 Manage Business Operational Plan Diploma

Description:

Operational plans provide an organisation with a mechanism to put their strategies in action and identify the resources required to achieve their stated goals and objectives. Operational plans may also be termed as action plans, annual plans, management plans or tactical plans. Separate operational plans are often prepared by different departments within an organisation to outline their specific tasks and priorities.

In Assessment Task1, you developed the understanding of the structure and components of an operational plan through an analysis of a sample operational plan. In this assessment task, given as a group project, your group will be required to develop an Operational Plan for a sample organisation based on its Strategic Plan. Your group will be provided with a sample strategic plan for this task. Your trainer/assessor will play the role of the Senior Manager for the purpose of this task.

A past or an existing organisation can also be used as an example to develop the required organisational context for this task. Alternatively, based on the sample strategic plan, research and collect some organisational information as a background to your plan.

Develop an operational plan that includes;

- Executive summary
- Stakeholders, consultation and approvals
- Operational goals and expected outcomes
- Action plan (convert strategies to actions)
- Key performance indicators (KPIs)
- Human resource requirements (including training or PD and strategies to address the requirements)
- Physical and other resource requirements (including strategies to acquire the resources)
- Resource conservation/waste management tactics
- Budget/cost expectations
- Key responsibilities; including intellectual property rights and responsibilities
- Communication plan (how respective responsibilities and KPIs will be communicated)
- Monitoring and evaluation
- Contingency plan

An operational plan fundamentally addresses four questions:

- Where are we now?
- Where do we want to be?
- How do we get there?
- How do we measure our progress?

Contingency planning involves creating an alternative plan in the event of the original operational plan changing or facing obstacles due to unforeseen circumstances. It can be based on anticipated risks (e.g. non- availability of raw materials, government approvals etc.) and alternatives that can be used to keep the operational plan moving.

As part of assessment criteria for this task, equal and active participation from all groups will be required. Each group will need to submit a group statement, signed by all group members, outlining their respective role and contribution in the project. Any problems or non-contribution from ant group members should be reported to the trainer/assessor at the earliest.

There is no word limit, but it is expected that each part will be articulated in sufficient detail to be able to form an analytical perspective. A sample plan or a template can be used as a guide. Ensure that you reference/cite all the external sources using an appropriate referencing system (e.g. Harvard Referencing System). Further, once draft has been completed, your group will need to plan and develop additional documentation for performance review purpose (Assessment Task 3). Ensure that you retain copies of all the work.

Solution

Executive Summary

Operational planning is the set of actions that the firm uses in daily activities. It involves planning for the smooth working of the organisation. Hence, for operational planning for assignment help to work in the most efficient manner the contingency planning is required. This planning helps the firm to take necessary action at the time of crisis and ensures that the firm can revert back to a normal working system as early as possible.

Stakeholders, Consultation and Approvals

The key stakeholders of the manufacturing company are the customers, creditors, directors, employees, suppliers, government, the employer and even the community. Without customers, the company cannot survive. The manufacturing unit has been set with the vision to satisfy the customers (Uzarski and Broome, 2019). The employees are an important part as they are responsible for creating and delivering the products. The creditors provide financial help to the organisation and even the suppliers are important. The suppliers are responsible to provide resources that are required for the organisation to carry out the manufacturing process.
Operational goals and expected outcomes

The operational goals of the contingency planning and the expected outcomes are-

- To plan an alternative plan of operational planning to face hurdles in unforeseen circumstances (Di Maddaloni and Davis, 2018). It is expected to help the firm face obstacles which were not measured in the original operational plan.

- To provide safety to all the stakeholders and to decrease the problems in daily operations. This is expected to increase the trust of stakeholders in the firm.

Action plan

The action plan to implement the strategy while addressing all the key areas and responsibilities are-

 

Key performance indicators

The key performance indicators of contingency planning are-

- The level of satisfaction of employees is an indicator that the contingency planning is working in the correct measure. It is a type of qualitative indicator.

- The growth in the financial situation of the organisation acts as the key indicator. As it will show how contingency planning helped to improve the financial stability of the organisation. It is a quantitative indicator as it can be measured in quantity.

Human resource requirements

In contingency planning, the uncertainty of human recourse is of great importance. With the help of assessment methodology, the tool used for analysing the risks involved within the team. This increase health and safety among team members and improve the overall work environment (Suárez-Eiroa et al., 2019). Uncertain risks can be controlled by increasing the safety skills among individuals. The training is provided which will help to increase awareness among employees to work under certain circumstances.

Physical and other resource requirements

In contingency planning, the physical and other resource requirements are required such as land and building and raw materials. There are various uncertain risks involved in the physical and other resources. These risks require contingent planning. The risk can occur due to natural calamities or theft. The risk due to natural calamities to the physical resources can be diminished by making a team that works in an efficient manner to overcome the risk in the least time. The contingency planning requires a contract to be signed by the part so that it can be implemented. Without a contract, it is not valid.

Resource conservation or waste management tactics

The manufacturing companies use various tactics for waste management and conserve the resources. These are done by reducing the amount of excess raw materials used in production. Also it redesigns the packing material so that the minimum raw material is used. The firm must use different methods to dispose of hazardous and non-hazardous waste. The firm should establish effective maintenance of resources in a schedule. The warehouse should be properly organised.

Budget/cost expectations

It is necessary for organisations to set aside a budget for contingency planning. If the organisation is not able to be financially stable at the time of uncertain risk then overcoming such risk will take a longer time than expected (Mishra, 2017). This will be a huge loss for the organisation. The cost of such uncertain risk arises whenever it is the least expected. The organisation must keep at least 10% of the surplus saved for the uncertain risks. This will act as an emergency fund.

Key responsibilities

The key responsibility of contingency planning is-

- To help the organisation to return to its daily working condition as early as possible.
- To minimise the inconvenience caused to the customers.
- To assign the recovery work to the best person.

Communication Plan

During a crisis, it is necessary for an organisation to communicate in the best way to avoid any conflicts. This helps the firm to convey details to the public and also the employees which is a necessary step. It also ensures that such a situation will not arise again in the future. The first thing that can be done by the firm is to apologise to the customers for the inconvenience. The organisation must have a proactive control system. That means the firm must be ready to face the crisis and reduce its effectiveness. The firm must set up solutions to face the crisis on an individual level as well as on social sites. The firm must assign a spokesperson who can speak on behalf of the organisation.

Monitoring and Evaluation

In contingency planning, monitoring and evaluation is a system that keeps evaluating the performance of the organisation in the situation of the crisis. It also keeps track of the process after a crisis (Hitkaet al., 2018). By monitoring and evaluating the situation in the time of crisis the organisation gains the trust of the customers, the partners and the investors of the firm. It helps the firm to develop better planning for future risk assessment. Thus it also involves better communication of the organisation at the time of crisis.

Contingency Plan

Contingency planning is required in an organisation because there are many situations that cannot be avoided. These risks act as a hurdle for the organisation while achieving the goals which were set. This planning is not only for the negative crisis faced by the organisation but also the positive effect. Such as if the firm gains a huge rise in demand for its product due to marketing. The firm should be able to meet the demand by producing the quantity that is demanded.

References

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