Assessment tool Unit Details Implement change management processes ICTSAS601 Unit Summary This unit describes the skills and knowledge required to apply techniques that facilitate the planning, implementation and monitoring of information and communications technology (ICT) change. Assessment Methods Assessment One Short answer questions Assessment Two Project Introduction Well done! Now that you have completed your studies for this unit, you should be ready to attempt your assessment. In this assessment tool you will find and will need to complete a: • Project task You will also find guidance on how to complete each assessment element. About the assessment Assessment is a process where the knowledge and skills that you have gained is collected and compared against Information and Communications Technology Training Package competencies. An assessment is then made as to whether or not you are 'competent'. It is important that each person trained in information and communications technology is able to demonstrate competency and this tool will help you do so. What does it mean to be competent? Being competent means that you: • Know how to perform your job in a way which is consistent with industry standards and expectations • Are able to manage a range of different tasks at any one time • Are able to apply problem solving skills • Can source, understand and apply relevant legislation and organisational policy and procedures • Can work effectively with others • Can work safely. In most cases your assessment will comprise more than one element of assessment in order to fully evaluate your competence. If you are unsure about the assessment process or would like more information about competence, please speak to your trainer or assessor. The assessment tool for this unit of competency comprises of the following assessment elements: • Set of short answer questions • Project You will need to complete all assessments elements satisfactorily to be found competent in this unit of competency. Completing the assessment tasks You will find specific advice at the start of each assessment which will guide you in how to complete the tasks. Make sure that you take the time to read this advice and to clarify the requirements of the task with your trainer or assessor if you are unsure. General tips • Always make sure that you are clear about what is expected of you and talk to your trainer or assessor if you have questions. • It is natural to be nervous when being assessed and, for many people, this is particularly true when being observed. Keep in mind that there is no need to be nervous, your assessor is there to help you demonstrate your skills and to guide you through the assessment process successfully. • If you have special needs which you should be considered in the context of assessment, please speak to your trainer or assessor. • In order to complete this assessment and many of the assessments throughout this course, you will need to work with a case study business. ICTSAS601 Implement change-management processes Assessment 2 – Project Assessment 2 – Project task Read the instructions below and complete this part of the assessment. You need to submit your answer to your trainer for assessment via your student portal. Please allow 5 working days for the trainer/assessor to assess your answer. Return to your student portal to review the outcome of this assessment and possible feedback from your trainer/assessor. In case you are required to undertake a Practical task for this unit of competency, it might need to be completed in the classroom on a day allocated to you by your trainer. Please see the Practical Assessment sheet for more information and instructions. Your trainer/assessor will observe you during the practical assessment and inform you about the outcome upon completion of this task. Student instructions A project is designed to assess how well you can apply the skills and knowledge that you have acquired to a given case study scenario. Use the following tips to help you complete the project: • Read through the whole project before getting started and make sure that you understand what it is that you are required to do. If you have any questions, discuss them with your trainer or assessor. • Plan out how you are going to tackle the project. • Properly reference the sources of information that you gather. You can do this at the end of your report under the heading "References". • All of your work must be original. • All your documents must follow the AOI Documentation Standards policy available in your EZ-Learn resources (or ask your trainer for copy). • You have been provided with a case study scenario of an organization for whom you are required to prepare a change management plan and develop strategies to implement the changes. • You are provided with the change management plan and change implementation template at the end of the assessment tasks in this document, that will assist you in providing the information required to demonstrate competence for this unit. You are able to adjust this template to fit in with your project requirements. Your change management plan and change implementation template has instructions written in italics outlining what is required in the subsections of the templates; remember to remove the instructions when submitting your report. • Your report should be 500-1000 words in total. Rationale: This assignment provides you with the opportunity to demonstrate that you are able to:  Research and develop change procedures and conventions  Develop IT change-management plan  Identify key personnel responsible for change-management policy and procedures  Evaluate current IT system to determine changing user or business patterns  Identify key personnel responsible for authorising and implementing change-management plan  Determine current IT benchmarks  Compare identified needs against performance benchmarks to identify possible changes  