Project Plan and Presentation Due Date Week 7 Room Details of Subject Qualification BSB61218 Advanced Diploma of Program Management Subject Name

T-1.8.1_v3
Details of Assessment
Term and Year Time allowed 7 Weeks
Assessment No 1 Assessment Weighting 100%
Assessment Type Change Management Project Plan and Presentation
Due Date Week 7 Room
Details of Subject
Qualification BSB61218 Advanced Diploma of Program Management
Subject Name Organisational Change
Details of Unit(s) of competency
Unit Code (s) and
Names BSBINN601 Lead and manage organisational change
Details of Student
Student Name
College Student ID
Student Declaration: I declare that the work submitted is my
own and has not been copied or plagiarised from any person
or source. I acknowledge that I understand the requirements
to complete the assessment tasks. I am also aware of my
right to appeal. The feedback session schedule and
reassessment procedure were explained to me.
Student’s
Signature: ____________________
Date: _____/_____/_________
Details of Assessor
Assessor’s Name
Assessment Outcome
Assessment
Result Competent Not Yet Competent Marks /100
Feedback to Student
Progressive feedback to students, identifying gaps in competency and comments on positive
improvements:
Assessor Declaration: I declare that I have conducted
a fair, valid, reliable and flexible assessment with this
student.
Student attended the feedback session.
Student did not attend the feedback session.
Assessor’s
Signature: ___________________
Date: _____/_____/________
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Purpose of the Assessment
The purpose of this assessment is to assess the student in the following
learning outcomes:
Competent
(C)
Not Yet
Competent
(NYC)
1.1 Identify strategic change needs through analysis of organisational objectives
1.2 Review existing policies and practices against strategic objectives to identify
where changes are required
1.3 Monitor the external environment to identify events or trends that impact on
the achievement of organisational objectives
1.4 Identify major operational change requirements due to performance gaps,
business opportunities or threats, or management decisions
1.5 Review & prioritise change requirements/opportunities with relevant managers
1.6 Consult stakeholders, specialists and experts to assist in the identification of
major change requirements and opportunities
2.1 Undertake cost-benefit analysis for high priority change requirements and
opportunities
2.2 Undertake risk analysis and apply problem solving and innovation skills to
identify barriers to change and agree and record mitigation strategies
2.3 Develop change management project plan
2.4 Obtain approvals from relevant authorities to confirm the change management
process
2.5 Assign resources to the project and agree reporting protocols with relevant
managers
3.1 Develop communication or education plan, in consultation with relevant groups
and individuals, to promote the benefits of the change to the organisation and to
minimise loss
3.2 Arrange and manage activities to deliver the communication or education
plans to relevant groups and individuals
3.3 Consult with relevant groups and individuals for input into the change process
3.4 Identify & respond to barriers to change according to risk management plans
3.5 Action interventions and activities set out in project plan according to project
timetable
3.6 Activate strategies for embedding the change
3.7 Conduct regular evaluation and review and modify project plan where
appropriate to achieve change program objectives
Assessment/evidence gathering conditions
Each assessment component is recorded as either Competent (C) or Not Yet Competent (NYC). A student
can only achieve competence when all assessment components listed under “Purpose of the assessment”
section are recorded as competent. Your trainer will give you feedback after the completion of each
assessment. A student who is assessed as NYC (Not Yet Competent) is eligible for re-assessment.
Resources required for this Assessment
 Computer with relevant software applications and access to internet
 Weekly eLearning notes and resources relevant to the tasks/questions
Instructions for Students
Please read the following instructions carefully
 This assessment has to be completed In class and At home
 The assessment is to be completed according to the instructions given by your assessor.
 Feedback on each task will be provided to enable you to determine how your work could be improved.
You will be provided with feedback on your work within two weeks of the assessment due date. All other
feedback will be provided by the end of the term.
 Should you not answer the questions correctly, you will be given feedback on the results and your gaps
in knowledge. You will be given another opportunity to demonstrate your knowledge and skills to be
deemed competent for this unit of competency.
 If you are not sure about any aspects of this assessment, please ask for clarification from assessor.
 Please refer to the College re-assessment for more information (Student Handbook).
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ASSESSMENT BRIEF
Note: The organisational details used in this assessment have been mostly sourced (and to some
extent paraphrased) from the organisation’s website and other relevant external sources. The
information used here is solely for educational purposes.
This assessment comprises both the project plan report and presentation as a summative
assessment. You are required to prepare a change management project plan and perform a
presentation to communicate and educate the change management plan. To complete this
assessment, you are required to follow the reporting structure as provided to complete the change
management plan (PART A) and communicate using a presentation of your plan (PART B).
