diploma in management bsbmgt515a – manage operational plan
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Diploma in Management BSBMGT515A – Manage Operational Plan. Date : 2012 Presenter : Robyn Hayes. At the end of this session you will be able to:. Develop operational plan Plan and manage resource acquisition Monitor and review operational performance. 1. Develop operational plan. - PowerPoint PPT PresentationTRANSCRIPT
Diploma in Management BSBMGT515A – Manage
Operational PlanDate: 2012Presenter: Robyn Hayes
Develop operational plan Plan and manage resource acquisition Monitor and review operational performance
At the end of this session you will be able to:
Organisations need plans to operate smoothly and people need plans to feel settled and comfortable
From holiday rosters through to training time tables, we need to look ahead
Plan forecast our future success, we determined that by asking:
Can you explain the benefits of planning and what happens next? Can you explain the context in which operational plans are made
and the types there are? Can you prepare and present operational plans and estimate and
secure the resources for your plans ? Are you able to give your plans the best possible chance for
success? Do you know how to monitor your plans easily and effectively?
1. Develop operational plan
‘Fail to plan, plan to fail’
Planning provides the ground work for the future and gives you a way to track your progress and performance
Good plans help you identify and concentrate on important issues
When your team members know the vision they are able to assist you with the goal
1. Develop operational plan
Organisational values, mission statements and strategy guides the organisation, as a whole team’s purpose, goals and measures of success guide the team.
Goals are your glimpse of the future They identify where you want to be Give your team a plan, purpose and a guide Break the goals into shorter terms and a specific
objective, time framed and measurable so they provide measures of progress
1. Develop operational plan
We have several areas within the company to assist us with our operational plan:
Employees at the same level or more senior managers
OHS department People with specialist responsibilities IT Supervisors Unions or employee representatives House of Learning
1. Develop operational plan
Examples Goal: to encourage and reward employee contributions and
participation Objective: To nominate at least one person from my
department for biannual Customer service award and to win this award at least once every two years.
Mission: To build the most reliable and environmentally sound housing in Australia
Objective: To have a pass rate at final stage of, or better than 99.5% by June 2013
Strategy: To be the largest home builder in Australia Objective: To have 25% market share as measured by our
total sales and to have 3% more show rooms than our nearest competitor by Feb 2014
1. Develop operational plan
How does a vision becomes a goal? Recruit the right people Be the best in the industry World class OH&S systems Goals that flow onto all departments in enterprise for adapting
into departmental goals The HR department setting goals to become the employer of
choice Design leadership development and mentoring Develop and launch internal health and safety and welfare
campaigns Develop, test and begin to publicise a strong employer brand Analyses accidents and near misses in the work place Reduce reportable incidents
1. Develop operational plan
The operational plans middle and frontline managers develop are shorter term than the strategic and business plans they support, generally looking ahead one week to a year.
What is to be done? – Objectives and Targets
Why is it to be done?- Strategic Goal When is it to be done? – today, tomorrow
next week? How is it to be done? – steps to be taken Who will do it? – list people by name
1. Develop operational plan
Consult with relevant personnel, colleagues and specialist resource managers
Detail KPI’s (key performance indicators) Develop contingency plans Ensure the development and presentation
of proposals for resource requirements Obtain approval of plan from relevant
parties and ensure understanding among work teams involved
1. Develop operational plan
Ensure you have the personnel and the human resources you require to get the job done
Be attractive to potential new employees Offer support in the workplace for teams Have professional development for
individuals Have organisational policies and practices Have appropriate inductions for new
procedures
2. Plan and manage resource acquisition
Six steps to planning;
1. Establish realistic goals, objectives and targets2. List all activities that need to take place3. Sequence the activities in the order they should
occur4. Communicate your plan to those it involves and
affects5. Implement your plan – put it into action6. Check your progress – make sure it satisfies
your targets and goals
2. Plan and manage resource acquisition
Be Positive Be Precise Be flexible
Aim at precise, concise and flexible plans that others can easily understand
Flexibility allows you to revise and fine tune your plans if something goes wrong and to adjust the changes in the operating environment
The more specific you are the easier it is to deal with unexpected events
2. Plan and manage resource acquisition
Does your plan make it necessary or possible to upgrade equipment or facilities?
How can you allocate available resources most effectively and efficiently?
How does your plan affect the resources you and your team have at hand?
What support for your plan have you from management and key stakeholders?
When you need to draw in resources carefully refine your policies and procedures
2. Plan and manage resource acquisition
What could go wrong? Brainstorm the people, problems and events that could have a negative impact What would indicate it’s about to happen? For each potential problem and adverse event you are working on, work out what would alert you that’s it’s about to happen? What could prevent it happening?Now think about how you could prevent each possible problem form occurring. What should be done if it does happen? If you can’t prevent a problem or an adverse event have a contingency plan ready to implement.
3. Monitor and review operational performance
Four steps to monitoring:
Establish areas where monitoring is needed.
Concentrate on what is important to your plan’s success, deliver on time, improve quality, increase sales, lower employee turnover, output, reduce costs, reduce stock levels or increase customer service
3. Monitor and review operational performance
Establish specific measures to monitor
What counts the most? – what ever your customer cares about the most. Measure what supports your organisations vision and mission.
3. Monitor and review operational performance
Compare what is happening with what should be happening.
Once you know what to measure, monitoring becomes a simple matter of comparing what is happening with what should be happening.
3. Monitor and review operational performance
Take action as necessary
When you find that actual performance is not meeting the desired performance, implement your contingency plans as discussed or carry out a gap analysis to determined the best course of action
3. Monitor and review operational performance
Gap
3. Monitor and review operational performance
Where are we now?
Current situation
How will we get there?
The Gap
Where do we need to be?
Desired situation
Do not bother measuring the results that:
• Are difficult or expensive to measure• Are measured elsewhere• Are not allowed by an individual or a team• Do not illustrate progress towards achievement• Would cause individuals to act differently• Would be difficult to understand• Would not identify problem areas
3. Monitor and review operational performance
Budgets are financial planning and control devices that forecasts income and expenses over a specific period, most commonly a quarter (3 months)
Advertising budgets, purchasing budgets, salaries, sales and training budgets are common types of budgets.
Budgets establish the goal and at the end of the period show whether you have reached it.
3. Monitor and review operational performance
Forms of monitoring finances: Balance sheets: describe the financial position of a
company on a specific date. Shows assets, reserves and liabilities.
Cash flow sheets: Indicates the liquidity of an organisation by showing how much working capital is available. It summarises money it had received and the money paid out in it’s operating, investing and financing activities.
Income Statement: Commonly called profit and loss, describes the financial performance of the company comparing the income from all sources with the expenses incurred to determined the net profit, or loss made in that period.
3. Monitor and review operational performance
Do not over monitor!
Plan systems to ensure mentoring and coaching are provided to support individuals
Negotiate recommendations for variations Develop and implement systems to ensure
procedures and records associated with documenting performance are managed in accordance with organisational requirements.
3. Monitor and review operational performance