Objectives

KPI (Smart Target)

Point of Contact  (staff member)

Due Date

Resources required

Status (complete or incomplete)

Objectives relating to the tasks to be completed by the team

1 Ensuring Coordination of  outlet launch meeting/s to and for applicable internal and external stakeholders

Weekly meetings to be done every Monday as of the 7^th april – scheduling of the meetings to occur every Friday before the commencement of the meeting Monday.

Operation Manager and Administration team leader

Every week -Every Monday  commencement being April 7th

Information and knowledge on the operation its self as to where SIMCO is currently at and what the business expectations are.

Meeting rooms, computers laptops and programs to be able to access and set up the meetings.

Complete ( In duration)

2 The setup of the showroom is completed and accessible to all within a timely manner

Team leader of the staff for the showroom as well as operation manager and other relevant management, and parties (suppliers)

Commencement of this will need to be under commencement as of the 2^nd week of April and ongoing. ( From the 14^th April) Approx cut of for fullset up to be complete by 14^th May.

Showroom lay out plan, location, shelving, staff, equipment, scanners, laptops, computers, scanners, phones staff uniforms, bags, boxes and stock, cash tills, eftpos, internet, system set ups etc

Incomplete ( In progress)

3 Marketing the new launch for the new outlet (inclusive of the location)

This will need to occur every week three times a week as a hard launch / hard advertising from the 14^th April to at the very least three weeks after the launch of the new outlet.

This will need to occur every Monday,Wednesday and Friday 9 am ( this can occur as the same post with potential slight changes to the post but as a scheduled post on social media)

The marketing team and marketing management as well as the operational manager and the new outlet manager.

Commencement of this will need to be the 14^th April onwards

Internet, stock, computers, laptops ,phones, social media log ins, an materials and programs to be able to advertise the launch.

Complete/Incomplete ( in progress of advertisement  and scheduling for the advertisement of the launch. However first advertisement post completed.)

Objectives relating the team performance and culture

1

Sticking to relevant budgets through out the project

2

Showing up regularly and on time to work.

3.

Working as apart of the team past and before the duration of the project/operation to forsee the operation commencing and closing.

1 Ensuring the relevant teams such as the finance and or marketing team have an idea on what the budget is for the duration of the project.This needs to be updated regularly and tracked by a check list and a financing spread sheet. This KPI needs to met adjusted and discussed at least once a fortnight on a Monday or where needed.

2 The KPI for the staff to work towards the goal of showing up to allocated shifts and on time will have a rewards program incorporated during the duration of the operation. Each time the team and or individuals show up to allocated shifts and or on time they will get a tally against their name,the team and or individual will have an option of three reasonable rewards they can pick from such as half days, lunches and or coffees covered. This reward system will be checked in on daily – and confirmed who is the winner at the end of each fortnight on a Friday.

3. The KPI for this target point will be to ensure staff are advising and alerting management what is and itsnt working through weekly and or fortnightly meetings as well as reporting back to their current management when and where required. This can be inclusive of advising of when and where the showroom layout is and isn’t working during set up and completiong.

The parties concerned in this matter will be the operational manager,the new outlet manager and the finance and accounting team/s

2. The people who will know about this will be the new outlet manager,team leaders and operation management.

3. The operation management,  team leaders,staff informing of the changes, HR and outlet manager will need to be kept well informed.

Commencement of this will either need to occur the 14^th of April and then migrating to the 20^th of April or as discussed weekly when needed.

2. This will occur at the starting point of the operation aka, 14^th April 2025.

3. This will need to be under commencement of the operation surrounding the dtes particularly the 14^th April and 20^th April an ongoing.

Understanding of the financial budget for the operation and for the business will needed to be known and potential training surrounding this to be occurred. The operations budget will also need to be made clear and concise as well.

2. The team and individuals will need to be aware of their requirement in their job positions s well as for the new outlets requirement and the operation plans requirement as well. Team meetings and documents will be held and supplied to the staff surrounding this.

