University Change Management Plan

Management of Change Ryan Hughes 1

Roppacorp Change Management Plan Ryan Hughes

S912875 Applied Computing BSc


Abstract

This document covers the change process of Roppacorp, a small business that is rapidly expanding

across the north east of England. With expansion comes change and the following report

(accompanied by appendices) will look at how this change can be brought about efficiently and

effectively.

The report will identify the purpose of the change, identify key stakeholders and driving forces and

produce an implementation plan for Roppacorp to follow. This will help to bring about a swift

expansion that will help graduates from all over the north east get into employment.

A review of this change will be conducted and will attempt to justify the reasoning of the change

management team in relation to Roppacorp’s meteoric expansion. This all will allow the business to

expand in a controlled manner, eliminating any threats or resistance to the change and helping to

restructure and re-staff the business.

Declaration of Ownership

This report is submitted in partial fulfilment of the requirement for the degree of BSc (Honours) in

Applied Computing by Ryan Lee Hughes.

Signed declaration

All sentences or passages quoted in this report obtained from other people's work have been

specifically acknowledged by clear cross-referencing to the author, work and page(s). Any

illustrations which are not the work of the author of this report have also been clearly acknowledged

and referenced. I understand that failure to do this will amount to plagiarism and will be subject to

the disciplinary procedure.

Name: Ryan Lee Hughes

Signature:

Date: 22/05/15


Version Control

Version Author Changes Authoriser

of Change

Reason for

Amendment

Date Signed

1.0 R Hughes - - - 20/05/15

1.1

- - - - - -

1.2

- - - - - -

1.3

- - - - - -


Contents

Abstract ................................................................................................................................................... 2

Declaration of Ownership ....................................................................................................................... 2

Version Control ....................................................................................................................................... 3

Definitions ............................................................................................................................................... 6

Introduction ............................................................................................................................................ 7

Identification of Change .......................................................................................................................... 8

Types of Change .................................................................................................................................. 8

Developmental change ................................................................................................................... 8

Transitional Change ........................................................................................................................ 9

Transformational Change.............................................................................................................. 10

Which method is best? ................................................................................................................. 11

Reasoning .......................................................................................................................................... 11

Scope ................................................................................................................................................. 11

Organisation readiness ..................................................................................................................... 13

Details of Change .................................................................................................................................. 16

Rational ......................................................................................................................................... 16

Non-Rational ................................................................................................................................. 16

Process change .................................................................................................................................. 17

Current Processes ......................................................................................................................... 17

New processes .............................................................................................................................. 17

People change ................................................................................................................................... 19

Information sharing .......................................................................................................................... 21

Staff Intranet ................................................................................................................................. 21

Shared Resource Drives ................................................................................................................ 21

Daily and Weekly Meetings .......................................................................................................... 21

Cost of change ................................................................................................................................... 22

Risk assessment ................................................................................................................................ 23

Risk Matrix ........................................................................................................................................ 26

Change Approach .................................................................................................................................. 27

Stakeholder analysis ......................................................................................................................... 27

Stakeholder Analysis (Stakeholder Cross Section) ........................................................................ 29

Resistance to change ........................................................................................................................ 31

Resistance Survey Review ............................................................................................................. 33

Role of change management team ................................................................................................... 34

Implementation Strategy ...................................................................................................................... 37

Overview ........................................................................................................................................... 37


Action plan ........................................................................................................................................ 38

Schedule of Activities ........................................................................................................................ 39

Communication plan ......................................................................................................................... 41

Training plan ..................................................................................................................................... 42

Business systems plan ....................................................................................................................... 44

Resistance plan ................................................................................................................................. 45

Implementation Package ...................................................................................................................... 46

Review Change Strategy ....................................................................................................................... 52

Evidence of success ........................................................................................................................... 52

Feedback ....................................................................................................................................... 52

Audits ............................................................................................................................................ 53

Reviewing areas of resistance ....................................................................................................... 53

ID areas of success ........................................................................................................................ 53

Works Cited ........................................................................................................................................... 54

Bibliography .......................................................................................................................................... 55

Appendix A ............................................................................................................................................ 56

Appendix B ............................................................................................................................................ 57


Definitions

Acronym Definition

RFC Request For Change: ideas put forward in project planning meetings

regarding change.

CAB Change Advisory Board: The CAB is a body that exists to support the

authorisation of changes and to assist change management in the

assessment and prioritisation of changes.

ECAB Emergency Change Advisory Board: When the need for emergency

change arises the Change Manager will convene a smaller change

organisation with authority to make emergency decisions.


Introduction

As a junior consultant, working for Beri Consultancy, I have been tasked with developing a change

management plan for Roppacorp, a UK based software development company. The brief is that the

business is moving from a single office to a multi-site business, entering the growth phase and

expanding to cover more business ventures.

Having a structured, manageable change plan is essential to a project such as this running smoothly.

The situation as it stands now is that Roppacorp is based in a small office in Newcastle. Well

respected in the industry, the company is looking to enter a growth phase to increase the size and

footprint of the business.

To do this, there are several key points that the company must meet before any change can begin:

People: the first step is ensuring that the right people are on board with the project. This can

include people with project planning skills, wide ranging knowledge of the business or

training experience (to help cope with training schedules).

Resources: There must be sufficient funds and ample time to support a major change in a

business. As the project wears on, costs and sky rocket, so keeping an eye on expenses will

be essential.

Structure: design a sound new structure for the new business model. Moving from a single

site business to a multi-site one can be daunting, so proper planning is a must.

Systems: Management and technology systems can help to track the progress of a change

project by using key milestones, such as company department planning meetings.

Culture: Having an environment where all of the employees feel connected and involved in

the businesses missions of expansion is key, and will help reduce tensions when things get

tough. Using incentives can help to keep the working culture under control.


Identification of Change

Roppacorp, as described above, is beginning to expand and change. With this change brings the

need for additional workers, bigger sites and identification of key aspects of what to change and also

what no to.

To this end, the different types of change must be studied, and the best solution applied to the

current scenario. This will be supported by the correct reasoning, project scope and as much

information as can be gleaned as to whether or not Roppacorp is indeed ready for an expansion such

as this.

Types of Change

There are several types of change that can be applied to this business model, all of which show

differences that can either strengthen or weaken a change management plan. These types of change

are:

Developmental change

Transitional change

Transformational change

Below are short descriptions of each type, and how well suited they are to this particular case.

