Customer Service Centre, Planning And Building Control

937 Words4 Pages
Stakeholder-analysis, Figure 3, indicates the three departments tasked with managing the change - these shown with a red line - will need equal consideration: Customer Service Centre, Planning & Building Control. On the Agreement-uncertainty matrix, Figure 4, the red line highlights that this change sits around complicated and complex in terms of agreement and certainty. This is indicative of Negotiation being needed. When the characteristics of the proposed change were considered, Figure 5, they indicated this change is low risk with low disturbance; it will deliver only minimal upset of the status quo within the CSC. Figure 6 indicates the central driving force for change is senior management. The significant restraining forces are targets of the CSC, with the addition of Planning and Building control; there are indications of resistance to change. Figure 7 shows an outline of what will be expected in the way of timescales for migration. Time wise, on the change strategy continuum, this change is towards the slower end. The strategies consistent with the demands of this situation are Negotiated, Educative & Participative. CSC staff was consulted on the change to decide on the scope of change, as reflected in Scope of change. Activity plan shows there are three further chances for this participative strategy to be adopted: one at Process design stage, one at Implementation stage where training will be provided, and a further opportunity at review stage. Deciding on
Open Document