3.The staff will need to be provided with information on expectations of the operation as well as access to note pads and  other stationary, service system set ups and templates and emails to report back to the relevant parties.

Incomplete – The start date has commenced but the consistent updating of the operations finances will need to occur during the duration of the operation

2. Incomplete – In progress on going ( all staff checking in / have checked in on the first day).

3. Incomplete – Currently in progress.

1.    Human Resources Plan

Description

HR will need to be in support of the staff both lower pay grade employees and operations management etc during the duration of the operation. The plan will be to execute accurately that all staff have an understanding of the requirements of the operation and are informed of all changes regularly. It will need to be ensured that all parties such as staff and customers and any other external factors such as suppliers are kept safe during the duration of the operation. This would mean addressing the WHS rules and regulations where needed and required.Not only this but the HR plan and or HR and the operations manager will need to ensure staff have an understanding of their roles and ways they can complete them in a safe and timely manner.This in turn doesn’t just affect the staff of the operation but also the customers as well.

Objectives

To aid with development the development and training of the staff as well as aiding with and ensuring compliance and legal and ethical standards as well as  well as to help staff understanding of what is required of them.  A requirement will also be clear and concise communication with the supplier and the staff as well as the customers.

Deliverables

Recruitment and understanding of the job roles and companies needs and requirements. All of this to occur is to whilst up keeping and maintaining  the best customer service an ensuring and helping run the operation as smoothly as possible.

Internal resourcing capabilities - Human Resource Identification (insert rows as required)

Role/Job Title

Responsibility

Qualifications / Experience

Competencies

Talent management

Recruitment for the project aiding the new outlet manager an giving assistance and guidance as well as aiding with interviews an clarifying job roles

Previous experience is required and admirable

Experience in also customer service and administration is preferable

Qualification diploma in recruitment and leadership

The talent management must be in both face to face skillsets as well as written and verbal communications and must also be competent in Microsoft use and be efficient with a computer.

Workforce relations

Work force relation offiers and management will have desirable people skills and be able to de escalate  situations as well. They should also have and will need to be able to work along side the outlet manager and talent management for the recruitment process where needed.

They will need to show support to all and other management but also staff as well as the business to ensure everyone feels heard,valued and included.

Diploma in work force relations is required and cert in leadership

Work force relation offiers and management will have desirable people skills and be able to de escalate  situations as well. They should also have and will need to be able to work along side the outlet manager and talent management for the recruitment process where needed

They will need to show support to all and other management but also staff as well as the business to ensure everyone feels heard,valued and included

They will also need to show competency In face to face,verbal and written skill sets as well and not be afraid to take on challenges.

Organisational designs

Organisational designs managers and officers will need to ensure they are shaping and maintaining a positive and productive environment in the work place. This will also need to align with simcos goals and values

Dimploma in business management and organisational designs

Officers and or management will need to be sure footed and not scared to take on challenges and tasks an be willing to step up to the plate and work In a team ad be motivated they will need to be efficient in Microsoft as well as verbal,written and face to face communications as well.

External resourcing requirements - Human Resource Acquisition (insert rows as required)

Role/Job Title

Number required

How will this resource be acquired?

When will this resource be required?

Talent management and officers – hiring staff outside of business and communicating rol expectations

1-2

This will be acquired through hiring the appropriate and or appointing the appropriate people to complete these tasks and will be required to be done as or commenced at the beginning of the operation with consistent communication. This will be done through emails and or phone calls and interviews and via recruitment agencies seek adds etc.

Will be required to be done as or commenced at the beginning of the operation with consistent communication

Trainer of the staff recruited from another business – trainer will be required to work along side talent management an provide the best quality training to those relevant to the roles the trainer will be training them in

1

trainer will be required to work along side talent management an provide the best quality training to those relevant to the roles the trainer will be training them in They will need to be in communication with relevant parties on the progress of training is going

Prior to the search of new staff for the team this will need to happen once operation approvement has gone through.

