BSBMGT517

Manage Operational Plan

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 Assessment 1 – Case Study

Task One

Personnel Reason for Five questions to Timeline

consultation ask
Chief Executive To collect general 1. Any 10:00 a.m.-
Officer (CEO) – knowledge of the suggestions on 11:30 a.m.
Mike Smith call centre relocation budget planning
plan and the for relocation?
organization's 2. Is there any
performance support that I
will receive
throughout the
operational plan
creation?
3. Will any
department help
me in
relocating?
4. If necessary,
will I be allowed
to hire any
specialist?
5. How can we
improve our
product value
by adding
more?

Chief Financial To obtain 1. Which sort of 12:00 p.m. –

Officer (CFO) – information on organization of 2:00 p.m.

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Jone Williams previous and current metrics is used
financial to measure
performance profitability and
including prevailing productivity?
financial standards 2. What would the
fresh workers '
wage be?
3. How can we
overcome the
challenges of
the economy
and are there
any plans to
solve them?
4. Is the budget
allocated to
each
department
adequate?
5. What measures
can we take to
successfully
complete this
project within
the budget
limit?

Human Resources To obtain the 1. How do you 4:00 p.m. –

Manager – Lina needed assistance assess 5:30 p.m.
Davis in developing employee
processes and performance?
policies directed at 2. What are your
enhancing employees '

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 employees ' expectations?
efficiency, efficiency, 3. How can the
communication, and feedback
morale process be
structured?
4. What kind of
learning and
growth
opportunities
will employees
have?
5. How do you
identify the
roles and
responsibilities
of each
employee?

Task Two

Introduction
XYZ telecentres are specialized in a spectrum of exclusive services, including
market surveys, from order services to significant reception facilities. The firm
provides its customers with high quality and innovative goods and services.
Wherever possible, the business provides clients with a' green' solution and service.
Sustainable business practices is key to XYZ success.

XYZ Company is planning to relocate its 50-seat call center to Tasmania region.
Developing the call center operational plan including resource demands, main
performance indicators, process tracking, and risk management is essential. The
operational plan assists in analyzing and providing a clear perspective of the
employee's duties and duties to accomplish the organizational objective. It helps
create the organization's policies to attain the goals.

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Finding & Analysis
Only through adequate physical resources and human resources can each
organization succeed in attaining their objective. Organization must therefore
develop the list of physical and human resources required to operate the call center.
The list of physical and human resources required is as follows:

Physical Resource:
1. Furniture
2. Telephone
3. Computers & Laptops
4. Stationery
5. Employees Login equipment
6. Projector
7. Headphones

Human Resources
Position of employees Required Number of employees
Call centre manager 2
IT manager 2
Admin assistants 1
Accountants 2
Employees 50
Security Guard 2
Cleaners 3

Procurement of Physical Resources

Physical Necessities of Sources Cost of Date of
Resources physical resources each requirement
resources
Furniture To work smoothly Amart $800,000 30/09/2019
and efficiently. To
provide an appealing
organizational
atmosphere. To

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 provide all staff with
comfort including
increasing job
effectiveness
Telephone To communicate Harvey $150,000 06/10/2019
more quickly with Norman
clients. Call centre
indispensable items.
To enhance client
experience
Computers & Improving employee JB Hifi $500,000 25/09/2019
Laptops effectiveness and
precision, and to
boost employee
productivity
Stationery Conducting company Office $150,000 15/10/2019
day to day work work
smoothly and
essential items for
staff to facilitate their
work
Digital login Keeping precise Work Jam $500,000 20/10/2019
machine attendance records
and know the precise
timing of working
hours of the staff
Headphones To improve customer Harvey $50,000 25/09/2019
experience Norman
Projector To conduct meeting Harvey $100,000 25/09/2019
and deliver Norman
information

Key performance indicators to measure overall performance of the call cnetre using
SMART technique

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Key Performance Indicators (KPIs) are the key instruments for measuring the
organization's performance that help evaluate the accomplishment of an organization
objective. KPIs help monitor efficiency as well as enhance the morale of employees
and enhance client satisfaction. The three KPIs I will use to evaluate the call center's
general efficiency using the SMART technique are:

S.N KPIs Description

A KPI that can be obtained from many
1. Customer Satisfaction separate sources is customer satisfaction.
Typically, call centers achieve a customer
satisfaction score by conducting client
surveys and acquiring measurements of
quality assurance. Regardless of the
methodology used to reach this KPI, it
should always be taken into account when
analyzing the effectiveness and efficiency of
the call center.
It defines how long the officer spends
2. Time Based Operational directly responding to calls. A capability of
Efficiency 50 seats implies that it has sufficient
employees to organize its company and
keep operating costs low. Average handling
time measures the amount of time spent by
officials processing individual calls.
3. Service Level Service level is the percentage of
responding calls within a given number of
seconds. Fifteen employees have agreed to
move to the new call center, meaning that
the employees at the new call center are
technically well-connected. Typically, in their
call center software metrics dashboard, this
call center KPI is presented in real-time to
both agents and executives so that they can
make data-driven decisions that will affect

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 maintaining this KPI within an acceptable
range.

