Implement

Change
Management
Processes
Assignment 1
P.R.I.C.E.
INTERSCOPE
P.R.I.C.E. Interscope Implement Change Management Processes

Table of contents

1. Change management policies................................................................................................3

2. Change procedures.................................................................................................................3
3. Some reasons for required changes......................................................................................3
4. Change management plan overview......................................................................................4
5. Change management plan......................................................................................................4

5.1 Type of change....................................................................................................................4

5.2 Reason for the change........................................................................................................4

5.3 Organisation’s current status...............................................................................................4

5.4 Organisation’s future status.................................................................................................4

6. Person responsible for change management plans and procedures.................................4

7. Training Plan............................................................................................................................5

7.1 Areas for training.................................................................................................................5

7.2 Knowledge needed..............................................................................................................5

7.3 Who will do the training.......................................................................................................5

7.4 How will the training be funded...........................................................................................5

7.5 Type of training...................................................................................................................5

7.6 Length of training.................................................................................................................5

7.7 Advantages from training....................................................................................................5

8. Promoting the change.............................................................................................................5

9. Action Plan...............................................................................................................................6

10. Change schedule.....................................................................................................................6

11. Training Plan............................................................................................................................7

12. Review and monitoring of all changes..................................................................................7

13. Change management plan template.................................................................................8-12

14. Bibliography...........................................................................................................................13

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Change Management policies

While planned, authorized changes have obvious benefits to systems and users it’s the unknown,
poorly executed, or even imperceptible changes that can result in serious negative impact to IT
systems and processes. For example, an unauthorized change to firewall settings can result in
serious vulnerabilities that not only threaten data and disrupt revenue generating services, but that
can also imperil compliance with regulatory requirements. The only way to truly prevent these kinds of
changes is to create a change management plan that has zero tolerance for unauthorized change.

Companies that have a successful change management plan spend less than 5 percent on unplanned
work.

Change Procedures

 Date of submission and date of change

 Owner and custodian contact information

 Nature of the change

 Address the risks associated with the change if it is or is not implemented.

 Authorisation appropriate to the type of Change.

 Indicate the backup plan if the change implementation fails.

 Indicate the availability of resources to implement the change.

 Indication of success or failure.

 Customer notification for scheduled and unscheduled changes

Some reasons for required changes

 User requests

 Recommended or required changes

 Changes in regulations

 Hardware or software upgrades

 Hardware or software failures

 Changes or modifications to the infrastructure

 Environmental changes e.g. electrical or air conditioning changes.

 Maintenance

http://www.tripwire.com/register/?type=wp&id=3301

www.caudit.edu.au/download.php?doc_id=192&site_id=43

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Change management plan overview

Change management is a process that allows companies to effectively implement a change within
their organization. But, before you begin trying to implement the intended change, you need to create
a change management plan. There are many advantages and disadvantages of change
management. You need to decide for yourself if you are willing to accept the disadvantages before
you move forward with your plan.

Change management plan

Type of change

 Hardware
 Software
 Network Infrastructure
 Building

Reason for the change

 Systems outdated
 OS system outdated
 No cabling network infrastructure
 Not enough PC’s for employees.

Organisation’s current status

 Outdated Pc’s
 Outdated software programs
 Outdated hardware

Organisation’s future status

 New Pc’s
 New hardware and software programs
 New cabling infrastructure
 Ergonomically friendly workplace
 New laptops and Printers
 More improved and effective workplace

Person responsible for change management plans and procedures

The person responsible for any changes or procedures is depending what the change is but at most
times the CEO of head manager gets the last say in any changes because he is the person
responsible for the whole business.

Training Plan

Areas for training

 New OS systems
 New Pc’s
 New Printers
 New hardware and software programs

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Knowledge needed

 How to properly function new operating systems

 How to use new PC’s
 How to use the new software programs

Who will do the training?

 IT tutor
 IT teacher
 IT technician

How will the training be funded?