Assess proposed changes to determine impact  Notify key personnel of necessary change  Plan change schedule  Prioritise changes and allocate resources  Implement change-management plan and procedures  Involve stakeholders in the implementation process  Capture new performance benchmarks to measure changes  Ensure appropriate liaison methods are used  Identify training requirements  Notify stakeholders of change  Measure change performance against new benchmarks  Obtain sign-off on changes  Provide appropriate documentation and reporting Case study: Nokia Corporation is a Finnish multinational communications corporation that is headquartered in Keilaniemi, Espoo, a city neighbouring Finland's capital Helsinki. Nokia is engaged in the manufacturing of mobile devices and in converging Internet and communications industries, with over 123,000 employees in 120 countries, sales in more than 150 countries and global annual revenue of EUR 41 billion and operating profit of €1.2 billion as of 2009.It is the world's largest manufacturer of mobile telephones: its global device market share was about 39% in Q4 2009, up from 37% in Q4 2008 and 38% in Q3 2009, and its converged device market share was about 40% inQ4, up from 35% in Q3 2009. Nokia produces mobile devices for every major market segment and protocol, including GSM, CDMA, and W-CDMA (UMTS). Nokia offers Internet services such as applications, games, music, maps, media and messaging through its Ovi platform. Nokia's subsidiary Nokia Siemens Networks produces telecommunications network equipment, solutions and services. Nokia is also engaged in providing free digital map information and navigation services through its wholly-owned subsidiary Navteq. Nokia is known today as one of the leaders of the telecommunications industry around the world. Nokia was not always involved in cell phones; in the past, the company sold everything from tires to rubber boots however a change in the business world forced Nokia to take a new direction. The CEO of Nokia Jorma Ollila, is responsible for this company's new direction and Nokia is doing excellent business around the world. In the late 1990s, a global recession occurred and "threw the company into a tailspin." The dissolving of the USSR (which dissolved because of political turmoil) really hurt Nokia. After over a century of profitable business the company hit a brick wall and was losing $80 million a year. Faced with this problem, Ollila came up with a bold plan to save Nokia. He decided to convert this multi-product company and give it a new single focus: wireless telecommunications. His reason for following this route was because he felt cell phones would move from business markets to consumer markets. "He believed that people have a tendency to get complacent and that takes a push to tap into their strongest instincts-those that guide success." If that means carrying a cell phone to be contacted anywhere and look/feel important so be it. His decision was a gamble; he didn't have market research and studies to back his plan but apparently his gamble paid off. Nokia had a competitive edge in the way the company was re-structured to take advantage of the market and exceed projected sales. He removed things in the company that prevented Nokia from receiving customer input and comments. In business if the company is not in touch with the consumers their business is sure to fail. After all, you make profits off your consumers. Nokia released many phones with different styles to appeal to various kinds of people in a segment market. Nokia also encouraged consumers to upgrade their existing phones to take advantage of new technology, styles and designs. The competitive edge that Nokia had was a complete solution to their problems at the time. "Management in 1993 hoped to sell 400,000 phones, instead the company sold 20 million." Nokia is a very innovative company. Ollila's leadership allowed the company to excel in its production of excellent products. He pumped up the Research and Development departments with the funds and powers to create innovative products. Nokia was the first company to do the following: • Created the first digital phone for global system mobile networking • Created cell phones with the text message function • Created the first phone for Asian customers (with large full graphics display and Asian language interfaces) • Created the first phones with changeable covers/ring tones Later on, the company was releasing a new model every month or so. Business is about adapting to changes, so even though the company had a grip on the industry, it still must work to keep ahead of other hungry competitors like Motorola and Samsung. They have wide range of products which fall under either the Style/Variable category or function variable category. Their product range is as follows: With the growing technology and needs of the users, Nokia is currently unable to meet the expectations of its users. Emergence of competition from companies like Apple and Samsung with their new touch enabled smart phones was a biggest challenge to Nokia. There sales began to drop rapidly because of the new technology and features in the smart phones of Samsung and Apple in compared to features of phones that Nokia offer. Therefore Nokia has decided to upgrade its existing technology in order to with stand the competition and decided to launch new smart phone technology, new smart phone designs, software's and applications. They intend to make changes in their existing quality, appearance, packaging, support, prices, and internet options etc. to boost its sales and remain a competitor in the market. You have been provided an opportunity to develop the change plan for Nokia in order for it to upgrade and change factors that are leading to its downfall. In order to develop the change plan for Nokia you are required to the following tasks: Tasks 1. Identify the change - In this task you are