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Manage Operational Plan

SET Management Program

Nic Stephen

on 7 July 2014

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Transcript of Manage Operational Plan

More detail: Reading Material Pg. 10-14
Corrective Action
When you use appropriate monitoring techniques, problems will be highlighted. Then you'll need to take corrective action.

Corrective action involves:

Identifying deviations to standards
Analysing the cause
Taking appropriate steps to resolve the problem.
No action (deviations are within acceptable range)
Revise standards or plans
Correct performance
You, and your team, are about to undertake a return road trip from Launceston to Perth (about 40hrs driving)

I am supplying you with a reliable car (Outlander)

Your team have $5000 to spend on the trip
Prepare a budget to plan the allocation of resources

Develop a monitoring strategy
Complete Activity Seven
Planning is Critical because…
Goals, targets and activities are more likely to be achieved if they are well planned, coordinated, and written down
The Overall Planning Process
Consider a local business (your perhaps?) and perform a S.W.O.T. Analysis.
Complete Activity Two
Forming your Goals
Case Study
Read the Case study

Develop an Operational Plan

Use the 6 step process
Contingency Plan Activity
Perform a Risk Assessment on your Operational Plan

Develop a contingency plan to prepare an alternative course of action
Human Resource
Your Team requires two new team members

1. An Engineer
2. An Administration Assistant
More detail: Reading Material Pg. 17-21
Setting Standards
Setting standards establishes a measuring device.

This enables comparison of actual progress against the plan.
Examples of standards:

Standard operating procedures that outline the steps to be taking in performing an activity
All phone messages returned within 24 hours
All incidents investigated within 12 hours
Every product must pass quality tests
Measuring Performance
Once standards have been established it's necessary to monitor activities so that performance can be measured.  
Today’s Session
The Planning Process
Tool, Methods
Risk Management
Contingency Planning
Financial Management
Measuring Performance
Resource Acquisition
Long Term ----------------------- 3 to 5 Years
Organisational--------------------------- Perspective
Driven By--------------------------------------- Upper Management
Derived from-------------------------------------------the Vision

Tactical Goals Tactical Plans
Medium Term ---------- 1 to 3 years
Driven By---------------------- Middle Management
Derived from------------------- the Strategic Goals

Operational Goals Operational Plans
Short Term -------------- Day to Year
Work Group or Individual -----------------------Perspective
Driven By ----------------------Frontline Management
Derived from ------------------the Tactical Goals
Developing Business Plans
Defining to managers / teams goals to focus on
Define realistic day to day, monthly and yearly steps to take
Defining what good performance is
Generates a “top down” method of problem solving and goal setting
Complete Activity One
Risk Assessment
1. Decide to Adapt
2. Decide to Prevent
3. Decide to Contingency Plan
Resources Acquisition
When developing a plan you will also need to identify resource requirements and plan for acquiring any resources you will need to carry out the plans
Physical Resources

Standard (or repetitive) physical resources
Standardised process requiring a procedure
Communicated throughout team

Non-Standard (or non-repetitive) physical resources
Reliant on management approval
How do we know that our operational plans are proceeding as expected?

1. Setting standards, targets and goals
2. Measuring performance
3. Comparing actual against planned
4. Taking appropriate corrective action.
Monitoring Plans

1. Determine what needs to be monitored, establish the measures + the standard required

2. Measure actual performance

3. Compare the results against the standard

4. Take Correct Action
Complete Activity Six
Analysing Financial Information
Financial control is a common method used to monitor the progress of operational plans

Frontline managers commonly need to interpret and analyse various budgets because they provide a yardstick against which to compare actual performance.
Project - Office Relocation
Budget 1/6/2009 - 30/6/09
Project - Office Relocation
Interim Performance Report
Budget 1/6/2009 - 30/6/09
What are possible problems with this report?
Morning Tea 10.30am
Lunch at 12.30pm
Afternoon Break 2.30pm
Finish by 4pm
Evacuation Procedure
Attendance sheet
Why is planning critical to effective management?
Planning is Critical because…
Planning helps to offset the effects of uncertainty and change.

Planning focuses attention on the organisation’s real objectives.

Planning helps to make the operations of the organisation more economical.

Planning gives control & bench-marks against which you can measure the actual goals achieved.

Planning requires management to identify the resources required and how to use them most effectively.
More detail: Reading Material Pg. 4
Key Performance Indicators are key measures that gauge the success of the organisation in a particular area; usually impacting the bottom line.

