Change Management Plan for Implementing Rostering System in British Petroleum

This article discusses the change management plan for implementing a rostering system in British Petroleum. It covers the change management process, barriers to be changed, and components of the change management plan.

Running head: PROJECT MANAGEMENT
Project Management
Name of the Student
Name of the University
Author’s Note

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Table of Contents
Part 1 – Written Activity............................................................................................................3
Part 2 – Research Project...........................................................................................................3
2.1. Explanation of the change management process............................................................3
2.2. Explanation of the barriers needed to be changed and how they can overcome
organizational behaviour and external environment..............................................................5
2.3. Components of the Change Management Plan...............................................................5
Introduction............................................................................................................................5
Project Sponsor......................................................................................................................6
Project Objectives..................................................................................................................6
Change Objectives and Principles..........................................................................................7
Change management Elements............................................................................................10
Rationale for the change.......................................................................................................12
Key Stakeholder Analysis....................................................................................................12
Assessment of readiness to change......................................................................................13
Key change messages...........................................................................................................14
Identification of change Elements........................................................................................15
Development of change plan................................................................................................15
Consolidation.......................................................................................................................16
Evaluation............................................................................................................................16
References................................................................................................................................17

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Part 1 – Written Activity
For the Selected business case British Petroleum the implementation of the new
rostering system structure would help in improvement of the business operation.
The sudden drop in the petroleum price in the international market needs to cut the
cost of the different business operation for the management of current business. Thus the
rostering system is developed for eliminating need of more number of manpower and
automating the management operation.
A change management strategy is developed that would reduce the effort of the
employees and reduce the manual work of the employees to increase the efficiency of the
system. A meeting should be arranged with the management team for the identification of the
problem and proposing the new information system that can eliminate the problems of the
organization.
Different websites are analysed for the identification of the change management
policy and the current framework is restructured for eliminating the redundancy and the align
the information system with the requirement of the organization. In the recent trend the
values of the changes is needed to be discussed with the employees for increasing the
initiatives and broadening the acceptance of the changes in the business transformation.
Part 2 – Research Project
2.1. Explanation of the change management process
For the management of the changes of the organization the change requirement should
be prioritized and managed with different opportunities. The information provided by the
organization should be verified and it should be compared with the proposed and the current
operation for retaining the operational practice in the organization. For the management of

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the change different methodologies such as SWOT analysis and flow chart is used and it
helps in identification of the problems and suggest a constructive changes for the
development of the solution.
The managers are responsible for the management of the change for enabling
continuous improvement in the business and investigate on the collaboration needs for the
management of the new opportunities. The obstacles are needed to be addressed and the
development team should be encouraged for increasing their commitment and increasing the
participation for getting the best outcome of the project. The change management plan creates
a roadmap for the identification of the needs for the implementation of the new information
system and identifying the benefits for its implementation. An analysis is made on the cost of
deployment, scope and objectives for the preparation of the project plan and eliminate the
different risk associated with the development of the project.
There are different skills needed for the initiation and implementation of the changes
and the following areas should be considered:
 Research and identify the opportunities for changes
 Analysis of the information and situation
 Development of the change project
 Management of the change project
 Management of the people who are involved within the business culture
A feasibility analysis is done on the current business process and the changes to be
made on the system for the implementation of the new system. The benefits that the
organization can gain with the implementation of the information system is also analysed for
the development of the report.

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2.2. Explanation of the barriers needed to be changed and how they can overcome
organizational behaviour and external environment
For the development of the project there are different barriers faced and they are
needed to be removed for successfully deploy the project. The barriers can be removed by
clarifying the changes that are needed to be made in the business and the different
alternatives available for the establishment of the selected criteria. A timeframe should be
developed and monitored by gathering and storing information about the current business and
aligning the information system with the needs. The involvement of the people in the change
management process helps in reducing the risk and get a positive reaction from the people.
The executive team should be aligned with the change management and understand
the behaviours and cultures for the introduction of the changes in the organization. The
sponsors are individuals who manages the accountability and maintains the roles of the
approval of the budget and management of the risk associated with the development of the
rostering and administrating information system. The peoples should be involved for the
identification of the problem and suggesting a solution for the problem for the creation of the
ownership. The key messages is used for the clarification of the meaning and providing a
headline for the management of the issue that is needed for communication.
2.3. Components of the Change Management Plan
Introduction
The report is prepared for the development of a new administration and rostering
system for the British petroleum and management of the changes in the current business
process of the organization. The problems faced by the organization is evaluated for the
management of the different operation and implementation of the changes in the business.

