BSBADM409 Learner Guide V1.2

BSBADM409
Coordinate business
resources
Learner Guide
RTO Provider No. 52146 |CRICOS Provider No. 02789G

BSBADM409
Coordinate business resources

Table of Contents
Table of Contents.............................................................................................................................3
Unit of Competency.......................................................................................................................5
Performance Criteria.....................................................................................................................6
Foundation Skills............................................................................................................................7
Assessment Requirements............................................................................................................8
Housekeeping Items..........................................................................................................................9
Objectives..........................................................................................................................................9
1. Determine resource requirements..............................................................................................10
1.1 - Determine resource requirements in accordance with business and operational plans and
organisational requirements...........................................................................................................11
Determine resource requirements..............................................................................................12
Resource requirement analysis....................................................................................................12
Business plan resource requirements specifications...................................................................12
Physical Resources.......................................................................................................................14
Organisational requirements.......................................................................................................15
Business and performance plans.................................................................................................16
Activity 1A....................................................................................................................................17
1.2. Provide opportunities to individuals and workgroups to contribute to the identification of
resource requirements....................................................................................................................18
Activity 1B....................................................................................................................................22
1.3. Ensure resource expenditure is realistic and makes efficient use of available budget resources
.........................................................................................................................................................23
Activity 1C....................................................................................................................................25
1.4. Present recommendations on resource requirements in the required format, style and
structure using relevant business equipment and technology........................................................26
Activity 1D...................................................................................................................................27
2. Acquire and allocate resources..................................................................................................28
2.1. Acquire physical resources and services in accordance with organisational requirements......29
Activity 2A....................................................................................................................................31
2.2. Check resources to ensure quality and quantity are in line with service agreements..............32

Basic Service Agreement.............................................................................................................32
2.3. Allocate resources promptly to enable achievement of workgroup objectives........................35
Achievement of workgroup objectives........................................................................................35
The challenge of resource allocation...........................................................................................35
2.4. Ensure consultation with individuals and teams on allocation of resources is participative and
is conducted using appropriate interpersonal skills........................................................................37
Linking the allocation of resources..............................................................................................37
Appropriate interpersonal skills may include:.............................................................................38
Participation and the allocation of resources..............................................................................38
Activity 2B....................................................................................................................................39
3. Monitor and report on resource allocation and usage...............................................................40
3.1. Measure effectiveness of resource planning and assess against actual costs, identified
shortfalls and surpluses...................................................................................................................41
Measure effectiveness.................................................................................................................42
Measure effectiveness.................................................................................................................43
Activity 3A....................................................................................................................................44
3.2. Develop and implement methods of monitoring resource use to enable timely and accurate
reporting against business and operational plans...........................................................................45
Dealing with variances.................................................................................................................46
Monitoring results.......................................................................................................................47
Techniques..................................................................................................................................47
Activity 3B....................................................................................................................................48
3.3. Identify improvements in resource planning through consultation and feedback, and
implement in accordance with organisational requirements..........................................................49
Feedback sources may include:...................................................................................................49
Identify improvements in resource planning...............................................................................49
Example Models..........................................................................................................................50
Activity 3C....................................................................................................................................51
3.4. Maintain records concerning equipment and resource purchases in accordance with
organisational requirements...........................................................................................................52
Resource purchases.....................................................................................................................52
Online or software based asset management systems................................................................53
Activity 3D...................................................................................................................................56
Skills and Knowledge Activity.......................................................................................................57
Major Activity – An opportunity to revise the unit..........................................................................58

Unit of Competency
Application
This unit describes the skills and knowledge required to determine and analyse existing and required
resources, their effective application and the accountability for their use.
It applies to individuals with a broad knowledge of business resources who contribute well
developed skills and knowledge to ensure adequate resources are available to perform the work of
the organisation. They may have responsibility to provide guidance or to delegate aspects of these
tasks to others.
No licensing, legislative or certification requirements apply to this unit at the time of publication.
Unit Sector
Administration – General Administration

Performance Criteria
Element Performance Criteria
Elements describe the Performance criteria describe the performance needed to
essential outcomes. demonstrate achievement of the element.
1. Determine resource 1.1 Determine resource requirements in accordance with

requirements business and operational plans and organisational
requirements
1.2 Provide opportunities to individuals and workgroups to
contribute to the identification of resource requirements
1.3 Ensure resource expenditure is realistic and makes efficient
use of available budget resources
1.4 Present recommendations on resource requirements in the
required format, style and structure using relevant business
equipment and technology
2. Acquire and allocate 2.1 Acquire physical resources and services in accordance with
resources organisational requirements
2.2 Check resources to ensure quality and quantity are in line
with service agreements
2.3 Allocate resources promptly to enable achievement of
workgroup objectives
2.4 Ensure consultation with individuals and teams on allocation
of resources is participative and is conducted using
appropriate interpersonal skills
3. Monitor and report on 3.1 Measure effectiveness of resource planning and assess
resource allocation and against actual costs, identified shortfalls and surpluses
usage 3.2 Develop and implement methods of monitoring resource
use to enable timely and accurate reporting against business
and operational plans
3.3 Identify improvements in resource planning through
consultation and feedback, and implement in accordance
with organisational requirements
3.4 Maintain records concerning equipment and resource
purchases in accordance with organisational requirements