PART A – CHANGE MANAGEMENT PROJECT PLAN– 80%
Using the Change Management Project Plan template provided in this assessment, develop a
change management plan for
± An enterprise of your choice (within Australia), or
± Use the simulated organisational context of UNIQLO Australia (Fast Retailing Group).
To demonstrate competency will be working towards facilitating a change management within the
simulated organisation or the program management you are involved in. To lead and mange change
you will be required to analyse and interpret organisational change information, prioritise opportunities
for changes, develop a change management project plan, develop strategies to communicate or
educate the changes, get approvals from relevant authority, implement the plan, and eventually
review and evaluate the change management project plan to achieve the organisational objectives for
this change.
PART B – PRESENTATION & COMMUNICATION OF CHANGE MANAGEMENT
PROJECT PLAN – 20%
In PART B, you are required to prepare a presentation and then communicate and consult with
relevant stakeholders to get feedback and advice on the organisational change management plan that
you developed considering all the opportunities, threats, impacts, issues, problems, risks and barriers.
 Your presentation will be a PowerPoint presentation of 15-20 slides using the critical elements
of the presentation structure. You may not use more than 20 slides.
 Include a list of reference or sources that you may have used to prepare the presentation.
 Marking weights for the presentation is within the marking criteria table for PART B.
 You are also required to attach the presentation slides at the end of the plan as APPENDIX 1.
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SIMULATED CASE ORGANISATION (If not using a program from the organisation of your choice)
Note: Information about the organisation has been sourced mainly from the organisation’s website
and also other relevant internet sources.
UNIQLO (owned by Fast Retailing) is a Japanese fashion retail brand and organisation that started
from one store in Hiroshima, Japan in 1984 and has grown to more than 1300 stores in 15 countries.
This includes stores and branches throughout Asia, London, USA and Europe, our life-enhancing
apparel has been embraced and loved by all. The company has been a wholly owned subsidiary of
Fast Retailing Co. Ltd. In Australia, UNIQLO Australia Pty Ltd was formed in December 2012. For more
information on UNIQLO Worldwide, UNIQLO Australia Pty Ltd and the operations, please visit the
organisation’s website at https://www.uniqlo.com.
Organisational mission statement and core values (sourced)
UNIQLO’s Mission Statement states “we consistently provide fashionable, high quality, basic casual
clothes that anyone can wear anytime anywhere – and always at the lowest possible market prices.'
And it's certainly a mission UNIQLO has rigorously stuck to. Anyone who's browsed one of the
brand's stores or wears its clothing will attest its excellent quality relative to its affordability. Innovation
flows throughout the company, from the advanced technicality of its fabrics to the lean, flat, open way
the business is organised. Even more impressive perhaps is UNIQLO’s relentless commitment to
protecting the planet and securing a sustainable future, not only for itself, but for the whole world.”
The organisation’s core values can be found at
http://dwl.gov-online.go.jp/video/cao/dl/public_html/gov/pdf/hlj/20141001/08-09.pdf
History and Origins (sourced)
Since March 1949, a Yamaguchi-based company, Ogori Shōji (which, until then, had been operating
men's clothing shops called "Men's Shop OS") existed in Ube, Yamaguchi. In May 1984, they opened
a unisex casual wear store in Fukuro-machi, Naka-ku, Hiroshima under the name "Unique Clothing
Warehouse". Initially, from the contraction of "unique clothing", the brand was going to register under
"uni-clo".
However, in 1988, during administration work between Hong
Kong in relation to the brand, staff in charge of registration
misread the "C" as "Q", and that is how the brand name was
born. From then, Tadashi Yanai changed the store name to
"UNIQLO" across Japan. In September 1991, the name of
the company was changed from "Ogori Shōji" to "Fast
Retailing", and by April 1994, there were over 100 UNIQLO
stores operating throughout Japan.
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International operations
(Sourced from https://www.fastretailing.com/eng/group/shoplist/)
As of 30 November 2018, the company reported in their Fast Retailing website that 1920 UNIQLO
stores were in operation worldwide. Further details on the organisation’s international operations are
briefly highlighted in the table below.
Country UNIQLO’s International Operational Details
Australia UNIQLO opened its first Australian store in Melbourne in 2014. In 2015, it expanded
into Queensland, with the introduction of two stores in Brisbane. UNIQLO opened a
store in Chadstone Shopping Centre in Melbourne, Victoria, the largest shopping
centre in the southern hemisphere, in October 2016 when it was redeveloped. There
are currently 14 stores in Australia.
