Running Head: CHANGE MANAGEMENT PLAN: INTEGRATED CHANGE CONTROL REPORT

CHANGE MANAGEMENT PLAN: INTEGRATED CHANGE

CONTROL REPORT
 2
CHANGE MANAGEMENT PLAN: INTEGRATED CHANGE CONTROL REPORT

EXECUTIVE SUMMARY

In this age of a constantly changing corporate environment, organisations must create

different management strategies. They help management to address changes and resolve

challenges in organisation. It should be noted that techniques of change management are not

always helpful to the organisation, as there are related risks and dangers. Therefore, it is

advisable to properly analyse these tactics. This paper discusses the necessary adjustments to

Departmental Asset Management System- DAMS project and analyses their implications for

scope, time, cost and quality. Furthermore, the process of presenting a proposal for change is

examined. This study also analyses the risk involved with the proposed modification. After

completing this report it can be said that, appropriate communication planning is needed in

order to make a change in a project. Modification requests can be implemented if the

successful implementation of the change in project procedures benefits. Valid documentation

of project needs might assist manage the size of the project.

 3
CHANGE MANAGEMENT PLAN: INTEGRATED CHANGE CONTROL REPORT

Table of Contents

Introduction...............................................................................................................4

Identification and Purpose of change........................................................................4

Change in communication plan.............................................................................4

Impact of Change Proposal.......................................................................................6

Impact on Scope:...................................................................................................6

Impact on time:......................................................................................................7

Impact on Cost.......................................................................................................7

Impact on Quality..................................................................................................8

Purpose and justification of tools and technique.......................................................9

Two options to justify proposed change and risk....................................................10

Change Management Form.....................................................................................11

Conclusion...............................................................................................................11

Bibliography............................................................................................................13

Appendix.................................................................................................................15
 4
CHANGE MANAGEMENT PLAN: INTEGRATED CHANGE CONTROL REPORT

Introduction

Each change manager recognises that organisational change occurs periodically.

Change management involves creation of a framework for the implementation of any form of

organisational change (Jayatilleke, 2018). A top management strategy for change also gives a

systematic route from identification of change to training of users on new procedures in all

parts of a change management results, including conducts impact assessments and activities.

Some changes in business are steady, planned and progressive, while others are sharper and

more surprising. A firm, project or programme may easily falter and fall behind competition

even without capacity to modify and adapt.

This report will be focused on change management plan of department asset

management system (DAMS) project. This organisation, with its assets and stakeholders

across all of the state of Victoria, is a significant State government institution. This project

provides an information system for asset management, which stores all prospective and

updated assets, covering property and buildings at different locations.

Identification and Purpose of change

Change in communication plan

Every aimed activity or event needs a strategy that is as detailed as possible. The

planning portion is most essential element of change management. Every change to be

introduced into organisation needs to be clearly prepared well in advance. This appropriate

planning task can save time, power and resources in subsequent phase of implementation. In

order to operate with a smart strategy, many parties engaged in procedure will also be

clarified and thus whole trip may be relieved (Domingues et al. 2017).
 5
CHANGE MANAGEMENT PLAN: INTEGRATED CHANGE CONTROL REPORT

Stakeholders are those drivers who drive an organization. It is therefore vital

that process of transformation is kept aware and updated. The need to change, advantages it

generates and plan to achieve this is crucial for workers to convey. This ensures that workers

in action plan are fully complied with. Communication is a key to process of change

management.  Open and accessible communication channels contribute finest ideas and

diverse stakeholders for better benefit of business from different points of view. Through a

proper communication all those employees should get equal opportunities according to their

skills and experience.

A strategy that builds on an adequate study of organization's history and current status

and objectives, together with an accurate assessment of its capacity, will achieve best

outcomes possible. This plan must be well-functioning and objectives to be accomplished

must be divided into stages so that changes generated do not interfere. Starting with such a

plan also will assist to measure and supervise process in the future.

In case of communication channels, workers that are to lead change may not feel

audible and significant. Takes proper communication technique and ensures that stakeholders

remain open so that their complaints are registered and suggestions are shared will

enhance integration and cooperation of this process. A proper study of past techniques

and relative efficacy and disadvantages of organisation in order to find out what succeeds and

that not may be improved in this process of determining correct way of communicating with

workers as well as other stakeholders.