Strategies to maximise efficiencies

1

One strategy to maximise efficiencies is by, hr technology - having such things as talent pools,screenings ,interviews face to face, zoom and via phone calls . etc

2

The second strategy to maximise efficiencies is by the talent acquisition and development – this can be done by dedicating time to team building activities to show case team work and working together and individuals strengths and weakness’s

Evaluation and review process

Looking into the evaluation and review process this is a time for us to  self reflect on what we have an or are aiming to do to be able to help potential candidates and mee he companies expectations inside and out of the operation. The below questions have be considered during this review process

How are we going with looking into candidates for the project ?

What can we consider  to look for candidates for the operation ?

What are the candidates expectations vs ours?

Where do the candidates see them selves in  years?

Have we made the expectations clear for the operation and business?

Can we amend the roles to suit those candidates who stand out more?

What have we done well?

A discussion has then been had around each of these topics in a team to narrow down each and everyone’s own individual thoughts on where we think we went well and what needs to be improved and has been agreed upon as  general group consences.

2.    Equipment and Materials Resources Plan

Description

It is quite clear that the main source of equipment the staff will need to be able to complete their tasks and otherwise at hand are of the technical (technology kind), varying from any where between scanners, laptops, desktops and phones. To then also needing access to system set ups to be able to complete sales, inquiries, stocktake, feedback, normal staffing duties etc.

Not only this but staff are going to need access to  be able to understand operation requirements at hand and their job positions as well as how to carry out their tasks.They will need potential accesses to policies and procedures to help guide their way in the operation and perhaps access as well to SIMCOS strategy plan.

Something that will also need to be considered is how policies and procedures may effect those who we are working with internally and externally and how this will reflect and affect the company with obtaining location,resources and equipment etc

Objectives

The key for this plan is to ensure the staff have what is needed in their roles for them to be able to complete their work load at hand whilst adhering to company policies and procedures and aligning with the companies goals, financially and meet requirements of the discounts be offered on hand.They will need to also have a clear and concise understanding of the companies policies an procedures surrounding this.

Deliverables

Deliverables for this all to be falling into place and in alignment with the operations goals and requirements are as follows is a a list and or a document that can outline or is  outlining all the specific assets and materials needed to successfully execute the operational plan. This can be seen as inclusive of  everything from financial resources and personnel to equipment, supplies, and tools, ensuring all aspects of the plan have the support they need. 

Internal resourcing requirements - Resource Identification (insert rows as required)

Resource /type

Description

Skills mapping

Skills mapping is used to efficiently identify and document the skills and expertise of current employees within the company. Thus then aid and creating a skills matrix to understand the talent pool within the organisation.

Resource Availability

Resource availability is used to check if the identified resources are free as well as  capable of taking on additional responsibilities as well as  if they require may need and or  additional training or mentorship. 

Succession Planning

This is often and can be used to help identify and/ as well as  develope potential internal successors for critical roles, ensuring continuity and smooth transitions. 

External resourcing requirements - Resource Acquisition (insert rows as required)

Resource Name/Type

Number required

How will this resource be acquired?

When will this resource be required?

Leasing equipment and or facilities

15-20 pieces for the staff plus potential additional for management one item per genra per person

Doing research equipment prices and value packs weighing up  options and taking into consideration the budget at hand

This can be looked into during the commencement of the early stages of the operation whilst sourcing equipment for the staff and the location to get the job done

Hiring contractors and or other labor workers

Dependent on the situation at hand with the recruitment stages

Under the duration of the recruitment process

This can be looked into whilst the duration of employment is being commence with hr at the beginning of the operation once and outlet location has be sourced and a candidate pool is being created.

Collaborating with different organisations

1-2

Through out and during the duration of the operation, realistically can be done start to end

This can be done and sought at the begining of operation to help aid with the work load and requirements and changes of the business.