Action to monitor the progress and achievement of the Key Performance

Indicators

KPI Monitoring Responsible Time Action Plan

Person Frame
Customer Ask feedback of the Customer Daily To achieve the
Satisfaction services concurrently service customer satisfaction
in the scale from 1 – representative score of 99%.
10. The measures to reach
the 99 percent level
Ask if customer are training staff on
queries been solved or managing the
not. problems and the
significance of the
satisfaction of the
customer.
Time Based Individually calculate Project Weekly Really effective and
Operational the average waiting Manager continuous
Efficiency periods from clients. improvement can be
accomplished by
Monitor call missed developing the
and hours of automated message
operations that someone has the
problem that helps to
comfort customers,
although their waiting
makes it easier to
reach their target
request
Service Missed call records IT manager Daily Minimisation of lost call
Level Monitor the hours of HR manager to 5 percent is

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 operation indispensable to build
Monitor the availability customer relation by
of the employees hiring competent staff
and placing sufficient
staff at appropriate
time.

System to ensure security and confidentiality of all performance records

We all know the meaning of confidentiality in the call center, but it can be difficult to
maintain a working understanding of present and expected threats to confidentiality
when you are pushed for time. How is the big issue for the organization that our call
center clinic protects our customers, employees and supplier personal information?
Therefore, security and confidentiality systems and policies play a vital role in
meeting the challenges and opportunities. Some of the organization's systems and
policies may be as follows:
 Keep file secure in a cabinet whose access is given to project manager
 Ensure digital login is effective to track employee’s hour of work
 Ensure strong password to protect customer identity and access to computers
 Ensure appropriate level of authorization to execute transaction
 Ensure data backup in case of machinery breakdowns
 Improve level of security through continuous improvement

Conclusion
To conclude, XYZ company is relocating its call center in Tasmania region, which
requires 50 employees to run the organization. The operational plan helps to focus
on meeting the necessary needs and developing strategies to acquire them.

Task Three
Risk Likelihood Impact Consequenc Timeline Responsibiliti Contingency
es es plan

Vendor High Cheap Catastrophic Monthly Business Vendor

Selection quality operation selection will
products manager be in

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 May be Finance accordance
expensive if manager with XYZ's
not Purchasing
compared Resource
with other Acquisition
suppliers Policy for all
items to be
purchased.
Security High Breach of Major Weekly IT manager Digital login
Measures highly HR manager ID
sensitive
information
Unauthorise
d access to
call centre
premises

Electrical Medium Employees Moderate Monthly Project WHS Policy

injuries manager
Loss of
valuable
items

Risk Matrix

Risk matrix Impact of risk

Low Moderate High

Likelihood High Vendor selection

Security
measures

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 Moderate Electrical

Low

Task Four

XYZ Company Mission

To be recognized by clients as an innovative and high-quality exclusive service
supplier and telecentre with customer-specific green solution. This is supported by:
 Providing high-quality goods and innovative services to clients
 Meeting evolving client demands
 Providing innovative product options including database growth and capture
 Employing passionate and skilled staff
 Providing clean and green goods and services

Company Objective
In 2018–2023, XYZ will reinforce its market position as a major telecenter for green
and viable solutions for exclusive high-quality products / services. Organization will
focus on the following goals as follows:
 Increase earnings by 15% by the end of the financial year (compared to the
previous 12 months).
 Introduction of fresh high-quality, exclusive consumer services that meet
customer requirement, within budget and within agreed deadlines.
 Train new staff to be knowledgeable, helpful and enthusiastic at the start of
the job
 Integrate Fifteen Hobart call center staff who have agreed to move to the new
call center
 To maintain spacious business environment to accommodate up to 50 staff.