Objective of process of change management is to keep track of life cycle of all changes

and to allow for useful modifications with little IT services distortion (Stouten et al. 2018).
 6
CHANGE MANAGEMENT PLAN: INTEGRATED CHANGE CONTROL REPORT

The main purpose of change management in this “Asset Management Information System

Project” is:

 Adjust to evolving business requirements of client, thereby increasing value and

minimising issues, disrupting and reworking.

 Compliance with commercial and IT change proposals that match services with

corporate requirements

 Confirm changes are documented, assessed and priority-setting, planning, testing,

implementation, documentation and controlled review of permitted modifications.

 Ensure that Configuration Management System records changes to setup items.

 It is generally true that business risk is minimised, but occasionally a risk should be

accepted consciously, due to possible advantage (Turner, 2019).

Impact of Change Proposal

As observed in provided case study,  DAMS project contains various problems. First

thing that is necessary to approve strategies and processes is insufficient conduct and

mentality of members of this project team. Another difficulty is lack of documented

communication or need to modify application, which leads to miscommunication.

Moreover, last problem is strict standards and operational procedures that impede team as

well as project success. Certain adjustments in firm are necessary for this aim (Wibowo,

2021).

Mostly with software project requiring change management, it may be expected that it

takes five to six more days to integrate change. In addition to change schedule, an additional

project job might be added to implement change, which would have a significant impact on

time, costs and quality of this project. However, a modification is included in a project to

 7
CHANGE MANAGEMENT PLAN: INTEGRATED CHANGE CONTROL REPORT

increase project quality and so change executed is predicted to have a beneficial influence

on project. Implementing modification in a permanent project means adding a supplementary

work to project that will take extra costs. Their effects on time, scope, cost and quality are

described below:

Scope
Time
1.Change of company attitude training
2.Create an e-mail or request letter
method for textual communication
3.Implement policies of GIS and
circumstances of working time
4.Processes outside established
operating procedures are carried out
Quality
Cost

Figure 1: Impact of Change Proposal on DAMS

Impact on Scope:

 Change of company attitude training: It would raise workload for some time,

however, it would assist in long process to help teams learn value of time and

contribute to handle conflicts. If management pressures teams to make changes,

adverse effect might also be noted.

 Create an e-mail or request letter method for textual communication: This would

expand this scope and timescale of processes, as it takes time to record every task.
 8
CHANGE MANAGEMENT PLAN: INTEGRATED CHANGE CONTROL REPORT

 Implement policies of GIS and circumstances of working time: It would aid

this company in timely and political implementation of tasks and processes. Scope is

not extended, but procedures alone are enhanced.

 Processes outside established operating procedures are carried out: This would

enhance pace of accomplishment of tasks since it would provide team some freedom

to operate according to their ideas.

Impact on time:

 Change of company attitude training: In first phase, individuals are reluctant and

pace of work and modification of their attitude may be reduced, but in latter stage,

clearance time may be reduced (Demirkesen, 2017).

 Create an e-mail or request letter method for textual communication: This would

increase time processes take, since written communication takes time.

 Implement policies of GIS and circumstances of working time: Implementing new

regulations might increase time needed to complete work and hence prevent project

development.

 Processes outside established operating procedures are carried out: It would

enhance process time as standardised procedures eliminate quick cuts.  Typical

process time period would therefore rise.

Impact on Cost

 Change of company attitude training: New systems would have to be implemented

for training purposes and this project would have to increase cost. This would assist to

speed up process by offering immediate access to facts and taking decisions.

 9
CHANGE MANAGEMENT PLAN: INTEGRATED CHANGE CONTROL REPORT

 Create an e-mail or request letter method for textual communication: This would

generate a requirement for new systems and procedures, leading to cost

determination.

 Implement policies of GIS and circumstances of working time: Processes will not

affect the cost management side of project.

 Processes outside established operating procedures are carried out: New systems

would have to be implemented for training purposes and this project would have to

increase cost. This would assist to speed up process by offering immediate access to

facts and taking decisions (Wu et al. 2017).

Impact on Quality

 Change of company attitude training: Work quality might at first interfere, as

individuals are focused on transformation and inculcation of new company principles.

This adjustment would, nevertheless, achieve greatest quality in group efficiency and

productivity (Tywoniak et al. 2018).

 Create an e-mail or request letter method for textual communication: Everybody

knows that tasks to do and how to do, thus quality will be enhanced.

 Implement policies of GIS and circumstances of working time: Quality of

procedures would be increased.

