RKR Management Plan



HRT382 Dinner

Goals of the Restaurant at Kellogg Ranch:

Exceed Guest Expectations

Provide Total Support to Your Staff

Manage the Business Professionally

This plan will describe how your management team will work toward achieving these goals.

Note: Each section has to have a minimum of 3 references to support your work. Please check how to reference in section H.

Executive Summary (do last)

As a final addition to your team’s Management Plan, please review your plan and list the desired results your team is working to achieve based upon all goals and objectives within the plan. Present this as a one-page at as the first page in Section A.

Content List

A. General Management Plan 2

A1. Norms 2

A2. Overall Team Philosophy, Goal(s) and Objectives 2

A3. Staff Meetings 2

A4. General Briefing Topics (3/4 periods) 2

A5. General De-Briefing Topics (3/4 meal periods) 3

B. Marketing Management Plan 6

B1. Promotion of the RKR 6

B2. Advertising (Community Marketing) 6

B2.1 Merchandising (Beverages, Appetizers and Desserts) 6

B3. Marketing Plan Timeline 6

C. Human Resource Management Plan 7

C1. Motivation 7

C2. Recognition 7

C3. Service & Quality Training 7

D. Family Meal Plan 8

E. Safety & Sanitation Plan 9

F. Forecasting 11

F1. Sales Forecast 11

Mgmt Team # 12

F2. Team Budgets 13

G. Summary 14

H. References 15

I. Appendices 17

A. General Management Plan

This section includes a statement of the team’s overall philosophy for the week. How will you distinguish yourselves, as a team, in working with your staff to achieve the RKR Goals? You should utilize a theme to help clarify and highlight your team’s approach. In the past, teams have successfully used management concepts (MBWA, TQM, etc.), slogans, quotes, songs, movies, personalities, and humor to frame their theme and their overall objective.

Norms

The team will develop a list of six to ten group norms. Everyone on the team will provide input to the norms. The team must reach consensus on the norms. The team will present the norms in the form of a simple contract, with signatures of all members stating agreement with the norms.

Overall Team Philosophy, Goal(s) and Objectives

A2.1 The team will present a statement of philosophy. It may include a team mission statement or other statement that helps frame the week.

A2.2 The team will present a list of 3 goals and 3 objectives for the week. These are you targets to accomplish. The team will state how these goals and objectives relate to the three RKR goals. Objectives should be Specific, Measurable, Achievable, Realistic, and Time-Bound.

Note: The remainder of this Management Plan will include the strategies and actions that your team will undertake to accomplish the goals and objectives.

Staff Meetings

Using the Staff Meeting guidelines, create a general outline for your meetings. Who will cover what? How will you spend the time? How will you communicate with your staff? You may us the checklist in the next section as a guide.

General Briefing Topics (3/4 periods)

1. “Brain Food”

Each meal period, you should give some character to your briefing – something to think about. In the past, managers have used appropriate () jokes, quotes from famous or infamous people (; motivational-), themes, music, poems, posters or stories to help set the mood and the stage for the day or for the challenges ahead. Think of this as “color commentary” to supplement or complement the facts and figures you will present. It can happen at any time during the briefing. The team may use games or team-building exercises to aid in this area or in the area of motivation and morale.

2. Daily sales forecast, check average goal, and guest count projections:

3. Reservations _____

4. Banquets and large parties _____

5. Walk-in estimate _____

6. Total guest count projection _____

7. One-per-week “quarter-to-date” information for your meal period and for the RKR:

Meal Period RKR

8. Sales ________ ________

9. Guest count ________ ________

10. Average check ________ ________

11. Special guest requests & needs

12. Menu changes

13. Sales building plan (may be coordinated with the other management teams)

14. Training issues related to service or product standards

15. Sanitation & safety training (must be coordinated with other teams)

16. Motivation & morale plan (including the “Pleases”)

General De-Briefing Topics (3/4 meal periods)

17. Actual daily sales, check average, and guest counts, as compared to projection:

Projected Actual

18. Reservations _____ _____

19. Banquets and large parties _____ _____

20. Walk-in estimate _____ _____

21. Total guest count _____ _____

22. Sales building results

23. Training issues related to service or product standards, based upon guest feedback or team observations

24. Sanitation & safety results

25. Motivation & morale plan (including the “Thank Yous”)

NOTE: Training Lesson Basics

As part of your management plan, you will write various training lessons. The lessons may cover, but are not limited to, topics that will result in better product quality, better product knowledge, better guest service, and/or better safety and sanitation practices.

