IT Governance and Change Management Proposal

This report analyzes the change management project for the Victorian government's implementation of the VAL IT framework. It discusses the shortfalls in governance practices and recommends interventions based on Kotter's 8 step Model. The report also explores strategic approaches for change management in ICT projects.

Running head: IT GOVERNANCE AND CHANGE MANAGEMENT PROPOSAL
IT Governance and Change Management Proposal
(Victoria’s government department)
Name of the student:
Name of the university:
Author Note

1IT GOVERNANCE AND CHANGE MANAGEMENT PROPOSAL
Executive summary
The Government of Victoria is an executive authority located at the state of Victoria in Australia. On
the other hand, VAL IT is an efficient framework of governance that can be used for creating the
values of the business. These are found to be coming out of different investments over information
technology. In this report, designing of the change management project is analyzed. For understand
the scenario better, the initiative of the Victorian government to implement the VAL IT framework
is considered. Further, the development of intervention of the change management for indicating the
shortfalls in the practice of governance is demonstrated here. This recommended intervention must
be lying on the premises of Kotter’s 8 step Model.

2IT GOVERNANCE AND CHANGE MANAGEMENT PROPOSAL
Table of Contents
1. Introduction:......................................................................................................................................3
2. The reaction of change management addressing the shortcomings in governance practices:...........3
3. Strategic approaches to be undertaken for change management for ICT project at Government of
Victoria:.................................................................................................................................................6
4. Demonstration of Kotter’s 8 step Model of Change for the resent scanario:....................................7
5. Conclusion:......................................................................................................................................11
6. References:......................................................................................................................................12

3IT GOVERNANCE AND CHANGE MANAGEMENT PROPOSAL
1. Introduction:
The Victorian Government a persuasive executive authority. This is situated at the Australian
state named Victoria. It has been functioning under the scope of the status of Victoria as the
constitutional monarchy of sub-national parliamentary.
VAL IT is a practical governance framework. It is used for generating the business values
originating from various IT investments. This comprises of a diverse set of underpinning principles.
This also includes multiple numbers of processes. Here, the best practices are defined further as the
practice of the set of primary management. It is helpful to support and to help the executive boards
and the management. This occurs at the enterprise levels.
The following study deals with the designing of the project of change management. Here, the
Government of Victoria’s department initiating the VAL IT framework is considered. The analysis
involves designing the intervention of change management to indicate the shortfalls in the
governance practices. Here, the suggested response lies based on the change model of Kotter.
2. The reaction of change management addressing the shortcomings in
governance practices:
Overview of VAL IT:
The VAL IT is the governance framework used for creating the business value from the IT
investments. This comprises of various set of guiding principles with various processes. This also
involves the set of various guiding principles and various best practices and amount of processes.
These are further defined as the set of primary practices of management for supporting and helping
the management executives and the various boards at enterprise levels. Besides, VAL IT permits the

4IT GOVERNANCE AND CHANGE MANAGEMENT PROPOSAL
business managers in getting business value from various investments of IT. This is through
providing governance framework comprising of various elements. This includes the set of guiding
principles and various processes of conforming the principles further defined as the key set of
management practices.
The vision for change for the Government of Victoria:
 Their ultimate vision has been lying in the following elements.
 Experiencing the respect and equality in every relationship. This has been occurring
specifically within families and intimate partners.
 To be respected and empowered at all place including home.
 To get supported and reach the full potential with total potential.
 It needs numerous strategies for addressing severe social conditions. This drives the violence
in the first place. It is delivered in everyday settings and around the overall spectrum of the
life of people. This takes place with the momentum counteracting the scale and size of the
issue (Hayes 2018).
 The prevention and overall community change of the family violence efforts are found not to
be undertaken on the scale prior. Since, the strategy has been aiming to generate long-term
changes in every part of Victoria, the government has been considering the following future
trends.
 Researching the various workplaces suggests various probable scenarios. This includes how
the future workplaces must be looking like. This is intended to be fueled by environmental
change, technological change and the shifts of demographics (Doppelt 2017).
 Here, all the scenarios must comprise of clear implications to prevent the activities at
workplaces.

