Managing Operational Plan Issue 2022

Running Head: MANAGING OPERATIONAL PLAN 1
Managing operational plan:
Name:
Kingfisher garden centre operational plan.

MANAGING OPERATIONAL PLAN 2
INTRODUCTION OF THE KINGFISHER GARDEN CENTRE OPERATIONAL PLAN
The Kingfisher Garden Centre is planning on expanding its current office. This is because
their office is inefficient for them to run this business. They have to relocate to a larger office to
accommodate new employees. For this to happen, they must draft an operational plan, obtain the
necessary resources, and then monitor the progress. They can apply a few strategies and
activities to make sure they meet the operational goals. The most important strategy is
developing a plan. This helps in seeing the business as a whole as it creates a larger image. The
company is able to focus on their target market. The organization needs to focus on its
objectives. This will ensure that they do not lose track along the way towards meeting their
goals. It is essential for the organization to arrange their goals according to priority. The most
important things should be focused on first while the least important goals should come later.
Allocation of resources in terms of time, effort, and money should also be distributed depending
on the priority level of these goals. It helps develop a frequency of regularly reviewing what is
expected and might happen. In order to meet objectives, it is crucial to set the expectation as well
as keep track of how these expectations are met. Another important strategy that contributes
towards meeting goals is the proper management of funds. Adequate allocation of funds ensures
that all departments have been allocated enough funds that will see it through the budget every
financial year. Without proper management of capital, the organization's goals have a reduced
chance of being realized. Time management is vital towards achieving the goals of an
organization. Every task should be allocated a distinct amount of time that is enough for it to run
to the conclusion successfully. To easily manage time, you can decide on planning it in terms of
managing it, that is, a sector that is important and urgent for solving short term problems. Also,
you can categorize it as the focused time where important but not urgent issues with long term
strategic goals with long term goals are handled. Avoid time sector is also set for urgent but not
important things that are mainly distractions and interruptions. This makes it possible to come up
with strategies that will help in curbing factors that will hinder the success of the operational
plan. The last time sector is the limit which involves not important and not urgent issues. It
mainly focusses on activities that are time-wasting. With the understanding of all these sectors,
the operational manager is able to manage the time and foresee the direction of the business.
Another strategy is to find a mentor, a person who has succeeded or had similar objectives as the
one you are trying to accomplish. A mentor can tell what is expected of the operational manager

MANAGING OPERATIONAL PLAN 3
and can have helped the kingfisher garden center staff members adopt the necessary skills. This
mentor will help shed some light to ensure survival and ultimate success in reaching the set goals
and objectives.
Task 6.2
A contingency plan is a document with instructions, considerations and recommendations
for how a business can recover its data in the occurrence of a security disaster. This plan helps in
mental preparation of anything worse that can happen and strategize on the approaches to give
solutions. It contains the Disaster Recovery Plan, Emergency Mode Operation Plan and Data
Backup plan. The development of a contingency involves, developing a policy for statement for
that plan. This document provides, guidelines and authority required to develop a contingency
plan that is effective. The allocation of resources is a vital activity as the company is going to
allocate its resources into a new place. Therefore, it is not always easy to allocate the right
resources at the required place especially in a case where recruitment is involved as it may affect
the profitability of the company. Poor allocation of incompetent employees will affect the work
flow. Chances of risks occurring are at a very high level.
Contingency plan Contingency plan number
Operational plan/ project name Planning for resource allocation
Risk Effects on the profitability and disruptions in
operation processes
Impact rating (1-6) 5
Consequences of risk of occurrence In other strategies formulated to execute the
plan, disruptions are created
Contingency plan trigger Growth in the performance of the company
Person responsible for action Human resource managers and marketing
managers
Planning actions taken before implementation
of the operation plan
The resources required in the organization are
planned for and allocated resources in
conjunction to their demands
Incident corrective actions taken when the
trigger point is achieved and the contingency
plan is activated
Good allocation of resources at the right place
and also removing irrelevant resources
Time frame for implementation Implementation takes 10 days
Resources required Work station machineries, office furniture,
internal employees and external agencies
Indicator of completion Smooth functioning in the operational process
Alternative suppliers The computer hardware, printer, office
furniture suppliers