First choose the training topic and generate a statement about the desired results of the lesson or the lesson modules (if the training will be longer than a single lesson). Develop the lesson or lesson modules to be shared with your staff as a whole in the briefing or for the HOH or FOH in the sub-briefings (see the “Staff Meetings” document for an explanation of the various meeting types.). The lesson or modules should highlight one or two brief topics and should take no longer than 3 minutes. You may use posters, games, role-plays, or question and answer in your training activities. Think of training lessons or modules as following the “4 Ps” of training:

1. Your training should identify the goals of training (Why are you doing this? Desired results?) PREPARE

2. Your training should include methods to enhance or maintain a motivating environment.

3. You should demonstrate desired skills first. PRESENT

4. Training should be interactive.

5. Staff should be given time to practice or demonstrate before we open. PERFORM

6. You should plan to provide feedback, so practice time should be structured.

7. You should ask for feedback so you can evaluate the success of this training program. Constituencies to consider: employees, guests, supervisors (through testing) PHOLLOW-UP

8. If the actual results do not meet or exceed the desired results, what do you need to do?

NOTE: Staff Meetings

There are generally four quick staff meetings each shift:

Briefing at the beginning of the shift with everyone

Sub-briefing after general briefing for specific information for FOH/HOH

Pre-opening briefing for “last minute” changes

De-briefing at the end of each shift with everyone

The briefing is generally given in classroom 79-125. You don’t have to always give it here. You can choose to give the briefing with the whole crew standing in the lobby. You can give this briefing in the walk-in or outside. However, the topic headings should be the same. Remember the root word for briefing is BRIEF - these shouldn’t be too long. The total time for briefing and sub-briefing should generally be 10 to 15 minutes total, including the time to regroup. The pre-opening briefing should be no more than 2 to 3 minutes. For the FOH, it is also the uniform check. The de-briefing should generally be 10 minutes, but may be longer or shorter, depending on the actual time the entire team is ready to meet prior to departure. No one should be waiting for the debriefing if even one person is still working!

Platform Skills

Your personal platform skills relate to how you communicate when speaking to your team. Specifically, platform skills relate to where you stand, how you stand, your eye contact with the audience, your delivery style, knowing in advance who covers what, and smooth transitions between speakers.

When speaking to your entire team, stand with the other managers. This shows a united team. Don’t cross your arms and don’t put your hands in your pockets. Use your arms and hands to add some life to the topic! Make eye contact with each person on your team rather than stare blankly into space.

Speak loud enough for all to hear. If projecting your voice is a challenge, then stand closer to the crew. Step in front when you speak, but do not stand in front of the easel. Deliver your message with enthusiasm – remember that the briefing is your first formal opportunity of the meal period to “pump-up” the crew!

Know, in advance, who will cover what. Make sure you know when it is your turn to speak. Staging transitions are like knowing the cues in a play. The team sets this up before the briefings begin.

Briefings

Refer to the HRT 383 grading guidelines for the specific, minimum information that needs to be covered. In general, the first speaker sets the tone of the meeting. On the first day, the first person should formally introduce your management team. You will state what your theme is, what your goal for your week, how this ties into the three goals of the RKR. Remember you are strategic. Be careful not to cover the same information that the other managers will cover. If one person forgets to say something or one of your managers forget to report something, don’t go backwards as say, “Oh, and one more thing…” You can report the forgotten info in the sub-briefings. You can take the information from either of your managers and report this to their specific sub-briefing. This is primarily a time for general information (stuff everyone on the team needs to know), for reinforcing your philosophy or theme, and for “pumping up” the crew.

