BSBINN601 Change Management Project Plan Assignment Sample

• Subject Code : BSBINN601
• University : Victoria University My Assignment Services is not sponsored or endorsed by this college or university.
• Subject Name : Change Management

Lead and Manage Organizational Change

The Bayside Call Center is trying to improve with a view to rising profitability. Given the competitiveness of the inbound call center industry, it is indeed critical that the company is looking at alternative order to boost its customer list and enhance its profitability by stepping into the sales management market (Procter et al., 2016).

Project timeline and timetable

Identification of barriers to change and proposed mitigation strategies

• Assets to be generated- some investment is to be produced, but this investment looks worth it as per the cost benefit study (Napier et al., 2017).
• Limited work satisfaction- Inbound calls are faster than outbound calls and less demanding. Of course with the job description being daunting and no immediate pay increase will definitely reduce workplace satisfaction. But offering good incentives to those who perform well will definitely give the workers a good motivation.
• Employee turnover- Staff turnover may occur as the introduction of a different service can require different skill sets, meaning that workers who are unable to meet such skill sets will be replaced and new talent will be added.
• Workers considering it hard to manage on outbound calls – employees may not have to fear, because they will be given enough preparation to meet the customers.

Resources required human and material

• Shift Resource / Team Management.
• Executives, and senior executives.
• Managers, and overseers.
• Team on the project.
• Functions helping project.
• Human Resource Officer.
• Finance department.
• IT division (Matthews et al., 2018).

Management requirements

• Address the specifications for adjusting outbound call service implementation.
• To provide efficient access to all workers on a continuous basis.
• Budget management Consultation with employees to review their responsibilities and development.
• Plans for oversight and assessment.

Consultation, reporting and monitoring requirements

• Establishing concerns about the assessment.
• Identifying surveillance issues.
• Identifying the data sources and the indicators.
• Classifying who is accountable for the timelines and data collection.
• Recognising who will analyze the data, how and when it will be published. Analysis ogf Strategy for M&E (Mosese & Mearns, 2016).
• Business duties and other workplace obligations.
• Periodic analysis, and meetings with various agencies.
• Advising & coaching unhappy staff.
• Improvements to keep track of project

Action interventions and activities

• Performing the work outlined in the sequence plan to make sure that one are aware of and stick to the start and end date for every task.
• Evaluating the operations of the strategy at the start of every week to comprehend the functions and outcomes for the week ahead.
• Developing an action plan to measure the results against expected goals and objectives at the end of each process (Hultgren, 2017).
• Following-up on the execution of events within each of their plans with the stream members.
• If required, adjusting the schedules and activities of the program, and remind key stakeholders of any changes, remember to obtain approval for significant changes where appropriate (Hongisto et al., 2016).

Evaluation Measures of Change Management Project Plan

a) The Rising Trend in Change Management and Reporting- will be evaluating the assessment method.

• Tasked with managing the change management tasks (Dhanpat et al., 2018).
• The outcomes at both individual and organizational levels of those activities (Chau et al., 2016).

b) Measuring organizational efficiency-

Organizational efficiency is the first type of measurement. Such steps are aligned with the project which achieves the organization's desired results. Organizational performance metrics involves: change in efficiency.

• Adherence to schedule of the plant.
• Business, and readiness to change.
• Measurements for KPI project.

c) Measuring individual performance-Individual performance is the next level of measurement. These indicators show that the individuals affected by the change are making progress in their journeys toward change. The success metrics found in our research include: metrics for adoption.

• Reports on use and consumption.
• Documents of obedience and adherence (Brophy, 2017).
• Measures on ability

d) Measuring efficiency of change management-The final measurement group is efficiency of change management. Research participants' change management success indicators include: monitoring of change management activities performed as per schedule.

• Tests of the training and indicators of effectiveness.
• Participation in and attendance numbers in class.
• Delivered communications (Bierwolf et al., 2017).

e). Effectiveness of Change Management Behavior- Eventually, participants gaged success by monitoring change management activities. Metrics useful for any program changes.

• Tracking events related to change management performed according to schedule.
• Tests of the curriculum and indicators of effectiveness.
• Participation in and attendance numbers in class.
• Providing correspondence

Conclusion on Change Management Project Plan

It is concluded that the organization's change would enable the Bayside call center to improve its revenues, and with professional management of this change, it will all go according to the proposed plan.

References for Change Management Project Plan

Bierwolf, R., Romero, D., Pelk, H., & Stettina, C. J. (2017, June). On the future of project management innovation: a call for discussion towards project management 2030. In 2017 International Conference on Engineering, Technology and Innovation (ICE/ITMC) (pp. 689-698). IEEE.

Brophy, E. (2017). Communicative Capitalism and Call Centre Labour. In Language Put to Work (pp. 29-57). Palgrave Macmillan, London.

Chau, J. Y., Engelen, L., Burks-Young, S., Daley, M., Maxwell, J. K., Milton, K., & Bauman, A. (2016). Perspectives on a ‘sit less, move more’intervention in Australian emergency call centres. AIMS public health, 3(2), 288.

Dhanpat, N., Modau, F. D., Lugisani, P., Mabojane, R., & Phiri, M. (2018). Exploring employee retention and intention to leave within a call centre. SA Journal of Human Resource Management, 16(1), 1-13.

Hultgren, A. K. (2017). Vocatives as rationalized politeness: Theoretical insights from emerging norms in call centre service encounters. Journal of Sociolinguistics, 21(1), 90-111.

Hongisto, V., Haapakangas, A., Varjo, J., Helenius, R., & Koskela, H. (2016). Refurbishment of an open-plan office–environmental and job satisfaction. Journal of Environmental Psychology, 45, 176-191.

Mosese, M., & Mearns, M. (2016). Leveraging management information in improving call centre productivity. South African Journal of Information Management, 18(1), 1-9.

Matthews, J., Love, P. E., Mewburn, J., Stobaus, C., & Ramanayaka, C. (2018). Building information modelling in construction: insights from collaboration and change management perspectives. Production Planning & Control, 29(3), 202-216.

Napier, J., Skinner, R., & Turner, G. H. (2017). “It’s good for them but not so for me”: Inside the sign language interpreting call centre. Translation & Interpreting, 9(2), 1-23.

Procter, R., Wherton, J., Greenhalgh, T., Sugarhood, P., Rouncefield, M., & Hinder, S. (2016). Telecare call centre work and ageing in place. Computer Supported Cooperative Work (CSCW), 25(1), 79-105.

Remember, at the center of any academic work, lies clarity and evidence. Should you need further assistance, do look up to our Change Management Assignment Help