 Processes outside established operating procedures are carried out: This may lead

to some dangers since standards are not being followed.

Purpose and justification of tools and technique

 10
CHANGE MANAGEMENT PLAN: INTEGRATED CHANGE CONTROL REPORT

It is known that for organizations and their scope of operation changes are continual.

Changes have helped to make a project seamless. The organisation forces customers and

occasionally business stakeholders to alter their present surroundings and practises.

Nevertheless, the organisation must make requests for process modifications.

Consequently, request for modifications is needed under specific procedures (Bredillet et al.

2018). These following tools and techniques about these processes:

Determining Creating Response End Decision or

Change Log Update
Change priority Document appproval

Figure 2: Purpose and justification of tools and technique

 Change Log upgrade: This change log is a straightforward way to capture change.  

This includes proposed modification and then in whatever period of time it will be

carried out.

 Determining change priority: The priority of modifications must be defined by firm

and classified according to its weight and relevance. The management would assist to

discover most important component and design methods to address them as quickly as

possible (Tootoonchy et al. 2018).

 Creating Response Document: After preparing priority of management of change, a

responding document will be produced to identify best options and how

this organisations would profit from replies to proposed change.

 11
CHANGE MANAGEMENT PLAN: INTEGRATED CHANGE CONTROL REPORT

 Creating Response Document: After preparing priority of management of change, a

responding document will be produced to identify best options and how

this organisations would profit from replies to proposed change.

 End decision or approval: Responses should be sent to relevant parties in due course.

This paper should be re-evaluated in event of unfavourable criticism.

Moreover, answers must be sent for final approval as soon as feasible.

Two options to justify proposed change and risk

Change request option Discussion Associated Risk

Support Structure  Support structure is needed Managers and team members

implementation to make a change since it need support which can be

provides technical assistance lacked.

and builds skills. Weak management might

This structure now in use influence stakeholder

could have certain duplicate participation leading to poor

processes, because they structure

would require time and

resources to perform a task.

Communication Strategy In addition to build a journey

Development of change, an effective Feedback lack and

communication strategy must information mishandling.

be developed and

implemented throughout

this organisation. This would

assist to reduce
 12
CHANGE MANAGEMENT PLAN: INTEGRATED CHANGE CONTROL REPORT

miscommunication and

confusion. It also ensures that

information is properly

circulated from level to level

(Butler et al. 2020). The

schedule and procedure to

convey critical information

and communication channels

should be included.
Table 1: Two discuss about possibilities to fulfil each request for change and any related

risks

Change Management Form

[Refer to Appendix 1]

Conclusion

Change must be taken into account while developing and implementing information

systems. Besides changing communication process, it is important to predict and attempt to

regulate response of employees and team members. It is very necessary to first establish type

of enterprise in which a system is deployed to ease prediction of staff reaction to changes. 

Staff in various cultures and organisational systems might react to change in very different

ways (Roberts et al. 2020). Consequently, communication change management may play a

very important role in effective project implementation, in combination with risk

management, diverse information technology development and implementation techniques.

 13
CHANGE MANAGEMENT PLAN: INTEGRATED CHANGE CONTROL REPORT

In this report for change management, it was found that the DAMS Project had

numerous problems connected to time management, team members' position and present

policies, which prevented people from working effectively and from having freedom. Several

proposals to address them were made for this aim. It is also possible to observe their potential

influence. The steps involved in submitting an application are shown. Finally, the choices

were explored to fulfil every modification.

 14
CHANGE MANAGEMENT PLAN: INTEGRATED CHANGE CONTROL REPORT

Bibliography

Bredillet, C., Tywoniak, S., & Tootoonchy, M. (2018). Why and how do project management

offices change? A structural analysis approach. International Journal of Project

Management, 36(5), 744-761. DOI: 10.1016/j.ijproman.2018.04.001

Butler, C. W., Vijayasarathy, L. R., & Roberts, N. (2020). Managing software development

projects for success: Aligning plan-and agility-based approaches to project

complexity and project dynamism. Project Management Journal, 51(3), 262-277.