MANAGING OPERATIONAL PLAN 4
Stage seven:
The marketing manager
Kingfisher Garden Centre
Physical resource proposal: Introduction
Kingfisher garden center is a growing organization that requires to relocated to a larger
office in order to accommodate new employees who will help it towards achieving their
organizational goals. With this advancement, they are required to have additional physical
resources, which include a few new computer systems. This proposal will give a detailed
argument and a criterion that can be used to acquire the best computer systems.
Problem statement
The company is experiencing the problem of meeting the gap and the human resources
that are needed so that the company relocates to the new office.
Objectives
To elaborate on the strategies for resource allocation for the company in the activities of
development especially in the web based marketing. They require to obtain, physical resources
such as chairs, photocopiers, coffee machines, reception desks, tables, printers and computer
hardware. These physical resources are mainly required in the office for the purpose of
administration. Human resources involves the internal employees, service providers and the
external contractors (McDONALD, 2016).
Executive summary
This proposal focusses mainly on the need for acquiring the new computers. Among the
benefits of this acquisition, is improved communication, safe and reliable record-keeping as well
as accurate financial calculations. It also emphasizes the need for selecting a reliable and most
efficient vendor who will provide first-class services as well as guarantee quality after services.
The proposal also elaborates on the accessories required to accompany the computer systems.
These accessories include a mouse, mousepads, and keyboards for each computer.

MANAGING OPERATIONAL PLAN 5
Action plan
This proposal is meant to place an order for computer hardware that is required for our
office use. The computer should be recent and must have excellent graphics capacity. They will
be used to send emails in the office, access account records, store organizational files, general
communication like skyping, and the use of social media to market organizational products. The
computer system haves to be delivered within a period of two months. This will give enough
time for the installation of these systems in the office work stations. Installations involve
installing various necessity programs like antiviruses, word processors, as well as the company
software. This resource is permanent and hence the need to acquire high-quality computers that
have a long life span; this will save the organization unnecessary repair costs that are associated
with low-quality products. The computer system will be obtained from a local technology dealer.
This system to be purchased must be complete, that is, should have a mouse, central processing
unit, and a monitor. The computers will then be packed in secure boxes for transportation to the
organization’s new offices where they are to be installed. The computer vendor to be selected has
to offer a good deal in terms of the prices and warranty guarantee. They should also offer
delivery of the systems as well as hardware testing to ensure the systems are operational. In
addition to that, the same vendors will be responsible for performing routine checkups on the
systems, preventive maintenance (Mohammad, van den Broek, Boots & Wong, 2016). If there is
a system that needs to be repaired, the vendor is obliged to provide an alternative machine to be
used while the other one is being repaired. And finally, proper documentation on the purchasing,
delivery, and agreements made should be filed to avoid future misunderstandings.
Conclusion.
After analyzing the proposal, it is evident that each organization requires resources that
will be used towards achieving the organizational goals and objectives. It is also beneficial as it
improves communications, ensures safe record-keeping, and generally improves the quality of
products and services being offered. To summarize the requirements, all computer systems
acquired must be tested for any issues before being shipped to the organization. Each computer
hardware must have an excellent graphic capacity for effective performance in the office.
Specific computer hardware requires to be installed certain programs depending on the
department they are functional in for qualitative production. This calls for keenly selecting a

MANAGING OPERATIONAL PLAN 6
good computer vendor, especially one who offers maintenance services and as well as after-sale
services that will help save the organization unnecessary repair costs. The vendor must also have
the capacity to provide quality computers that guarantee a long life span.
Task 7.2: Question and Answers
Q1.
The operational plan proposal will be presented directly to the national manager of operations
whereas the approval must be granted before the plan is implemented.
Q2.
The correct format of the proposal of the operational plan and processes of approval can be
available on the internet.

MANAGING OPERATIONAL PLAN 7
Reference
Acharya, S., & Chellappan, S. (2017). Chart Forms. In Pro Tableau (pp. 547-663). Apress,
Berkeley, CA.
Buxel, H., Esenduran, G., & Griffin, S. (2015). Strategic sustainability: Creating business value
with life cycle analysis. Business Horizons, 58(1), 109-122.
Gantt, H. (2015). Gantt chart.
Graham, I., Goodall, P., Peng, Y., Palmer, C., West, A., Conway, P., ... & Dettmer, F. U. (2015).
Performance measurement and KPIs for remanufacturing. Journal of Remanufacturing,
5(1), 10.
Harbour, J. L. (2017). The basics of performance measurement. Productivity Press.
Kearney, R. (2018). Public sector performance: management, motivation, and measurement.
Routledge.
Landy, F., Zedeck, S., & Cleveland, J. (2017). Performance measurement and theory. Routledge.
Lestari, P., Paripurno, E. T., Kusumayudha, S. B., & Nugroho, A. R. B. (2018). MODEL OF
COMMUNICATION PLANNING FOR CONTINGENCY PLAN OF DISASTER RISK
MANAGEMENT SINABUNG VOLCANO ERUPTION.
McDONALD, M. A. L. C. O. L. M. (2016). Strategic marketing planning: theory and practice. In
The marketing book (pp. 108-142). Routledge.
Mohammad, I., van den Broek, H., Boots, M. L., & Wong, R. (2016). U.S. Patent No. 9,336,502.
Washington, DC: U.S. Patent and Trademark Office.
Parmenter, D. (2015). Key performance indicators: developing, implementing, and using
winning KPIs. John Wiley & Sons.
Weber, J., Schäffer, U., & Goeldel, H. (2017). Developing strategic and operational planning.