Developmental change

This type of change is focused on improving current procedures. With a focus on improvement, this

type of change works well within businesses that are looking to improve procedures such as billing

or reporting methods, marketing strategies and advertising processes. This particular type of change

works best when all of the staff is kept informed of exactly what is happening when.

This type of change works best when the business is changed in small steps, allowing for a relatively

rapid change with minor disruption to the running of a business. This type of compartmentalised

change is more secure than most other methodologies as only some aspects are changed at any one

time, meaning that any roll back procedures can be carried out without a greater cost to the

business.


There are several key points that should be addressed when implementing this strategy:

Explain to staff your rationale for the changes

Skill your staff to use new processes and technologies

Show your staff your commitment to minimising the impacts of change on your business

This method is best used when implementing small changes to an existing architecture. In this case,

Roppacorp is expanding too much for this method to be applicable.

Transitional Change

A change in any business can come from a result of many factors, some internal and some external.

A transitional approach allows a business to implement restructures or mergers, or create new

processes for staff to work with, without endangering the day to day running of the business. This

method does have downsides, most notably the stress of the employees as they could think that

their job is in danger (especially if a company is downsizing). This discomfort can create tension,

which could ultimately undermine this method of change, costing the business dearly.

In Roppacorp’s case, a rapid expansion would be well suited to this type of change, but tensions

must be dealt with swiftly before feelings fester and end up creating problems down the line. As

stated in the first consultancy meeting, Duncan Ferguson (IT Support) was identified as a strong

resistor or change. Getting Duncan on board with a scheme like this would be invaluable, as other

works would see that a well-known oppose to change is happy with what is happening, and as such

would be more likely to be receptive to the coming changes. When making transitional changes,

these key points should be addressed:

Clearly communicate the impacts and benefits you foresee as a result of your changes

Reinforce to staff that their jobs are secure

Capture the views and contributions of your staff in making your changes, by using department

surveys

Regularly update your staff on the steps you are taking to support them through the change and

train them in new systems (if needed)


Transformational Change

In some dire circumstances, a company must make use of transformational change, which allows for

a complete reshaping of a business model and associated processes, which more often than not

results in a shift in the working culture of the business. These changes can be brought about by

many factors such as an economic downturn affecting profits, disaster circumstances (fire, flooding)

or take-over bids or buyouts by larger companies. This type of change often results in fearful

reactions from staff, where most begin looking for jobs elsewhere as they foresee an inevitable

redundancy scenario, which leads to a distorted work ethic and jeopardises whatever slim chance of

survival the business has.

This methodology is reserved for worse case scenarios, where the business as it stands now cannot

continue as survive. An example of this is the recent crisis that befell Northern Rock, a northeast

based building society that was destabilised by the subprime mortgage crisis, in which the bank was

forced to nationalise, resulting in the loss of hundreds of jobs and millions in shareholders stakes,

some of which where customers life savings. The once vast building society was then taken over by

the government, preventing the collapse of the bank (and all assets associated with the business).

This type of change demanded a methodology such as the transformational method, which would

allow the bank to change to meet the new challenges faced by becoming a nationalised bank with

little to no interest from the consumer market. The key points of transformational change are:

To develop and communicate a well-defined strategy that explains the approaches you are taking

to change and the goals you are setting

Continually reinforce your rationale for the changes

Plan and methodically implement new business systems and approaches

Involve your staff in all phases of change discussions and planning and communicate regularly

throughout the process, this will prevent potentially costly claims by workers and worker’s unions

In the case of northern rock, the bank had repaid most of its loan amount (a product of becoming

nationalised and being saved by the government) within 2 years and is now back in its feet, but is

now being run in a totally different manner, to help to prevent a situation like the subprime

mortgage crisis happening again.

This type of change is not currently needed by Roppacorp, although if the three contracts that A

Robson identified fall through, then this methodology would help to save the business from ruin.


Which method is best?

In the case of Roppacorp, a transitional change method is most suited to the company’s expansion,

where a fast paced method of change would only bring about problems later on in the future and

will also allow the company to continue to function while restructuring takes place.

There are obstacles however; mainly being that such rapid expansion can often ruin a great start-up

company, as seen in the company overview (Appendix A), and that entering the growth stage can

have a severe impact on the business, sometimes initiating a transformational change that puts the

whole business in jeopardy. Greg Solomon, a business analyst for Fortune, says that “The moves you

make at the growth stage are increasingly important.” (Soloman, 2013) He goes on to say that there

are four key points that will help any company that is expanding, which are hidden gems (people in

your organisation that are critical to your success), finding your flywheel (as your business gets

bigger, you must produce better service), staying focused and finally professionalising your

processes.

Reasoning

The CEO Adam Robson has proposed to change Roppacorp from a small company, comprising of 19

staff across one small office, to a multi-site organisation with office in Newcastle, Gateshead and

Durham. The main goal for this change is to keep an on-going, consistent growth rate, and the

financial backing is already in place in the form of 3 contracts that are about to be paid off, providing

a spring board for the expansion. However, the company is taking a gamble by 1. Not informing the

staff prior to this venture and 2. Using the three big contracts to support this venture, as it is

uncertain that possibly two out of the three contracts could fall through. If this happens, a

transformational change method will be adopted, and some staff will have to made redundant.

Scope

As with any project, a project scope must be well defined and applicable to the whole of the project.

This project will focus on the following areas:

Expanding Roppacorp to include two additional sites

Access to a centralised network, caters for all users in a secure environment

Staffing issues, including possible redundancies and promotions

Restructuring of departments, related to the above point


This change will take place over the course of a five month period and the offices will be expected to

be up and running by the end of the fifth month, with new vacancies being filled and promotions

assigned.


Organisation readiness

People Readiness Action Required Completed

Business Unit

Have the business department

contacts been selected and notified?

The department heads will be the contact

points; all have been notified and alerted

to the projected change.

☒

Have the business department

contacts been briefed by the project

team?

The department heads have all been

alerted to the project, and are on board.

The staff members in all departments are

yet to be informed.

☒

Has the priority for this project been

set by the Business Management

Team?

Management team consists of A Robson, A

Lanchaster, S Moy and P Dickson. Priority

has been set to high, dependency on the

contracts.

☒

Training

Has the target training audience been

identified and nominated?

Two Secretarial positions at the Gateshead

and Durham sites

Lead developer positions at the Gateshead

and Durham sites

Two IT support positions at the Gateshead

and Durham sites

Two Designer positions at the Gateshead

and Durham sites

One Lead HR Rep position at the

Gateshead site

☒

Has a Training Needs Analysis been

carried out?