required to identify the factors which needs to be changes in the organization by comparing the existing technology in the organization with the current benchmark factors in the same industry. You are required to justify your rationale for the factors that needs to be changed. Analyse the impact of these changes on the organization considering the key stakeholders and on the systems i.e. applications, software's, users etc. Prepare a change management plan which summarises the following: • Introduction • Current IT benchmarks. Your benchmarks must be current, relevant, accurate and reliable. • Factors that require change • Rationale behind proposing changes in the above factors • Key stakeholders of the organization • Impact of changes 2. Prepare for the change- In this task you are required to plan and prepare for implementing the changes you have proposed in Task 1. You are required to plan about the principles you would employ for the change, the policies and procedures you will follow, the communication strategy you will employ, the process you would to identify and train key personnel and developing the change schedule which includes a breakdown of the elements of the change plan, a priority list, allocation of resources and key responsibilities. A copy of the change management policies and procedures is provided to you in Appendix B. Upon completion of your planning, address the following points as well in the change management plan you have prepared for Task 1. The points which you are required to address are: • The principles of effective changes • The policies and procedures you will follows • The communication strategy you will use • The process you would employ to identify and train key personnel • Change schedule 3. Implementing the change- In this task you are required to develop strategies for implement the changes you have proposed in the above tasks. Develop the change implementation report which addresses your strategies for the following: • Your strategies for Involving stakeholders in the implementation process. • Your strategies for Monitor and measuring the effectiveness of implementation • Your strategies for Capturing new performance benchmarks to measure changes • Your strategies for Ensuring adequate liaison during implementation • Your strategies for Identifying ongoing training requirements as a result of implementation of the change • Your strategies for Obtaining sign-off on changes • A summary of any documentation and reporting requirements Note: Your change management plan and change implementation documentation must be clear, using non-discriminatory language. Your change management plan and change implementation documentation must avoid the use of jargons and be written in plain English. Your change management plan and change implementation plan documentation must consider target audience, should be your own work Submit to your assessor  Change management plan  Change implementation report Change management plan template Introduction: Write an introduction about the case study scenario given to you and the tasks you are required to perform for this project. You can write your introduction for about 100 words. Current Benchmarks: Write down the current benchmarks in the mobile phone industry against which you can compare the existing technology and find out the factors that require change in the organization. The benchmarks can be CPU usage, memory usage, 2d graphics, 3 D graphics, camera resolutions, Operating system, application, promotion techniques etc. Your benchmarks must be current, relevant, accurate and reliable. You can write about the benchmarks for about 100-200 words. Factors requiring changes: Write the factors that will require the change in the organization. These factors can be taken from the case study given to you. Write about the factors that require change for about 100-200 words. Rationale behind changes: Write the rationale behind choosing the changes. What made you choose those factors and how are they compared with the current benchmarks. Explain your rationale in about 100-200 words. Key stakeholders: List the key stakeholders who will be involved in the change management process. You can write about the stakeholders for about 50 words. Impact: Explain how the changes you have proposes would impact the organizations, users and stakeholders. Explain both positive and negative impact the change may have. You can write about the impact for 100-200 words. The principles you will employ for the changes: Write about the principles you will employ to implement change. Some examples of principles that you can use are involving and agreeing support from people within the system, understand where the organization stands at the moment etc. You can write about the principles for 150 words. The policies and procedures you will follow: Refer to the policies and procedures of Nokia change management and point the policies and procedures you adhere to in this change process. You can write about the policies and procedures for about 300-400 words. The communication strategy you will use: Explain the communication strategy you will employ, who will the people you will communicate with, what is the mode of communication, what are the key messages that you would communicate etc. You can write about your communication strategy for 100 words. The process you would employ to identify and train key personnel: Explain who will be the key personal you require for your change plan. The relevant key personal could be in the form of programmers, developers, graphic designers, product designers etc. Explain a method on how you would identify these personal and how you would train them. Change schedule: Plan the schedule for the change. In your schedule include a breakdown of the elements of the change plan, a priority list, allocation of resources and key responsibilities etc. You can write your change schedule for about 100 words. Change