Application
Not applicable.
Prerequisites
Not applicable.
Elements and Performance Criteria
Elements and Performance Criteria | |||
Element | Performance Criteria | ||
1 | Develop tactical and operational plans | 1.1 | Pre-existing tactical and operational plans have been reviewed and evaluated |
1.2 | Strategic objectives are analysed, interpreted and relevant operational objectives are developed | ||
1.3 | Project management protocols for the organisation are developed | ||
1.4 | Consultation with appropriate groups and individuals is built into plans | ||
1.5 | Requirements of internal/external customers are identified through consultation and documented | ||
1.6 | Plans include methods for measuring customer satisfaction and obtaining feedback | ||
1.7 | Operational performance objectives, measures and criteria are developed through consultation with relevant groups and individuals | ||
1.8 | Tactical and operational plans identify financial, human and physical resource requirements | ||
1.9 | Scheduling of activities meets customer/marketing requirements | ||
1.10 | Plans contain clear profitability, productivity and performance targets for key result areas (e.g. OHS, environment, quality, customer service) | ||
1.11 | Plans are concise, logical and comply with organisation requirements | ||
1.12 | Plans address all relevant operational issues, including internal/external environmental factors | ||
1.13 | Tactical and operational plans have been subject to risk assessment and analyses, and include risk management plans | ||
2 | Review business systems | 2.1 | Reviews are undertaken regularly of the implementation of tactical and operational plans |
2.2 | Information/reports are available to compare plans, budgets and forecasts to actual performance | ||
2.3 | Systems are reviewed in consultation with users and people responsible for implementing the business plans | ||
2.4 | Systems provide for identification of system variance or failure, to allow early intervention and prompt remediation | ||
2.5 | Systems monitor resource usage in a timely manner | ||
2.6 | Systems allow for flexible responses to changing and emerging situations | ||
2.7 | Systems are in place to provide feedback to relevant groups and individuals on their performance | ||
2.8 | Systems provide for immediate response to incidents involving potential risk to people, product or the environment | ||
2.9 | Systems are designed to achieve the organisation's energy saving targets |
Required Skills
Not applicable.
Evidence Required
The Evidence Guide identifies the critical aspects, knowledge and skills to be demonstrated to confirm competence for this unit. This is an integral part of the assessment of competence and should be read in conjunction with the Range Statement.
Critical Aspects of Evidence
Assessment for this unit will need to occur over a sufficient period of time to allow an holistic assessment of the tactical and operational planning activities
Plans developed must meet the organisation's criteria as well as those set down in the unit
Systems review and revision is a crucial aspect of the business planning process and needs to be clearly evidenced
OHS considerations may include:
review and evaluation of previous OHS plans and programs
implementation of OHS systems for projects
use of participative arrangements for review of OHS in operational performance
development and review of OHS performance targets
framework and components of OHS management system, its structures and performance
systemic review procedures
Underpinning Knowledge*
* At this level the learner must demonstrate understanding of specialised knowledge with depth in some areas.
Relevant legislation from all levels of government that affects business operation, especially in regard to Occupational Health and Safety and environmental issues, equal opportunity, industrial relations and anti-discrimination
Strategic planning
All legislation relevant to the organisation's operation
Critical path/PERT methodology
Relevant industrial awards and agreements
Electronic commerce systems
Consultative methods and processes
Performance measurement and benchmarking methodology
Operations management
High reliability organisational concepts
Energy management
Capital investment evaluative methodology including NPV and ROI
Underpinning Skills
Analytical skills to interpret strategic objectives and develop tactical and operational objectives
Communication/consultation skills to ensure all relevant groups and individuals are advised of what is occurring and are provided with an opportunity for input
Risk management skills to analyse, identify and develop mitigation strategies for identified risks
Systems analysis and design skills to ensure that system outputs meet tactical/operational objectives and measure performance in a timely way
Ability to relate to people from a range of social, cultural and ethnic backgrounds and physical and mental abilities
Resource Implications
The learner and trainer should have access to appropriate documentation and resources normally used in the workplace
Consistency of Performance
In order to achieve consistency of performance, evidence should be collected over a set period of time which is sufficient to include dealings with an appropriate range and variety of situations
Context/s of Assessment
Competency is demonstrated by performance of all stated criteria, including paying particular attention to the critical aspects and the knowledge and skills elaborated in the Evidence Guide, and within the scope as defined by the Range Statement
Assessment must take account of the endorsed assessment guidelines in the Business Services Training Package
Assessment of performance requirements in this unit should be undertaken in an actual workplace or simulated environment
Assessment should reinforce the integration of the key competencies and the business services common competencies for the particular AQF level. Refer to the Key Competency Levels at the end of this unit
Key Competency Levels
Collecting, analysing and organising information (Level 3) - to prepare the tactical and operational plans
Communicating ideas and information (Level 3) - to internal/external customers and review systems
Planning and organising activities (Level 3) - to develop plans and review/redesign systems
Working with teams and others (Level 3) - to consult with them and obtain their input into planning and system review activities
Using mathematical ideas and techniques (Level 2) - to ensure appropriate measurement activities are in place
Solving problems (Level 3) - to improve existing systems and achieve tactical/operational objectives
Using technology (Level 2) - to improve system's performance
Please refer to the Assessment Guidelines for advice on how to use the Key Competencies
The Evidence Guide identifies the critical aspects, knowledge and skills to be demonstrated to confirm competence for this unit. This is an integral part of the assessment of competence and should be read in conjunction with the Range Statement.