Call Centre Strategy

Stakeholder Role in the issue Objective Consultation method
Senior Decided to Keep informed Feedback session
management team reinforce its Email communications

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 market position as Newsletters
a major telecenter Web-conferencing
for green and
sustainable
solutions for high-
quality exclusive
products / services
and relocated 50
seats in Tasmania
Project Manager Develop an Implement plan Staff meetings
operational plan Consult Outlet manager meetings
and execute the via web-conferencing
call center interviews
productivity plan
Call centre Executing of Stay committed Meetings
employees strategies plans Be self-driven Feedback sessions
and daily course of
activities i.e.
satisfying
customers
Customers Buying products Obtain feedback Email communication
and services Newsletters
Surveys
Recruitment Recruiting staff Consult Meetings
agencies

Operational Action Plan:

Objective Procedure Responsib When Budget KPI
Activity (Why will we (How it will le person
(What is to be do it?) be done?) (Who will
done?) do it?)
To find appropriate To attract Research Business 30th $50,000 Business
place for call more and Market Operation Octob must
centre more Manager, er commence at
customers and Project 2019 end of

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 Manager November
2018
To search physical To identify Market Project 10th $10,000 Check
and human appropriate research Manager Nov, whether all of
resource level physical and 2019 them are
and human according to necessary
resources requirement and if needed
of call add more
centre
Set up the place To settle Contact the Business 20th $2,250,00 Required
with physical down the suppliers Operation Nov, 0 resources for
resources business and and buy the Manager 2019 this call centre
smooth goods from and Project should be
operation of a them Manager fixed by 30th
business November
2019.
Recruit employees To carry-out XYZs Human 20th $1000 Right
daily recruitment Resource Nov, recruitme candidate in
operational procedures Manager 2019 nt costs right position
activities per should be
vacant recruited by
position 30th
December
2019
Provide Induction To empower Deliver Retail 1st $ 20,000 Training
and training if and training Managers Jan, should be
needed strengthen programs 2019 completed by
the 31 Jan 2018.
knowledge
and skills of
employee

Key Performance Indicators:

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 Risk Management
A key success factor in attaining the strategic objectives of the business plan is
timely recruitment and training of fresh staff. To achieve the objectives, our staff
must be employed and qualified by the fresh employees by 30 September. There is
also a danger that safety measures can be managed by updating and installing fresh
software and manager's appropriate authorization. Electrical risk can be managed by
offering appropriate hazard-related induction and training. Vendor risk can be
minimized by adequate vendor choice by buying products and services in line with
the buying resource procurement strategy of XYZ.
It is essential that all of our executives track their operational plans ' progress against
the KPI objectives set. It is indispensable to review the operational plan on monthly
basis for continuous improvement.

Approvals
Name Position Date approved Signature
Mike Smith Chief Executive 30 September
Officer 2019
Mary Johns Managing Director 30 September
Business 2019
Operations

Task Six

XYZ Company Recruitment Policy

1. Number of staff to be recruited 50
2. Fulltime or Part-time, shift work It is essential to inform them before employing
employees that Day Shift, Afternoon Shift and Night
Shift are among three accessible shifts. They would be
hired as part-time employees and will complete ongoing
service with XYZ Company for at least twelve months
and be hired on a performance basis on a full-time or
part-time basis.
3. Start date 1st October 2018
4. Skills required Experience and knowledge of sales, marketing,
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 technical skills, good communication skills, integration
with the organization’s culture, effective time
management skills, Innovation skills etc.
5. How you will source candidates 15 staffs from Hobart and remaining 35 will be recruited
from internet and agencies.
6. How you will protect company’s’ By fulfilling any regulatory and legislative requirements.
intellectual properly during the To guarantee that all confidential data is maintained
recruitment and selection and handled with discretion and tact, all HR team
process members will finish a confidentiality form.
7. Initial training to be provided Handling telephone calls, record keeping, maximizing
turnover by attracting and pleasing customer,
mentoring.
8. Ongoing coaching and Helping team members to be experts and promoting
mentoring plan them. Using cooperative method that provides some
control over the stuff that are accomplished by team
members. Mentors will be commended based on
personalities and communication skills to mentor, train
and provide assistance.
9. Risk Management and Risk management will be addressed by the
Contingency Plan brainstorming process group, interviews, surveys,
evaluation of root cause, review of previous accident
reports, evaluation and diagramming of SWOT
(Strengths, Weaknesses, Opportunities and Threats).
Risk managers can generate comprehensive plans for
dealing with the most probable circumstances that the
organisation or those that do the most damage will
experience. They then have to communicate these
plans to all the required workplace staff and potentially
plan exercises, provide training or buy equipment.