Sub-Briefings

The FOH Manager(s) will meet with their FOH crew in the bar for specific FOH information. The HOH Manager(s) will meet with their HOH crew in the kitchen for specific HOH information and for the uniform check.

Pre-Opening

Prior to meeting quickly with the crew just before we open to the public, the FOH Manager(s) and the HOH Manager(s) meet to exchange last-minute information (reservation changes, product changes, etc.).

The FOH manager(s) will meet with the FOH crew, 10 minutes prior to opening to the public, for a final uniform check and update from the kitchen. The HOH manager(s) will meet on or near the line with the HOH crew, 10 minutes prior to opening to the public, for another uniform check and to present any product updates and any new information from the FOH.

De-Briefing

All managers should plan to meet approximately 30 minutes before the end of class. They should spend no more than 9 minutes finalizing the de-briefing information. Plan what information will be covered and who will say it at the debriefing. Be thorough, yet concise. Return to your respective areas to complete your final checks. Be ready to begin the briefing no later than 10 minutes prior to the end of class.

The de-briefing is a “wrap up” briefing. You should cover general information that affects both FOH & HOH. You should address any issues or challenges that have come up and use the conflict-resolution model work on solving these. You should also address issues or challenges presented by the guests, either through comment cards or verbal feedback. This is also a time to show your sincere and genuine thanks to your crew for their hard work, extra energy, and smooth operation. Feel free to make specific comments to specific people. You are working to leave on a high note!

A Note on Verbiage

For your merchandising, sanitation & safety and whatever morale program you have you’ll have $20 in rewards or awards. We don’t have prizes! A prize implies chance; something that was won. At RKR we have a merchandising program to teach you up-selling skills. As an incentive to the servers to achieve the goals of your management team you should consider rewarding results.

The same goes for the sanitation & safety program. This program is to reinforce the idea of what can you as a manager can do to reduce the chance of poor sanitation or unnecessary safety risks. Again, use rewards, not prizes.

Both of these are the same rationale as any award achieved by a team member for any morale program you have. You don’t get a prize - you earn a reward.

B. Marketing Management Plan

B1. Promotion of the RKR

• Do SWOT analysis

• Use the 7 Ps.

• Describe RKR

• Plan tactics to make the community (marketing) and in-house guests (merchandizing) aware of the RKR offerings.

• Each team will have a budget of $50 for marketing and merchandizing.

• Use the subheadings below to develop your marketing plan.

• Recognize the financial implications of the marketing plan.  For example: will increase guest counts and sales by “X” amount of covers and dollars. 

B2. Advertising (Community Marketing)

• How will you communicate your management week promotions to the public?

• Advertising is outside the restaurant, so where, when, how? Keep in mind the budget. What portion of your budget will you spend on advertising?

• Build in a tracking plan.

• Show an example of your print ads (flyers, etc.), list where they will be placed, due dates for copy, examples of ready for print copy, quotes on cost with names of contacts. Your total marketing budget will be shown as part F26.

B3.Merchandising (Beverages, Appetizers and Desserts)

• Describe specifically how you will make guests aware in-house through visual displays, suggestive selling, upselling, or personal recommendation (include a staff training outline in the human resource section), signage such as tabletop “point-of-sale” (POS). Include examples of finished products for visual displays.

• Use as many subheadings as you need to describe your complete plan for merchandising.

• Build in a tracking plan. You may use restaurant comment cards, guest count, sales increase, etc. Know ahead of time how you track and evaluate results.

• Include merchandising plan for your promotional special. Training to up-sell, POS on tabletop holders or menu inserts. The display table may be used in this effort.

• How will you communicate and coordinate with the other management team (lunch/dinner)?