Yes, each position will require 1 weeks’

worth of intensive training in installed it

systems and business processes.

☒


Is the Training Information Sheet

available?

Not to all staff, only to department heads

at the moment.

☒

Has the training provider been

established?

Will be handled in house by department

seniors.

☒


Systems Readiness Action Required Completed

Information & Communications

Technology (ICT)

Is the centralised network configured

with proper security tools and auditable

records kept?

An outsourced networking company has

been contacted and work has begun on

prototyping the network to account for

any security flaws and user traffic issues.

☒

Content

Have the approved procedures/policies

been published?

Not to all staff members, the proposer (A

Robson) has decided only high level

management are to know about the

change for the time being. As the project

grows, he will initiate a companywide

survey to garner opinions. This is to

make allowances for three contracts that

are still in progress as these provide the

financial backing.

☒

Do the proposed users have access to

appropriate documentation?

As mentioned above, A Robson will allow

access to documentation when the

contracts are up.

☒

Business Application

Is there a support documentation in

place for IT systems?

Yes, this is being compiled by P Dickson.

☒

Has the relevant IT business unit been

notified of installation and support

requirements?

There is an outsourced networking team

that is working on the centralised

network, which will provide multi-site

coverage and access to shared resources.

In house IT support will work closely with

the network team.

☒


Details of Change

As the business changes, almost every aspect of the organisation will be affected at some point. To

this end, it is a good idea to give consideration to what could happen, and what kind of impacts that

this would have on the business. This can be split up into two sections; rational and non-rational.

Rational changes are tangible changes that can be implemented, such as new staffing structures or

new processes, whereas non-rational changes deal in ethereal changes, like relationship changes

and work culture changes/ shock.

Rational

Roppacorp will make the following rational changes:

Promote certain staff members that have shown exemplary qualities.

Hire more staff to fill in roles that will become vacant as promotions are handed out/ new

positions are created.

Implement a centralised network that can support at least 30 staff members, plus room for

further expansion (this will be handled by the outsourced networking company).

Implement new security policies (physical) for the Gateshead and Durham sites.

Implement a staff trainer in each department, this could be an additional role for heads of

departments or given to senior members of departments.

Considerations:

Keep audit trails for all new equipment as each new system/ machine will have to be

accounted for by B Manoff.

Non-Rational

Roppacorp will make the following non-rational changes:

Ensuring all staff members are made aware of the change by heads of departments in

weekly meetings, this will help increase moral and support for the change.

Reiterate that all jobs are safe, and that there is room for promotion for the right people.

Provide internal job vacancies for new positions, training will be provided for staff members

looking to switch roles. This will help boost support to staff members who feel they are not

in the right role.

Considerations:

Special attention has been brought regarding Duncan Ferguson and Sally Bainbridge.

Interviews with team leaders/ line managers should be conducted to see what their

individual problems are.


Process change

Roppacorp’s core systems and processes will have to make a significant change in the coming

months. Understanding what they are currently will help to determine what will have to change

when the business is multi-site.

Current Processes

Roppacorp is a software development company and over the last five years have developed many

bespoke software solutions. In most cases, companies request a database to be designed and

created in a limited timeframe. After negotiations have taken place, an analysis of the proposed

project and a price plan are created, providing the teams (both the developers and designers) all of

the information they need to craft a unique database that can be integrated with systems such as

barcode readers, scanners and card readers. The current process looks like this:

New processes

As the business expands, the need for process change is inevitable. As shown above, the current

process is simple because one department in one office has to talk to each other, and issues can be

resolved quickly as all resources are close at hand. In the case of a multi-site business, the easy to

reach resources soon become harder to get, and suddenly emails and phone calls can cloud simple

design and elegant development.

To this end, there are some changes to be made with the current processes, as shown below:


This new process chart shows the additional

process that Roppacorp will have to go through

when dealing with a client. What team is

currently available to take on this workload, and

what site are they at? This provides an auditable

trail that can be used to back track on any faults

that may arise, or may even help to identify a

hidden gem, a worker that has proven to be

invaluable.

The new process chart looks like this, with several process that have been changed due to the

restructuring of the company:


People change

A change on scale can affect the employees of a company, and Roppacorp is no different. With such

rapid growth, people can respond emotionally in a variety of way, ranging from feelings of hope and

happiness to despondency and discontent. Managing how employees feel is just as important as

managing a change in day to day processes. A Robson has mentioned that the staff can now be told

what is happening to the company they work for, and on a whole the response has been good.

Departmental surveys have returned positive feelings toward this change and resistors to the change

have been in talks with senior management to hear their views.

As new positions open up, there is an opportunity for some employees to advance in the company,

fulfilling roles that they (and their line managers) can do. This has been outlined by A Robson, where

that all employees that are fortunate enough to be promoted will be given full training, unless they

have a qualification that supersedes the level of management course they will be placed on. In most

cases, this will mean that workers with a degree will not qualify for free training, but can opt to pay

in instalments out of their own wage. If they do not possess a qualification that is higher than a Level

4 Business Management course, they will have access to this facility for free (as it is subsidised by

the government).

As the company grows, so too must the work culture. In the old structure, the business was

relatively relaxed. Now with the expansion and new opportunities (such as investments), the work

force will have to become more professional. For example, where workers used to be able to wear

casual clothes, now a uniform could be imposed.

Below are changes to current staff, and the vacancies that have opened up due to restructuring:

Changes to Current Staff

Staff Member Current Role Predicted Role Change

Steve Patel IT Support Lead IT Support, Durham

Site

Promoted to Lead IT Support of

Durham Site

Duncan Ferguson IT Support Lead IT Support,

Gateshead Site

Promoted to Lead IT Support of

Gateshead Site

Larry Pike Human Resources Lead HR Representative,

Durham Site

Promoted to Lead HR

Representative of Durham Site

Alfred Lanchaster Lead Developer Head Developer,

Newcastle Site

Promoted to Head Developer

of the Newcastle Site

Bill Cartwright Developer Developer, Durham Site Moved to Durham Site

Clarence Developer Developer, Durham Site Moved to Durham Site


Montgomery

Sarah Hasselhoff Developer Developer, Gateshead

Site

Moved to Gateshead Site

Edward Tuffet Developer Developer, Gateshead

Site

Moved to Gateshead Site

Stephen Moy Lead Designer Head Designer Promoted to Head Designer of

the Newcastle Site

Sue Chang Designer Lead Designer, Durham

Site

Promoted to Lead Designer of

Durham Site

Peter Carlton Designer Lead Designer, Gateshead

Site

Promoted to Lead Designer of

Gateshead Site

David Hall Lead Project

Manager

Head Project Manager Promoted to Head Project

Manager

Laura Macintosh Project Manager Lead Project Manager,

Durham Site

Promoted to Lead Project

Manager of Durham Site

Michael Lines Project Manager Lead Project Manager,

Gateshead Site

Promoted to Lead Project

Manager of Gateshead Site

Vacancies Created from New Sites

Role Location

Secretary / Receptionist Durham Site

Secretary / Receptionist Gateshead Site

Site Lead Developer Durham Site

Site Lead Developer Gateshead Site

Designer Durham Site

Designer Gateshead Site

Lead HR Representative Gateshead Site

IT Support Durham Site

IT Support Gateshead Site


Information sharing

This type of business would benefit greatly from a number of information sharing tools. These

should consist of:

