BSBMGT517 - Assessment Task 2 – Unit Project (UP) – Develop Operational Plan

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Assessment Task 2 – Unit Project - Develop an operational plan

Assessment Instructions

  • This assessment task requires student to take on the role of the restaurant manager at Foodictive restaurant.
  • There are three (3) tasks to be completed in this assessment:
  1. Examining the scenario from different perspectives and producing an initial draft of an operational plan;
  2. Preparing a basic two-year operational plan considering previously created draft operational plan, SWOT, financial details and stated strategic objectives;
  3. Evaluating the operational plan and presenting a report to your trainer/assessor.
  • You will be completing these tasks for the mentioned below organisation in the scenario.
  • You are required to submit the following documents to your assessor as part of this assessment task:
    • Draft operational plan
    • Basic two-year operational plan
    • Review report of the operational plan
  • Word-limit for the task a is 500-600 words; task b is 1000-1200 words including the words of task a and task c is 500-600 words.
  • Your assessor will assess your work according to the given performance criteria/ performance checklist.
  • You may attach a separate sheet if required.
  • You must include the following particulars in the footer section of each page of the attached sheets:
    • Student ID or Student Name
    • Unit ID or Unit Code
    • Course ID or Course Code
    • Trainer and assessor name
    • Page numbers
  • You must staple the loose sheets together along with the cover page.
  • You must attach the loose sheets chronologically as per the page numbers.
  • Correction fluid and tape are not permitted. Please do any corrections by striking through the incorrect words with one or two lines and rewriting the correct words.
  • Student must establish the following criteria during the task:
    • 1: Describe the resource requirements for developing an operational plan.
    • 2: Describe about establishing and implementing consultation processes in operational planning processes.
    • 3: List of key performance indicators to measure organisational performance.
    • 4: Identify risk and describe strategies/ activities to minimise the risk and persons responsible to minimise the risk.
    • 5: Describe about the need of information sources and specialist advice in the development and presentation of proposals for resource requirements.
    • 6: Seek approval of the plan from relevant authority (Trainer/ assessor) and communicate the plan with management and employees of the restaurant through E mail.

Resources required to complete the assessment task:

  • Computer with Internet and MS Word
  • Printer or e-printer
  • Unit Assessment Pack
  • Learner Guide
  • Self=Study Guide

The scenario – summary

A function/events room was set up in “Foodictive” restaurant almost two years ago. The room has access to full audio-visual services and is used by event organisers and existing clients for staff events (parties, meetings, dance classes, training activities).

The Restaurant Manager produced a Basic Strategic Plan when the function room was first opened two years ago and it has only recently been updated with Budget Statements, a Human Resource Management Plan, a Risk Management Plan and Projections.

There was initial extensive consultation with the stakeholders and staff.  Detailed market research and a competitive analysis showed that the objectives set were achievable but only if there was a positive push to implement the strategy as planned.

A new working Operational Plan is required for the function/event room.


A – Draft an initial Operational Plan

You must analyse the situation using the material provided, and produce an initial draft of Operational Plan while considering several factors relevant to operational planning such as operational plan format/presentation, activity scheduling, risk assessment, resource requirement assessment, etc.

You must develop this draft Operational Plan by considering the information provided in the scenario, performance criteria and the attached appendixes.

The role of Owner/Executive Chef will be played by your trainer/assessor who you are required to consult to develop this Operational Plan.

Key Learning Outcomes: 

  • Research, analyse and document resource needs and develop a draft operational plan
  • Examine the options and information to plan, design and produce a draft operational plan
  • Implement consultation processes as an integral part of the operational planning process
  • Developing contingency plans for the operational plan
  • Seek specialist advice wherever necessary
  • Approach to conduct basic risk assessment of the components of the operational plan
  • Assess the resource requirements for developing a draft operational plan
  • Gain an appreciation of the cross-functional considerations that will arise when engaged in developing a draft operational plan
  • Plan and manage the resource acquisition including managing recruitment and induction within organisation’s human resources management policies, practices and procedures
  • Monitor and review operational performances

B: Prepare a basic operational plan

This assessment task requires you to prepare a basic two-year Operational Plan (2018-2020) taking into account the previously created draft Operational Plan, SWOT, Financial details and stated strategic objectives;

You are a member of the new Strategic Planning Steering group – it is now January 2018.