Foundation Skills
This section describes language, literacy, numeracy and employment skills incorporated in the
performance criteria that are required for competent performance.
Skill Performance Description

Criteria
Reading 1.1, 2.2, 3.1, 3.3, 3.4  Identifies and interprets information from organisational
plans, policies and procedures
Writing 1.4, 2.1, 3.1-3.4  Develops a range of documents using structure and
vocabulary appropriate to audience, context and purpose
Oral 1.2, 2.4, 3.3  Participates effectively in spoken interactions using active
Communication listening and questioning to confirm and clarify
understanding
Numeracy 1.3, 2.2, 3.1, 3.2  Interprets and comprehends a range of mathematical
information that is embedded in familiar texts
 Calculates and compares numeric data to track
expenditure
Navigate the 1.1, 2.1, 3.3, 3.4  Recognises and responds to explicit and implicit
world of work organisational procedures and protocols and
legislative/regulatory requirements
Interact with 1.2, 1.4, 2.4, 3.3  Selects the appropriate form, channel and mode of
others communication for a specific purpose relevant to own role
 Cooperates with others as part of familiar routine activities
playing an active role in facilitating group interaction
Get the work 1.1, 1.3, 1.4, 2.1, 2.2,  Applies formal processes when planning complex tasks,
done 2.3, 3.1, 3.2 producing plans with logically sequenced steps, reflecting
an awareness of time constraints
 Recognises and takes responsibility for addressing
predictable problems in familiar work contexts
 Utilises a range of features within digital applications to
access, store and share information
 Reflects on the ways in which variables impact on decision
outcomes to identify improvement opportunities

Assessment Requirements
Performance Evidence
Evidence of the ability to:
 Monitor resource usage

 Maintain records of resource requirements and usage
 Calculate costs and expenditures in relation to use and maintenance of business resources
 Acquire and allocate physical resources and services to team members
 Consult and communicate with individuals and teams about acquiring and using resources
 Monitor, review and report on resource use acquisition, allocation, use and procedures
 Follow organisational policies and procedures in relation to business resource acquisition and
monitoring.
Knowledge Evidence
To complete the unit requirements safely and effectively, the individual must:
 Describe the functions of business equipment used in an organisation and identify common
faults
 Identify organisational policies, plans and procedures in relation to business resource acquisition
and monitoring.
Assessment Conditions
Assessment must be conducted in a safe environment where evidence gathered demonstrates

consistent performance of typical activities experienced in the general administration field of work
and include access to:
 Records relating to business resources

 Policies and procedures relating to resources
 Case studies, and where possible, real situations.
Assessors must satisfy NVR/AQTF assessor requirements.
Links
Companion volumes available from the IBSA website: http://www.ibsa.org.au/companion_volumes

Housekeeping Items
Your trainer will inform you of the following:
 Where the toilets and fire exits are located, what the emergency procedures are
and where the breakout and refreshment areas are.
 Any rules, for example asking that all mobile phones are set to silent and of any
security issues they need to be aware of.
 What times the breaks will be held and what the smoking policy is.
 That this is an interactive course and you should ask questions.
 That to get the most out of this workshop, we must all work together, listen to each
other, explore new ideas, and make mistakes. After all, that’s how we learn.
 Ground rules for participation:
o Smile
o Support and encourage other participants
o When someone is contributing everyone else is quiet
o Be patient with others who may not be grasping the ideas
o Be on time
o Focus discussion on the topic
o Speak to the trainer if you have any concerns
Objectives
 Know how to determine resource requirements
 Learn how to acquire and allocate resources
 Understand how to monitor and report on resource allocation and usage
 Gain the skills and knowledge required for this unit.

1. Determine resource requirements
1.1 Determine resource requirements in accordance with business and operational plans and
organisational requirements
1.2 Provide opportunities to individuals and workgroups to contribute to the identification of

resource requirements
1.3 Ensure resource expenditure is realistic and makes efficient use of available budget
resources
1.4 Present recommendations on resource requirements in the required format, style and
structure using relevant business equipment and technology

1.1 - Determine resource requirements in accordance with business and
operational plans and organisational requirements
Resource requirements may include: Organisational requirements may include:
 Human resources  Access and equity principles and

practices
 Location/premises
 Business and performance plans
 Ohs resources
 Defined resource parameters
 Plant/machinery
 Ethical standards
 Raw materials
 Goals, objectives, plans, systems and
 Refurbishment processes
 Staff amenities  Legal and organisational policies,

guidelines and requirements
 Stock and supplies
 Management and accountability
 Storage space
channels
 Technological equipment/software
 Manufacturers' and operational
 Training materials specifications
 Ohs policies, procedures and programs
 Environmental sustainability business

practices and standards
 Quality and continuous improvement

processes and standards
 Quality assurance and/or procedures

manuals
 Reporting requirements
 Security and confidentiality

requirements

Determine resource requirements
To determine resource requirement analysis effectively, if this hasn’t already been carried out, do
this exercise as part of the assessment.
 gathering accurate information
 understanding the stakeholder need
 articulate requirements clearly
Resource requirement analysis