MANAGING OPERATIONAL PLAN 8
Appendix 2 Operational Plan
Stage 1:
Section 1: Overview
Operational plan
number:
1 Commencement date: 14TH APRIL
Department(s)
affected:
MARKETING,
FINANCE,
OPERATIONS
Planned completion
date:
14TH JUNE
Project coordinator: NOR AZAH
SHAHRIZA
Contact details:
Summary of plan
goals
THE KINGFISHER
GARDEN CENTRE
GOAL IS TO
EXPAND ITS
CURRENT OFFICE
BY RELOCATING
TO A LARGER
OFFICE TO
ACCOMMODATE
NEW EMPLOYEES.
Version number:
Section 2: Activities
Strategy Actions/ Activities Work
plan
no.
Resources
required
Timelines
No.
days
Completion
date
TO REVIEW THE
ORGANIZATIONA
L MISSION
THE
ORGANIZATION
MISSION AND
VISION THAT
ARE RELATED
TO THE
STRATEGIES
ARE
EVALUATED
1 HUMAN
RESOURCES
5 14TH MAY
IMPLEMENT
ENVIRONMENTAL
SCANNING
ANALYSING
THE EXTERNAL
AND INTERNAL
ENVIRONMENT
THAT ARE
RELATED TO
THE
ORGANIZATION
2 HUMAN
RESOURCES
7 19TH MAY

MANAGING OPERATIONAL PLAN 9
OBJECTIVES
RESOURCES
ALLOCATION
TO ALLOCATE
EMPLOYEES,
AND PHYSICAL
RESOURCES
SUCH AS DESKS
WITH
DRAWERS,
TELEPHONE,
CHAIRS, WASTE
BIN, COMPUTER
MONITOR,
MOUSE, HARD
DRIVE,
KEYBOARDS,
COLOURED
PRINTERS AND
PHOTOCOPIERS.
3 EXTERNAL
EMPLOYEES,
OFFICE
FURNITURE,
WORK
STATION
MACHINERY,
AS WELL AS
EXTERNAL
SUPPLIERS
10 26TH MAY
BUDGETING PREPARATION
OF AN
EXCELLENT
BUDGET FOR
OPERATIONAL
PLANNING
4 HUMAN
RESOURCES
3 5TH JUNE
TO IMPLEMENT
STRATEGIES
PUTTING IN
MOTION ALL
THE
STRATEGIES
DEFINED IN
THE
OPERATIONAL
PLANNING
PROCESS.
5 HUMAN
RESOURCES
2 8TH JUNE
FINAL SELECTION
OF THE
STRATEGY
SELECT THE
RIGHT
STRATEGIES
AMONG THE
DEFINED
STRATEGIES
THAT WILL
BEST HELP TO
EFFECT THE
OPERATIONAL
PLAN
6 HUMAN
RESOURCES
2 10TH JUNE
TAKING
REMEDIAL
COMPARE THE
AVERAGE
7 HUMAN
RESOURCES
2 12TH JUNE

