Change in the Management Process

This article discusses the implementation of change in the management process using Kotter's model and VAL IT framework. It explores the challenges faced by organizations and the steps involved in the change process. The focus is on the implementation of ICT in the organization and the need for proper governance and monitoring.

Running head: CHANGE IN THE MANAGEMENT PROCESS
CHANGE IN THE MANAGEMENT PROCESS
Name of the Student:
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Author Note:

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Table of Contents
Introduction................................................................................................................................2
Discussion..................................................................................................................................2
Description of the situation:...................................................................................................2
Overview of VALIT:..............................................................................................................3
Possible challenges for VAGO using the framework:...........................................................4
Overview of Kotter’s model:.................................................................................................5
Application of Kotter’s model to implement the Val IT:.......................................................7
Conclusion..................................................................................................................................8
References..................................................................................................................................9

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Introduction
The maintenance and the governance of the project will help the project to deliver the
right outcome. It has been seen that due to the lack of proper governance the implementation
of the ICT in the organization cannot be implemented in a proper way. It has been seen that
the Victorian General’s office has notices that the implementation of the ICT has not been
implemented in a proper way (Hornstein 2015). The project plans initiated by this
organization have the lack of realistic plans. It has been seen that the implementation of the
project has been done on the tax payer’s money. In this case, it is needed to be concerned by
the organization that the money is not wasted on the wrong implementation of the projects.
In order to mitigate the problem, the VAGO has implemented change management
process so that the implementation of the project governance can be done in a proper way.
Apart from that the other aspects of the business can be described through the selected model
and different project governance standard (Leischnig et al. 2018). In this context, the use of
the Kotter’s change model for implementation of VALIT has been discussed. The conclusion
is drawn from the factors discussed in the discussion.
Discussion
Description of the situation:
VAGO is trying to maintain the proper use of the ICT for the daily functionalities of
the government organization. It has been seen that the most of the cases in VAGO are
unrealistic in nature. There are 1249 projects and 1/3rd of these projects are realistic. It has
been seen that the companies those are responsible for the implementation of the ICT for the
government organizations in Australia have failed to meet all the necessary requirements in
the organization. In this context, it has been seen that the monitoring of the ICT projects
through the newly implemented dashboard will be helpful for the reporting. In order to

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implement the system properly, there is a need for the change in the management process.
VAGO has initiated the plan that can be helpful for the change in the management process.
Overview of VALIT:
VAL IT is the framework that will help the organization to implement the realistic and
optimized IT value investment for the enterprise. VAGO can implement the new changed
process through the use VAL IT. It has been seen that through the implementation of the
VAL IT the value implementation of the ICT can be done in a proper way. It has been seen
that the collective experience can be gained from the implementation of the existing and
emerging practices that can be implemented through the use of VAL IT. This governance
framework is consists of a set of guidelines, principals and the processes. The processes of
the VAL IT will cover the following business management process. These are-
 Management of the portfolio.
 Value governance
 Investment management.
The principals of the Val IT framework is developed by the ISACA. There are seven
principals of the VAL IT are-
 Portfolio management will defined the IT enabled investments.
 The IT investment will be done in such a way that it will cooperate with the required
value of the business.
 It has enabled investment that can be managed through the economic life cycle.
 Practice regarding the delivery of the value can be done and managed through the
different categories of the investment.
 Apart from that the VAL IT will monitor the key metrics those are responsible for the
quick response and the implementation of the change in the organization.

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 Delivery of the value will engage all the stakeholders involved in the project (Lřnvik,
Pettersen and Verhulst 2016). Apart from that the assigning of the appropriate work to
the project team members can be done through the system. This will help to increase
the accountability of the overall system.
 The delivery of the value will be monitored and evaluated in a proper way.
It has been seen that the project management organizations are not meeting all the
requirements mentioned by the VAGO. In this context, there is a need for the redevelopment
of the overall project. Main objective of VAL IT is to make the connection between the
technical and the business unit of the organization (Omidi and Khoshtinat 2016). This
synchronization will help to take the better business decision in the organization. One of the
process for the adaptation of the business value in the organization is to implement the
change in the management process.
VAGO has seen that there is a lack of quality in the reporting of the ICT implementation
in the organization (vom Brocke, Zelt and Schmiedel 2016). However, it is assumed that the
use of the new portal will be helpful for the organization for the implementation of the proper
monitoring system (Nordin and Deros 2017). For implementation of the new portal system,
VAGO is going to develop change in the management process so that the new system can be
delivered properly.
Possible challenges for VAGO using the framework:
There are certain challenges those can be helpful for the implementation of the
framework by VAGO. The possible challenges those can be faced during the implementation
and development of the VAL IT framework are-
 Problems in delivering the technical capabilities: It has been seen that sometimes the
infrastructure in the IT environment is not matured enough to deliver the required