implementation template Involving stakeholders: Explain your strategy and your ideas on how you would gain interest of the stakeholders, motivate them and engage them in the change management process. You can write about your strategy for about 100 words. Monitoring and measuring effectiveness: Explain your strategy on how you would check and measure the progress of the change plan you are implementing. What tools will you use to monitor the effectiveness, how you will monitor the effectiveness etc. You can write about your strategy for 100 words. Capturing new performance benchmarks: Explain your strategy on how you would capture and identify new performance benchmarks to check the performance of your new changes. You can explain about your strategy for identifying new benchmarks in 50-100 words. Ensuring adequate liaison: Explain your strategy on how you would ensure there is adequate communication between the team members and with the stakeholders during the change. Write about this strategy for about 100 words. Identifying ongoing training requirements: Explain how you would identify what are the training that you are required to provide to the existing staff as so to ensure they work effectively and efficiently with the new changes. You can write about your strategy for 100 words Obtaining sign-off Explain your procedure of obtaining sign off for the change process. Who you will obtain sign off from, in what document will you obtain the sign off etc. You can write your procedure for 50 words. Documentation and reporting requirements: Write a summary of what documents and reports are required to prepare as a part of change plan as well as to submit the client upon finishing the change. Examples of documents could be procedure manuals, communication plan, reporting plan, checklists etc. You can write about the documents for about 50 words. Assessing Criteria Your trainer will assess your ability to identify elements that require changing, plan, implement, monitor and review change and apply guidelines and policies to the change-management process and maintain compliance with existing accessibility and other policies. After completing all parts of the assessment for this unit of competency, make sure you upload all your answers via your student portal to your trainer/assessor for evaluation. Please allow 5 working days for the trainer/assessor to assess all your answers. Check your student portal in regards to the final outcome of your assessment and possible feedback from your trainer/assessor. Appendix B Change Management policies and procedures 1. Background Information This change management policy has been developed to assist NOKIA, its organisational and functional units, managers and staff effectively manage and participate in change management processes at the organization. 2. Policy Statement The organization and staff recognise that change will occur as the organization evolves over time and as circumstances require. Many changes that take place in the workplace can be relatively minor and, as a consequence, are readily addressed at the immediate workplace level through direct localised discussion and consultation with individual staff and/or the work group. These changes do not need to adhere to the broad parameters outlined in this policy as they would normally be considered excessive in the circumstances. The organization and its staff will pursue ongoing improvements in the quality of organization structures, programs and support services, and in support of the Organization's strategic objectives. The principles underpinning workplace change at NOKIA are: • The approach to change should be transparent and involve staff affected by the change. • There should be timely communication and consultation with relevant staff throughout the change process. • Where the change is likely to adversely affect staff, the Organization will treat them fairly, sensitively and with respect. • Staff will be consulted on measures to mitigate any negative consequences of change that may affect them. 3. Policy Purpose The purpose of this Policy is to ensure that change management processes at NOKIA provide opportunities for staff to express themselves in relation to change issues. This is to ensure that processes of change achieve the organization's strategic objectives. The processes outlined within this policy, therefore, are indicative only. They are not intended to be exhaustive or prescriptive. The processes outlined within this policy embody the principle of consultation about change programs. Some change management projects will be best undertaken by using the processes contained in this policy. Others may require other processes to allow satisfactory consultation to occur. 4. Application of Policy This policy applies to all staff of the Organization. Change Management Policy 01.09.11. 5. Change Management Procedures 5.1 Responsibilities of Management The responsibilities and obligations which are required of Organization management with regard to institutional policy or discretion include but are not limited to: • The Mission of the Organization; • The strategic direction of the Organization; • Organisational structure; • Staffing levels; • Technological innovation; • Budget and resource allocations; and, • Employment and management of staff. These responsibilities are integral to the role of management, representing areas crucial to the ongoing operation, viability and effectiveness of the Organization. In this context, amongst other objectives, organisational and technological change will be directed to the achievement of enhanced quality, efficiency, productivity, effectiveness and economy of Organization operations, and the important values that underpin NOKIA. 