B4. Marketing Plan Timeline

• To prepare for your week of management, break this part of the plan into parts, using bulleted statements to assign responsibility, tell who will do and when it will be done. This likely will be the largest part of your Management Plan. Be specific and detailed. Build in accountability. Be thorough. You won’t have time to think these things through next quarter. You will be happy that you have things prepared ahead.

• Develop a timeline or schedule for your plans. An easy way is to include a calendar (the kind with boxes) and start it right now. Put in all the necessary steps of your plan and lay them into the squares so you can see the big picture. The calendar will become a checklist. Or, you could develop an action plan in four columns:

a. What will be done (list each step in order)?

b. Who will do each item?

c. Completion date.

d. Budget limits.

C. Human Resource Management Plan

C1. Motivation

• Detail your plan for the week to create a motivating environment for your team, to maximize productivity, and to maintain positive morale and a healthy attitude. This is sometimes referred to as “Internal Marketing.” How will you convince your employees their jobs are important to the success of your business venture?

• Detail what will be done, when, how, and by whom?

C2. Recognition

• This is essential and relates to the overall motivational plan.

• How will you recognize and reward excellent performance?

C3. Service & Quality Training

• These are policies and procedures that you will use/expect/train during your week of operation.

• Include here all training plans related to the team-specific goals and objectives that are not covered in other areas of the Management Plan. For example, if you have an objective related to “Exceeding Guest Expectations,” then you will develop specific training plan for how and what your management team will use to build competence (knowledge and skill) and commitment (motivation and confidence).

• Anything that is important to your management team and that you feel must be done correctly and must be clearly communicated to employees should be covered in this area. Your employees may never have done these jobs before. Be responsible for covering the details so that your week meets your standards. Integrate recognition and reward systems into your performance standards.

• Think about standards that you expect will be met. An easy way to do this is to write down how things will look when they are done correctly. Then develop a quick, Four-Step training plan to help the crew meet the standards.

D. Family Meal Plan

This section of your Management Plan should have a tab and will include your individual family meals. You will work with the Chef Instructor to select meals that make the most sense for each day. Things to consider include, but are not limited to, the day of the week, the level of skill in the crewmember assigned to family meal in your week, and your volume forecast.

The Restaurant at Kellogg Ranch operated as a class includes a common meal period and a $2.00 per person family meal budget. This means that, as a class, you must serve different family meals for each day you operate. The lunch team and dinner students will use their four family meal recipes. The family meal will include a protein (approximately 6 oz.), a starch, a vegetable and /or a salad and an "at cost" total of no more than $2.00 per person. A 5% variance factor should be added into the final per person cost. Special consideration should be given to students who have “dietary constraints”.

E. Safety & Sanitation Plan

In industry, an excellent safety and sanitation plan can result in lower Workers Compensation claims and rates over time. Conversely, a poor plan or no plan can cause an increase in claims, resulting in an increased rate over time. As a manager, it is critical that you send a consistent message to your staff. A safe and sanitary work environment is a basic standard in any hospitality operation. We want our staff and our guests to remain safe and healthy. In this section, your team will develop a program that will result in a safe and sanitary environment.

Design a safety and sanitation-training program to be implemented the week you manage in HRT 383. Plan to introduce the Safety & Sanitation Plan in your initial briefing. Your plan may have general information for the entire team to hear during briefing or information specific to BOH and FOH, in which case it would be covered at the sub-briefings (see the Staff Meetings handout on the web).

It must be possible to monitor and track the actions and/or results of your plan in order to recognize progress and to reward those who perform well. Often safety programs have incentives. Any incentives must be included in your $20 motivation and morale budget. The HRT 383 instructor must approve incentives at the beginning of your quarter of management. At the end of each day or the beginning of the next shift a status on how the group is doing with the safety program is required. A chart, if appropriate, could be used also.

To be sure you have been thorough in your planning, you may ask yourself these questions:

What is my overall objective?

Does my plan move toward meeting my objectives?

Who is involved?