KPI’s are:

Measurable today and over time
Assessed regularly against pre-set targets
Tracked by managers
Key Performance Indicators (KPI's)
Operational Plans
Have Strategic / Tactical & Operational focus
Be measureable
All stakeholders working in the same direction
Smart plans ensure consistency
Have agreed responsiblities
Are more specific than broad strategic goals

More detail: Reading Material Pg. 10-14
Sample Operational Plan
Goal: All staff to be competent in procedure ABC by 1/12/12.
Contingency Planning
Plans do not always move smoothly from A to B

No matter how well plans are conceived they frequently need modification because of unforeseen problems.
Performing a Risk Assessment
To plan for the unexpected you need:

1. Identify any potential disruptions that could occur in your plan.

2. Assess what are the risks which you take by assuming that everything will work according to plan?

3. Determine what are the consequences and likelihood of these risks?

4. Develop an appropriate response strategy
Creating a Contingency Plan
Step 1 – Identify the problem
Step 2 – Establish the relevant facts
Step 3 – Develop alternative solutions
Step 4 – Select the most effective solution
Step 5 – Implement the solution
Step 6 – Follow up and control
Resolving Deviations
Do we have the appropriate resources required?
Targets are “smart”?

Is that any training required for stakeholders in the plan?

Do we have the commitment of all stakeholders in the plan?

Brainstorm how you can use coaching and mentoring systems to provide support. Affinity chart the responses.
Deal with items like labour or material costs
Provide a measure of control over the cost of inputs
Set the standards against which resource use can be measured and compared
Analysing Financial Information
Gaining Approval for Plans
Which stakeholders need to approve our plans?
How do we present the information so that it is appropriate to their needs?
How do we gain and maintain commitment to our plans?
Today's Schedule
Strategic Goals Strategic Plans
Methods used to plan?
All goals must pass the SMART test.
Modification of plans = essential
3 Types of responses to identified risk
6 Step Process
These include:
Examples of physical resources you need?
Identify the physical resources required for your operational plan
What's the process for recruiting for each of these roles?
In groups Affinity chart the following:
Reflection ....
Through the controlling functions:
Performance Systems
What are some methods of monitoring standards?
Monitoring is a control process that consists of four key steps.
Bill Henry Case Study
Organisational support
Coaching and Mentoring for support
Contingency Planning
Financial Analysis
Budgets are written plans expressed in financial terms.
Managing Operational Plan
What is to be achieved
When it is to be achieved
How it will be achieved
It assists in identifying:
Business plans define how organisation's achieve their vision by: 
Run training sessions
Offer qualifications
Facilitate business Improvement
Help with decision making
Plan marketing materials
Develop your strategic plans
Facilitate conferences & retreats
We use a different approach to most...
The process will result in goals being achieved, staff being motivated, more efficient workflows...
Thanks for checking in!
We "unpack people minds"

a pretty fulfilling way to spend a day!
What does Forte do?
Well, we.....
Let us tell you more about an...
Active Strategy
you ask?
Worth noting before you continue:
Business owners & managers like you are experts at producing a product or service
A business plan to you by a consultant generally stays on the shelf - and you guessed it... collects dust!
Fact # 1
we hope so anyway!
Fact # 2
Fact # 3
You implement, and are successful with, things that you understand!
and that's where our
We facilitate the development of your plan with YOU involved ever step of the way
Active Strategy
is different from the rest
Through being actively involved, you develop a strong understanding of how the plan goes together!
Let us show you
You will not see your business in the same light after this!
Service Extensions
As we work through your Active Strategy - we can provide you with plenty of additional value....
Customer service strategies
Induction programs for staff
Development of PD's
Performance management
Training courses
Psychometric analysis
Decision making tool kits
and much more
We welcome the opportunity to come and see if this is the right fit for your business
So, be proactive and make contact!
0438 278 391
and therefore, how to implement it!
of how this happens...
some examples
Prezi Special:
0438 278 391
Just mention Prezi
Partnership options
Have you analysed who your customer is, what they expect, why they contact you to start with?
people act mostly on emotions
How they feel
when they come to you?
We take you through a detailed customer analysis, and answer all of these questions
Works on 3 levels
(Often 1 or 2 of these are missed)
Active Strategy
Can you answer you're in business?
(it's not to make an income by the way)
What problem do you exist to address?
What are you doing to address this?
The answer lies is considering your mission statement
Who in your network can assist you to achieve your goals?
How about your industry?
What info have you considered?
What markets do you work in?
What about your competition?
Technological changes ....
Knowledge is power
You may have noticed....
Our approach uses
Graphic recording aids in the learning process!
You'll love it!
lots of visual aids
Nic Stephen
Director @ Forte
Step 1 - identify what to focus on
Step 2
Set some Goals
If Operational Plans are not met, the organisation's tactical or strategic plans will not be met.
What is the difference?
Strategic Goals
Operational Plans
Tactical Goals
Step 3
Develop Strategy
Contingency Plans
Resource Acquisition
3 courses of action are possible:
Budgets = Yardstick
Actual : Budget
They do the following:
So why pay for a beautifully produced and leather bound business plan that you don't know how, or when, to implement?
Full transcript