Bangladesh UNIQLO started their first store at the New Elephant road in Dhaka, Bangladesh, on 5
July 2013. UNIQLO is known as Grameen UNIQLO there due to their social business
concept JV with Grameen Bank. There are currently 15 stores in Dhaka.
Belgium The first Belgian UNIQLO store opened in October 2015 at Meir, Antwerp. A second
store followed suit at the Wijnegem Shopping Center on March 25 in the same year.
19 October 2017 saw the opening of a third store in Brussels.
Canada UNIQLO opened their first Canadian store at the Toronto Eaton Centre in September
2016, followed by a second store at the Yorkdale Shopping Centre in October 2016.
Measuring at 28,000 and 24,000 square feet, both stores are five times the size of the
Muji store that opened in Toronto in 2014. Three new stores in Ontario opened in
2018 at Vaughan Mills, CF Markville and Square One Shopping Centre. Two new
stores will open in 2019 at Oshawa Centre in Oshawa and Upper Canada Mall in
Newmarket, bringing the total amount of stores in Ontario to 7. A third Canadian store,
the first outside of Ontario and the first in Western Canada, opened at Burnaby's
Metropolis at Metrotown in October 2017 to be followed by Surrey's Guildford Town
Centre and Richmond Centre in Richmond, BC. A new store opened at Coquitlam
Centre in Coquitlam, BC in 2018. There will also be a new store opening in
Edmonton's West Edmonton Mall in 2018.
China UNIQLO entered the Chinese mainland market in 2002. As of August 2017, there
were 555 stores in China, including in Beijing, Guangzhou, Chongqing, Chengdu,
Nanjing, Ningbo, Shanghai, Shenzhen, Shijia, Tianjin and Xi'an.
In May 2011, the magazine Shukan Bunshun published a story alleging that UNIQLO
had forced employees at its stores and factories in China to work long hours for little
pay. In response, UNIQLO unsuccessfully sued the weekly's publisher, Bungeishunjū,
for ¥220 million for libel.
Hong Kong UNIQLO has 27 stores in Hong Kong SAR as of May 2018
France On 17 November 2014, UNIQLO opened its first store in Eastern France (and the
second store in France outside Greater Paris) in the city of Strasbourg.
Germany Their German flagship store opened on 11 April 2014 at Tauentzienstraße, Berlin.
Malaysia In fall of 2010, UNIQLO opened its first store in Malaysia in Fahrenheit 88 located in
Bukit Bintang, Kuala Lumpur. UNIQLO now has 47 outlets located across Malaysia.
Netherlands The first Dutch UNIQLO store was opened in Amsterdam in 2018. The official opening
was marred by protests against UNIQLO's unethical business practices in their factory
in Jakarta, Indonesia.
Philippines UNIQLO Philippines COO Katsumi Kubota said that the company is opening at least
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200 outlets in the country by 2020, when he was interviewed at the SM City Clark
during the third anniversary of the global retail brand. It started with five branches
three years ago and now has 27 stores. UNIQLO has 56 stores in the Philippines as
of December 2018. The Philippine flagship store of UNIQLO, located in Glorietta 5,
opened on 5 October 2018.
Russia On April 2nd 2010, UNIQLO opened its first store in Moscow, Russia. By July 2017
there were 19 UNIQLO outlets in the country, 15 of them in Moscow.
Singapore In April 2009, UNIQLO opened its first store at Tampines 1. Its first flagship store in
Singapore and Southeast Asia opened 7 years later on 2 September 2016 at Orchard
Central. As of 2017, UNIQLO has 25 stores located island wide.
South
Korea
In November 2011, UNIQLO generated more than 2 billion won ($1.7 million) in one
day's sales on November 11 when it opened Asia's largest flagship store in central
Seoul. The sales figure was the highest ever set by a fashion outlet in Korea. UNIQLO
sales over 1.2 billion USD with 150 shops in South Korea. Lotte owns 49% of
UNIQLO's Korean subsidiary.
Taiwan UNIQLO has 67 store fronts in Taiwan as of June 2018.
Thailand In September 2011, UNIQLO opened its first store at CentralWorld. Its largest flagship
store in Thailand and Southeast Asia. UNIQLO has 46 store fronts in Thailand as of
January 2019.
Spain UNIQLO began operations in Spain in 2016 with its on-line store and in September
2017 opened its flagship store in Barcelona (Passeig de Gràcia). Nowadays, it also
owns a second store in Barcelona.