 Determine your WORKPLACE requirements in accordance with your business and
operational plans
 Examine the highest levels required of each resource to determine if each area is:
o Clearly understood
o Complete as much as possible
o Free of any contradictions
o Complies with the business plan strategy
Business plan resource requirements specifications

 Where possible, the determination should involve communication with users,
stakeholders, and other experts to avoid issues such as conflicting requirements
before the business plan is undertaken.
Resource requirements EXAMPLES included:
Human Resources
The heart of the issue with business resource needs is Human Resources.
 Human resources are the skills-base of the business.
 What skills does the business already possess?
 Are they sufficient to meet the needs of the chosen strategy?
 Could the skills-base be flexed / stretched to meet the new requirements?

An audit of human resources would include assessment of the following factors:
Existing staffing  Numbers of staff by function, location, grade, experience,

resources qualification, remuneration
 Existing rate of staff loss ("natural wastage")
 Overall standard of training and specific training standards in key

roles
 Assessment of key "intangibles" - e.g. morale, business culture
Changes required to  What changes to the organisation of the business are included in
these resources the strategy (e.g. change of location, new locations, new products)?
 What incremental human resources are required?
 How should they be sourced?
 Alternatives could include employment, outsourcing, joint ventures

etc.
 What are the costs to your business of employing someone?
 How much time will need to be spent adhering to record keeping, payroll and other
administrative tasks related to employing staff?
 How much time will need to be spent supervising staff or outsourced work?
 Prepare an estimate on the costs of employing staff as well as the direct expenses of their
wages and other relevant costs (e.g. superannuation requirements)
 You will need to consider all these (and more) of employing staff

Others include:
Physical Resources
The category of physical resources covers a wide range of operational resources concerned with the
capability to deliver your goods, services and meeting your business plan.
Production facilities  Location of existing production facilities; capacity; investment and

maintenance requirements
 Current production processes - quality; method & organisation
 Extent to which production requirements of the strategy can be

delivered by existing facilities
Raw materials  Materials required for the manufacture or production of finished

goods
Marketing facilities  Marketing management process
 Distribution channels
Information  It systems
technology
 Hardware, software etc
 Integration with customers and suppliers
Facilities  Buildings, rooms with specific purposes
Stock and supplies  Trading stock, consumables, fixed assets such as machinery or
vehicles

Determine resource requirements in accordance with business and operational plans
 Check your WORKPLACE business and operational plan against these suggested EXAMPLES
Suggested examples Your workplace resources requirements
The physical plant
Equipment
Assets
Special requirements
Materials
Production
Inventory
Cost
Organisational requirements
The examples provided suggest several areas that would need to be addressed as part of:
1. Determine resource requirements
2. Are they in accordance with business and operational

plans
For example:
Access and equity principles and practices
What does that include?
1. Equal employment opportunity
NO discrimination against staff or clients on the basis of race, gender, sex or sexual preference,
religious or political belief, pregnancy or marital status, union activity or age.
2. Disabilities
Making any necessary and reasonable adjustment for staff and clients with disabilities

3. Staff policies
All staff to be issued with their individual copy of the HR Policy Manual
For example
Business and performance plans

 What is expected of you in your role and how you contribute to the achievement of
your goals or set objectives using these approved resources
 Acknowledging the types of support

available to help you in delivering
work priorities
 How to work towards and achieve

goals and build job satisfaction.

Activity 1A

1.2. Provide opportunities to individuals and workgroups to contribute to the
identification of resource requirements
Resource examples, as provided, include:
 Human resources
 location/premises
 Ohs resources
 Plant/machinery
 Raw materials
 Refurbishment
 Staff amenities
 Stock and supplies
 Storage space
 Technological equipment/software
 Training materials

How could individuals and workgroups contribute to the identification of resource requirements?
A workgroup
 Two or more individuals who routinely function like a team
 Work groups are much more numerous than teams
 Workgroups operate on three levels, dependent level, independent level and

interdependent level
 All are designed to achieve a common goal and may or may not work next to one
another or in the same department
Dependent-level work groups
 Dependent-level work groups are the traditional work unit or department groups
with a supervisor who plays a strong role as the boss.
 Almost everyone has had some experience with this work setup, especially in a first
job.
 Each person in a dependent-level work group has their own job and works under
the close supervision of the boss.
 The boss is in charge and tells the employees the do's and don'ts in their jobs.
Contribute constructively to a dependent-level workgroup
 Helping each other and covering for one another do not occur often and do so
mostly under the direction of the supervisor.
 In fact, most problem solving, work assignments, and other decisions affecting the
group come from the supervisor.
 A dependent-level work group can perform well in the short term. But for the long
run, because group members operate separately and mostly at the direction of the
supervisor, such work groups don't seem to go anywhere.
 Maintaining the status quo and keeping operations under control are what they do
best.
 Creating improvements, increasing productivity, and leveraging resources to

support one another are quite uncommon with dependent-level work groups.
Independent-level work groups
 Independent-level work groups are the most common form

of work groups on the business scene.
 Like a dependent-level work group, each person is

responsible for his or her own main area.