Assuming that the planned intent outlined above is acceptable, prepare a basic operational plan to achieve the high-level objectives, taking into account the stated strategic objectives.

The focus should be on the elements of activities which would have to be implemented to achieve the strategic objectives.

Key Learning Outcomes: 

Your operational plan should include:

  • A breakdown of the activities (objectives) to contribute to each goal while taking into account the outcome of the SWOT analysis.
  • Develop, monitor and review performance systems and processes to assess progress in achieving profit and productivity plans and targets
  • Identification of any key performance criteria to be achieved, for delivering each goal.
  • Analysation and interpretation of budget and actual financial information to monitor and review profit and productivity performance
  • Identify areas of under-performance, recommended solutions and take prompt action to rectify the situation
  • Listing the resources required for achieving each objective.
  • An outline of the basic risk analyses for the plan to achieve each target (and associated goals and objectives).
  • Development and implementation of systems to ensure that procedures and records associated with documenting performance are managed in accordance with organisational requirements.

Please feel free to approach your assessor, wherever you have any questions.

C: Prepare a review report of the operational plan

Using your current operational plan, you must evaluate your plan and provide a report to the board regarding its suitability and reliability for the Foodictive restaurant.

As a minimum, your report on operational plan should include;

  • Provision of a basic executive summary.
  • Identification of what will work.
  • Identifying any areas where the plan might not be effective.
  • Suggestions for improvements.
  • Consideration of associated risks.
  • Provision of final recommendations to the Foodictive board.

Appendix A: ‘Foodictive function and events’ - Briefing Sheet


The function/event room was built on the 2nd floor of Foodictive restaurant and opened in August 2007. Half of the construction costs was funded by the owner of the restaurant, and the XYZ bank provided the rest on a long-term loan.

The room was built as a part of the restaurant for use by the event organisers, existing clients, and staff for private events. The event room generates revenue from these three groups and is required to break even financially or make a small profit to fund for future growth.


It is well-equipped with a private bar, separated children playroom, dance floor, dining hall, speech platform and a high-quality sound system and a big dress up room that is in a significant manner underused, at the present moment.

There is also considerably a large amount of space available for expansion if the need arises.

Appendix B: Strategic Plan Extract (2007 to 2010)

Mission – to be the first choice of clients for their functions/events

High-level goals

  • To increase usable floor area from 5000 to 8000 sq ft by 2010.
  • To grow a total number of reservations by 50%, to function at optimal volume (85%) by 2010.
  • To grow the net profit by 30% by 2010.
  • To enhance the usage of the facilities by event organisers and returning clients by 50%, through partially sponsored events and activities in association with event organisers.

Appendix C: Financial estimates / accounts

Revenue $000 actual 2007 Est 2008 est  2009 est 2010
Staff use 600 500 750 1,000
Existing clients 500 450 600 750
Event organisers 400 250 500 625
Total Revenue 1,500 1,200 1,850 2375


Expenses: $000 actual 2007 est 2008 est  2009 est 2010
Employment 500 450 450 500
Operating costs 300 325 350 400
Financing costs 500 525 550 550
Total Costs 1,300 1,300 1,350 1,450
Surplus/deficit +200 -100 +500 +925
Occupancy 50% 40% 65% 78%

 Appendix D: SWOT Analysis – consultant report (November 2008)

 Strengths     Weaknesses
Very well EquippedRoom for expansionWell qualified staff

Second level set up (consideration from families with children point of view)

Low staff morale – losing key staffReducing clientsReduced Event numbers (revenue)
Opportunities                                                          Threats
Potential new theme events       Increased competition
Ability to develop new facilities Liabilities (XYZ bank loan)
(lift access second level)  Recession – impact on personal finances
Flexible, under-utilised facilities       Council restriction for late night events

Appendix E: Human Resource Management Plan


The initial management team depends on the founders themselves, with little back-up. As we grow, we will take on additional help in certain key areas. Part of our basic philosophy will be able to run our executive management as a "knowledge sharing" fellowship. We will not add additional overhead until necessary. This will mean that the initial staff support team will have to work extra. By doing this, we will keep our overhead as low as possible, allowing us to adequately staff our outlets. This will also allow us and future business partners to recoup investments as quickly as possible and enjoy a higher return.