How will I execute the plan?

How will we provide training?

How will I measure progress?

What will we do if we are not on target?

What incentives (if at all) will we use?

Samples of instruments used to train (handouts, posters, etc.) and sample forms to track outcomes must be included in the report.

The following list shows the approved topic area for your team:

• Team A – Slicer and Fryer Safety

• Team B – Safe Communication

• Team C – Temperature, Storage, Labeling, and FIFO

• Team D – Cross-Contamination

• Team E – Kitchen Fires

• Team F – Lifting and Tray Carrying

• Team G – Utility Station

• Team H – Floor Safety

NOTE: Safety and Sanitation Plan

You are to design a safety/sanitation program that will be implemented for the week when you are acting as the manager in HRT 383. This program should address a safety or sanitation point that can have relevance for the front of the house and back of the house staff. You would introduce your overall topic the first day that you manage. You will need to educate and train your staff on why your point is important and what behavior(s) the staff should demonstrate OR what behaviors the staff should modify in order to comply with your safety/sanitation expectations. Your plan should contain the following components:

1. Presentation of Safety or Sanitation point to be covered and explanation of why you think it is important.

2. Pre-test to determine what your staff knows about the topic.

3. Training module that could include things like: a demonstration, a handout, a poster, a game for the group to play. These could be offered daily in the briefings.

4. A monitoring system for the course of the week. (How will your staff know they are meeting your expectation?)

5. Plans for retraining as needed when you monitor their progress.

6. Tracking tool - Showing the progress of your training.

EXAMPLE:

1. Accidents can be costly to an organization (workers' compensation, time loss, morale issues.) Safety and sanitation training will focus on ideas to help avoid common accidents. This module will cover 1 aspect of knife safety.

2. Pretest to see:

a. What students think are the common accidents that occur in the front of the house and in the back of the house.

b. What students think you should do to prevent common accidents.

3. Posters on how to avoid common accidents to post in kitchen service areas. Daily 3-minute presentations in the front of house and back of house sub-briefings.

4. "Accident Free Board" with the dates that you manage the operation and a place to record any accidents that occur.

5. For example, if I found that knives were still being put in the sink and causing problems you could take the following actions.

a. Discuss the reoccurrence of knives in the pot sink.

b. Post a sign by the pot sink reminding staff how dangerous it is to put knives in the sink.

c. Put a visit to the pot sink every 30 minutes during production on my "schedule" to monitor the behavior.

6. "Accident Free Board" that is a poster for recording any accident. This board would be shared with the class at the beginning and end of every shift.

Be as creative as you would like. You may use your book from sanitation for ideas. While your team will be assigned an initial topic (see the Management Plan Guidelines), you may decide to change your topic prior to your management week with the approval of your HRT 383 Lab Instruction Team.

F. Forecasting

F1. Sales Forecast

a. In this section you must provide the historical cover counts and sales from the same quarter of the previous year. The information can be found in the DataTrap history file posted on the web. Please match up the proper dates, realizing that the dates may be off one day from the previous year.

b. Your forecast should consider what is currently booked (reservations and banquets) for your week as well as the historical cover counts from the same quarter last year.

c. When you evaluate history, please consider:

• Historical guest counts by day and week

• Historical check averages by quarter

• Historical trends (previous two quarters and the current quarter)

• Historical relationship of food to bar sales (by percentage)

• Other determining factors (banquets, weather, merchandizing, etc.)

d. Using the Forecast Form on the HRT 382 web site (see page below), you will develop an initial forecast for:

• Guest (cover) counts per day

• Average check per day (using weighted averages when required)

e. You will calculate you forecasted food sales using the two figures from above

f. The completed form will be included in your Management Plan

g. Write a commentary on your financial objectives, justify them and briefly discuss how you will reach them (this should take no more than one-page).