 But unlike the dependent level, the supervisor or manager tends not to function like
the controlling boss.
 Instead, staff members work on their own assignments with general direction and
minimal supervision.
Contribute constructively to an independent -level workgroup
If members of an independent-level work group receive the managerial guidance and support they
need on the job, such a work group can perform quite well.
 Sales representatives, research scientists, accountants, lawyers, police officers,

librarians, and teachers are among the professionals who tend to work in this
fashion.
 People in those occupations come together in one department because they serve a
common overall function, but almost everyone in the group works fairly
independently.
Interdependent-level work groups
 Members of an interdependent-level work group rely on each other to get the work
done.
 Sometimes members have their own roles and at other times they share
responsibilities.
 In either case, they coordinate with one another to produce an overall product or
set of outcomes.
 When this interdependence exists, you have a team.
 By capitalising on interdependence, the team demonstrates the truth of the old

saying: The whole is greater than the sum of its parts.
Contribute constructively to an interdependent -level workgroup
 An independent work group can often be brought up to speed faster than an

interdependent group. It simply takes more time to get a group of individuals to
work as a team than to set a group of individuals off on their independent
assignments.
 Yet when teams move into a high-

functioning and high-producing state,

where they capitalize on interdependence, they can outperform all other types of
work groups.
 So, if you want a quick fix, don't look to teams: but if you want to see strong results
for the long term, do look to teams.
To call a group a team does not make them a team
 Work groups have a strong individual focus and teams have a strong collective focus.
 The individual is not lost on a team, but that person's work is coordinated to fit in with the
greater good.
 Team concerns are much more focused on the outcomes of the overall unit rather than an
individual's accomplishments.
Help staff feel comfortable about sharing information relevant to work with workgroups
 Many organisations simply encourage sharing of information for selfish reasons as many
groups or supervisors may not have all the answers and sharing those answers to relevant
questions gives groups what they need to know before they need to know it!
When to provide information relevant to the workgroup
 Sharing information isn't enough. You should try to provide workgroups with the
RIGHT information that they need (not too little, not too much) when they need it.
Collaboration
 Improves focus on the designated goals
 Encouraging colleagues to communicate the problem to be solved or a suggested

strategy for the solution
 Team members need to know what they are supposed to share with open
communication channels and what constitutes success
 Are there any constraints on how they do it
 Does the communication need to be shared effectively to the entire team or just to
a colleague
 will the shared information ensure designated goals are met and any other
obstacles are clearly in focus
Sharing information relevant to work with workgroup will increase productivity

 Workgroups will get more done if they can easily find the information that they
need because it was clearly outlined from the start.
 However, if not, then good

information relevant to the work in
hand can prevent duplication of
effort, which impacts on schedules,
budgets, and team morale
Sharing information assists in fewer errors
 Correct information relevant to workgroups produces fewer mistakes and if

problems do arise, informed workgroups can quickly identify them and ‘collaborate’
to fix them
 Clarifying the organisation’s preferred task completion methods, for example, will
make for better decisions along the way
 Good communication is critical if you want the people in your workgroup to all
focus in the same direction

Activity 1B

1.3. Ensure resource expenditure is realistic and makes efficient use of
available budget resources
 What is realistic to you or your organisation?
 Why would it differ to another similar

company?
 What if it’s unrealistic?
 What are the rules?
Be realistic
Resource expenditure budgets are no different to any other

kind of budget.
 Resources are part of the business function, so requirements should be considered

and analysed the way all other business projects are.
 Management will make assessments to resource expenditure in a similar way to any

other expenditure.
What is a business resource?
 Business resource encompasses a wide range of human, hardware, software and

services that keep organisations running and ‘optimally’ enhance those
organisational operations.
 Resources will range over almost every function of a business from accounting to
customer communications to product design and development.
 Many options are available to organisations and the range varies dramatically in the
functionality, range, capacity and scope, depending on the needs of the
organisation.
 Better performance of business resource comes with more requirements to

maintain performance of the business.
 Ultimately, the performance of a resource is also valued in most organisations in

keeping them ahead in a competitive marketplace.
 Resources are generally linked to all of the performance measures and output
expectations of an organisation.