Strategies to maximise efficiencies

1

Optimising resource allocation

2

Focus on sustainability

Evaluation and review process

Something that needs to be considered while finding  these resources and who will be obtaining and caring for their resources will be, how much this is going to cost how sit is going to effect the company financially and efficiency wise, are there any deals and or value packs that can be used and or applied in consideration of the operations budget.

Is the equipment and materials sourced and created for or by the company going to be efficient for all staff to use and for the operation to run as smoothly as possible. And if not what can be done to make changes an amendments of and for this in consideration of all external and internal factors and how I will affect both.Not only this but are we going to need to to build foster and maintain relationships  with any third parties and businesses that are aiding us during this process and how are we going to effectively report and communicate to and with them but the remainder of the team as well.

Something that will also need to be considered is how policies and procedures may effect those who we are working with internally and externally and how this will reflect and affect the company with obtaining location,resources and equipment etc

3.    Technology Resources Plan

Description

It is quite clear that the main source of equipment the staff will need to be able to complete their tasks and otherwise at hand are of the technical (technology kind), varying from any where between scanners, laptops, desktops and phones. To then also needing access to system set ups to be able to complete sales, inquiries, stocktake, feedback, normal staffing duties etc.

It is also known for technology  resources when looking into this further and taking into  consideration an operational plan, key objectives include ensuring they align with business needs, optimizing resource utilization, and mitigating risks. These resources should also not just support innovation, scalability, but also empower the team as well.

Objectives

It is also known for technology  resources when looking into this further and taking into  consideration an operational plan, key objectives can and should include ensuring they align with business needs, optimizing resource utilization, and mitigating risks. These resources should also not just support innovation, scalability, but also empower the team as well.

Things like this should be considered are the budget for the operational plan, the discounts being offered at hand, how staff are coping and or operating with changes and or challenges as well as are things like the discounts being offered for the outlet sufficient enough.

Deliverables

Training programs, reports, valid resources for the business and operation and its staff to succeed,support and or consulting services etc as well.

Internal resourcing - Resource Identification (insert rows as required)

Resource Name/type

Description

Improved communication

Communication that is being had during the operation is consistently updated clear, and concise and has been give multiple ways to communicate such as word documents, meetings,emails,phone calls and verbally etc

Faster Implementation

These resources can be and need to be readily available and are and or can often implement changes or projects more quickly than some if not most/all  external parties

Knowledge and Expertise

Those who have more knowledge on the operation on the business and how they operate and or experience over all can aid others who may struggle or not be so much in the know to ensure all team mates are on the same page and have an understanding so the business and operation can run smoothly.

External resourcing - Resource Acquisition (insert rows as required)

Resource Name/Type

Number required

How will this resource be acquired?

When will this resource be required?

Strategic alliances

As many as required maybe one or two

This can be acquired by the following: collaborating with other companies to share technology their resources. 

At the beginning of the operational plan

Outsourcing

As many as required maybe one or two

This can also be acquired by the following: pointing in the direction of and or deligating technology development or maintenance to an external provider. 

At the beginning and through out the operational plan

licensing

1

By obtaining the right to use a specific technology and or equipment  from another company. Weather this may then lead to legal documents and matters to be signed as well.

At the beginning of the operational plan

Strategies to maximise efficiencies

1

By simplifying and optimising the steps to the plan keeping it simple

2

By mapping and analysing  the operational tasks and operation at hand and helping limit and iron out any risks where they have arisen and or may arise along the way.

Evaluation and review process

Keeping into consideration when analysing and reviewing the technology side of things with operational plans this is something we may or you may need to consider:

·         Essentially integrating technology into the evaluation and review process for operational plans this can be inclusive of and often involves using data analysis, visualization, and reporting tools to monitor progress, identify issues, and make data-driven decisions. This then helps to ensure plans are effective and continuously improved on a regular bases.

We will need to take consideration what has been discussed as a  team and decided if our actions regarding technology has been deemed efficient enough where they may need to improve and what we can do to improve them.