MANAGING OPERATIONAL PLAN 10
ACTIONS PERFORMANCE
WITH THE
ACTUAL
PERFORMANCE
AND TAKE
REMEDIAL
ACTIONS THAT
ARE
NECESSARY
Stage 2: Task 2.1
Who Why Method (s)
THE NATIONAL
PURCHASING MANAGER
TO ENSURE EASY
ALLOCATION OF THE
BUDGETS TO DIFFERENT
ACTIVITIES, THE
NATIONAL PURCHASING
MANAGER HAS TO BE
CONSULTED
OFFICIAL EMAILS
ORGANIZED MEETINGS
OPERATIONS MANAGER TO PROVIDE
GUIDELINES ON HOW
OPERATIONS WILL BE
HANDLED
ORGANIZATION OF
FORMAL MEETINGS
EMAILING
MARKETING MANAGER TO GIVE IDEAS ON HOW
TO PROMOTE THE
BUSINESS PRODUCTS OR
SERVICES AND HOW TO
HANDLE FORMULATION
ORGANIZATION OF
FORMAL MEETINGS
EMAILING
TEAM MEMBERS TO SUGGEST IDEAS ON
HOW THE OPERATIONAL
PLAN CAN BE
IMPLEMENTED AND
CONDUCTED
MEEETINGS AND FOCUS
GROUPS.
Task 3.1
Who Why Method (s)
EXTERNAL
CONTRACTORS
THEY HELP IN
MAINTENANCE OF THE
MACHINES AND OTHER
EQUIPMENTS
EMAILING
TELEPHONE CALL AND
TEXTS MESSSAGES
FACE TO FACE
MEETINGS
EXTERNAL AGENCIES TO RECRUIT AND TRAIN
THE ORGANIZATION
PERSONNEL
EMAILS
TELEPHONE
FACE TO FACE

MANAGING OPERATIONAL PLAN 11
MEETINGS
INTERNAL EMPLOYEES TO BE RECRUITED ON
HOW TO MAINTAIN
OPERATIONS OF THE
ORGANIZATION (Weber,
Schäffer & Goeldel, 2017)
FACE TO FACE
INTERACTIONS
Stage 4:
4.1 Gantt Chart (Gantt, 2015).
Activities Week (1-2) Week (2-3) Week(3-4) Week (4-5) Week(5-6) Week (6-7)
Review the
organizational
mission
Implementing
environmental
scanning
Implementing
environmental
scanning
Allocation of
resources
Budgeting
Implementing
the strategies
Selecting the
final strategy
Taking
remedial
actions
Stage 5:
For the operational plan to have a successful and good end, performance indicators must
be developed for the operational activities. They help in providing an understanding on how well
the business is meeting up its objectives. The right key performance indicators must be

MANAGING OPERATIONAL PLAN 12
established by corresponding them to long term approaches and short term objectives and goals.
They also help in allocating human resources, financial plan, proper timelines to all the strategies
available. They key performance indicators of activity involving reviewing of the organizational
mission is current financial position of the organization (Parmenter, 2015). It is analyzed using
the following technique:
Specific It involves analyses of the current financial
position of the company as well as the image
of the company in terms of the market
Measurable The KPI can be measured by comparing the
balance sheet of existing competitors.
Achievable Can be achieved by implementing a
marketing and financial department that can
be used to make a comparative analysis
Relevant Must be relevant to review the mission of the
organization that is associated with the
accuracy of the strategy that need to be
formulated
Time bound Within three days the key performance
indicators must be implemented
Key performance indicator for implementation of environmental analysis is based on
productivity of the organization and employees’ satisfaction (Harbour, 2017).
Specific Analyze the internal and external factors of
the environment
Measurable Measured by reviewing the impact of the
internal and external factors that affects the
performance of the organization
Achievable It can be achieved by including marketing
departments and human resource departments
which can analyze the internal and external
factors affecting the organization
Relevant The indicator is relevant to formulate the right
strategies by understanding factors that are
affecting the organization
Time bound Must be done within six days
Key performance indicators for the activity involving allocation of resources is the
organization’s output and the employee performance level.
Specific Involves measuring level of output of the
organization and how the employees are

MANAGING OPERATIONAL PLAN 13
performing
Measurable Measuring it by implementing the rate of the
method of performance and the output
strategies.
Achievable It is achieved by implementing the human
resource in the rate of the method of
performance and measuring company output.
Relevant The indicator is relevant so that it can analyze
whether the resources are properly allocated
where necessary.
Time bound It can be achieved within a period of ten days.
Key performance indicators of budgeting activity is of great profit to the company
Specific The ratio of company profit in relation to the
existing years can be measured to perform the
activity.
Measurable The profitability is measured by calculating
the company’s net profit in the current year.
Achievable The indicator is achievable by implementing
the department of finance to measure the
profitability.
Relevant It is relevant as the net profitability helps to
identify whether the budget has been well
allocated or not.
Time bound All this can be achieved within two days.
Key performance indicator of implementation of the strategy activity is organization’s level of
performance and arrangement with the objectives of the organization
Specific To measure the performance level of the
organization according to the objectives of the
organization.
Measurable The indicator can be measured using
performance appraisal methods.
Achievable Implementing the human resource managers
to measure performance.
Relevant It is achieved to implement strategies that are
right.
Time bound It is achieved within a period of two days.
Key performance indicators of choosing the final strategy is company’s performance and
profitability ratio.