Link budget development to corporate strategy
 Because the budget expresses how resources will be allocated and what measures
will be used to evaluate progress, budget development is more effective when
linked to overall corporate strategy.
 Linking the two gives all managers and employees a clearer understanding of
strategic goals.
 This understanding, in turn, leads to greater support for goals, better coordination
of tactics, and, ultimately, to stronger companywide performance.
Design procedures that allocate resources strategically
 Within any company, competition for resources is inevitable.
 Every function and business unit needs funding for both capital and operating
expenses - usually in excess of the actual resources available.
 This makes it critically important for companies to design procedures so that

resources are allocated to support key
strategies.
Reduce budget complexity and cycle time
 Your organisation should strive to

reduce budget complexity and
streamline budgeting procedures.
 Such streamlining allows management

to collect budget information, make
allocation decisions, and
communicate final targets in less time, at lower cost, and with less disruption to the
company's core activities.
Reduce budget complexity Examples:
 Controlling the number of budgets that are needed
 Standardise budgeting method
 Minimise the amount of detail included in the reports used to develop budgets
 Use information technology to automate budgeting and facilitate workflow

Activity 1C

1.4. Present recommendations on resource requirements in the required
format, style and structure using relevant business equipment and
technology
Business equipment and technology may include:
 Answering machine
 binder
 Computer
 Fax machine
 Photocopier
 Printer
 Shredder
 Telephone
How you present your argument or

recommendation to expend budget on resources, will vary both on circumstances and organisational
policy.
From there it may involve a procedure or justification process depending on the size of the budget
and the type of organisation.
When using business equipment, you may come across common faults. Think about the equipment
that you use within your own organisation; what faults occur?
For example, when using a computer, you can come across common faults such as:
 It may run too slow
 Storage may become limited
 It may start switching itself off
 It may not download anything
 The internet may not work.
Present recommendations on resource requirements in the required format.

Activity 1D

2. Acquire and allocate resources
2.1 Acquire physical resources and services in accordance with organisational

requirements
2.2 Check resources to ensure quality and quantity are in line with service agreements
2.3 Allocate resources promptly to enable achievement of workgroup objectives
2.4 Ensure consultation with individuals and teams on allocation of resources is

participative and is conducted using appropriate interpersonal skills

2.1. Acquire physical resources and services in accordance with
Determine your organisations views on the advantages and disadvantages of the purchasing
methods using examples provided or ADDING your own additional examples
Acquire physical resources and services in accordance with

Advantage Disadvantage
Purchasing options
Direct negotiations
Direct purchases using supply

agreements
Electronic trading (ONLINE)

Your views
Invitation of open or select

tenders
Written quotations
Other
Other
 What influences would the following examples play in the acquisition of resources?
 Would your organisation have special supply arrangements for resources?
 Would your organisation have documented procedures, guidelines and strategies

formatted for these types of examples?

Your views
Local and distant suppliers
Other entities owned by the

organisation
Partners
Alliance members
Other

Activity 2A

2.2. Check resources to ensure quality and quantity are in line with service
agreements
Assuming you have acquired the particular resource according to organisational requirements, the
checking process to ensure:
1. quality
2. quantity
…complies with purchasing orders or ‘service agreements’ is also a mechanical checklist process.
EXAMPLES
Quality
Resource Meets requirements Complies to service Does not comply

agreements
Quantity
Resource Meets order Complies to service Does not comply

agreements
Basic Service Agreement

Review these to identify areas where future improvements could be made.
There may be issues such as
 A breakdown in the supply process
 An overrun of a budget allocation
 The purchase of unsatisfactory goods
 The discovery of an alternate supplier
 A review of supply practices

Other review strategies could include feedback and discussion with relevant staff, recording
problems with particular suppliers and maintaining records of any difficulties in the procurement
process.
EXAMPLE
Heading Content Compliance
Description/purpose Basically the service or the

product description
Parties Supplier and client - including

addresses
Date
Definitions Frequently occurring items in

the document
Pricing If appropriate, attach a

schedule
Pricing adjustment Example includes annual

increases linked to an index
Responsibilities of provider Include or append details of

services
responsibilities of customer payment terms
confidentiality
Dispute process
Termination / force majeure Renegotiation /prevailing laws

renewal
Signatures and witnesses

2.3. Allocate resources promptly to enable achievement of workgroup
objectives
 In strategic planning, resource allocation is a plan for using available resources, for
example human resources, especially in the near term, to achieve goals for the
future.
 It is the process of allocating resources among the various projects or business

units.
In any organisation, the prompt allocation of resources, presumably in these examples, recently
acquired, would be fundamental to the efficient use of those resources given they were purchased
for a specific set of reasons?
Achievement of workgroup objectives

 The achievement of various workgroup objectives would have been fundamental to
the justification of the purchasing of the resource!
 The allocation of the resource thus completes

that cycle!
Why not create a plan to achieve this?
The issues:
 What is the particular resource management?
 Think about capacity/demand management as well as the number of and

skillset/experiences for the actual resource.
 Look for optimum utilisation of resources.
 The right people on the right tasks at the right time.
The challenge of resource allocation

 It's not just the resources!
 Think planning techniques used, usage experience, accuracy in scope and the ability
to estimate/plan/define the required activities for the resources.
 It can almost be a daily resourcing challenge!
 The problem may not be 'resource management’ but what is required and how to
drive your plan that is important.