Forecast Form

|Mgmt Team # |  | | | | | |

|Lunch or Dinner |  | | | | | |

| | | | | | | |

|Please round weekly sales figures to the nearest whole dollar. |

|If your meal period will serve a la carte and banquets, use the "weighted average" example shown at the bottom of the page to |

|calculate your Average Check forecast. |

|Initial Forecast |Lunch Team | | | | | |

| |Mon |Tue |Wed |Thu |Fri |Total |

|Date | | | | | | |

|Reservations | | | | | | |

|Walk-ins | | | | | | |

|Banquets | | | | | | |

|Average Check | | | | | | |

|Daily Sales | | | | | | |

| | | | | | | |

|  |  |  |  |  |  |  |

| | | | | | | |

|Initial Forecast |Dinner Team | | | | | |

| |Wed |Thu |Fri |Sat |Total | |

|Date | | | | | | |

|Reservations | | | | | | |

|Walk-ins | | | | | | |

|Banquets | | | | | | |

|Average Check | | | | | | |

|Daily Sales | | | | | | |

| | | | | | | |

| * Please round weekly sales figures to the nearest whole dollar. |

| | | | | | | |

|  |  |  |  |  |  |  |

|Weighted Average example: (this example uses an "all inclusive" | |

|banquet price of $10.00) | |

|Average Check (Net Sales): | |Monday |Average Check | |Sales |

|Banquet ($10) = $7.94 |7.94 |A la Carte |40 |10.50 | = |$420 |

|Sales tax @ 8.25% |0.66 |Banquet ($10) |30 |7.94 |= |$238 |

|Subtotal |8.60 |Total Guests |70 | | |$658 |

|Service charge @ 15% |1.30 | | | |To calculate | |

|Sales tax @ 8.25% |0.11 | | | |daily average check | |

|All-inclusive total |10.00 | | | |$658 / 70 = $9.40 | |

| | | | | | | |

F2. Team Budgets

Marketing expenses ($50) represent the one specific budget your team will be responsible for. The other is your budget for motivation and morale ($20). The detailed marketing budget will be placed as part of the marketing report in Section B., but you should overview generally how you plan to allocate your $50 budget allowance. Show how forecasted numbers justify the marketing budget. Mention how you will increase customers and sales to cover the cost of marketing and still increase profitability.

Finally, write a statement suggesting how you team feels the $20 motivation and morale funds will help maintain or enhance the environment and how the funds will help build morale.

G. Summary

As a final addition to your team’s Management Plan, please review your plan and write a conclusion. What have you learned and what do you expect next quarter.

H. References

Your, at least, 18 references should be listed here.

USING THE LIBRARY

The Cal Poly Pomona library is a vital and useful source of information relating to your studies. Although you will be given all the written material that you absolutely must have, there will be occasions when you may have to pursue an area of particular interest (for example when doing projects and assignments) and you may not be able to buy the books and articles you need. Similarly library research will allow you to keep up to date with issues and trends that are current and will also help you to develop a more academic style of writing and thinking.

When you do discover interesting and useful materials it is a good idea to photocopy these, and then to make notes on what you have read. Always record the name of the authors, the date and details of the publication when you take notes or cuttings.

PREPARING A BIBLIOGRAPHY & REFERENCING YOUR WORK

A bibliography is a list of books relating to a subject or topic. These are used in academic writings to show the source of citations and references

Citations are instances where you have quoted or represented another author’s works within your own. Citations are usually presented in text by giving the authors name and date of publication, e.g. Brown (1996) states that hotel companies in China are being faced with a high degree of multicultural diversity,

If you are quoting directly from the text, and are using more than one or two lines the information would be presented as

Brown (1996) states that:

“International and local hotel companies in China are currently striving to create an international hotel industry which meets with the variable standards expected by a culturally disparate categories of customers. Simultaneously, they are being faced with a high degree of multicultural diversity in their work force”(p35).

References are where you have mentioned another author/s works or ideas within your own. The same rules apply; e.g. Brown (1996), Smith (1997) and Jones (1995) all agree that hotels in China are having problems with culture.