Staff accessible intranet

Shared drives for each department

Daily and weekly meetings

These methods will ensure that all of the staff members are aware exactly what is happening in the

company at that particular time, and will have relevant access to the materials and information that

they need to know. This does not mean that the staff will have access to high level materials (such as

costs analysis, payroll options), but instead will have access to information that will directly affect

their jobs.

Staff Intranet

Having a staff accessibly intranet will allow a fast dissemination of information throughout the

company. If, for example, any surveys needed to be carried out to gauge the staff opinions of how

the change is going, an intranet would be the fastest and most efficient method of implementing this

process.

Shared Resource Drives

Shared resources can improve on work time and can be used to great effect as a method of

distributing resources during a change. There heads of departments or HR reps can store documents

for incentives and help to collate files that may need to be moved to a different site (some of which

may need to be stored locally).

Daily and Weekly Meetings

Daily and weekly meetings are already a process that Roppacorp is familiar with, but the addition of

information that could be essential, time sensitive or employee level sensitive ensures that a face to

face meeting can happen. This in most cases will placate resistors to change, and could help to make

sure the process runs smoothly.


Cost of change

Every change has a cost, this is an unavoidable truth. It may not be monetary, although in most cases

it is, costs are the single biggest factor that a company has to deal with. Roppacorp is no different,

and it requires money to attain the goal of a successful expansion. Below is a cost analysis sheet,

with an estimated total at the bottom. A Robson has said that the money for this venture is coming

from three lucrative contracts, so costs are not a problem.

Cost Analysis

Service/ Change Provider Contact Cost

Centralised Network Newcastle City Networkers Jack Napier £50,000

Security Guards for

new sites

Byker Security Solutions Frank Boles £8,000

Training materials City & Guilds training centre Dr Amadeus Arkham £25,000

(subsidised by

government

initiative)

Office space rent for

Durham Site

Regus John Palmer £22,000 PA

Office space rent for

Gateshead Site

Regus John Palmer £19,000 PA

Project Delays Roppacorp Alfred Lanchaster

Stephen Moy

£20,000

Reviewed Designs Roppacorp Stephen Moy £5,000

Loss of work (due to

many factors)

Roppacorp Paul Dickson £200,000

Total Cost £349,000


Risk assessment

Risk No.

Brief Description of Risk

Low

Medium

High

Mitigation Action

Approval of

Commencement

Date of

Commencement

1

Central network goes down: could

present a major loss of data, resulting in

lost revenue.

☐ ☐ ☒ Improve fault tolerant

network.

P Dickson

20/05/15

2

Disgruntled staff: this could cause tension

in the workplace and could lead onto

other risk areas.

☐ ☒ ☐ Line managers/

department leads can

interview the worker to

ascertain why they

feel as they do.

A Robson

20/05/15

3

Poor communication and uncertainty:

can cause instability within the company

at a time when it is most vulnerable.

☐ ☒ ☐ LM’s and DL’s should

address this by talking

to the workers en

masse and provide a

Q&A session.

L Controllus

20/05/15

4

Fears about job security: as the company

changes, staff will begin to worry about

their position in the company.

☐ ☒ ☐ HR should send out a

memo describing the

nature of the change

L Controllus

20/05/15


that Roppacorp is

undergoing, and

reiterate that all current

jobs are safe.

5

Poor morale: Must be addressed as soon

as possible, poor moral can leads to a

lack of work, loss of work leads to loss in

revenue.

☐ ☐ ☒ HR can offer incentives

to continue working at a

reasonable pace,

despite interruptions.

L Controllus

20/05/15

6

Dysfunctional teams: can be a major

threat if left unchecked. Again, not

preventing this can result in a loss of

revenue.

☐ ☒ ☐ DH’s will have to have

structured meeting,

with HR sitting in to

bring the teams into line

with the rest of the

company.

D Hall

20/05/15

7

Diversity: issues not adequately

considered could come back as serious

law suits.

☒ ☐ ☐ Should be addressed by

HR in the interview

process.

L Controllus

20/05/15


8

Lack of support from managers: The

managers must be seen to be involved

and be 100% behind this venture.

☐ ☐ ☒ Bring in every

department head and

ensure that all of them

comply with the change

process, ensuring 100%

buy in.

A Robson

20/05/15

9

Employees unaware of available

support: support material might be hard

to find or line managers/ leads have not

updated their staff.

☒ ☐ ☐ Should be addressed by

HR.

L Controllus

20/05/15

10

Inexperience/fear of new technology: A

lack of training can cause issues like this.

☒ ☐ ☐ Addressed by P Dickson,

seminars for workers

who could benefit. This

should be a paid

seminar, this will

increase receptiveness.

P Dickson

20/05/15


Risk Matrix

LIKELIHOOD

CONSEQUENCES

1 2 3 4 5

Insignificant Minor Moderate Major Catastrophic

A Medium High High Very High Very High

Almost Certain

B Medium Medium High High Very High

Likely

C Low Medium High High High

Possible

D Low Low Medium Medium High

Unlikely

E Low Low Medium Medium High

Rare

Key:

Very High Risk Do something to control the risk

immediately High Risk

Medium Risk Do something about these risks

Low Risk Does not need immediate attention


Change Approach

The change approach will look at three ways in which to help facilitate the change in Roppacorp; a

stakeholder analysis (with a descriptive table), a resistance assessment survey and a table detailing

the change management team (and associated roles).

Stakeholder analysis

Identifying the key stakeholders makes it easier to determine who will benefit the most from the

change, whilst also taking into account a wide variety of interests. For example, a low level employee

who is using this job as a stop gap will have little interest in what happens to the company, but will

perform to the expected level, whereas a top level manager, such as the Head of IT, will have a keen

interest in what is happening in the company he helped build.