Tools that can help
 Project Server, Clarity, Primavera etc. are helpful resource allocation tools.
 Consider an Excel spreadsheet?
 Do research - how many companies derive a benefit or not from them?
 The trick is leadership and management vision and technique.
 Think about how you allocate resources.
 Think about how you sequence and pace delivery.
 Spot busy times and understand priorities and actions.

2.4. Ensure consultation with individuals and teams on allocation of
resources is participative and is conducted using appropriate interpersonal
skills
The most obvious way to ensure consultation with individuals and teams is by setting up a project
schedule that is participative and is conducted using appropriate interpersonal skills.
 Avoid pushing resources onto employees through an unreasonable schedule as a

defence, but rather engage in consultation processes such as meetings, team
building, and regular feedback and open door policies.
 Schedule the consultation in a realistic way as part of effective planning.
Consider using tools to help the consultative process or use a software program such as Microsoft
Project to detail allocation of resources that everyone can access at their desk or device.
 Use the consultation process to help you recognise areas for concern before they
become issues.
 Use the consultation process to agree on prioritising the allocation of resources.
 By prioritising resource allocation, you can avoid when a task conflict exists and it
can be resolved without putting pressure on the individual or team.
Linking the allocation of resources

When discussing resource allocation with individuals and teams, linking tasks that require similar
resources is a logistical solution.
 If the resource/s has been assigned to cover, e.g., project A and project B, these
tasks could be linked.
 In this manner, if it appears that a resource will be over-allocated for just one area
or project and if another task is similar enough the two may count as one by linking
these tasks and the resource problem resolved.
 It is equally important not to under-allocate resources as this could lead to a loss of

budget allocation meaning resource allocations problems could then appear in
future planning.
 A balance must be achieved between recognising allocations of resources and not

moving forward quickly enough.

Appropriate interpersonal skills may include:
 Clarity of language
 Consultation methods, techniques and protocols
 Seeking feedback from group members to confirm understanding
 Summarising and paraphrasing
 Using appropriate body language
To be effective, consultation needs to take place at a stage that offers employees a chance to
prepare a response and offer meaningful dialogue.
 Interpersonal skills include not only how we communicate with others, but also our
confidence and our ability to listen and understand.
 Problem solving, decision making and personal stress management are also
considered interpersonal skills.
Participation and the allocation of resources

 Listen to what others tell you and ensure that you understand
 Be helpful and offer to learn all points of view
 Be honest if you agree or disagree
 Be friendly, open and approachable
 Admit and rectify mistakes if they have occurred in the past
 Seek advice from others when needed

Activity
2B

3. Monitor and report on resource allocation and usage
3.1. Measure effectiveness of resource planning and assess against actual costs, identified
shortfalls and surpluses
3.2. Develop and implement methods of monitoring resource use to enable timely and accurate
reporting against business and operational plans
3.3. Identify improvements in resource planning through consultation and feedback, and
implement in accordance with organisational requirements
3.4. Maintain records concerning equipment and resource purchases in accordance with

3.1. Measure effectiveness of resource planning and assess against actual
costs, identified shortfalls and surpluses
 Cost-effectiveness is a measure of how well an organisation uses its resources to

achieve its desired outcomes.
 A first step in defining the measurement system is establishing a process for

resource planning. (Addressed elsewhere)
 Evaluating and measuring the resultant resource planning would need a model that
can be used in defining your selected variables.
 Measuring the actual resource cost compared to the standard budget for a given
resource can be considered according to your organisational requirements,
including cost and resource scheduling which may exceed the standard budget.
 The result of the measurement be it unfavourable or favourable will need to be

predetermined in your set of parameters for the model chosen.
EXAMPLE ONLY
A B C
Resource
Measure effectiveness
Measurement
Assess against
1. Actual costs
2. Identified
shortfalls
3. Surpluses
Results

1. Favourable
2. Unfavourable
Additional Comments
Monitoring is also keeping a close eye on how resources are being used and comparing this with
your planning.
EXAMPLE of key words or actions
 Corrective action altering activities, modifying the use of resources
 Renegotiating the allocation of particular resources in response to measurement
 Consistency in product and service delivery
 Products and services you are responsible for are meeting standards set in the
planning
 Impact on the environment both organisational, planning and costs
 Improvements needed from this assessment
 Legal requirements are being met relevant to physical resources, for example health
and safety and environmental legislation, industry specific legislation

 A measurable unit or set of units assigned to each evaluation objective, e.g., a
planned resource
 The data collected in your ‘measured units’ profile will allow for a determination of
the degree of achievement for that
objective.
 Suggesting new methods of using available

resources to improve the team's
effectiveness and efficiency
Things affecting effectiveness

 Resource not suitable
 Cost of poor quality from suppliers
 Defective material or damaged material during delivery

