Cert IV Frontline
Management - Course
Unit BSBMGT402A
Implement
operational plan
(information sourced
from NTIS website
http://www.ntis.gov.au/)
Description
This unit describes the
performance outcomes,
skills and knowledge
required to implement
the operational plan by
monitoring and adjusting
operational performance,
producing short term
plans for the
department/section,
planning and acquiring
resources and providing
reports on performance
as required. No
licensing, legislative,
regulatory or
certification
requirements apply to
this unit at the time of
endorsement.
Employability Skills
This unit contains
employability skills.
Application Of Unit
Frontline managers
are actively engaged in
planning activities to
achieve the measurable,
stated objectives of the
team and the
organisation. This key
role is carried out to
provide safe, efficient
and effective products
and services to customer
satisfaction within the
organisation's
productivity and
profitability plans.
At this level, work
will normally be carried
out within routine and
non routine methods and
procedures, which
require planning,
evaluation, leadership
and guidance of others.
Unit Sector
No sector assigned
Performance criteria
|
Element |
|
Performance
criteria |
| 1. |
Implement
operational plan |
|
|
1.1 |
Collate,
analyse
and
organise
details
of
resource
requirements
in
consultation
with
relevant
personnel,
colleagues
and
specialist
resource
managers
|
|
1.2 |
Implement
operational
plans
to
contribute
to the
achievement
of
organisation's
performance/business
plan
|
|
1.3 |
Identify
and use
key
performance
indicators
(KPIs)
to
monitor
operational
performance
|
|
1.4 |
Undertake
contingency
planning
and
consultation
processes
|
|
1.5 |
Provide
assistance
in the
development
and
presentation
of
proposals
for
resource
requirements
in line
with
operational
planning
processes
|
|
| 2. |
Implement
resource
acquisition |
|
|
2.1 |
Recruit
and
induct
employees
within
organisation's
policies,
practices
and
procedures
|
|
2.2 |
Implement
plans
for
acquisition
of
physical
resources
and
services
within
organisation's
policies,
practices
and
procedures
and in
consultation
with
relevant
personnel
|
|
| 3. |
Monitor
operational
performance |
|
|
3.1 |
Monitor
performance
systems
and
processes
to
assess
progress
in
achieving
profit/productivity
plans
and
targets
|
|
3.2 |
Analyse
and use
budget
and
actual
financial
information
to
monitor
profit/productivity
performance
|
|
3.3 |
Identify
unsatisfactory
performance
and take
prompt
action
to
rectify
the
situation
according
to
organisational
policies
|
|
3.4 |
Provide
mentoring,
coaching
and
supervision
to
support
individuals
and
teams to
use
resources
effectively,
economically
and
safely
|
|
3.5 |
Present
recommendations
for
variation
to
operational
plans to
the
designated
persons/groups
and gain
approval
|
|
3.6 |
Implement
systems,
procedures
and
records
associated
with
performance
in
accordance
with
organisation's
requirements
|
|
Skills and Knowledge
Required skills
-
coaching and
mentoring skills to
provide support to
colleagues
-
literacy skills
to access and use
workplace
information, and to
prepare reports
-
planning and
organising skills to
monitor performance
and to sequence work
of self and others
to achieve planned
outcomes.
Required knowledge
Range statement
The range statement
relates to the unit of
competency as a whole.
It allows for different
work environments and
situations that may
affect performance. Bold
italicised wording, if
used in the performance
criteria, is detailed
below. Essential
operating conditions
that may be present with
training and assessment
(depending on the work
situation, needs of the
candidate, accessibility
of the item, and local
industry and regional
contexts) may also be
included.
|
|
|
|
|
Resource
requirements
may refer to:
|
|
-
goods and
services to
be purchased
and ordered
-
human,
physical and
financial
resources -
both current
and
projected
-
stock
requirements
and
requisitions
|
|
Relevant
personnel,
colleagues and
specialist
resource
managers
may include:
|
|
-
colleagues
and
specialist
resource
managers
-
managers
-
occupational
health and
safety
committees
and other
people with
specialist
responsibilities
-
other
employees
-
people
from a wide
range of
social,
cultural and
ethnic
backgrounds,
and people
with a range
of physical
and mental
abilities
-
supervisors
|
|
Operational
plans
may refer to:
|
|
|
|
Key
performance
indicators
may refer to:
|
|
|
|
Contingency
planning
may refer to:
|
|
-
contracting
out or
outsourcing
human
resources
and other
functions or
tasks
-
diversification
of outcomes
-
finding
cheaper or
lower
quality raw
materials
and
consumables
-
increasing
sales or
production
-
recycling
and re-use
-
rental,
hire
purchase or
alternative
means of
procurement
of required
materials,
equipment
and stock
-
restructuring
of
organisation
to reduce
labour costs
-
risk
identification,
assessment
and
management
processes
-
seeking
further
funding
-
strategies
for reducing
costs,
wastage,
stock or
consumables
-
succession
planning
|
|
Consultation
processes
may refer to:
|
|
-
mechanisms
used to
provide
feedback to
the work
team in
relation to
outcomes of
consultation
-
meetings,
interviews,
brainstorming
sessions,
email/intranet
communications,
newsletters
or other
processes
and devices
which ensure
that all
employees
have the
opportunity
to
contribute
to team and
individual
operational
plans
|
|
Organisation's
policies,
practices and
procedures
may include:
|
|
-
organisational
culture
-
Standard
Operating
Procedures
-
organisational
guidelines
which govern
and
prescribe
operational
functions,
such as the
acquisition
and
management
of human and
physical
resources
-
undocumented
practices in
line with
organisational
operations
|
|
Performance
systems and
processes
may refer to:
|
|
-
informal
systems used
by frontline
managers for
the work
team in the
place of
existing
organisation-wide
systems
-
formal
processes
within the
organisation
to measure
performance,
such as:
|
|
Designated
persons/groups
may include:
|
|
-
other
affected
work groups
or teams and
groups
designated
in workplace
policies and
procedures
-
those who
have the
authority to
make
decisions
and/or
recommendations
about
operations
such as
workplace
supervisors,
other
managers
|
|
Systems,
procedures and
records
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
|
Evidence guide
The evidence guide
provides advice on
assessment and must be
read in conjunction with
the performance
criteria, required
skills and knowledge,
range statement and the
Assessment Guidelines
for the Training
Package.
|
|
|
|
| Overview
of assessment |
|
|
| Critical
aspects for
assessment and
evidence
required to
demonstrate
competency in
this unit |
|
Evidence of
the following is
essential:
-
ability
to monitor
and adjust
operational
performance,
produce
short-term
plans for
the
department
or section,
plan and
acquire
resources,
and provide
reports on
performance
as required
-
knowledge
of
principles
and
techniques
associated
with
monitoring
and
implementing
operations
and
procedures.
|
| Context
of and specific
resources for
assessment |
|
Assessment
must ensure:
|
| Method of
assessment |
|
A range of
assessment
methods should
be used to
assess practical
skills and
knowledge. The
following
examples are
appropriate for
this unit:
-
direct
questioning
combined
with review
of
portfolios
of evidence
and third
party
workplace
reports of
on-the-job
performance
by the
candidate
-
review of
documentation
outlining
contingency
planning and
consultation
processes
undertaken
-
demonstration
of
techniques
in managing
performance
-
evaluation
of
mentoring,
coaching and
supervision
provided to
support
individuals
and teams to
use
resources
effectively,
economically
and safely.
|
| Guidance
information for
assessment |
|
Holistic
assessment with
other units
relevant to the
industry sector,
workplace and
job role is
recommended, for
example:
|
|
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