Task Seven
Action Plan for procurement of Physical Resources
Resources Procedure to be followed Timelines Responsible
persons
th
Telephone Complete the required documentation with Harvey 20 Senior

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 Norman and they will install the network and order October Management
telephone sets from electronic shops. 2019 Officers
Computers Put an order to JB Hifi and they will deliver all 20th Managing
computers. October Director
2019
Furniture Give information of the amount and quality of furniture 20th Chief
order slip to Amart and request for shipment as quickly October Executive
as possible. 2019 Officer
Stationary Create an order and let Office Work knows that we 15th Managing
need items urgently to open a centre October Director
2019
Headphones Same procedure as telephone sets because we 20th Managing
and ordering from Harvey Norman October Director
microphones 2019
Digital Login Upon making an order to Work Jam, the technician will 25th Senior
Machine come and install wherever it is required and need to October Management
finished and checked before the work start. 2019 Officers

Task Eight
KPIs Activities Timeline Responsible Budget Monitoring
strategy
Customer Hire Weekly Customer $100,000 Customer
satisfaction experienced Representative feedback
staff and & Employees Customer
provide satisfaction survey
adequate
and
appropriate
training
Time Build sound Fortnightly IT manager $100,000 Determine the
based work Business timeframe to learn
Operational environment Operation the problem has
Efficiency that drives manger been resolved or
employees Project not Ask the client if
to execute manager they are satisfied

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 work with with the solution or
efficiency & not
effectiveness
Service Engage Weekly Telecentre $100,000 Track number of
Level adequate coordinators & missed call and
number of employees calculate quicker
staff during call rate Monitor
peak hours traffic peak hour
Respond to
missed calls
Apply
continuous
improvement
policies in
delivering
services

Task Nine

Analysis and interpretation of budgeted and actual financial information

XYZ Company's estimated economic budget was approximately $5,200,000. But
considering the actual budget based on the KPI, it was seen that the actual budget
was about $5,250,000, much less than the actual return on the financial budget.
However, the local authority is currently compensating for the personnel shortage.
However, adding 20 percent more to the salary budget and adding 35 percent more
to the other supplier covering the headset plant than the actual budget, indicating
that the XYZ company has more expenses and losses for the company. According to
actual financial information, the organization's profit for 2018-2019 is $25,775,000
which will be reduced owing to the need for an additional 55 percent human and
physical resources budget. Hence, the organization's expenditure price will add up
by 55 percent to $146,725,000.

Areas of under-performance

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 1. Occupational Stress

It happens when workers are unable to adjust to demands and change the working
environment satisfactorily.

2. Communication Skills

Because of the absence of adequate communication between headset distributors

and organization, they were unable to fulfill the deadline to deliver headset to the
business

3. Poor Advertisement

Published in local journal, the advertisement was not good enough to attract 35
necessary employees and only 17 fresh employees were hired.

Solutions and actions to be taken

The response to the question that arose is that the headsets must be ordered of the
same quality from somewhere else. They need to investigate and find the cheapest
and fastest supplier for the headphone. They redesign and advertise advertisements
with personnel issues on various career pages and try to ensure that work
descriptions are accurate and not confusing. The following are some of the
alternatives and actions:
 Vacancy announcement should be published in Job portals and popular news
articles
 Encourage social network advertising (Facebook, LinkedIn)
 Appoint fresh recruiting personnel
 Training present recruiting employees
 Looking for a rental alternative until delivery from the local provider as
purchases from other suppliers are costlier.

Recommendations for any variations to the operational plan

 Make extra budget facility for training and requirement for employees
 Reviewing the recruitment process on a quarterly basis with Human
Resource Team

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  Maintain backup for machinery such as headset, laptop, stationary etc. to
prevent issues in the coming day
 Conduct regular meeting to monitor budget and employee’s performance
 Ensure effective communication is maintained in the workplace

Procedure for approval of any variations

 Writing an email to the Department of Finance regarding the need for physical
resources and informing the Department that keeping a few vendor options as
Dell Center cannot satisfy our demands and not face the same issue in the
future
 Reporting personnel problems to HR managers and submitting the advertising
plan to all websites and social media as well as to internal recruitment
organizations
 The company needs to create strategies and procedures to preserve its
financial positions and analyze market conditions in order to acquire approval
for any future expenditure differences. Any changes must be endorsed by
Mike Smith-CEO of XYZ Company

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 Assessment 2 – Written Questions and Answers

1.a What do you mean by an operational plan?