Activity
3A

3.2. Develop and implement methods of monitoring resource use to enable
timely and accurate reporting against business and operational plans
If a format does not exist, you will need to ‘develop’ what you or your organisation considers these
resources to be?
There are many variables, but a general guide would likely include some or all of the following
headings.
Human resources People
 direct and sub-contract labour, management and

supervision
 health safety and risk management issues
 labour management techniques
Financial resources Money/time
 finance budgets, banking, investments, creditors,

payment, receipts
 hire, lease or purchase
Physical resources Equipment /material /infrastructure
 plant and machinery, scheduling of material requirements,

purchasing/procurement, receiving and checking,
materials handling
 storage and security issues
 energy usage
 water usage
 waste generation
 consumables usage
Information resources Technology/knowledge

 documentation
 control systems
 networks
 schedules
 computers, programs
Business and operational plans
Human resources What are they?
Financial resources
Physical resources
Information resources
Dealing with variances

Causes
 insufficient detail and targets in the business plan
 weak business planning
 inadequate operational planning

Monitoring results
You may have found
 insufficient resources that will be needed by staff or the availability of employees in

particular programs or projects
 updating business or operational planning to reflect unforeseen changes that occur

during the year, such as the chance of funding for new initiatives
Dealing with variances Monitoring results
Human resources What are they? What are they?
Financial resources
Physical resources
Information
resources
Techniques
 Develop and implement an annual or more frequent method of monitoring
resource use
 Link it to the operating expense budget
 Explain the relationship between the business and operational plans and the service
demand and resource allocation
 Consider your business continuity planning and other implementation guidelines
 Describe strategies to address any imbalance between resource allocation and the
business and operational plans

Activity
3B

3.3. Identify improvements in resource planning through consultation and
feedback, and implement in accordance with organisational requirements
Feedback sources may include:

 Customer/client response data
 employee data
 Equipment meter readings
 Financial forecasts
 Sales orders
 Suppliers' invoices
Identify improvements in resource planning

 Resource planning is a “master plan” that includes all of the resources of an
organisation.
 Resource planning is meant to address both your operation planning in units, and
financial planning in dollars.
 Elements of a resource plan include a variety of relevant factors of operation and

production, as well as things like future capacity planning.
 It will also address finances down to details such as general ledger, accounts
receivable and accounts payable, cost reporting, purchasing management, and
more.
To identify improvements you need to identify areas where there is no immediate need of change.
 Maybe consider using a SWOT analysis?
 Be familiar with your business processes
 As stated, identifying improvement starts with having a sound understanding of all

parts of the company, so you fully understanding what makes the organisation
work.
 If you are addressing this from outside the company, consultation and feedback
interviews with as many employees as possible, on all levels, is necessary to form a
sound and accurate view.
 Addressing the needs for improvements from inside can be conducted in a similar
manner using the examples provided:

o customer/client response data
o employee data
o equipment meter readings
o financial forecasts
o sales orders
o suppliers' invoices
 Identify measurable processes in the core business functions.
 Gather data measurements of the business processes such as inventory levels,

costs, sales, demand, labour hours, lead times and space allocations.
 You can identify opportunities for improvement when determining what prevents a
process from adequately meeting its objectives.
Example Models
Resource sector Strengths within the organisation Weaknesses within the organisation
structure structure
Recommendations
Resource sector Positive feedback Negative feedback
Recommendations
Resource sector Implementation strategy Organisational comments
Recommendations

Activity
3C

3.4. Maintain records concerning equipment and resource purchases in
accordance with organisational requirements
Records may include:
 Computerised or manual
 financial statements
 Invoices
 Maintenance schedules
 Order forms
 Petty cash forms
 Purchase orders
 Stock list and inventory

control
Resource purchases
Assets
 Asset management has sometimes been confused with inventory management, fixed
asset management, project management, and managing business assets, but today
nearly everyone agrees that asset management is a combination of all of these.
Resources register
Date % Used
Description of Resource Placed Cost of For Recovery
Purchased in Service Asset Business Period
Equipment XYZ 2014 $3,200 90% 3
Plant / Property XYZ 2014 $15,000 100% 3
Equipment and resource purchases
Asset Name Asset Class Description Physical Location

Estimated Estimated Estimated

Asset Serial Acquisition Acquisition
Useful Life Salvage Straight-Line
No No Date Cost
(Years) Value Depreciation Value

Online or software based asset management systems

 You can implement propriety software or online programs
 Take inventory.
 Find out what you already have
 Get organised with recording all your software licenses and documentation
 Create policies and procedures
 Establish new standards and guidelines for all phases of the asset management re
life cycle.
Other benefits with software asset management programs:
 Preventive
maintenance
 Scheduling
 Tracking
Most recording systems are based on a

series of functional modules which assist
the asset manager in effectively and
efficiently managing their assets.
The modules are usually based on the following headings:
Asset Register Module – This is basically the database which captures items such as building
elements, plant, equipment, FF&E and the like. All these items are bar-coded, preferably at fit out
stage, and transposed in to the main module database through a bar code reader.