United
Kingdom
UNIQLO currently has 11 stores in England as of 2018. Ambitious expansion plans in
the early 2000s were reversed, with 16 stores being closed in 2003, including those in
Manchester, Coventry, and Leicester.
United
States
In November 2006, UNIQLO opened its first store in the SoHo fashion district of
Manhattan, New York City. New fashion designers joined the store's team to boost
and rebirth fashion concepts catering to the US market. As part of Fast Retailing's
2020 plan the company has stated that it plans to generate $10 billion in annual sales
in the United States from 200 stores, which will lead to a location in every major U.S.
city. This goal was stated when the company's only U.S. presence was its handful of
stores in the New York City area, soon after the company began an expansion in the
United States.
In October 2015, UNIQLO opened its first store in the Midwest with a Chicago store
on Michigan Avenue.
UNIQLO Business Model
(Sourced from https://www.fastretailing.com/eng/group/strategy/uniqlobusiness.html)
UNIQLO is able to produce such an amazing number of unique products because their business
model unifies the entire clothes-making process--from planning and design through production,
distribution, and retail. UNIQLO's market share is expanding worldwide as it develops radical new
materials together with the world's best fabric technology innovators and creates basic designs using
superior natural materials. UNIQLO LifeWear is high-quality, innovative clothing that is universal in
design and comfort.
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It is made for everyone, everywhere. UNIQLO leverages today's increasingly digital world to
communicate directly with customers and quickly transform their desires into actual products.
Research & Design (Designers/Pattern makers) - UNIQLO's R&D centres continually research the
latest in new materials and global fashions. One year before a product's intended launch, the R&D
department holds a concept meeting with representatives from the merchandising, marketing, and
materials development teams to determine the right design concept for each season. Designers then
prepare designs and refine samples. Even after a design is decided, its colour and silhouette can be
refined multiple times before the final design is approved.
Merchandising - Merchandisers play a vital role in the product creation process, from design through
production. Merchandisers communicate closely with all departments before determining the planning,
designs, materials, and marketing required for each season. Deciding product line-ups and production
volumes throughout the year is another important part of the merchandiser's role. Many UNIQLO
products are manufactured in huge batches of approximately one million items each. Merchandisers
also closely monitor sales levels and decide whether to increase or reduce production during a
season.
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Development and Procurement of Materials - UNIQLO can secure stable, high-volume supplies of
top-quality materials at a low cost by negotiating directly with materials manufacturers and placing
large-volume orders. The materials used for core items are particularly important. UNIQLO’s in-depth
research and experimentation generates multi-layered improvements in the functionality, feel,
silhouette, and texture of our clothes. For example, they work closely with the denim industry's
reputed Kaihara Corporation to source denim to specific spinning standards and dyeing specifications.
They also partner with Toray Industries, a world-leading synthetic fibre manufacturer, to create
innovative high-function materials and products such as HEATTECH.
Production Network - UNIQLO does not own any factories. They outsource all production to partner
factories in China and other countries. They have built relationships of strong trust with partner
factories over many years, and hold annual conventions to promote dialogue with factory managers.
They also monitor working conditions and environmental protection at textile manufacturers and major
fabric suppliers, and help factories implement improvements as needed. Maintaining a win-win
relationship with partner factories ensures the production of high-quality products. As UNIQLO
expands globally, the company has formed business relationships with partner factories not only in
China, but also in countries such as Vietnam, Bangladesh, and Indonesia.
Production Department - UNIQLO has about 450 production team staff and textile takumi (skilled
artisans) in Shanghai, Ho Chi Minh City, Dhaka, Jakarta, Istanbul, and Bangalore. Production teams
visit partner factories weekly to resolve production quality or management issues. For quality
improvements, customer concerns are communicated to the production department.
UNIQLO Takumi Team - "By offering instruction on dyeing technology at UNIQLO's partner factories,
the company encourages workers to embrace a new production management philosophy and improve
the factories they work in.
Inventory Control - The inventory control department maintains the optimum level of store inventory. It
does this by monitoring sales and stock on a weekly basis, and then dispatching necessary inventory
and new products to fulfil orders. At the end of each season, merchandisers and the marketing
department work together to coordinate the timing of any price changes, to help ensure that inventory
sells out.