The business plan functions as a business process blueprint, which is an significant
guide for senior managers and other key stakeholders. A business plan for
operations is like an orientation map. The map allows you to navigate to our
destination as easily as possible and guides you through some of the barriers and
routes you may encounter. Without an orientation map, the chances of reaching the
final destination are very low and the technique will be hard and complex. An
operational plan lays out the duties that a company has to perform in order to obtain
a certain result. It is a type design that describes the company's current performance
while implementing the management strategies needed to be effective. An
operational plan is therefore a highly detailed plan that provides a clear picture of
how a team, section or department will help achieve the organization's goals. The
operational plan describes the daily duties that a company needs to operate and
cover.

1.b List the types of information that may be included in an operational plan.
The kinds of information that an operational plan may include are as follows:
 Use of leading indicators
 Strategic plan
 Focus important goals
 Develop SMART KPIs
 Ensure KPIs are communicated effectively

1.c What is the difference between a strategic plan and an operational plan?
Planning is an significant management activity, taking into consideration the vision,
mission and objectives of the company. It means thinking in advance what we need
to do in the future and producing a rough draft to fulfill the company objectives.
Corporate planning is also called strategic planning, while operational planning is
called the functional planning process. Strategic planning is geared towards attaining
the long-term objectives of the company.

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On the other hand, operational planning is carried out to achieve the short-term
objectives of the company. These are used to set priorities and align resources to
achieve business goals. Long-term strategic planning is scheduled, while short-term
operational planning is scheduled. Most importantly, top-level management performs
strategic planning while middle-level management performs operational planning.
The plan to implement the organization's vision is therefore called Strategic
Planning. The plan to achieve the tactical objectives of the organization is called
Operational Planning.

1.d How can an operational plan assist an organization to achieve its

objectives?
The purpose of the Operational Plan is to provide a clear picture of their tasks and
responsibilities to organizational staff in line with the goals and objectives set out in
the Strategic Plan. The Operational Plan is basically a strategy implementation plan
contained in the Strategic Plan. It is a management tool that facilitates the
coordination of the organization's resources (human, financial, and physical) to
achieve strategic plan goals and objectives. An operational plan ensures that a
benchmark is in place to meet these short-term goals and that in the event of risks,
you can refer to it or confirm that the daily output of the company is on track with
your objectives. Several plans for different departments are sometimes executed,
depending on the size of a contact center, to ensure that everyone is on the same
path to achieving the organizational objective.

2. Mention any two examples of situations where you would seek input from
internal and/or external specialist resource managers when developing an
operational plan for an organization.
There are many methods to consult with team members about their input into a
project. It is possible to use emails and intranet to guarantee quality and enhance the
process. It is also an efficient way, especially in big organizations, to get the same
message across the entire group. On the other side, it is an approachable scheme to
welcome any possibilities for employees to react and provide feedback. This will
contribute to the planning process and goals. In addition, newsletters can be used to
provide open opportunities for employees to return feedback on important plan
information. This will contribute to the planning process and goals. Furthermore,
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newsletters can be used to provide open possibilities for staff to return feedback on
significant plan data. Furthermore, by offering particular project feedback, the use of
surveys, questionnaires and data sessions can assist encourage staff to react.
Quantitative and qualitative information are gathered for the operational plan of the
project. Furthermore, by offering particular project feedback, the use of surveys,
questionnaires and data sessions can assist encourage staff to react. Quantitative
and qualitative information are gathered for the operational plan of the project. Both
formal and informal meetings can also take place. While informal meetings can be
held anytime and anywhere, official meetings require a secure and monitored
atmosphere. The purpose of both methods is to collect feedback. Another way to
consult team members is through interviews. Structured interviews can help
management get the feedback needed for particular elements of the operational
plan.

3.a Provide a list (at least two) of key performance indicators (KPIs) that can be
used to measure the performance of the following areas.
The KPIs for measuring the performance of the following areas are as follows:
 Productivity: Labor Utilization, Employee Turnover Rate
 Resource Utilisation: Monitor Under-Loading and Over Loadig, Inform
and Schedule Resource
 Profitability: Gross Profit, Cost of Goods Sold
 Performance of employees: Average Task Completion Rate, Employee
Capacity
 Market Share: Relative Market Share, Investment Interest

3.b List three different approaches to developing KPIs to meet business

objectives.
Key performance indicators measure an organization's performance quality and
assist in developing performance goals and strategies. Key indicators of
performance are often posed as questions that need to be answered, and the
answers provide indications of organizational performance and strategic
development. To meet business goals, three different approaches to developing KPI.