Budget – This module allows the manager to run cost budget reports for a particular financial year to
indicate the budget amount allocated to a given budget code. It can also provide a monthly budget
comparison against actual expenditure for each budget codes.
Contracts – This database allows the manager to input essential information on contractors,
contacts, performance, etc. and also allows pop ups to be called for any essential Contract flag dates.
Work Orders – This allows the interfacing of any related maintenance, repair or building expenditure
in to the software system. The process simply relates all costing, scope, programme, and asset
accounting information, through the use of the asset management database.
Property – This module recognizes the relative locations of the facilities and assets in the building. It
can be linked to say AutoCad where graphic representations can be made for locating a certain item.
Requests – This enables all individuals in your organization to call in to the Pinnacle system to
request a work order. Again this needs to be managed expeditiously to ensure you are not replacing
paperclips.
Schedule – This provides the manager with the facility to link certain tasks with a schedule.
Stock – An inventory of items which are generally consumables such as light bulbs, this module
allows an up to date check of stock numbers.
Security – Provides a user access hierarchy to ensure protection or confidentiality of selected

information.
Barcode maker also make Stocktaking a much simpler process
There are many types of common source documentation which will also vary in description from
organisation to organisation.
The source document is essential to the accurate accounting process of the organisation.
 It is the evidence that a financial transaction

actually occurred
 A record for company audits
 Essential for documents back up
 Used in other links to accounting journals and

the general ledger
Keeping a source document for a business is applicable to

every financial transaction.
A source document will provide a description of all the facts surrounding the financial transaction
including any on-going details during a particular point in time, including:
 The date

 The company details
 The item details
 The purpose of the transaction
 The amount
Errors in documentation may include:
 Purchase credit notes
 Purchase invoices
 Sales credit notes
 Sales invoices
Referring these errors and discrepancies may include:
 Bank
 Line management
 Organisation's authorisations department
 Statutory body
 Supervisor
There could be different times and circumstances when you discover errors and discrepancies.
 During a reconciliation processes
 This could result in a possible imbalance in the debits and credits recorded
 It could be an entry in the general ledger
 It may be an incorrect payment to a creditor
 It could be an error in your liabilities

Activity 3D

Skills and Knowledge Activity

Nearly there...
Major Activity – An opportunity to revise the unit
At the end of your Learner Workbook, you will find an activity titled ‘Major Activity’. This is an
opportunity to revise the entire unit and allows your trainer to check your knowledge and
understanding of what you have covered. It should take between and 1-2 hours to complete and
your trainer will let you know whether they wish for you to complete it in your own time or during
the sessions. Once this is completed, you will have finished this unit and be ready to move onto the
next, well done!

Congratulations!
You have now finished the unit ’Coordinate business resources'.

References
These suggested references are for further reading and do not necessarily represent the
contents of this Learner Guide
 From Resource Allocation to Strategy [Paperback]
 Joseph L. Bower (Editor), Clark G. Gilbert (Editor)
 Resource Management (Sun Bluprints) [Paperback]
 Richard Mc Dougall (Author), Adrian Cockcroft (Author), Evert Hoogendoorn (Author)
 Managing Human Resources [Hardcover]
 Susan E. Jackson (Author), Randall S. Schuler (Author), Steve Werner (Author)
 Accounting for Fixed Assets (Google eBook)
 Raymond H. Peter (Author)

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BSBADM409

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Administration – General Administration

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1. Determine resource 1.1 Determine resource requirements in accordance with

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Skill Performance Description

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Evidence of the ability to:

 Monitor resource usage

Assessment must be conducted in a safe environment where evidence gathered demonstrates

 Records relating to business resources

Assessors must satisfy NVR/AQTF assessor requirements.

Companion volumes available from the IBSA website: http://www.ibsa.org.au/companion_volumes

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 That this is an interactive course and you should ask questions.

 Ground rules for participation:

o Support and encourage other participants

o When someone is contributing everyone else is quiet

o Be patient with others who may not be grasping the ideas

o Focus discussion on the topic

o Speak to the trainer if you have any concerns

 Learn how to acquire and allocate resources

 Understand how to monitor and report on resource allocation and usage

 Gain the skills and knowledge required for this unit.

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1.2 Provide opportunities to individuals and workgroups to contribute to the identification of

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Resource requirements may include: Organisational requirements may include:

 Human resources  Access and equity principles and

 Staff amenities  Legal and organisational policies,

 Ohs policies, procedures and programs

 Environmental sustainability business

 Quality and continuous improvement

 Quality assurance and/or procedures

 Security and confidentiality

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 gathering accurate information

 understanding the stakeholder need

 articulate requirements clearly

Resource requirement analysis

o Complete as much as possible

o Free of any contradictions

o Complies with the business plan strategy

Business plan resource requirements specifications

Resource requirements EXAMPLES included:

 Human resources are the skills-base of the business.

 What skills does the business already possess?

 Are they sufficient to meet the needs of the chosen strategy?

 Could the skills-base be flexed / stretched to meet the new requirements?

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Existing staffing  Numbers of staff by function, location, grade, experience,

 Existing rate of staff loss ("natural wastage")

 Overall standard of training and specific training standards in key

 Assessment of key "intangibles" - e.g. morale, business culture

 What incremental human resources are required?

 How should they be sourced?

 Alternatives could include employment, outsourcing, joint ventures

 What are the costs to your business of employing someone?

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