Internal documentation

The purpose of the document

Resource allocation documents

Can be used to help specify how different resources (staff, equipment, budget) are assigned to different operations and projects. 

Training materials

To ensure all staff and management and those partaking in the project and or operation are on the same page and have and understanding of expectations etc.

Project plans/ operational plans and charters

 Regarding the project plans/operational plans and charters outline the scope, objectives, timelines, and resources required for specific projects within the operations and resources plan. 

External documentation

The purpose of the document

Contracts and agreements

These documents are often used for the following reasons – outlining the goals, scope, and stakeholders of a project within the operational plan

Communication plans

These documents are often used to assist and document how information will be shared internally and externally regarding the plan's progress and impact. 

Regulation and legal requirements

This helps to show the relevant laws and regulations that affect the operations. 

Budget

Costs

Wages/Salaries

Hourly Rate

# Hours

Total Cost

Operation manager

$45

80 per fortnight

$3,600

Outlet manager

$35

72 per  fortnight

$2,520

Team leaders

$30

68 per fortnight

$2,040

Staff

$25

62 per fortnight

$1,550

Marketing team

$30

62 a fortnight

$1,860

Other Costs

Materials

$30,000

Equipment

$35,000

Tools

$10,000

Other (Please state)

$0.00

$0.00

Total Costs

$86,570

Administration Costs

Total Cost

Administration Costs

$15,000

Advertising

$30,000

Telephone and Internet

$20,00 per every (two months)

Senior management time

$35,000

$0.00

$0.00

Total Budget

$186,570

Risk Score: See attached Risk Matrix

Risk Management Response

Very High (VH) Score >8

Immediate action required by Manager with detailed planning, allocation of resources and regular monitoring. Escalation to Senior Management to be considered.

High (H) Score = 7

High risk, management attention required.

Medium (M) Score = 6

Area responsibility must be specified.

Low (L) Score = 5

Monitor and manage by routine procedures.

Very Low (L) Score <3>

Managed by routine procedures/staff members

ààà   Likelihood   ààà

Qualitative

Likelihood

Quantitative

Likelihood

Insignificant (I)

Negligible (N)

Moderate (M)

Extensive (E)

Significant (S)

Is expected to occur in most circumstances

Has occurred on an annual basis in the past or circumstances are in train that will cause it to happen

Almost Certain (AC)

6

7

8

9

10

Will probably occur in most circumstances

Has occurred in the last few years or has occurred recently in other similar organisations or circumstances have occurred that will cause it to happen in the next few years

Likely (L)

5

6

7

8

9

Might occur at some time

Has occurred at least once in the history of the organisation or is considered to have a 5% chance of occurring in the next few years

Possible (P)

4

5

6

7

8

Could occur at some time

Has never occurred but has occurred infrequently in other similar organisations or is considered to have a 1% chance of occurring in the next few years

Unlikely (U)

3

4

5

6

7

May occur only in exceptional circumstances

Is possible but has not occurred to date in any similar organisation and is considered to have very much less than 1% chance of occurring in the short term

Rare (R)

2

3

4

5

6

Risk

Risks

Identified

Associated Risk Before Controls

Before Controls

Control/s added to reduce risk

After controls

Control/s are Implemented (‘Assessed by’ Signature)

Likelihood

Consequences

Risk Score

Likelihood

Consequences

Risk Score

Example: New procedures created compliance with industry standards

Risk of financial penalty, loss of registration and damage to brand

Possible

Significant

8

·                Registration process

·                Review against standards

·                Competent staff

·                Internal audits and quality assurance process

Rare

Significant

6

1

Over and or Under employing the staff for the work that is cut out for the operation

Resulting in risk of financial loss with cuts to the budget, and or staff loss of jobs due to employing over staffing needs

Probable

significant

8

·         Registration process

·         Hiring process implemented correctly

·         All applications considered and the applications with the highest selling points and qualification’s elected.