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Identify the results expected. You must first know what the goals are to measure
your organization's performance with key performance indicators. After all, without
the expectation of success, it is hard to set success rate.

Set the numbers needed to achieve the company's goals. This step goes beyond
mere identification of results; it shapes those results with actual numbers
representing goals. Ask yourself how much profit you need to make, how many new
clients you need to add, how much money you need to save, how many breaches of
security.

Set the frequency of review of these indicators. Looking at key performance

indicators should not occur only once, but at stated intervals should be a process
that occurs over time. And for each area of a company being studied, it will require a
different frequency.

4 Contingency plans require the identification of a potential risk and an

assessment of that risk.
a. List any three areas of risks facing a call center with examples.
b. Briefly mention the potential impact of those risks
RISK RISK IMPACT (EFFECT OF RISK ON THE
IDENTIFIED ASSESSME SUCCESSFUL IMPLEMENTATION OF THE
NT OPERATIONAL PLAN) CONTINGENCY
(HOW YOU WILL MINIMISE THE
CONSEQUENSES OR THE LIKELIHOOD OF
RISKS)
Vendor Medium Vendor selection will be in accordance with XYZ's
Selection Purchasing Resource Acquisition Policy for all
purchased items.
Purchasing High It is the responsibility of the Business Operations
Responsibili Manager to ensure that the purchasing policy
ties requirements of XYZ are met. This includes
maintaining appropriate procurement methods,
placing orders with approved suppliers and
transmitting all paperwork for payment to the

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 Finance Manager
Online Medium Online purchases should be used wherever possible
Purchases by preferred suppliers. Where this is not possible,
the online supplier procedures of XYZ must be used
to evaluate new suppliers.
Process High Preparation for purchase requests involves the
following:-All employees requiring a product or
service must complete a purchase order request
form from XYZ detailing the purchase items and the
required date.
An authorized delegate must approve all completed
purchase order request forms.
2. Upon receipt of a completed purchase order
request form, the purchasing officer will:-review the
purchase form — double check the accuracy
calculations — verify that the approval signature(s)
are authorized officials — check that the other
boxes in the form are complete — if the purchase
order request form is not accurate or complete,
return it to the person concerned for modification.
- If the purchase order request form is accurate and
complete, send a copy of the form to the accounting
department and place an order — send the order to
the vendor — receive the goods upon delivery —
send the invoice to the Finance Manager.
.
Security High The following security measures must be
Measures implemented:-Keep files locked from the hard copy
cabinet; return the key to your manager.
Access to restricted paper or electronic files by a
manager signed authorisation.
Use the correct password to access restricted
computer files (available from your manager).
Store computer confidential information on a thumb

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 drive or external hard drive and store it in a locked
cabinet.
Keep paper files out of the system in a safe place;
do not leave unprotected files.
Unless authorized to do so, do not remove items
from a file.
If authorized to do so, use off-site backup storage.

5. Briefly explain what disaster recovery planning means and what it involves.
A Disaster Recovery Plan (DRP) is a business plan that describes how to resume
working quickly and efficiently after a disaster. Disaster recovery planning is only part
of business continuity planning and applied to the functioning elements of an IT
infrastructure-based organization. Development of a DRP begins with a DRP
proposal to obtain top-level leadership assistance. After a disaster, either on-site or
off-site, a business impact analysis (BIA) is required to determine which business
functions are the most critical and the requirements for re-operating the IT
components of those functions.

6. Briefly explain why it is important to do the following:

Determine resource requirements
In organizational studies, resource requirements are the efficient and effective
deployment of an organization's resources when required. Economic resources,
inventory, human capacity, manufacturing resources, or IT may include such
resources. Processes, methods and philosophies were created as to the best
resource allocation strategy in the field of project management. These include
discussions on functional vs. cross-functional resource allocation, as well as
procedures that are supported through their project management methodology
(PMBOK) by organizations such as the Project Management Institute. Resource
requirements in organizational studies are the efficient and effective deployment of
the resources of an organization when necessary. Processes, techniques and
philosophies for the best approach to resource allocation in project management
were developed. These include discussions on functional vs. cross-functional
allocation of resources, as well as processes supported by organizations such as the

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Project Management Institute through their project management methodology
(PMBOK).