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A research is done on the different policy and the sudden drop in the petroleum price
the for the management of the gaps in the current business. A list is prepared for the resources
needed for the management of the changes and the stakeholders involved for the development
of the information system. A cost benefit analysis is done for the identification of the return
of investment and the other risk associated with the successful implementation of the new
information system. A SWOT analysis is done along with the development of the
implementation strategy for reducing the risk in the project.
Project Sponsor
The main sponsor of the project are responsible for ensuring that the project is
delivered within the estimated time schedule. The scope of the project are identified and the
strategy that are required for the management of the current business process is identified for
the development of the administrating system. A clear communication should be maintained
between the project manager and the sponsor such that there are no gap between the activities
and ensuring that a quality project is delivered within the budget and timeline.
Project Objectives
The main objectives of the project identified are listed below:
 To eliminate the risk of sudden accidents and eliminate the diplomacy for
reinventing the scope of development of the business
 To develop the system within the proposed duration and budget and eliminate
the errors in the final information system
 To identify the roles and responsibility of the team members and the
stakeholders for the management of the development process of the
information system

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 To eliminate the current problem faced by the organization and automate the
management system of the organization for eliminating the human errors.
 To identification of the areas of changes needed to be made in the organization
and reduce the operating cost of the business
 To identify the existing system and business process and implement the
system to manage the business operation and achievement of the desired
growth of the organization.
Change Objectives and Principles
The change objectives and the principles identified for the development of the
rostering and administrating system are given below:
Addressing systematically the human side – People issues can be generated with the
transformation in the business and new skills may be needed for stepping up the jobs and
eliminating the uncertainty and resistance. A formal approach should be maintained for the
management of the changes and the development should be started with a team leadership
and engagement of the stakeholders. Data should be collected and analysed for the
management of the changes and redesign the system and the processes.
Starting at the top – The top level management should be involved in the
development process such that a strong decision can be taken and the new approaches can be
embraced for getting the desired outcome. A voice model should be selected for the
communicating with the executive team and make them understand the desired outcome of
the project. The performance and the efficiency of the senior team helps in addressing the
issues immediately and take faster decision and aligning the change initiatives for
successfully delivering a downstream result.

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Involvement of the different layer – A transformation program should be developed
for defining an appropriate strategy and setting up targets for designing the implementation in
the different level of the business process. A change management plan should be created for
the identification of the leaders and distributing the responsibility. For each of the layer the
leader is responsible to align the vison of the company and execute them for making the
change to happen. The application of the cascading leadership methodology helps in
improvement of the training for each of the stages. The strategy, vision and targets should be
set by the top level management team and the senior executives are involved in designing the
change initiatives. In the next layer the leaders implements the programme ad the structure is
followed for the change management program.
Making formal case – The individuals working in the organization should be
questioned about the need of changes in the organization. The commitment of the people
should be identified in the change of the organization for the identification of the opportunity
of the business and creation of the leadership team alignment. The following steps should be
followed for the development of the case i.e. the reality should be identified and the
convincing needs for the change should be articulated, the faith of the company should be
demonstrated for gaining the leadership in the market, and a roadmap of the behaviour of the
business and decision making should be demonstrated to the employees.
Creating the ownership – During the transformation of the business the leaders are
needed to overperform and management of the changes. A passive agreement should be
signed for directing the change to an acceptable form and demanding the ownership and
accepting the changes and responsibility. Reward and incentive schemes should be
implemented for making the changes happen and have a better control on the change
management program.