 Business budget
 CEO

Type of training

 Basic software training

 Basic computer training

Length of training
 3 hours

Advantages from training

 More experience for employees

 Easier to function new operating systems

Promoting the change

You can promote the change so that the employer or the customer can understand why the change
has to be made. There are a number of ways to promote a change e.g. By a report or a nice
professional power point presentation.

If employees deny excepting the change your self will have to explain why the change is necessary
and why it has to be made.

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Action Plan

Change schedule

Actions Responsible Person Timeframe

Hardware: IT Technician CEO 2 hours

IT Activities Software: IT Technician CEO 1 hour

Network: IT Technician CEO 2 hours

Project Team Computerising Wysywig CEO 1 day

Activities

Software Training CEO 1 hour

Training Activities New OS training CEO 1 hour

Basic computer functions CEO 1 hour

Name of Task Duration Start Date End Date

Computerising 1 DAY 18/06/09 18/06/09

Wysywig PTY LTD

Activities 8 DAYS 19/06/09 27/06/09

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Length of
Session Modules Learning Outcomes Objectives Training Facilitator
session

Basic Software Easier to use new OS More computer 1 hour IT Tutor

Training systems and more familiar knowledge
with the product

Computer functions More knowledge and More computer 1 hour IT Tutor

experience with the computer Knowledge

Basic Hardware More experience with the More computer 1 hour IT tutor
Functions and computer hardware Knowledge
knowledge

Training Plan

Review and monitoring of all changes

Reviewing and monitoring all the changes that have occurred at Wysywig is very important to check if
the change has been a success or not and how the change has improved the business.

You can collect evidence or feedback by:

 Collecting feedback from the employees

 Creating a survey
 Reviewing area of change

CHANGE MANAGEMENT PLAN TEMPLATE

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AGENCY AND PROJECT DETAILS

Agency Name (Full):
Wysywig PTY LTD
Project Name:
Computerising the
whole business

AGENCY PROJECT CONTACT DETAILS:

Project Manager Full Name: James Watts
Title: CEO
Business Division: Paper Distribution business
Street Address: 112-116 Yelling St Rydafield
Postal Address: 112-116 Yelling St Rydafield State: QLD Postcode:
2544
Email Address:
James_Watts@Wysywig.
com
Telephone Number: 03 98251456 Fax Number: 03
98952541

PROJECT PHASE:

Project Endorsement Recommended by Project Manager Signature: Date

Name: Project Manager 00 / 00 / 00

Document Accepted by Project Sponsor Signature: Date

Name: Project Sponsor 00 / 00 / 00

Document Accepted by Project Customer Signature: Date

Name: Project Customer 00 / 00 / 00

Revision History Version No Date Author Status Reviewers

(add additional rows if required) 1 00 / 00 / 00 Name Eg: Initial Draft for review Name(s)
2 00 / 00 / 00 Name Eg: Initial Draft for review Name(s)

Key Stakeholder Position Name Signature Date

Endorsement

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Example: Process or Business

Executive Director / Director 00 / 00 / 00
Owner
Example: Information Policy and
Director / Manager 00 / 00 / 00
Planning
Example: Learning &
Director / Manager 00 / 00 / 00
Development/Training
Project Communications
Example: Communications 00 / 00 / 00
Co-ordinator
Example: Organisational
Director 00 / 00 / 00
Development

Change Project Team Name Role in Team Name of Business Unit of Members
(add additional rows if required) James Watts CEO
John Smith Sales Manager
Dean Mason Senior Accountant

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1. CHANGE IDENTIFICATION
1.1 Type of Change (Please tick or check)

Policy Change Process Change Scale of the change - large or small

Speed of change -fast or slow Job roles System change Other: New network Infrastructure

1.2 Reason for the Change Describe the reason for the change – example: Business benefit

1.3 Change Scope (Please tick or check)

Department Work Groups Business Units Division

People Systems Other:

Describe who in the business it includes? How far reaching in the organisation is the change?
Change of Scope Details:
Is it the same for each of the business units?