OR ALTERNATIVELY: Many authorities (Brown: 1996; Smith: 1997; and Jones: 1995:) agree that hotels in China are having problems with culture.

Bibliographies appear at the end of your work, as an appendix to the main text. They are presented in alphabetical order.

To give full and clear information to your readers, a few points must be adhered to. Listings should include the:

|INCLUDE |EXAMPLE |

| |

|AUTHORS NAME & INITIALS |Allgard, J.E. |

|THE DATE OF PUBLICATION |(1996) |

|THE TITLE OF THE WORK |“Management Perspectives In Service Industries” |

|IF FROM A JOURNAL THE JOURNAL NAME & EDITION |in “Journal Of Hospitality Management” Vol. 1. No. 3. |

|PAGE NUMBERS IF APPROPRIATE |pp 13-27, |

|PUBLISHERS DETAILS |MCB University Press. Oxford, UK. |

THUS the above reference might appear in your bibliography like this:

Allgard, J.E. (1996) “Management Perspectives In Service Industries” “Journal Of Hospitality Management” Vol. 1. No.3.Jan. 1996. pp.13-27, MCB University Press, Oxford, UK.

Benedict R. (1946) "The Chrysanthemum and the Sword" Meridien, New York, 1946

Note: above the alphabetical listing .. A. B, etc... the fact that the first is a journal article - the second is a book

IT IS IMPORTANT TO STICK TO THESE RULES TO AVOID PLAGIARISM this is effectively THEFT of intellectual property and copyright and is an offense.

I. Appendices

OBJECTIVE AND ACTION PLANING

Management team Teams Are Responsible For Achieving The Objectives Set For Their Department.

How To Start Setting Objectives:

1. List The Objective(s) - i.e. the desired outcomes and / or expectations.

2. Describe what is to be done and how it will be done for each objective.

3. Identify who will be responsible for accomplishing these objectives.

4. Show when it will be accomplished - remember to allow time to evaluate and adjust if necessary.

5. Give examples of how you will measure and monitor the results.

YOUR OBJECTIVE AND ITS ACTION PLAN MUST BE :

6. Specific to your work management team

7. Current and necessary

8. Allow flexibility for change and show contingency planning

9. Written - 1 copy for each team member / duplicated for other management teams

10. Understandable - by all involved in making it work

11. Achievable - within the capabilities of your staff and the limits of your resources.

I. Appendices

PROJECT OBJECTIVE PLANNING

|SYNDICATE: |WEEK No. : |DATE: |

PRINCIPLE OBJECTIVE(S)

|OBJECTIVE |WHAT |HOW |WHO |WHEN |MEASUREMENT |

|State The Objective. |What Is To Be Done? |How Will It Be Done? |By Whom ? |By When ? |How Is It Be Measured? |

| | | | | | |

| |List The Main Tasks Required. |Describe The Process For Each Stage. |Individuals & Teams |Dates & Deadlines |Describe The Mechanisms To Be Used For|

| | | |Responsible | |Measuring |

| | | | | | |

| | | | | | |

| | | | | | |

| | | | | | |

| | | | | | |

| | | | | | |

| | | | | | |

| | | | | | |

| | | | | | |

| | | | | | |

| | | | | | |

| | | | | | |

PROJECT ACTION PLANNING

|SYNDICATE: |WEEK No. : |DATE: |

OBJECTIVES UNDER DISCUSSION:

1.

2.

3.

4.

|TODAY’S TARGET(S) |DISCUSSION |PRIORITY RANKING |ACTION TO BE TAKEN |DEADLINE |

| | | | | |

| | | | | |

| | | | | |

| | | | | |

| | | | | |

| | | | | |

| | | | | |

| | | | | |

| | | | | |

| | | | | |

| | | | | |

| | | | | |

TARGETS FOR NEXT MEETING:

1.

2.

3.

4.

5.

................
................

In order to avoid copyright disputes, this page is only a partial summary.

Google Online Preview   Download