Critical Aspects of Evidence
Assessment for this unit will need to occur over a sufficient period of time to allow an holistic assessment of the tactical and operational planning activities
Plans developed must meet the organisation's criteria as well as those set down in the unit
Systems review and revision is a crucial aspect of the business planning process and needs to be clearly evidenced
OHS considerations may include:
review and evaluation of previous OHS plans and programs
implementation of OHS systems for projects
use of participative arrangements for review of OHS in operational performance
development and review of OHS performance targets
framework and components of OHS management system, its structures and performance
systemic review procedures
Underpinning Knowledge*
* At this level the learner must demonstrate understanding of specialised knowledge with depth in some areas.
Relevant legislation from all levels of government that affects business operation, especially in regard to Occupational Health and Safety and environmental issues, equal opportunity, industrial relations and anti-discrimination
Strategic planning
All legislation relevant to the organisation's operation
Critical path/PERT methodology
Relevant industrial awards and agreements
Electronic commerce systems
Consultative methods and processes
Performance measurement and benchmarking methodology
Operations management
High reliability organisational concepts
Energy management
Capital investment evaluative methodology including NPV and ROI
Underpinning Skills
Analytical skills to interpret strategic objectives and develop tactical and operational objectives
Communication/consultation skills to ensure all relevant groups and individuals are advised of what is occurring and are provided with an opportunity for input
Risk management skills to analyse, identify and develop mitigation strategies for identified risks
Systems analysis and design skills to ensure that system outputs meet tactical/operational objectives and measure performance in a timely way
Ability to relate to people from a range of social, cultural and ethnic backgrounds and physical and mental abilities
Resource Implications
The learner and trainer should have access to appropriate documentation and resources normally used in the workplace
Consistency of Performance
In order to achieve consistency of performance, evidence should be collected over a set period of time which is sufficient to include dealings with an appropriate range and variety of situations
Context/s of Assessment
Competency is demonstrated by performance of all stated criteria, including paying particular attention to the critical aspects and the knowledge and skills elaborated in the Evidence Guide, and within the scope as defined by the Range Statement
Assessment must take account of the endorsed assessment guidelines in the Business Services Training Package
Assessment of performance requirements in this unit should be undertaken in an actual workplace or simulated environment
Assessment should reinforce the integration of the key competencies and the business services common competencies for the particular AQF level. Refer to the Key Competency Levels at the end of this unit
Key Competency Levels
Collecting, analysing and organising information (Level 3) - to prepare the tactical and operational plans
Communicating ideas and information (Level 3) - to internal/external customers and review systems
Planning and organising activities (Level 3) - to develop plans and review/redesign systems
Working with teams and others (Level 3) - to consult with them and obtain their input into planning and system review activities
Using mathematical ideas and techniques (Level 2) - to ensure appropriate measurement activities are in place
Solving problems (Level 3) - to improve existing systems and achieve tactical/operational objectives
Using technology (Level 2) - to improve system's performance
Please refer to the Assessment Guidelines for advice on how to use the Key Competencies
Range Statement
Reviews are undertaken regularly of the implementation of tactical and operational plans
Information/reports are available to compare plans, budgets and forecasts to actual performance
Systems are reviewed in consultation with users and people responsible for implementing the business plans
Systems provide for identification of system variance or failure, to allow early intervention and prompt remediation
Systems monitor resource usage in a timely manner
Systems allow for flexible responses to changing and emerging situations
Systems are in place to provide feedback to relevant groups and individuals on their performance
Systems provide for immediate response to incidents involving potential risk to people, product or the environment
Systems are designed to achieve the organisation's energy saving targets
Reviews are undertaken regularly of the implementation of tactical and operational plans
Information/reports are available to compare plans, budgets and forecasts to actual performance
Systems are reviewed in consultation with users and people responsible for implementing the business plans
Systems provide for identification of system variance or failure, to allow early intervention and prompt remediation
Systems monitor resource usage in a timely manner
Systems allow for flexible responses to changing and emerging situations
Systems are in place to provide feedback to relevant groups and individuals on their performance
Systems provide for immediate response to incidents involving potential risk to people, product or the environment
Systems are designed to achieve the organisation's energy saving targets
Sectors
Not applicable.
Employability Skills
Not applicable.
Licensing Information
Not applicable.