MANAGING OPERATIONAL PLAN 14
Specific Company’s performance in profitability ratio
should be measured.
Measurable The analysis of the company’s profit and
performance of the employees in the company
help in measuring the indicator (Buxel,
Esenduran & Griffin, 2015).
Achievable The implementation of the finance department
for measuring profitability and the company’s
performance makes it easy to achieve the
indicator.
Relevant The indicator is relevant to choose the final
strategies that are necessary for
implementation process.
Time bound It will be achieved within three days.
Key performance indicator of taking remedial actions is the performance of the company
currently
Specific The current performance of the company is
measured using this indicator.
Measurable It is measurable by using performance
appraisal and the company profit margin.
Achievable It is achievable through including both the
finance managers and marketing managers so
that they can use the tools to measure the
methods.
Relevant The objective is relevant so that remedial
actions for measuring the performance can be
taken.
Time bound It is achieved within five days.
Stage 6
Task 6.1
The allocation of resources is one of the activities that requires a lot in the
implementation process. To allocate the resources, the potential risks that are associated with this
activity are the improper allocation of the resources that may affect the company’s profitability.
It is a time consuming process and it can cause interruptions in the processes of work. Here the
level of risk is high (Lestari, Paripurno, Kusumayudha & Nugroho, 2018).
Section 3: Performance and risk management
Task 6.2
Strategy Action/ Performance measurement Risk management

MANAGING OPERATIONAL PLAN 15
activity
Transfer strategies and
actions/activities from
section two activities
KPI Data
sources
Monitoring
method
Identified
risk
Risk
level
Cont.
plan
numb
er
Reviewing
the mission
of the
organizatio
n
Evaluatio
n of the
organizati
onal
mission in
relation to
its
objective
Current
financial
position
of the
organizati
on and the
company’
s image in
the
market.
Company
’s past
position
(Kearney
, 2018)
Bench
marking
(Graham,
Goodall,
Peng,
Palmer,
West,
Conway &
Dettmer,
2015)
Strategies
may go
different
in relation
with the
organizati
onal
objective
medi
um
1
Environmen
tal analysis
Scanning
the
internal
and
external
environm
ent
How
internal
and
external
factors
impact the
employee
s
satisfactio
n,
organizati
on’s and
its
productivi
ty
Market
surveys
and
secondar
y sources
Productivity
ratio and
performance
appraisal
External
factor
such as
environme
ntal
factors
and
governme
nt policies
might
affect the
strategies
High 2
Allocating
the
resources
Allocation
of the
equipment
,
employee
s and the
machine
at the
right place
Organizati
on output,
employee
s
performan
ce level,
Company
’s data
from
both the
operation
s and
human
resource
departme
nt
Observation
al method
Improper
allocation
of
resources
that lead
to
interruptio
ns during
the
operationa
l
processes.
high 3
budgeting Preparing
a budget
plan
profitabili
ty
Internal
company
’s data
Profitability
ratio of the
company(La
ndy,
Improper
allocation
that can
cause
High 4

MANAGING OPERATIONAL PLAN 16
Zedeck &
Cleveland,
2017)
loses
Implementa
tion of the
strategies
All the
strategies
required
for the
project are
implemen
ted
Organizati
ons
performan
ce in line
with
organizati
on
objectives
Productiv
ity ratio
of the
organizat
ion/ the
data of
the
company
Bench
marking
If the
strategies
fail, they
tend to
create
loses
medi
um
5
Choosing
the final
strategy
Among all
the
strategies,
the final
one is
chosen
Company’
s
performan
ce and
profitabili
ty ratio
Internal
company
’s data
Bench
marking
The
strategies
may
increase
the cost to
the
previously
planned
budget
low 6
Taking
remedial
actions
Having a
compariso
n between
the
average
performan
ce and the
actual
performan
ce and
take the
remedial
measures
Company’
s current
performan
ce
Company
’s
internal
data
Bench
marking
Much
time is
taken in
the
process
causing
interruptio
ns on the
operation
medi
um
7