1.4 Current Status No cabling network infrastructure

Outdated OS systems
Outdated PC’s
Insufficient Pc’s

1.5 Future Status New Network Infrastructure

New PC’s
New Os systems
More efficient workplace
More reliable workplace

2. CHANGE SPECIFICATIONS
Removing all the old equipment and installing all the new equipment
2.1 Change Tactic


2.2 Process Change This change is a new process for the organisation because the whole building will be computerised which will
improve the workplace
 New network Infrastructure
 New Pc’s
 New Operating Systems
 New hardware and software programs
 Easier and faster for the employees to multi task.

2.3 People Change  Same roles

 New workplace

2.4 Information Sharing New Policies and procedures

 Internet to be used for work and work related material only
 Unsafe sites should be blocked off.

2.5 Cost of Change  Total cost = $15000

 The CEO will pay for the project.

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2.6a Risk Assessment Attachment 2 – Risk Assessment Matrix and Table – completed and attached.

2.6b Risk Assessment Low Medium High Mitigation Action Brief Description of Risk

Risk No. Date Risk Occurred Date of Commencement Identify the risk and assess the significance
and likelihood of it occurring and plan the
00 / 00 / 00 00 / 00 / 00 contingency.
 What risks may occur upfront?
Commencement Approval:  Identify the key concepts that may arise
along the way.

Low Medium High Mitigation Action Brief Description of Risk

Risk No. Date Risk Occurred Date of Commencement Identify the risk and assess the significance
and likelihood of it occurring and plan the
00 / 00 / 00 00 / 00 / 00 contingency.
 What risks may occur upfront?
Commencement Approval:  Identify the key concepts that may arise
along the way.

3. CHANGE METHODOLOGY
 What are the specific target groups/audiences that will be impacted by this change?
3.1 Stakeholder Analysis
 Who might be able to help us the most? (advocates, early adopters)
 Who might present the most resistance?
 Who will be the change levers? (drivers)

4. IMPLEMENTATION STRATEGIES
4.1a Action Plan Activity Responsibility Timeframe

Activity to be rolled out Project responsibilities Roll-out timeframe

Activity to be rolled out Project responsibilities Roll-out timeframe
Activity to be rolled out Project responsibilities Roll-out timeframe
Activity to be rolled out Project responsibilities Roll-out timeframe

4.1b Schedule Details Task Duration Start Date End Date Resources
Milestone One
Activities
Milestone Two
Activities

Audience Key Messages Delivery Date Length of Session Location

4.2 Communication Plan

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Method (if applicable)

Example:
Team Leaders 00 / 00 / 00
Senior Managers
Sender Project Manager
Example: Staff
00 / 00 / 00
Users
Sender Supervisor
00 / 00 / 00

4.3 Training Plan  Identify the current level of skills and knowledge and behaviours of the group that will be impacted on.
 What prerequisite knowledge do these groups need?
 What are the training strategies?
 Identify requirements for a training program.
 Who will do the training?
 Who will fund the training?

Length of
Session Modules Learning Outcomes Objectives Training Target Audience Location Facilitator
Session

4.4 Business Systems Plan  Identify the hardware, software, network to be implemented for the change.

Responsible
4.5 Resistance Plan Key areas of resistance Actions to address resistance
Person
Identify main cause of  Provide some ongoing coaching opportunities
resistance for the employee or manager that are resistant
to the change.
 Communicate the consequences to staff if not
supporting the change.
 Implement some consequences for not
supporting the change.
Identify main cause of
(see above or refer 4.5 in Workbook)
resistance
Identify main cause of
(see above or refer 4.5 in Workbook)
resistance
Identify main cause of
(see above or refer 4.5 in Workbook)
resistance

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Bibliography
Wikipedia.com

Tripwire.com

Caudit.edu.au

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