·         Discussion on budget and what and how many staff members are needed exactly with appropriate management.

Rare

Significant to low

3-4

Kes  YES

2

Financing issues regarding not enough revenue to be able to be accessed during the duration of the operation

Operations budget financing being slashed to accommodate the change in the budget putting the operation on hold

Probable

significant

8

·         Finance plans drawn up and considered

·         Discussions on what needs to be changed in the budget are amended and approved

·         Relevant management  and  staffing meetings are held concerning the budget

·         Having a general understanding of the operations requirements has been run down.

Rare

Low

4

KES  YES

3

Unable to have resources accessible to and for the staff during the duration of the operation for staff to complete tasks  (equipment shortages)

Being unable to get the exact equipment needed for all staff to complete relevant and needed tasks.

Low

Moderate to significant

3

·         Different external suppliers for equipment have been out sourced.

·         All equipment stock count has been checked.

·         Stock/equipment and programs pre ordered and pre  installed.

·         Tracking provided for equipment and pick up allocated where necessary.

uncommon

Low

3

KES YES

4

Location Issues

The location originally been scouted affecting the ability for both staff and customers to have access easily.

Probable

Moderate to significant

6-8

·         All different locations have been sourced for the best possible one considering whs .

·         Back up locations have been scouted.

·         Rent and or deposit for purchase for location has been reserved and paid for.

Unlikely

Moderate to significant

6

KES Yes

The two highest risks were:

The contingency plans to mitigate these risks are:

1 Location Issues

The plans to mitigate these are as follows:

·         All different locations have been sourced for the best possible one considering whs .

·         Back up locations have been scouted.

·         Rent and or deposit for purchase for location has been reserved and paid for.

·         Look for different possibilities of having to re locate the new outlets location interily.

·         Ensure pre planning for the location of the new outlet is considered before and during the duration of the operation and discussed with relevant concerning parties where appropriate.

2      Staffing issues

The plans to mitigate these are as follows

·         Registration process

·         Hiring process implemented correctly

·         All applications considered and the applications with the highest selling points and qualification’s elected.

·         Discussion on budget and what and how many staff members are needed exactly with appropriate management.

·         Discussion on the turn over of the work with upper management and the new outlet manger may need to occur to ensure staffing numbers are kept and people show up and loss of staff is accounted for.

·         Account for loss of staff

·         Having a sign and out system for all staff etc.

THE OBJECTIVE/ kpi TO BE MONITORED

tHE TOOL USED

Purpose OF THE TOOL

pERSON Responsible

THE FREQUENCY OF USE

THE DUE DATE

Escalation Point

(Who needs to know if issues arise)

1

Data base performance

Database performance can often be used to monitor and aid  database queries, performance, as well as its resource/s utilization to optimize database efficiency. 

Administration and Management for the new outlet as well as the operations management.

Daily to weekly

18^th of April and an updated version then the following month 18^th of may

Those who need to know if issues arise will be HR the new outlet manager as well as IT he operations manager and project manager and potentially the CEO of the business.

2

security

Security is often used for the following reasons as well as can be used for reasons being such as Detecting and addressing security threats within the application and infrastructure. 

All staff inclusive of management an IT

Daily

14^th April 2025 with regularly weekly and or fortnightly updates  where applicable

IT and the operations manager as well as HR and the CEO

3

Network performance

Network performance is often used to and in measuring network latency, as well as other network-related metrics to ensure network stability and performance

IT staff and management for the business

Daily

To be expected with weekly updates as of  the 21^st April 2025

IT and operations  manager and outlet manager

4

Applications

This to help tracking of the application/s performance, error rates, and user experience to identify issues occurring and reoccuring and improve quality as well as user satisfaction. 

This would be relevant to management the marketing team as well as IT.

Weekly to fortnightly

First update due as of the 30^th of April 2025 then weekly or fortnightly where applicable and needed from there

Marketing team and management as well as operations manager potentially HR as well.