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value for the further development of the project. In this case, the improvement of the
IT value governance is needed to be maintained so that the changes can conjugate
with the required changes.
 No clear understanding of the IT expenditure: It has been seen that some of the
managers in the organization are not aware about the expenditure required for the
implementation of the ICT in the organization (Abbasnejad, Nepal and Drogemuller
2016). In that case, there can be a problem for the governance and the implementation
of the problems in the organization.
 Decision making regarding IT implementation and IT function: It has been seen that
the management of the organization may face problem regarding the decisions
making for the implementation of the IT functions in the organization (de Almeida et
al. 2017). In this case, there is a possibility that the implementation of the ICT in the
organization may not be relevant to the requirements of the organization.
 Failure of the major investments: There is a possibility regarding the major failure in
the investment of the project (Carnall 2018). In case, if the requirements of the ICT is
not clear there is a possibility that the implementation of the project may not be
implemented in a proper way.
 Communication between IT and the business unit: Another challenge that VAGO
faced during the implementation of the VAL IT is the communication gap between
the business unit and technical unit. There can be problem regarding the business
synchronization between business and the technical organization.
Overview of Kotter’s model:
Kotter’s model is the model or the framework used for the managing the changes in the
business organization. It has been seen that there are 8 step change model needed to be
included for processing the proper changes in the organization. It has been seen that VAGO is

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going to implement the technology regarding the new reporting system (Muzanenhamo et al.
2016). In order to do this in a proper way, VAGO is to implement the Kotter’s 8 step model
in a proper way. The 8 steps in the Kotter;s model are-
 Creation of the proper environment for change: It has been seen that VAGO has the
necessity for changing the ICT process in the organization as the generation of the
report is not don in a proper way. This situation triggers the development of the
environment for the change.
 Building the team: The implementation of the project in business environment, there
is a need for building the project development team. Project development team will
take the responsibility for the development of proposed change in the organization.
 Gaining the right vision: The right vision is needed for the project manager in order
to implement the right ICT system in the organization (Hammer 2015). In case of
VAGO it has been seen that the management has identified right area for the change
and has approached the right steps for implementation of changed system.
 Engaging the organization: During the implementation of the project the indulgent of
the organization for the implementation of the system (Pan, Pan and Lim 2015). In
this case, the level of the involvement of organization in changed process will denote
the level of success for the implementation of the change.
 Removing the constraints: After the determination of the level of engagement, the
removing of the constraints for the change present in the organization is needed to be
done in a proper way. It has been seen that the employees in the organization are the
main constraint regarding the change as there are lots of uncertainties involved in the
changed process (Asnan, Nordin and Othman 2015). However, it is the responsibility
of the management to make the employees understand about the positive attributes of
the changes in the process.

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 Maintaining the short term goals: After removing the barriers, the determination of
the short term objectives are needed to be implemented (Holten and Brenner 2015).
The successful implementation of the shirt term goals will help the employees in the
organization to get motivated to achieve more success in change of the management
process.
 Sustaining progress: The change of the process is needed to be evaluated in a proper
way. For the evaluation of the change in the process sometimes the progress
regarding the change is needed to be sustained so that the effectiveness of the already
implemented system can be determined (Georgalis et al. 2015). After the analysis of
the progress, the resuming of the change process can be done.
 Implement the change: After the following of all the above mentioned stages, the
change can be implemented in a proper way. After the implementation of the change
the maintaining of the change is needed to be done.
Application of Kotter’s model to implement the Val IT:
The main aim of VAGO is to implement the change in the ICT management process
in organization. In order to do this the framework named VAL IT is proposed to be
implemented. In order to implement framework in proper way, the proper change
management process is needed to be followed. In this context, VAGO is going to implement
the change through Kottel’s 8 step model.
At the first stage the reason for the change and the requirement for the change are
needed to be understood. It has been seen that the reporting system regarding the ICT
implementation and the monitoring process are not carried out in a proper way. In this
situation the change is necessary. In the changed environment, the requirement is to
implement the new reporting and monitoring system.

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For development of the change in VAGO has to make employees understand about
the need for the new system. Apart from that the management has to make it sure that the
employees are not feeling a lack in the job security (Stark 2015). Apart from that proper
training is needed to be given to them so that they can handle the new system in a proper
way.
The responsibility for the implementation of the system is needed to be given to the
right organization. Apart from that proper project management team are needed to be
indulged in the process of the implementation. After the change is achieved it is the
responsibility of VAGO to maintain that change in the organization.
Conclusion
The discussion is regrading the organizational change in the process. It has been seen
that there is a need in the change of using the ICT for VAGO. In order to implement the
change in the organization the management of the organization is adopting the Kottel’s 8 step
model. It can be said through the use of this model and the adaptation of the VAL IT
framework has been used in the process. It can be said from the above discussion that with
the use of the proper monitoring process and the following of the implementation stages the
adaptation of the change in the management is possible.

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References
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