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Communication of the message – The leaders should not be changed too often
because it can cause the employee believe that there is an issue in the change. For the
management of the change program the core messages should be reinforced and timely
advice should be given for practicable and inspirational message. For the solicitation of the
right input and the feedback the communication flows following the bottom up approach and
thus it needs overcommunication using multiple channels.
Assessment of the cultural landscape – A research is made on the successful change
management program and thus it is critically important to understand the behaviour of the
employees for each level of the organization. The factors that can be used for the recognition
and influencing the leadership and resistance should be identified and taken into perception
for the implementation of the successful changes in the organization. A common base line
should be created for the management of the essential changes and developing the
infrastructure program for driving the changes.
Addressing the culture explicitly – After the identification of the culture it should be
studies thoroughly and its effect on the other areas of changes should be identified. The
culture and the underlying behaviour should be explicitly evaluated for supporting the
business and management of the new opportunities in the business. The desired culture and
the devised plan should be shared with the team members for the management of the
transition.
Preparation of the unexpected – There are no change management program that is
done according to the prepared plan, unexpected reaction is received during shifting of the
external environment. Continuous reassessment is necessary for the management of the
impact of the changes and adoption of the new information system developed for the

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organization. A solid decision making process should be used and necessary adjustment
should be made for getting the appropriate result.
Speaking for the individuals – The individuals should be informed about the steps
taken for the change and its effect for identification of the failure point of the change
program. The team leader should honestly and explicitly convey the result. Rewards,
promotion, bonus and recognition should be awarded for sanction of the change and
reinforcement it for the improvement of the current business process.
Change management Elements
The following the elements essential for a successful change management in the
organization to implement the automatic administrating system and rostering system
Urgency of the change – A major change in the business should be identified for the
estimation of the cost for the implementation of the changes in the organization. The
competitive situation, current position in the market and the trend in technology should be
evaluated for identification of the after effect of the enforcement of the change management
plan.
Compelling the change story – The change story should be conveyed to the
employees and the employees should be motivated such that the problem in the current
business process are resolved. The people should be convinced such that the current problems
are addressed and the changes in the organization is successfully enforced.
Current Strategy – the current strategy should be evaluated and a closer look should
be given on the business for the management of the changes and improvement of the current
business process.
Business vision and values – It is used for the management of successful changes and
management of different purpose of the organization. A sensible vision should be created for

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management of the changes and eliminating the confusing risk such that the change does not
takes the organization in wrong direction. The vision should be easily communicated and its
values should be shared in a common direction.
Communication – The communication should be done broadly and the crisis
condition should be eliminated such that the change in the initiatives should be implemented.
The project manager should be responsible for identifying the needs of changes and maintain
a communication with the all employees of all levels.
Creating a Dialog – The influence of the employees in the strategic plan of the
organization should be there from the start of the organization since it can help in reducing
the resistance of the employees working in the organization. The reduction of the resistance is
an important factor for creating an successful change of the organization.
Culture – Enforcement of a change in the business process of the organization is a
challenge since it can cause a change in the culture. The implementation of the storytelling
technique can help in driving the organizational change.
Visualization of the Journey – The use of pictures helps in easily demonstrating the
needs of change in the organization and have a better communication with the people affected
due to the change. It is the human characteristics that the people remember 10 percent of the
things that they hear, 20 percent of the thing they read and 80 percent of what is visualized
and performed by them.
Measurement – In the planning phase the measurements should be considered before
taking an appropriate action. The success of the effort should be identified by measuring the
success and predicting the outcome of the action.
Creation of Wins – The teams and the individuals working in the organization should
succeed regularly for the management of the growth of the organization.

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Alignment of Performance – A performance management should be applied for
getting the desired changes in the behaviour of the organization.
Lookout for inconsistency – The inconsistency in the project should be identified and
the resistance should be dealt.
Rationale for the change
There are different number of identifiable stages for the management of the changes
in the organizational business process and develop the project according to the organizational
needs. Creativity, innovation and flexibility is needed for the management of the changes and
creating new opportunities for the business to manage the supporting changes.
Key Stakeholder Analysis
The stakeholder analysis is used for keeping the project in shape and defining the
needs of the project during the preliminary stage of the development process. A
brainstorming process is conducted for the identification of the stakeholders and the
following table is created:
 Senior executives
 Shareholders
 Government
 Supplier
 Alliance partner
 Community
 Analyst
 Trade associations
A priority list should be created for the stakeholders and a power interest grid should be
created according to the stakeholder priority.