Develop and implement consultation processes

Communication and employee consultation is primarily about involving and
developing individuals in an organization. Regardless of the size of an organization
and whether it is unionized or not, employees will only be able to do their utmost if
they understand their responsibilities, responsibilities and rights and have the
opportunity to inform management of their opinions on issues that affect them. With
the trend towards flatter leadership systems and the transfer of individual duties, it is
becoming increasingly important that staff have real knowledge not only of what they
need to do, but also of why they should do the work to achieve the organizational
objective.

Develop KPIs to measure organisational performance

The role of KPIs in the strategic planning process stems from the conviction that
KPIs provide a measurable and objective standard that enables business leaders to
monitor progress and implement change. Companies use KPIs to provide a
benchmark for measuring current performance in the strategic planning process.
Business leaders rely on these KPIs to help them make more objective and scientific
planning decisions, thus reducing the chances of human error. A company monitors
KPIs over time to determine what progress is being made by the company and what
changes it would like to introduce if there is no positive change.

Develop contingency plans

A company with an existing contingency plan is more likely to respond quickly to
unplanned events. When the real difficulties arise, with little harm to their activities,
these firms can solve the problem. Moreover, having such plans in place also
motivates employees to think on their feet. Motivated staff always have the best and
most effective solutions at their disposal.

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 Present resource acquisition proposals effectively
Resource acquisition focuses on understanding the scope of a project and identifying
the types of resources needed to complete it. Depending on the organization with
which you operate, the Project Manager may or may not be responsible for these
attempts. It will rely on how well the company's method of job utilization is and how
tightly managers maintain their resource pool. Resource Acquisition focuses on
identifying project requirements and getting the right resources to handle the work for
the team and other accessible resources and tools.

Obtain approval before implementing the operational plan

An operational plan outlines the operations and objectives that the organization will
undertake to work towards the goals and objectives set out in the strategic plan. It
provides the basis for an organization's daily activities. An operational plan has a
one-year period. Your strategic plan should be supported by annual operational
plans. Senior staff members often create these, but they must be approved by the
management committee. On the basis of reports against the operational plan, the
Management Committee can then review progress towards the strategic goals and
objectives.

7. Briefly explain what standard operating procedures are and how they are
used by organisations.
Standard operating procedures are written, step-by-step instructions outlining how to
perform a routine activity. In order to keep the organizational goal consistent,
employees should finish them exactly the same every moment. Standard operating
procedures help to maintain departments safety and efficiency in:
Production/operations
Sales and customer service
Employee training
Legal
Financial

8a. Briefly explain why budgets are prepared.

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Budgeting is the way cash expenditure plan is generated. This spending plan is
called a budget. By creating this expenditure plan, you can determine in advance
whether you will have sufficient cash to do the things you need or want to do.
Because budgeting allows you to generate a cash expenditure plan, it ensures you
will always have enough cash for the items you need and the things you need. Also,
if you follow a budget or spending plan, you will be held out of debt or helped to work
your way out of debt.

8b. List the main expenditure categories that should be included in a budget.
Rent / Utilities Services: This cost is part of the overhead at times. Rent for office
space and utilities should be included for the appropriate timeframe in other cases.
Periodicals / Written material: List expenses for books, magazines, newspapers, and
internet subscriptions.
Printing / copies: This category is made up of cash for copies produced in print
stores, letterheads, paperwork and annual reports.
Accounting / bookkeeping services: This category includes accounting and auditing
expenses or a percentage of co-owners if these services assist other programs in
the organization.

9 Identify two systems that could help you:

a. Monitor performance more effectively

This is the organization's most important element. Any efficiency tracking approach
begins with information gathering. If you can't track it, you can't handle it. In order to
avoid visibility gaps, your performance monitoring system should be data agnostic,
with high frequency polling up to the second. Granular data collection is only useful if
you can keep this information for an adequate timeframe, so make sure you can
retain it as polled information for precise capacity forecasts. Applications, systems
and network devices generate enormous amounts of machine information that only
add to the cloud and virtualization problem.

b. Manage performance more effectively.

Prioritize staff growth can be done by ensuring that your staff understand how to
achieve their organizational career goals and also ensuring that staff goals are

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known so that both of you can plan accordingly. Work with the worker to close any
skill gaps that may occur in order to avoid achieving their long-term career goals.
This enhances employee skills that benefit both employer and worker, and also
helps to maintain and enhance employee satisfaction levels.

Providing feedback on a regular and timely basis recognizes him or her when a
worker does something worth recognizing that helps to achieve the organizational
goal. Organization and manager should consider providing a reward for staff service
that exceeds expectations to motivate them to do their job more efficiently and
effectively. Even negative feedback (as long as it is not the only feedback) helps
ensure that the expectations of staff are known.