CEO

Head of IT, Head developer, Head designer

Head Project Manager, Accountant, Head of HR

Site Leads, including IT Support, HR Representative, Developers, Designers

and Project Managers

Lower staff members, including IT support, developers, designers and secretaries


Level of

Participation

Who Description of Stakeholder

Driving CEO Stakeholders at this level are directly impacted

by the change and have some responsibility for

the change process. Additionally, there is an

expectation that their role requires them to

lead the implementation of the change either at

a site or a strategic level. This usually can

include the sponsors group.

Advocate Head of IT,

Head developer,

Head designer

Stakeholders at this level are directly impacted

by the change and have some responsibility for

the change process. Their role involves

facilitation of the change process through

support, encouragement and ability to

influence others.

Active

Participation

Head Project

Manager,

Accountant,

Head of HR

Stakeholders at this level are directly impacted

by the change and will be required to change

some aspect of what they do in their role

and/or how they do it.

Willingness Site Leads, including

IT Support, HR

Representative,

Developers,

Designers and

Project Managers

Stakeholders at this level are not directly

impacted by the change however they may be

asked to provide some assistance in the change

process.

Understanding Lower staff

members, including

IT support,

developers,

designers and

secretaries

Stakeholders at this level are not directly

impacted by the change however it is

preferable that they have a basic understanding

or awareness of the change so that they feel

informed.


Stakeholder Analysis (Stakeholder Cross Section)

Stakeholder

Names and

roles

Importance

Low/ Med/

High

Current Level

of support

Low/ Med/

High

Influence

Low/ Med/

High

Expectations Managing

Expectations

Potential

Resistance/

Action Required

A Robson – CEO High High High Must be done within

budget and on time.

Frequent updates and

engaging in open

discussion on key

topics

None

Paul Dickson –

Head of IT

High Medium High New network must be

secure, fault tolerant and

must accommodate all

users without issue

Involve in key

discussions on

network security,

allow to filter

information to

subordinates

Network company is

reported to be

dragging their heels/

Contact network

company, find out

details

David Hall – Head

Project Manager

High High Medium Wants to provide support

in change team, has years

of experience in project

management

Include on all topics,

use as a reference

point and as a 2nd eye

check

None


Larry Pike – Lead

HR Rep (Durham)

Medium Low Medium Little to no experience of

change on this scale but

wants to see the company

grow but is unsure how to

help

Talk to Lisa Controllus,

have Larry learn how

to properly help other

employees get on

board

Uncertainty can lead

to fear, could be a

potential risk as the

project progresses

Sarah Hasselhoff

– Developer

(Gateshead)

Low Low Low Being new to the company,

Sarah is expecting to be left

in her position as Edward

Tuffet will progress to lead

developer for the

Gateshead site. She feels

that her talent is wasted.

Reassure her that her

job is safe, but that

Edward may be the

best candidate for the

promotion. Organise a

meeting with the HR

Rep and discuss

options.

Resents being

overturned for a

promotion / have

the situation

explained fully. If

unwilling to comply,

consider contract

termination.


Resistance to change

1 (Strongly disagree) 2 (Disagree) 3 (Neither agree or disagree) 4 (Agree) 5 (Strongly agree)

Areas of Resistance Description Rating

1. Lack of understanding of the purpose and

drivers for the changes.

There may be a lack of understanding of the purpose of the project.

There may be a lack of awareness of the need for the change to occur.

1

2. Feeling of losing control People support what they have helped create. If they feel they have not had

sufficient input, resistance usually increases.

2

3. Lack of support from various levels in the

organisation.

If people perceive that key individuals or groups in their area are not genuinely

supportive of the project, their acceptance is difficult to secure.

1

4. Feel there is a real threat to my existing

power, job security or personal and career

goals.

Resistance is increased if people believe the change will result in greater emotional or

career costs relative to what they may gain.

1

5. Concerns about a lack of skills and knowledge People may resist change if they believe they do not possess the skills or the ability for

optimal performance during and after the change.

2

6. High level of impact on daily work patterns Failure to acknowledge and if possible, minimise the impact of project team activities

and changes on people work patterns tends to promote distrust and alienation.

4

7. Lack of time to absorb the changes The ability of staff to assimilate the change and all its consequences must be assessed.

2

8. High levels of uncertainty Sometimes just the uncertainness of the situation can make people react negatively.

5


9. Adverse changes to key working relationships Adversely affecting the way they relate to others or who they work with or who they

report to.

4

10. High levels of past resentments and dislikes People may distrust or dislike sponsors or change agents or have had negative

experiences around change and a lack of acceptance and enthusiasm for the change

will quickly materialise.

4

11. Lack of incentives and rewards Change involves learning and learning usually involves errors. When people are not

given the freedom to make mistakes while they learn, they become afraid.

People need to be rewarded for accomplishing the change in the form of something

they truly value.

4


Resistance Survey Review

How has this affected the running of the project?

Before performing this assessment tool, the main focus of the project was based around a set of

process and principles that, while recognised, were not stringently tested and looked at in depth.

The beauty of a tool like this is that you highlight key areas to which you may have touched on

before, but can now begin to change.

Resistance is a major factor in change management, and if left unchecked can potentially cause a

project to fail. The highest scorers on our assessment table were:

High level of impact on daily work patterns

Adverse changes to key working relationships

High levels of past resentments and dislikes

Lack of incentives and rewards

High levels of uncertainty

All of these resistance factors have been flagged because they pose a clear threat to the

continuation of the project. I have chosen these factors because of the impact a high stress project

such as this cause. As tensions begin to raise so too will disruptions of daily work routines, upsetting

and uprooting some core working values. Worse still, as the company expands, this could lead onto

adverse working relationships, causing even more tension.

These changes to working relationships can fester, and could lead to outbursts that could severely

hamper the company image. A lack of incentives could produce the same results on its own, with

workers feeling undervalued and under-rated.

The single biggest threat to the company is uncertainty. As identified in the stakeholder cross

section, Sarah Hasselhoff is unfortunately harbouring feelings of discontent. This is a key threat as

she could potentially begin to cause disruptions by demanding promotions, which could spread to

other departments in a “Spartacus” movement.

Where will this research go?

This research will go towards getting the change team getting the most out of their meetings by

addressing the most important issues. This will allow them to easily identify key areas of weakness

that the project is experiencing and deal with them in the most effective way.