DOI: 10.1177/8756972819848251

Demirkesen, S., & Ozorhon, B. (2017). Impact of integration management on construction

project management performance. International Journal of Project

Management, 35(8), 1639-1654. DOI: 10.1016/j.ijproman.2017.09.008

Domingues, A. R., Lozano, R., Ceulemans, K., & Ramos, T. B. (2017). Sustainability

reporting in public sector organisations: Exploring the relation between the reporting

process and organisational change management for sustainability. Journal of

environmental management, 192, 292-301. DOI: 10.1016/j.jenvman.2017.01.074

Jayatilleke, S., & Lai, R. (2018). A systematic review of requirements change

management. Information and Software Technology, 93, 163-185. DOI:

10.1016/j.infsof.2017.09.004

Stouten, J., Rousseau, D. M., & De Cremer, D. (2018). Successful organizational change:

Integrating the management practice and scholarly literatures. Academy of

Management Annals, 12(2), 752-788. DOI: 10.5465/annals.2016.0095

 15
CHANGE MANAGEMENT PLAN: INTEGRATED CHANGE CONTROL REPORT

Turner, C. (2019). CHANGE MANAGEMENT STRATEGY A PLAN FOR HOW TO

MAKE SOMETHING DIFFERENT. Quality, 58(10), 20-20. DOI:10.1109/

2a677ab1e46b5974

Wibowo, E. (2021, March). Development of a Risk Management Plan for the construction of

the Karian–Serpong water conveyance. In IOP Conference Series: Materials Science

and Engineering Vol. 1098, No. 2, p. 022014 DOI: 10.1088/1757-899X

Wu, G., Liu, C., Zhao, X., & Zuo, J. (2017). Investigating the relationship between

communication-conflict interaction and project success among construction project

teams. International Journal of Project Management, 35(8), 1466-1482. DOI:

10.1016/j.ijproman.2017.08.006
 16
CHANGE MANAGEMENT PLAN: INTEGRATED CHANGE CONTROL REPORT

Appendix

Appendix 1. Change Request Form

1. BASIC INFORMATION ON THE CHANGE REQUESTED

Project name
Department Asset Management System – DAMS
Project
Identificatio Communication Plan Change
n of changes

Request placed by Anybody Cont Insert your

act contact details
detail
Description of The change will take place in testing phase, which comprises a
requested modification in the communication strategy to guarantee that all
change DAMS team members are healthy at work.

Date of raising dd/mm/yyyy Requested dd/mm/yyyy

the request deadline for
dealing with the
change request
Priority Low Medium High Essential

Justification By providing adequate flows of communication stakeholders are

for change engaged and feedback continuously managed, communication
changes are helping individuals feel more confident moving
into future as well as new methods of working.

Comments This update cannot be carried out after delivery of the project, as
major changes in the project communication strategy are required.

Annexes or references Yes No Name of the annexe

or reference

Insert the identification of the annexe or reference related to

the change proposed.
 17
CHANGE MANAGEMENT PLAN: INTEGRATED CHANGE CONTROL REPORT

2. ANALYSIS OF THE CHANGE REQUEST

Impact on the
objective/output Measure efficiency through sessions of various levels
s composed of interviews involving small stakeholder teams
to offer them with frank feedback on which
communication tools function as well as which
instruments are worthless. A regular survey, identical
to one proposed, will allow for comparison of critical
achievements and delays.
Impact on the budget In this change management plan, it will require more
$2000 to conduct meetings, training programs and
feedback process.

Impact on the It will need more 5-6 days

time schedule
Other impacts Direct measurement of enhanced communications could be achieved
by following escalation intervals, as problems that cannot be resolved
locally escalate less time, project teams' requests for changes know
about coming amendments, as well as ability of staff and service
satisfaction surveys to react quicker.
Comments This change is necessary, although not massive, as workers and
employee happiness constitute an essential part of a company.

Recommendatio Contact proper persons.

ns Y/N; Communicate through numerous channels including emails or
procedure newsletters, or through creative platforms like slack or blogs.

Analysis carried Project manager Date dd/mm/yyyy

out by

3. DECISION ON CHANGES
 18
CHANGE MANAGEMENT PLAN: INTEGRATED CHANGE CONTROL REPORT

Decision Authorised Author Rejected Mor

ised with e
amendme informa
nts tion

Justification A proper communication plan will increase workability of team

of the members in this DAMS project. All employees will be able to
share their work experience and work satisfactory level with
decision
management. Productivity and efficiency will be high of this
project.

Comments The Board authorised this proposal for amendment, provided that

this project is not covered by any further delays.

Who will Management team of this project will be responsible for

provide informing all details about this change plan.
informatio
n
Approved by Depending on change Date dd/mm/yyyy
classification
19