10. Provide a description of the following terms:

a. Balance scorecard reporting
The balanced scorecard is a policy outcome management tool – a semi-standard
structured report that can be used by executives to monitor and monitor the effects
of these actions on employee operations. The term ' balanced scorecard ' mainly
refers to a performance management study used by a management team, and this
team typically focuses on controlling the execution of a policy or operational
operations–62% of participants reported using the Balanced Scorecard for strategic
execution management, 48% for operational management in a recent survey.
Individuals also use Balanced Scorecard to monitor personal performance, but this is
less prevalent – only 17 percent of study participants use Balanced Scorecard in this
way, but it is evident from the same study that a larger percentage (about 30
percent) uses Corporate Balanced Scorecard components to inform personal goal
setting.

b. Triple bottom line reporting

The idea of the Triple Bottom Line (TBL) includes economic, social and
environmental parts. The description below of the three main TBL fields pre-empts
the following discussion.

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Economic: Activities include economic performance, demand shaping activities for
products and services, employee compensation, community contributions, and local
procurement policies.
Environmental: Environmental impacts are included through procedures, goods or
services. It may include air, water, soil, natural resource, flora, fauna, and human
health.
Social: This includes treatment of minorities, equality, participation in shaping local,
domestic and global government policies, employee-related issues and community
concerns. Essentially, it extends the traditional performance measures of an entity,
especially corporate entities, from a monetary measure to a comprehensive measure
that includes the social and environmental impact an entity has on society.

11 Answer the following questions about dealing with problems when

managing operational plans:

a. Why do problems occur in the implementation and management of

operational plans?
 Ignoring the truth, facts and assumptions of the marketplace.
Management tends to focus more on its organizational goal while ignoring the
market place truth, facts and assumption. Management should not discount
prospective issues as they did not immediately affect the company.

 Unrealistic objectives or lack of focus and resources

Strategic plans need to be focused and include a number of goals, objectives
and programs that can be managed. It's better than countless and nebulous,
concentrated less and more. Be prepared to allocate adequate funds to
achieve the goals and objectives outlined in the plan.

b. What type of problems may be encountered?

It would be fair to say that many of a good strategic plan failed to be successfully
implemented due to lack of resources — typically a lack of money, people, or both.
Therefore, being realistic in operational planning and recognizing resource
constraints is very important. In order to achieve objectives, managers must carefully

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plan the use of funds, the acquisition of facilities and equipment, and the
development of people within the organization. Consideration should be given to
factors such as funding, organizational structure, physical resources.

c. How can these problems be addressed?

It would be fair to say that due to lack of resources, many of a good strategic plan
have failed to be implemented successfully-typically a lack of money, human
resources, or both. It is therefore very important to be realistic in operational planning
and to recognize resource constraints. Managers need to plan carefully the use of
funds, the acquisition of facilities and equipment, and the development of people
within the organization in order to achieve objectives.

12. Explain how operational plans are developed by using the following
approaches.

a. Basic strategic planning

The method of business planning is made up of several steps. A strategic plan is
used to outline the company's objectives and identify the methods by which those
goals can be achieved. An operational plan is the comprehensive way to achieve
business goals that each department or division uses its resources. Strong
connections between the strategic plan and the operational plan are needed to
enable the business to function effectively.

b. Goal based planning

As companies evolve, they often develop into a goal-based planning model. This
model focuses on the significant opportunities and challenges faced by a business or
organization. The Planning team begins by identifying or revisiting the vision, mission
and core values of the company. The team also evaluates all elements of the
company's strengths and weaknesses, especially when compared to their rivals '
strengths on the market. In this phase, to confirm or refute the validity of the
evaluations carried out, it is essential to gather as many facts as possible.

c. Alignment planning

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The process of alignment planning usually involves the strategic planning team in
four steps. They're the following:
 Identifying the organization's mission, programs, resources and support areas
 Identifying what works well and adjusting
 Identify the ways to make adjustments and determine the best approach
 Include strategic plan adjustments and alignment path

d. Scenario planning
The scenario planning objective is not to predict the future, as this is impossible.
Scenario planning integrates past and present information and works with staff to
interpret this information in order to explore the future strategic possibilities of their
organization. The process generates scenarios, stories about potential futures based
on employee information analysis and interpretation, and agreement on key external
drivers of change that are likely to be critical to the organization.

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