Role of change management team

The change management team is the driving force behind the change within Roppacorp. When

developing strategies like this, it helps to have a dedicated team that can push the change in the

right direction. A team like this should be made up of members from a variety of departments and

levels, representing a full cross section of the company.

These team members need to have excellent communicative skills, as well as have influence in the

business and be able to work well in a small, hardworking team. More often than not, this will be an

additional responsibility to the candidate’s workload, as this does not require full time hours, but

rather attempts to subtly push the company in the right direction. The team will need to identify key

roles and share responsibilities in the implementation of the change plan.

Change Management Team

Team member Role within the

company

Role within the

change team

Responsibilities

A Robson CEO The Change

Manager

Tables all RFCs for a CAB meeting,

issues an agenda and circulates all

requests for changes to CAB

members in advance of meetings

to allow prior consideration „

Chairs all CAB and ECAB meetings „

Authorizes acceptable changes,

either alone or after a CAB or ECAB

has taken place „

Issues change schedules „

Updates the change log with all

progress that occurs, including any

actions to correct problems and/or

to take opportunities to improve

service quality „

Produces regular management

reports


A Lanchaster Head Developer Change

Authority/

Change Advisory

Board

Analyses change records to

determine any trends


reports

Authorizes acceptable changes, as

part of the CAB.

Chairs all CAB and ECAB meetings

in the absence of A Robson

David Hall Head Project

Manager

Project Manager/

Change Advisory

Board

Analyses change records to

determine any trends


reports

Authorizes acceptable changes, as

part of the CAB.

Chairs all CAB and ECAB meetings

in the absence of A Robson

Lisa Controllus Head of HR Change Initiators/

Change Advisory

Board

Can raise a RFC, backed up by

evidence gained form insight study

in their particular site

Sue Chang Lead Designer

(Durham)

Change Initiator/

Change Advisory

Board




Larry Pike HR Rep

(Durham)

Change Initiators/

Change Advisory

Board




Stephen Moy Head Designer Change

Champion/

Change Advisory

Board

Promote new ideas for change

Support the vision

Be an example for the rest of the

workers

Can be recognised, always

accessible to lower level

employees.


Implementation Strategy

Overview

Implementation is the process that turns strategies and plans into actions in order to accomplish

strategic objectives and goals. Implementing a bespoke strategic plan for Roppacorp is just as

important as your strategy.

A strategic plan provides a business with the necessary resources it needs to go in a o a specific

strategic direction and set of performance goals, deliver customer value, and be successful.

However, this is just a plan; it doesn’t guarantee that the desired performance is reached any more

than having a roadmap guarantees the traveller arrives at the desired destination.

Here are the most common reasons strategic plans fail:

Lack of ownership: The most common reason a plan fails is lack of ownership. If people

don’t have a stake and responsibility in the plan, it’ll be business as usual for all but a

frustrated few.

Lack of communication: The plan doesn’t get communicated to employees, and they don’t

understand how they contribute.

Getting mired in the day-to-day: Owners and managers, consumed by daily operating

problems, lose sight of long-term goals.

An overwhelming plan: The goals and actions generated in the strategic planning session

are too numerous because the team failed to make tough choices to eliminate non-critical

actions. Employees don’t know where to begin.

A meaningless plan: The vision, mission, and value statements are viewed as fluff and not

supported by actions or don’t have employee buy-in.

No progress report: There’s no method to track progress, and the plan only measures what’s

easy, not what’s important. No one feels any forward momentum.

No accountability: Accountability and high visibility help drive change. This means that each

measure, objective, data source, and initiative must have an owner.

Lack of empowerment: Although accountability may provide strong motivation for

improving performance, employees must also have the authority, responsibility, and tools

necessary to impact relevant measures.


Action plan

Actions Responsible Person Timeframe

IT Activities

Network testing

user account checking

Program deployment

P Dickson 4 weeks

Business Unit Activities D Hall 2 weeks

Ensure buildings that are provided meet expectations

Deploy Security guards at new sites

Communication Activities Larry Pike 2 weeks

Begin roll out of staff materials

Training Activities

Ensure all training sessions are booked in

If requires outsourced help, book in advance

Lisa Controllus 4 weeks, plus

continuous roll out

Audit Preparation P Dickson 3 weeks

Ensure all systems are in place before starting; get all available

resources from networking team.


Schedule of Activities

Name of Task Duration Start Date End Date Resources

Milestone

One

Assign staff to

new positions

01/06/15 07/06/15 N/A

Activities Promotions,

discussed in

CAB meetings

- - -

Milestone

Two

Test Network

functionality

01/06/15 29/06/15 P Dickson, D Ferguson

Access to network

equipment during

evening and night times

Activities Test traffic

flow

Ensure all

users have

relevant access

- - -

Milestone Acquire new 29/06/15 Ongoing D Hall, will have to see if


Three contracts there are any potential

customers available to

talk

Activities Reach out to

see if there are

any customers

waiting for

new database

solutions.

- - -


Communication plan

Audience Key Messages Delivery Method Date Length of Session

(if applicable)

Location

Official Announcement of the

project

Reasons for the change

Benefits to workers

Benefits to the Company

FAQ’s

Who to Contact with

questions

Mandatory Seminar

sessions, team by

team basis

05/06/15 ½ hr Head Office

Team Leaders and Senior Managers Buy-in

Maintaining moral

Ensuring workers feel secure

Seminar 05/06/15 1 hr Head Office

All staff Communicating the

effectiveness of the current

change

Intranet Bulletin 01/06/15,

08/06/15,

15/06/15,

22/06/15,

29/06/15

n/a Company Wide


Training plan

Session Modules Learning Outcomes Objectives Length Target

Audience

Delivery Mode Facilitator

Using the new system To be able to use the new

IT system efficiently

Learn how to use

shared drives,

See how the staff

intranet can benefit

daily work routines.

1 hr All Staff Supervised tutoring

sessions

P Dickson

Fire & Safety Be aware of fire and

safety procedures in the

new sites

Know where to go in

the event of a fire,

Know who to report a

safety breach to.