Marketing - Each season, UNIQLO conducts promotional campaigns for core products such as
HEATTECH, Ultra Light Down jackets, AIRism and BRATOPS. During the campaigns, UNIQLO
advertises the products' unique qualities and noteworthy features on TV and in other media. In Japan,
the company use weekly flyers in the Friday editions of national newspapers, email and social media
to attract customers with limited-period discounts (usually between 20 and 30%) on key ranges.
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BSBINN601 LEAD AND MANAGE ORGANISATIONAL
CHANGE
..............................
..............................................................
Project 1
(Insert an image here)
By
(Add your name & date here)
(Remember to remove all the green text once you have completely checked your work. Run a spell-check
and grammar check, and tidy it up as if you are presenting a professional document)
Name Date Page 1

Table of Contents
BSBINN601 LEAD AND MANAGE ORGANISATIONAL CHANGE...............................................................1
Develop, document and present a completed change management project plan.....................................................3
Introduction of your Business & this Plan...............................................................................................................4
Explain where you will make changes and why?....................................................................................................5
What information did you gather and analyze when identifying the changes that need to be made?.....................6
Sources:....................................................................................................................................................................6
Outline the rationale for the change, the change objectives, the procedures to be followed and the expected
benefits of the change..............................................................................................................................................7
How will you manage, resource and implement the change?..................................................................................8
What reporting, monitoring and review protocols will you follow?.......................................................................9
Conclusion.............................................................................................................................................................10
References..............................................................................................................................................................11
Name Date Page 2

Develop, document and present a completed change management project plan.
Change management plan is defined by determining a complete structure that involves steps and
measures for the business to implement change management process. There are different elements that play an
important role for change management plan these involves defining the goals, communication, management and
training. Change management plays a crucial role for managing the change process and helps to determine that
all the other core activities pertaining to the change process such as managing, scheduling, defining the scope,
communication and ensure that all resources are aligned and controlled. The change management plan also
helps to reduce the consequence of change on the employees, customers, business and all the other stakeholders
of the business. The change management plan includes different steps some of them are outlined below:
Demonstrate the reason for the change
The first and prior step in the change administration plan is to define reason why the change has been
introduced. Label clothing company wants to bring changes in the management system wherein the business is
looking for introducing change in order to facilitate employee engagement by the way of offering financial and
non-financial benefits to the employees.
Determine the scope
The adjacent step involves defining impact of the change management plan. Introducing and appraising
employee motivation at work will greatly help and positively affect the organizational objectives. It will act as a
way to stimulate employee contribution to accomplish productivity, introducing policies that encourages
employee engagement and motivation and other positive effect can be seen in the workforce management
(Bigdeli and et.al., 2017).
Identify stakeholder and change management team
The stakeholders of the business involve employees, customers and investors. The change management
team involves outlining the mission and managing the control in the change management process.
Clarified expected benefits
The expected benefits with the help of change management plan can be seen such as enhanced activity
and employee satisfaction at work. That further facilitates other several benefits such as efficiency, enhance
customer experience and overall business success.
Defining the budget
It is important that businesses clearly define the overall budget to be involved. The estimated budget by
Label Clothing Company is 2427 pounds.
Name Date Page 3

Communication plan
It is important to rightly communicate the value and importance of change management plan and foster
reliability of employees at work. Label Clothing business rightly communicates the overall change management
plan to the internal stakeholders, it’s utilities to the business and the positive sides of implementing the change
in the business organization.
Introduction of your Business & this Plan
The report is in the context of label clothing company which is a clothing brand and a start-up business
based out of Australia. Label clothing company aims to deliver quality market offerings at exclusive ranges, the
apparels delivered by the business includes covering all the age groups ranging from kids, women and men. The
main USP of the business is to deliver trendy fashionable clothes especially focusing on the youngsters as
young section of the society generally involves the most in shopping, the business wants to deliver the message
of that there is no age limit for wearing trendy fashion apparels. Label clothing company promises to deliver
quality market offerings and promotes is the practice of sustainable concept in order to deliver value to the
customers. The sustainable concept adopted by Label clothing company helps to justify that each and every
apparel manufactured being mindful of all the environmental issues and measures taken. The quality and
sustainable ranges introduced by the business helps to reflect corporate social responsibility taken by the
business in the marketplace and earn the loyalty of the business towards the customers and the environment.
The employees are the important asset and an integral part of any business. Thus, the business plans to
introduce the change management process the main motive of introducing is to encourage employee motivation
by delivering benefits. Encouraging employee motivation not only satisfies the working staff but also helps the
business in many ways such as increasing productivity, increasing number of employee retention and so on
(Burnes Hughes and By, 2018).
Name Date Page 4