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 The high power, highly interested people should be fully engaged for provide the
greatest effort for satisfying the needs.
 The high power, less interested people should be kept satisfied
 The low power highly interested people should be informed about the changes and it
should be ensured that no issues rises in the project.
 The low power and less interested people should be monitored and not involved with
excessive communication.
Assessment of readiness to change
The readiness to change can be assessed with the application of Transtheoretical
model and describing the stages for the behaviour. The main focus should be given on the
decision making process and it involves the state of awareness, feelings, behaviour and

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judgement. The model can be used for solving different types of problem and it manages the
process in the following 5 stages.
Precontemplation – There are no intention for changing or take action in future and
the people are uninformed for the consequences of the behaviour that have failed during the
previous attempts.
Contemplation – There are different uncertainty for the development of the project
and the positive effects and the negative effects should be identified for the identification of
the change. An action program is not used by the person.
Preparation – For taking necessary action within the proposed schedule an action
plan should be prepared and the program should be used for assisting the behaviour changes
in the organization. As an example smoking cession, exercise or weight loss program should
be arranged.
Action – A significant modification should be made in the behaviour and living for
taking appropriate action.
Maintenance – There is a difference in working between the action mode and the
person working not working and the person is also confident for change.
Key change messages
The key messages that acts as the main point of information for the audience,
stakeholders are important. They are the summation of the byte size for the articulation of
what to do, how the individual is different, what is the value of the personnel to the
stakeholders and why the change is important. The key messages are important as it is used
for serving the foundation for the management of the efforts of marketing and reflecting it in
the spoken communications. Communication may be uncontrollable but the key messages
can be used for the prioritizing and defining the communication, ensuring the consistency,

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accuracy and continuity of the change, measuring and tracking the success and staying
focused while speaking with the stakeholders.
Identification of change Elements
The change elements of a project are identified for focusing and clarifying the goals
of the organization. In the identification process the resources should be identified with the
individuals for facilitating process for leading with endeavour. There are many change
systems that is used for creating the solid foundation and successfully implement the project.
The impact of the changes of the project should be managed with the development of
strategies and addressing the barriers for the modification of the business process and achieve
the objectives.
Development of change plan
Actions Who Whom Performance
Measures
Ready for
addressing any
resistance for the
change
Project manager Employees Development of a
strategy for
deployment
Motivation and
supporting the
employees for the
implementation of
the plan.
Project manager Employees Controlling through
visibility
Decision making
and organizational
CEO Managers Allocation of budget
and resources

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learning
Consolidation
The project is developed for the management of the internal and the external
environment of the workplace and the flow of information should be regulated for the
management of the project development process. The culture of the organization should be
understood with the implementation of cultural diagnostics for the evaluation of the readiness
of the organization and solve the major problems and conflicts for the implementation of the
changes in the organization.
Evaluation
The winning resources such as time, money and labour is arranged for making the
project successful. The analysis of the stakeholders improves the communication and ensures
that benefits of the project is clearly conveyed to them for getting their active support. In
some of the situation the force for change comes from the internal employees of the
organization or it can come from the external factors.

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References
[1] O. Maslova and S. Savkin, "THE SPECIFIC CHALLENGES IN PROJECT
MANAGEMENT FOR THE OIL AND GAS INDUSTRY", Oil and Gas Business, no. 1, pp.
217-235, 2017.
[2] M. Deighton, Facility Integrity Management. .
[3] E. Gallyamova, "ASSESSMENT OF PRODUCTION RISKS AS A METHOD OF
SAFETY MANAGEMENT IN THE OIL AND GAS INDUSTRY", Oil and Gas Business,
no. 3, pp. 293-306, 2016.
[4] N. Sanoubar and M. Forghani Bajestani, "Organizational Change Cynicism: Does It
Hinder Change Commitment?", Change Management: An International Journal, vol. 15, no.
2, pp. 19-33, 2015.

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