1 hr All staff (new

sites only)

Seminar L Pike

Health & Safety in the

workplace

Be aware of government

legislation in relation to

Health and Safety

Key points

recommended by

government

1 hr All Staff Seminar L Pike

Management Course Teach management

qualifications to newly

promoted candidates

How to be an effective

leader

How to manage

1 week Selected

employees that

have been

at home study

course,

supplemented by in

L Controllus


employees. recently

promoted

house training

sessions


Business systems plan

Hardware Required Software Required Network Resources Required

10 client machines, distributed to

vacancies across both Durham and

Gateshead

Operating systems

Office software

Department specific software

regulated bandwidth

network access for roaming profile

access

4 Laser printers, 2 at Durham and 2 at

Gateshead

n/a High availability


Resistance plan

Key Areas of Resistance Actions to Address Resistance Responsible

Person

High level of impact on

daily work patterns

Schedule most of the changes to occur at a time where it will

not affect daily routines, such as weekends or evenings.

A Robson

Adverse changes to key

working relationships

Hold Q&A sessions with potentially volatile relationships,

outline that this type of behaviour is not tolerated.

L Pike

High levels of past

resentments and dislikes

Hold Q&A sessions with potentially volatile relationships,

outline that this type of behaviour is not tolerated.

L Pike

Lack of incentives and

rewards

Send out emails to offer cash prizes for most improved team,

etc.

L Controllus

High levels of uncertainty hold meetings with unsure employees and discuss the future

of the company on a one to one basis.

S Moy


Implementation Package

CHANGE MANAGEMENT IMPLEMENTATION PLAN

Company and Project Details

Company Name: Roppacorp

Project Name: Roppacorp Expansion Plan

Company Project Contact Details

Project Manager Name: A Robson

Title: CEO

Department: CEO and founder of Roppacorp

Address: 123 Made Up Lane, City of Nowhere

Postcode: NE1 0AB

Email Address: [email protected]

Telephone Number: 019126212345

Fax Number: 019126254321

Project Phase

Project Endorsement

Recommended by Project Manager: Yes

Project Manager Name: D Hall

Project Manager Signature: D Hall

Date: 01/06/15

Revision History

Version

No.

Date Author Status Reviewers

1.0 10/04/15 Ryan Hughes Initial Draft for Review A Robson, A

Lanchaster

1.1 22/05/15 Ryan Hughes Final Version A Robson, A

Lanchaster


Key Stakeholder Endorsement

Stakeholder Position Signature Date

Business Owner Executive Director /

Director

A Robson 01/06/15

Information Policy and

Planning

Director / Manager A Lanchaster 01/06/15

Training and

Development

Director/ Manager P Dickson 01/06/15

Training and

Development Support

Director/ Manager S Moy 01/06/15

Change Project Team

Name Role in Team Name of Department Members

Adam Robson Manager Sally Bainbridge

Stephen Moy Change Champion/ CAB Sue Chang, Peter Carlton

A Lanchaster Change Authority/ CAB Bill Cartwright, Clarence

Montgomery, Sarah Hasselhoff,

Edward Tuffet

D Hall Project Manager/ CAB Laura Macintosh, Michael Lines

L Controllus Change Initiator/ CAB Larry Pike

Sue Chang Change Initiator/ CAB None as yet

Larry Pike Change Initiator/ CAB None as yet

Type of Change

□ Policy Change □ Process Change □ Job Roles □ System Change

Size of Change : □ Large □ Small

Speed of Change : □ Fast □ Slow

Other :


Reason for Change

The CEO Adam Robson has proposed to change Roppacorp from a small company, comprising of 19

staff across one small office, to a multi-site organisation with office in Newcastle, Gateshead and

Durham. The main goal for this change is to keep an on-going, consistent growth rate, and the

financial backing is already in place in the form of 3 contracts that are about to be paid off, providing

a spring board for the expansion. However, the company is taking a gamble by:

1. Not informing the staff prior to this venture

2. Using the three big contracts to support this venture, as it is uncertain that possibly two out of the

three contracts could fall through.

If this happens, a transformational change method will be adopted, and some staff will have to

made redundant.

Change Scope

Scope Details : Expanding Roppacorp to include two additional sites

Access to a centralised network, caters for all users in a secure

environment

Staffing issues, including possible redundancies and promotions

Restructuring of departments, related to the above point

Current Status

The situation as it stands now is that Roppacorp is based in a small office in Newcastle. Well

respected in the industry, the company is looking to enter a growth phase to increase the size and

footprint of the business.

Future Status

Roppacorp is looking to expand to two additional sites, with a view to hire more employees. This will

increase the standing of the business, hopefully bringing in more voluminous and lucrative contracts.


Change Specifications

Change Tactic

Split up into two sections; rational and non-rational. Rational changes are tangible changes that can

be implemented, such as new staffing structures or new processes, whereas non-rational changes

deal in ethereal changes, like relationship changes and work culture changes/ shock.

Rational:

Promote certain staff members that have shown exemplary qualities.

Hire more staff to fill in roles that will become vacant as promotions are handed out/ new

positions are created.

Implement a centralised network that can support at least 30 staff members, plus room for

further expansion (this will be handled by the outsourced networking company).

Implement new security policies (physical) for the Gateshead and Durham sites.

Implement a staff trainer in each department, this could be an additional role for heads of

departments or given to senior members of departments.

Considerations:

Keep audit trails for all new equipment as each new system/ machine will have to be

accounted for by B Manoff.

Non-rational:

Ensuring all staff members are made aware of the change by heads of departments in

weekly meetings, this will help increase moral and support for the change.

Reiterate that all jobs are safe, and that there is room for promotion for the right people.

Provide internal job vacancies for new positions, training will be provided for staff members

looking to switch roles. This will help boost support to staff members who feel they are not

in the right role.

Considerations:

Special attention has been brought regarding Duncan Ferguson and Sally Bainbridge.

Interviews with team leaders/ line managers should be conducted to see what their

individual problems are.


Process Change

Key points in process change:

New process have to be implemented as the company expands

With multiple sites, more work can be taken on

Additional teams can take on emergency work in case on team is unable to complete a

project

People Change

Key points in people change:

New positions have opened up

Two secretarial positions

Two Lead Developer positions

Two Designer positions

Two IT support positions

One HR Rep position

Information Sharing

Implement the following systems for information sharing:

Staff accessible intranet

Shared drives for each department

Daily and weekly meetings

Cost of Change

Link: Cost of Change Documentation, Page 22

Risk Assessment

Risk Assessment Compliance

□ Risk Assessment Complete □ Risk Assessment Grid Attached


Risk Assessment

Link: Risk Assessment Form, Page 23

Link: Risk Assessment Matrix, Page 26

Change Methodology

Link: Stakeholder Documentation, Page 27

Action Plan

Link: Action Plan, Page 37

Schedule Details

Link: Schedule Details, Page 38

Communication Plan

Link: Communication Plan, Page 39

Training Plan

Link: Training Plan, Page 40

Business Systems Plan

Link: Business Systems Plan, Page 42

Resistance Plan

Link: Resistance Plan, Page 43


Review Change Strategy

After the change has been implemented, the process is not yet complete. Steps like assessing

results, implementing corrective measures and celebrating success are key parts of a review of

change.