5.2 Responsibilities of Staff The responsibilities and obligations which are required of staff and their representatives include, but are not limited to: • Assisting the Organization adjust to changing circumstances; • Enhancing efficiency and productivity; • Better servicing the needs of students, clients and customers; • Strengthening the quality of service delivery; • Achieving economy of operations; • Effectively utilising the benefits of technology • Supporting action to achieve legislative compliance; • Appropriately utilising financial resources; and, • Facilitating income generation. A staff member may choose to seek advice or assistance from a person of their choice, including a staff representative, throughout the course of discussions on such changes provided that person is not currently a practicing solicitor or barrister. 6. Consultation throughout the Change Management Process Appropriate consultations as broadly outlined in this Policy will be conducted where a change may have a significant effect as defined. Significant effects include termination of employment, major changes in the composition, operation or size of the Organization's workforce or in the skills required; the elimination or diminution of job opportunities, promotion opportunities or job tenure; the Change Management alteration of hours of work; the need for retraining or transfer of its staff to other work locations; and the restructuring of jobs. Consultation means providing the individual staff member or other relevant person(s) with a bona fide opportunity to influence the decision maker. Consultation is not perfunctory advice on what is to happen, this is a common misconception. Consultation is not a joint decision making process or even a negative or frustrating barrier to the prerogative of management to make decisions. Consultation allows the decision making process to be informed. The Organization acknowledges that the sound management of workplace change is enhanced by the involvement of the people who will be affected by that change. The Organization seeks to manage change in a proactive, transparent and constructive manner, which minimises any adverse effects on the Organization workplace community while ensuring that the Organization is able to adapt appropriately to changing circumstances. 6.1 Preparing a Change Management Proposal A well conceptualised and considered change proposal will help reassure the Organization community and provide potentially affected staff with a sense of confidence in the soundness and viability of the proposed change. Practical initiatives that may be taken by a manager that may help in the preparation of a change management proposal include: • Researching the matter, possibly by considering the way similar activities or processes are handled elsewhere at NOKIA. This might involve review of relevant literature or reports, site visits and /or discussions with experts and colleagues. • Commissioning a panel or an expert to review existing practices and modes of service or other delivery and provide recommendations for consideration. • Taking advice and consulting privately with relevant in-house specialist or service groups that may be needed to support any ultimate changes. This might include Human Resources, Finance, Administration, Information Technology, etc. • Discussing the emerging change concept with the senior manager who is responsible for the area in which change is being contemplated. This will be beneficial to obtain her/his support and advice, both in relation to the proposal, and strategies for implementation, communication and consultation with affected staff. • Giving thorough consideration to the potential logistical and resourcing implications of the change such as its financial, service, equipment, program delivery, and facilities/accommodation, technology requirements along with any associated cost savings, efficiencies or costs. • Giving serious consideration to the potential impact on staff and work patterns/ organisation. Especially to issues such as the: o Mix, location and number of staff; o Any new supervisory and/or organisational structure issues or needs; o Any altered skill, competency, capability, qualification or specialisation needs; o Any impact on career paths along with possible retraining or upskilling needs and strategies; and, o Any issues to be considered in developing possible staff placement processes. The value of considered and thorough preparation of a change proposal, especially at this early stage, is that many possible difficulties and initially unseen benefits and implications can be addressed in preparation for positive discussions and consultations with staff. It is important that the person preparing the change proposal remain open-minded to enable consideration and inclusion of any useful and viable refinements in the course of subsequent consultations. It is important to note, however, that effective consultation is not dependent on all or any of the above actions having been undertaken. Only those required to lay foundations for a particular change process should be taken. The Organization will consult with the affected staff as soon as feasible and normally not later than the point at which the Organization officer or body has made an in principle decision to consider a change which is likely to have a significant effect on staff. 