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Operational Plans

Operational Plans . What is an operational plan? . Who here has gone on a trip strategic planning operational planning Looking at a watch. Operational Planning.

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Operational Plans

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  1. Operational Plans

  2. What is an operational plan? • Who here has gone on a trip strategic planning operational planning Looking at a watch

  3. Operational Planning • An operational planis a subset of the strategic plan. It describes short-term ways of achieving milestones and explains how, or what portion of, a strategic plan will be put into operation during a given operational period.

  4. 4 key questions • Like a strategic plan, an operational plan addresses four questions: • Where are we now? • Where do we want to be? • How do we get there? • How do we measure our progress?

  5. Operational Plan Operational plans should contain: • clear objectives • activities to be delivered • quality standards • desired outcomes • staffing and resource requirements • implementation timetables • a process for monitoring progress.

  6. Operational Plan • the Operational Plan provides a plan for resource allocation and budgeting requirements as in our travel example. • Goal – holiday • Strategic planning – overview of holiday what do you want to achieve, where do you want to go • Operational planning – how am I going to get there, how much money do I need, where will I stay, is there anything else I need to think about in order to achieve my holiday, what are my other considerations

  7. Operational Plan • Operational plans should be prepared by the people who will be involved in implementation. There is often a need for significant cross-departmental dialogue as plans created by one part of the organisation inevitably have implications for other parts.

  8. Operational Plan • Operational plans should establish the activities and budgets for each part of the organisation for the next 1 – 3 years. They link the strategic plan with the activities the organization will deliver and the resources required to deliver them.

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