Management Team

  • Linda Andersson will manage the Restaurant. She will also function as head chef.
  • John Billie will take care of all financial issues including bookkeeping.
  • Andrea Dorman Phox is the front manager and our marketing director. She will take care of ordering for service and managing the wait-staff. She will also take care of marketing and advertising.
  • You as a Restaurant Manager responsible for restaurant operations.

Linda Andersson - Owner/Executive Chef

Linda Andersson has 15 years of experience in the food and hospitality industry, receiving her culinary training at several leading restaurants in her native Sweden.

In 1992 she moved to Los Angeles, California to pursue a personal chef career. She worked for over a year for a family and catered all their personal and business events.

From there she went to work for Deluxe Motion Picture Catering in Los Angeles. Working on about 20 motion picture projects, traveling for months at a time, planning and preparing meals for hundreds of people, cooking for demanding celebrities such as Denzel Washington, Meg Ryan, Matt Damon, Adam Sandler, Damon Wayans, Cameron Diaz, Tom Cruise, Kevin Spacey, James Cameron, Steven Spielberg...just to mention a few.

After five years, she left to pursue her own business, Leave it to Linda Catering. In between jobs she worked in at Rive Gauche; a French fine dining restaurant as the restaurant/catering manager.

In 2001 she moved to New York and while setting up her company she worked at Ulrika's (a Swedish restaurant in Manhattan) as the general manager. Linda handled many duties including food and liquor ordering, inventory, bills, operating the dining room and bar, scheduling, hiring and terminating employees.

She is now cooking enormous numbers of dinners for many private homes and businesses in Los Angeles, New Jersey, and New York.

John Billie - Managing Partner/Financial Supervisor

Mr. Billie’s experience in catering and restaurants began in the mid-80's providing hospitality and catering services to rock bands performing in Syracuse, NY. Serving world class acts such as Stevie Ray Vaughn, George Thorogood, and Peter Gabriel, among many others, through the Party Source Catering Co.

After little over a year, he left to pursue a career in motion picture production. Satisfying a strong visual sensibility, he entered the lighting department assisting in projects over the past 12 years initially with a lighting services company and eventually as a union member in IATSE 52.

During this time, he has operated both as an employee and as an independent contractor. This has provided experience in issues of small business taxation, bookkeeping, lease arrangements, inventory management, personnel management, property ownership, margins, re-selling and a myriad of other situations pertaining to the small businessman.

Since 2000, Mr. Billie has also started a financial planning business encompassing securities and insurance products. Honesty and integrity, with customer oriented advice have produced a growing asset base in wildly volatile markets in some of the most challenging and historic times.

In all these endeavours, the key issue has always been service. Meeting and exceeding expectations has consistently been the standard Mr. Billie has achieved and brings to Gabi’s Lounge & Restaurant.

Andrea Dorman Phox - Manager/Marketing Director

Andrea Dorman Phox is an artist who has been working in the Motion Picture Industry as a camera assistant since 1982. She moved from Park Slope, Brooklyn to Long Branch, New Jersey in November of 2001.

As a resource, Andrea knows many people in the Monmouth County area and is being represented by an exciting new and popular gallery in Asbury Park.

Andrea has worked on catering jobs and as a prep chief. Andrea is prepared to work with Linda in Gabi’s as a front manager who will take care of advertising, wait staff and ordering for service.

Andrea also worked as a union waitperson for many years in Rockefeller Centre Cafe while she was in college and when she attended the Whitney Independent Study Program.

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