Coordinate business

operational plans

BSBOPS402
POWERPOINT PRESENTATION
Review Operations
Based on
Performance
4.1 Develop Recommendations for Variation to Operational
Plans
The third element of coordinating business operational plans is reviewing operations based on
performance. This process involves four different sub-steps, namely:
• Develop recommendations for variation to operational plans
• Present recommendations to the designated persons or groups to gain approval
• Maintain records related to operational performance according to organisational policies
and procedures
• Report information on operational performance to management
 The need to make recommendations and vary your plan may arise from:
• Variations to or refinement of stakeholder or organisational requirements
• The eventuation of risks identified in the project brief
• Project targets being exceeded
• Unforeseen difficulties

4.1 Develop Recommendations for Variation to Operational Plans

 Guidance in developing recommendations for variation to your plan includes:
• Reviewing performance
• Determining the kind of change necessary
o Developmental change – improving business procedures
o Transitional change – replacing existing processes
o Transformational change – completely reshaping business strategy and processes

• Ensuring alignment with organisational requirements

4.1 Develop Recommendations for Variation to Operational Plans

4.2 Present Recommendations to the Designated Persons or
Groups to Gain Approval

It is your responsibility to communicate and

implement these possible changes. You
must be able to present the
recommendations you come up with
appropriately.
Success in doing so will enable you to gain
approval more easily.
 Before you communicate, it is best to follow a plan that will make it easier for others to
understand your motivations and suggestions and to ensure that how you see it is appropriate
and useful.
This plan would include the following steps:
1. Clearly Understand the Current Process
2. Clearly Understand Why a Change in the Process is Necessary
3. Know Precisely the Change to be Made
4. Seek Feedback and Attain Buy-in from All Affected Stakeholders
5. Revalidate Process Protocol, Data and Measuring Systems for the Change

4.2 Present Recommendations to the Designated Persons or Groups to Gain Approval

4.3 Maintain Records Related to Operational Performance
According to Organisational Policies and Procedures
It is vital that you are able to properly maintain records and do so in accordance with
organisational policies and procedures.
Procedures play a crucial role in embedding processes into the day to day operations of your
organisation. Another crucial factor is making sure that the procedures are applied consistently.
As always, it is essential to involve staff in your endeavour.
A full set of Standard Operating Procedures (SOPs) that capture your sustainable practices will
help the process become the ‘norm’ with everyone knowing what is expected of them.
 SOPs may include:
• Databases and other recording mechanisms for ensuring records are kept in accordance
with organisational requirements
• Individual and team performance plans
• Organisational policies and procedures relative to performance

4.3 Maintain Records Related to Operational Performance According to Organisational Policies and Procedures
 4.3.1 Guidance for Maintaining Records
There are different mechanisms for recording information, but for the most part, these would
include databases available in your organisation’s systems.
Businesses are adapting to technological changes and learning to use cloud storage and file-
sharing services to store organisational data, including records on performance.
Given this, it is important that you are aware of the software and systems being used as these
differ among organisations.

4.3 Maintain Records Related to Operational Performance According to Organisational Policies and Procedures
 4.3.1 Guidance for Maintaining Records
As a best practice, you must have sufficient knowledge on the policies and procedures in your
company that would provide guidance on how your records should be kept. These include:
• Style and formatting guides
• Information management policy
• Information storage and security policy and procedure
• Reporting procedure
• Performance management policy and procedures

4.3 Maintain Records Related to Operational Performance According to Organisational Policies and Procedures
 4.3.2 Individual and Team Performance Plans
Performance Plan
• Identifies the performance levels you would like both teams and individual team
members to achieve
• Outlines how you will attain and measure these
• Provides guidance and direction in achieving your desired performance level
• Has key sections such as objectives and goals, roles and responsibilities, performance
measures and action plan

4.3 Maintain Records Related to Operational Performance According to Organisational Policies and Procedures
 4.3.2 Individual and Team Performance Plans
Key Sections of a Performance Plan:
• Objectives and Goals
o Overall aim and specific targets
o Must be SMART

• Roles and Responsibilities

o Assigned to each member of the team
o Must be clear and specific

4.3 Maintain Records Related to Operational Performance According to Organisational Policies and Procedures
 4.3.2 Individual and Team Performance Plans
Key Sections of a Performance Plan:
• Performance Measures
o Refer to your Key Performance Indicators (KPIs).
o Measurable and observable indicators that will help you determine if you are
performing well
• Action Plan
o Details of how you intend to execute your performance plan
o Includes your action items, expected outcomes, and the timeline of dates when you
intend to implement your plans

4.3 Maintain Records Related to Operational Performance According to Organisational Policies and Procedures
4.4 Report Information on Operational Performance to
Management
The third element of coordinating business operational plans is monitoring operational
performance. This process involves four different sub-steps, namely:
• Collate relevant information and determine operational and productivity performance
• Identify and use key performance indicators (KPIs) and assess operational performance
• Identify unsatisfactory performance and take action to rectify the situation according to
organisational policies
 3.1.1 Organisational Objectives in Operational Planning
Finally, you must report the information on operational performance to management.
This last step will ensure that your operational plan will continuously improve and that its
development is actively supported by management.

4.4 Report Information on Operational Performance to Management

 4.4.1 Key Differences in Reports for Physical and Human Resources
Reports for Physical Resources
Your physical resource reports will highlight how your resources have been used in projects and
processes. These reports would look into how efficiently your resources were used and how
effectively they were able to improve your operations.
These must meet product and service delivery standards. If in any point in the usage of your
physical resources you have made adjustments in the procedures set so you can better align
the allocation of physical resources with your standards, you must note the reason for this and
the specific rectification that you have made.

4.4 Report Information on Operational Performance to Management

 4.4.1 Key Differences in Reports for Physical and Human Resources
Reports for Human Resources
These reports are concerned with employees’ success in meeting set benchmarks and
completing tasks that have been assigned to them. Measuring employee performance is more
straightforward.
Ensure to meet product and service delivery standards. If you have adjusted the procedures for
meeting these standards to better align them with employee performance, you must outline
the changes made.
You must also explain the reason for the adjustment and specify the rectification you have
made.

4.4 Report Information on Operational Performance to Management

 4.4.2 Key Considerations in Reporting to Management
To ensure than management will sufficiently consider your report, it must be as detailed as
possible. Include relevant documents, proof, statistics, records, etc. that would substantiate the
information you are providing.
Ensure clarity and conciseness in your writing. Be straightforward and avoid going around in
circles and make your key points stand out.
This will help management understand the information you are providing and more easily
discern your key findings.

4.4 Report Information on Operational Performance to Management

Summary
This unit of competency has been about how to take a plan and implement it – ensuring that it
reaches all goals and objectives that you have set.

Ensuring that you know how to plan and implement is crucial to your success as a manager.
Implementing a plan involves many tasks:
• You must ensure that you have developed a plan that lists all resources required and
provides all necessary information for implementing the plan.
• You have identified key performance indicators that will allow you to monitor the process
and ensure it is working effectively.
Summary
• You have hired all staff required to undertake your plan.
• You have acquired all physical resources that are needed for the plan to be implemented.
• You have monitored your process to ensure it is meeting requirements.
• You have made any adjustments to your plan to keep its performance high.
As you can see this is an on-going process of improvement – the better your plan is formulated –
the more effective it will be, and the easier the rest of the process will be to implement.
 Now that you have completed this presentation, you
should be able to:
Presentation  Prepare to implement operational plan

Summary  Implement operational plan

 Monitor operational performance
 Review operations based on performance