Evidence of success

A project is judged on whether it is deemed successful or not, and this can be achieved through the

following steps:

Collecting feedback from users

Carrying out compliance audits on new processes, systems and job roles

Reviewing areas of resistance and work with sponsors and direct supervisors to work

through any strategies

Identifying areas of success for the project and making these visible in the organisation to

reinforce the change

All of these steps help to reinforce the change that the business has undergone.

Feedback

Feedback can be gathered by the following methods:

Surveys

Focus groups

Casual conversation

Feedback boxes

Feedback can be used for a variety of management purposes, ranging from influencing someone to

do something differently, or to show that the work that they have done is appreciated. Getting

information via the above methods provides management with metrics like performance, behaviour

and acceptance. A study of responses from various levels of the company can potentially help to

improve the quality of workplace life.

A focus group is a great way to gauge a response to what has happened to the company, and where

they think the business could have done better. This will also help to build and maintain

relationships, forging trust and support that runs throughout the business.


Audits

Carefully planned audits help to review how resources are being used, what needs to be upgraded

and what changes worked well (and what didn’t work well). For example, an audit of the IT

structure that has been put in place could reveal potential risks to security, be it bring you own

devices or holes in physical security.

An audit also allows stakeholders and shareholders the chance to see where their time, effort and

money have gone. This would help garner support for a potential investor, if Roppacorp were to

expand any further.

Reviewing areas of resistance

Revisiting old areas of persistent resistance is critical to reinforcing the change. If the key

stakeholders are seen to simply ignore persistent areas of concern, trust and respect can be lost. If

problem areas (such as disgruntled employees) are not met and dealt with as soon as possible, these

areas can fester and end up costing the business dearly.

ID areas of success

Showing off what areas worked well is essential in reinforcing and justifying the change, as the

developers could potentially take on more work, HR has a proper structure and Head Office has

control over all aspects of a compartmentalised, professional business that could be a market leader

in the years to come.


Works Cited

Soloman, G., 2013. Transitioning from a startup to growth-stage company. [Online]

Available at: http://fortune.com/2013/02/11/transitioning-from-a-startup-to-growth-stage-

company/


Bibliography

Mason, W. H., 2012. Managing Change. [Online]

Available at: http://www.referenceforbusiness.com/management/Log-Mar/Managing-Change.html

Conrad, C., 2012. It’s Not the Change, it’s the Transition: A Theory on Why Change Initiatives Fail.

[Online]

Available at: https://www.captechconsulting.com/blogs/its-not-the-change-its-the-transition-a-

theory-on-why-change-initiatives-fail

Hornstein, H., 2008. Using a Change Management Approach to Implement IT Programs. [Online]

Available at: http://iveybusinessjournal.com/publication/using-a-change-management-approach-to-

implement-it-programs/

JISC, 2006, Updated 2014. Types of Change. [Online]

Available at: http://www.jiscinfonet.ac.uk/infokits/change-management/types-change/

Mayers, J., 2005. Stakeholder power. [Online]

Available at: http://www.policy-

powertools.org/Tools/Understanding/docs/stakeholder_power_tool_english.pdf

Queensland Government, 2015. Types of change. [Online]

Available at: https://www.business.qld.gov.au/business/employing/staff-development/managing-

people-through-change/types-change

Riker, J., 2009. Transactional, Transitional and Transformational Change. [Online]

Available at: https://leadingspace.wordpress.com/2009/12/20/transactional-transitional-and-

transformational-change/

Riker, J., 2011. Transitional Change Done Right. [Online]

Available at: https://leadingspace.wordpress.com/2011/10/27/transitional-change-done-right/

Soloman, G., 2013. Transitioning from a startup to growth-stage company. [Online]

Available at: http://fortune.com/2013/02/11/transitioning-from-a-startup-to-growth-stage-

company/


Appendix A

Who we are

A growing North East based software development company, partially supported through funding

from various organisations involved with the development and growth of the software industry in

North East England.

Over the last 5 years the teams within RoppaCorp have developed numerous bespoke software

solutions including, amongst others, accounting, pensions, office management, stock control, point

of sale and production management. These bespoke applications can be integrated with Sage

accounting software when required. The size of these organisations has ranged from a one man

business to multinational corporations.

These solutions have been integrated into a diverse range of businesses: a rosette manufacturer, an

electrical transformer manufacturer, a pump manufacturer, travel agents, a bullion dealer, fine

organic chemical manufacturer, carpet warehouse, chemical distributor, pensions provider and

public utilities to name but a few.

They run in various operating system environments and can, when required, be integrated with

barcode readers, scanners, touch screens, card readers, cash accepters, weighbridges etc. to

produce an efficient cost effective solution. In the majority of cases these applications can also be

integrated with your website.

We develop using a number of database solutions including Microsoft SQL Server, Informix and MS

Access. The database chosen is based on the clients’ requirements and preferences. The majority of

our projects are completed on a fixed price basis. After a detailed analysis of the project a price and

payment terms are agreed. If you have an up-and-coming application requirement please do not

hesitate to contact us for a free and informal, no obligation discussion.

All our services are customer focused; customer inclusive and we take pride that our solutions are

delivered to a standard that regularly exceeds customer expectations. Our customer service is key

to our existing and continued success and fundamental to our approach. RoppaCorp customers both

current and new always know they will find an informed point of contact ready and keen to listen,

help and offer advice.


Appendix B

Change Request Form

1.) SUBMITTER - GENERAL INFORMATION

CR#

Type of CR Enhancement Defect

Project/Program/Initiative

Submitter Name

Brief Description of

Request

Date Submitted

Date Required

Priority Low Medium High Mandatory

Reason for Change

Other Artefacts Impacted

Assumptions and Notes

Comments

Attachments or References Yes No

Link:

Approval Signature Date Signed

2.) PROJECT MANAGER - INITIAL ANALYSIS

Hour Impact

Duration Impact

Schedule Impact

Cost Impact

Comments

Recommendations



3.) CHANGE CONTROL BOARD – DECISION

Decision Approved Approved with

Conditions

Rejected More Info

Decision Date

Decision Explanation

Conditions


University Change Management Plan

Documents

Transcript of University Change Management Plan