Assessment 01

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SSB Regional Institute of Science & Technology *

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Management

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May 3, 2024

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ADVANCED DIPLOMA OF INFORMATION TECHNOLOGY ICTICT608 Interact with clients on a business level Assessment 01 Project task Camilla Scalzone

Sumário ICTICT608 ...................................................................................................................... 1 Change management ................................................................ 3 Kurt Lewin’s model – unfreeze, change, freeze .................................. 3 Stage 1: unfreezing ......................................................................... 3 Stage 2: Change or transition .......................................................... 3 Stage 3 Freezing (or refreezing) ....................................................... 3 The ADKAR model ............................................................................ 4 Kotters 8 step process ..................................................................... 5 Information gathering techniques .................................................... 5 Planning process, including development of ICT business solutions. . .5 Developing ICT business solutions .................................................... 6 Preparation of reports ..................................................................... 6 Objectives of the report ................................................................... 6 User Audience ................................................................................. 6 Templates ....................................................................................... 6 Detail ............................................................................................. 6 Presentation of information ............................................................. 7 Quality of information included in reports ......................................... 7 The general features and capabilities of the product ................... 7 Vendor product directions ............................................................... 8 Biometric devices ............................................................................ 8 Smart cards .................................................................................... 8 Identify and interpret legal principles of commercial contracts and service level agreements (SLAs) .......................................... 8 Key elements of a simple commercial contract .................................. 9 Interpret organisational policies, plans and procedures, including contracting ............................................................................... 9 Understanding policy ....................................................................... 9 Understanding procedures ............................................................... 9 Understanding plans ...................................................................... 10 Understanding contract procedures ................................................ 10 The process of negotiations ..................................................... 10 Techniques that cultivate collaborative relationships and partnerships during negotiation ............................................... 11

Change management Change management refers to the structured approach organizations use to transition individuals, teams, and the organization as a whole from the current state to a desired future state. It involves planning, implementing, and monitoring changes effectively to minimize disruptions, maximize benefits, and achieve organizational goals. Some of the most used models are: Kurt Lewin’s model – unfreeze, change, freeze Stage 1: unfreezing This stage is about getting ready for a change. It involves getting to appoint of understanding that change is necessary and getting ready to move away from our comfort zones. This stage involves weighing up the pro’s and cons of change and deciding that the pros outnumber the cons, which looks like this: Stage 2: Change or transition This stage involves the process of changing, and workers require support during this process. This support can come in the form of training, coaching and use role models. Communicating the entire picture of change throughout this process is important so that people do not lose sight of the reasons behind the change. Stage 3 Freezing (or refreezing) This stage is about establishing stability once the changes have been made. It involves accepting the changes, and they're becoming the new norm.

The ADKAR model This model provides an emphasis on individual change and argues that the following five actions are necessary for individual change and therefore successful organisational change: The ADKAR® model consists of five sequential steps or actions: Awareness of the need for change. Understanding why change is necessary is the first key aspect of successful change. This step explains the reasoning and thought that underlies a required change. Planned communication is essential. When this step is successfully completed the individual (employee) will fully understand why change is necessary. The desire to participate in and support the change. In this step, the individual is able to reach a point where they make a personal decision to support the change and participate in the change. Naturally, a desire to support and be part of the change can only happen after full awareness of the need for change is established. Building desire is partly achieved by addressing incentives for the individual and creating a desire to be a part of the change. Knowledge on how to change. The third building block of the model, providing knowledge about the change, can be achieved through normal training and education methods. Other methods of transferring knowledge, such as coaching, forums and mentoring, are equally useful, so don't limit this process to formal training. Two types of knowledge need to be addressed: knowledge on how to change (what to do during the transition) and knowledge on how to perform once the change is implemented. Ability to implement required skills and behaviours. In this model, Ability is understood to be the difference between theory and practice. Once knowledge on how to change is in place (theory) the practice, or actual performance of the individual, needs to be supported. This can take some time and can be achieved through practice, coaching and feedback. Reinforcement to sustain the change. This final stage of the model is an essential component in which efforts to sustain the change are emphasised. Ensuring that changes stay in place and that individuals do not revert to old ways can be achieved through positive feedback, rewards, recognition, measuring performance and taking corrective actions.

Kotters 8 step process This model involves 8 steps of what Kotter (1995) perceived as essential for successful organisational transformation. He defines the process involved in change transition as involving a clear vision, conducting good communication regarding the new vision, empowering employees, leading by example and celebration of successes as follows: Information gathering techniques Each information gathering technique is tailored to gather specific types of information. Consequently, the greater the diversity of techniques employed, the broader the range of data and information that can be collected. Facts about the use of varied information gathering techniques include:  Different information techniques will elicit different types of information  Information gathering techniques can be tailored to different purposes  Information techniques can be designed to elicit specific types of information  Varied techniques will result in the collection of varied information Planning process, including development of ICT business solutions The planning process necessitates engagement from various stakeholders within the organization, along with backing from pivotal decision-makers. It involves discerning priorities, such as pinpointing areas requiring specific solutions. Developing a well-defined plan entails allocating resources and time, highlighting the importance of consulting organizational decision-makers to establish planning parameters.

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