6.2 Stage 1 – Initial Consultation on the Change Proposal When a manager decides to advance an "in-principle" significant change proposal, which is likely to impact on staff, consultation with the affected staff will take place as soon as possible. Such consultation may be informal or formal. However, the manager should endeavour to ensure that affected staff members have an opportunity to reflect on and ask questions about the proposed change. As part of the consultation process the manager will provide relevant information on the change concept to the affected staff in order to outline its implications. This will normally take the form of a Draft Change Management Proposal which is released to the directly affected and other relevant staff. The draft Change Proposal will cover the following matters: • The rationale for the change; • Potential benefits or adverse effects in relation to staff; • Suggestions for avoiding or mitigating any potential adverse effects; • Whether a post implementation review is appropriate; • Where necessary a placement process, • Identify the impact on tasks identified for transfer to another organisational or functional area, • Advise whether the creation or removal of a role in a particular organisational unit will have a flow on effect to a role or roles located in another organisational unit, and • Where the proposed change is significant in nature, the organization or an affected staff member(s) may place the matter on the agenda of the Nokia. Staff will be provided with an opportunity to discuss the effect of the proposed changes as they might impact on them personally. Staff may put forward comments, either verbally or in writing, for improving the change proposal or for averting or mitigating any potential adverse effects. Managers are encouraged to keep a record of the feedback received from staff, including advice of their consideration of the issues raised. 6.3 Deciding to Further Proceed with a Change Proposal Following consideration of any input received in the initial consultation stage, the change proposal can then be finalised for discussion with a Member of the Executive responsible for the area in which the change is proposed (i.e. the Executive Director). Once endorsed the change proposal may be advanced for approval to the relevant Member of the Senior Executive and/or a specific Board or Committee of the Organization. Depending upon the nature of the change proposal and the extent of its anticipated impact, the Organization may seek the views of staff through consultative forums and/or focus groups. Once a decision to proceed is made, the proposal progresses to the next consultation phase. If the Change Management Proposal has not previously been submitted to the NOKIA Staff Consultative Committee as a draft, the Organization will place the Proposal on the agenda for the next meeting of the NOKIASCC. Once formally advised, the NOKIA Staff Consultative Committee may seek additional information about the proposed change and its institutional benefits and may suggest ways for improving the change proposal or for averting or mitigating any potential adverse effects. 6.4 Stage 2 – Consultation Following a Decision to Further Proceed Once the Organization has made a decision to further proceed with the change proposal, and a comprehensive implementation proposal has been prepared, the affected staff will be formally advised. The Organization will discuss the implications of the change with affected staff as quickly as possible after a decision is made to further advance the change process. Specifically the Organization will discuss with the affected staff, issues which include: • The introduction of the change; • Any effects the change is likely to have on staff; • Measures to avert or mitigate any possible adverse effects on staff; • Mechanisms for equitably accessing any benefits that might attend the change; • Proposals for placing staff in positions in as part of the implementation of a restructure; and, • Processes for monitoring/reporting on the change process implementation. 7. Evaluation of Consultation Outcomes The Organization will consider any input from the Organization workplace community or where a member of staff chooses to be assisted by a person of their choice who may be a staff representative that person, provided she/he is not a practising barrister or solicitor, when considering change proposals and when deciding whether to proceed with the proposed change either in its original or revised form. 8. Approval to Proceed Following the consideration and evaluation of the consultation outcomes (including through the NOKIASCC), the relevant Member of the Executive will submit the final Change Management Proposal to the board members for approval to proceed to implementation. 9. Implementing Change If the Organization does decide to proceed with the proposed change in either its original or a revised form, then the Organization will consult with the affected staff and establish, publish and communicate strategies and time lines for: • The implementation of change; and • If appropriate, a subsequent review of the process or change. A review of the implementation may lead to an Addendum to the Change Management Proposal being issued in order to address any issues which may have arisen throughout the implementation. 10. Assistance for Staff A staff member may seek advice or assistance from a person of their choice, including a staff representative, throughout the course of discussions and consultation on a change management proposal or process. Such a person must not be a practising solicitor or barrister. Staff will also be reminded that they are able to use the Organization's Employee Assistance Program (EAP) which may be of benefit in providing independent support. 11. Policy Review The Organization may make changes to the Change Management Policy from time to time to improve the effectiveness of its operation. In this regard, any staff member who wishes to make any comments about the Change Management Policy may forward their suggestions to the Human Resources Advisory Service. 12. Further Assistance Any staff member who requires assistance in understanding the Change Management Policy should first consult their nominated supervisor, who is responsible for the implementation and operation of these arrangements in their work area. Should further advice be required staff should contact the Human Resources Advisory Service, [email protected] or extension 4222. 13. Related Policies: • Professional Staff Job Redesign Policy • Position Classification for Professional Staff Policy • Redeployment, Redundancy and Voluntary Early Retirement Policy