5IT GOVERNANCE AND CHANGE MANAGEMENT PROPOSAL
 Regarding the megatrends, young people under the environmental technical and political
sphere are required to be factored to policy and planning.
 The effects of social media and technology developments have been actively influencing the
preventions of various activities for the future.
One can expect the modifications to be punctuated and gradual corresponding to the resistance.
This needs the sustained commitment for assuring the prevention of violence in the region of
Victoria in the longer term (Cameron and Green 2015).
Various phasing of efforts in due time:
The multiple challenges and ending of violence have been causing long-term endeavour. It
needs enduring effort and focuses. Provided with the unique focus on the rampage over preventing
family, the Victorian Government has been required to consider an incremental approach. This also
includes the refining and testing and so on. The progress to the efforts has been preventing family
violence in three primary phases (Pugh 2016).

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Figure 1: “Vision of change of Victorian Government”
(Source: Hornstein 2015, pp. 205-215)
The initial phase of the strategy has been concentrating on infrastructure for a substantial
primary prevention platform at the place of Victoria. It must be involving the development systems
and structures. They are intended to perform the following.
 Expanding and strengthening the skilled prevention workforce
 Rise in investment and widening the monitoring, evaluation and research.
 Expanding and building partnerships and networks to prevent activities.
 They should be educating and engaging the community. This must be done one the
necessities for addressing the discrimination and gender inequality.
The next phase of the strategy must be involved in developing governance and infrastructures.
This is to develop a higher level of sophistication and different saturations. This is to prevent
multiple tasks around different communities of Victoria.
 Intensifications of different efforts are communities, organizational settings, schools and
workplaces.
 Further, the people should be bringing more challenges for the violent-supportive attitudes,
drivers and behaviours.
 Resources and tools are to be available quickly.
Lastly, the third phase of the strategy has been focussing on various sustaining efforts. They have
been utilizing the outcomes. This happens as the Government of Victoria continues to innovate and
learn core prevention. They must generate the efforts of various previous phases. They have been
expecting the remarkable achievements at the societal, organizational and individual levels. This

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happens with the prevalence rates starting as the social and financial benefits have been growing
(Lines et al. 2015).
3. Strategic approaches to be undertaken for change management for ICT
project at Government of Victoria:
Understanding how VALIT can be utilized for developing ICT benefits realization:
 This can be done through measurable advantages, meeting business aims and planning for
success.
 Next an ICT enabled changes can be done with the cloud adoptions with the benefits of
business effects.
 Understanding benefits for the SME’s included to the team of project delivery.
 Agile approaches must be undertaken with proper utilization of skills and experiences of
digital transformation.
 Further, support must be govern to governance with assuring success through primary gates
and reviews of readiness.
 Planning benefits with delivery and quality ensuring with the help of the program.
 Managing stakeholder advantages for dependencies, responsibilities, ownerships and
communications.
Here, the idea to deploy the planned forms for reordering the technical and human
dimensions of the Government of Australia is found to be inexistent. This is due to the re-dating
notions of bureaucracies and the early times. Moreover, it is also seen that currently, the concept of
planned interventions has been bringing about changes to individual behaviours. The proposed
changes at distinct formats have been poorly tracking the records with IT failures, BPR and TQM

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that has been incurring the enormous economic and deployment costs of human resources. This has
been taking places with limited returns for various client organizations (Samuel, Found and Williams
2015). As the causes of the failures have been manifold, it can be suggested that the view of the
senior management of strategy is just e linear process. This is deployed through the traditional
models of project management n predictable frames of times. At this place, the mechanistic
perspective of the strategic changes has been ignoring the emerging relationship-based and
processual models. This is taking place through advanced through different prominent theorists at
the area of change management and strategies.
Moreover, it is specifically evident in the necessary implementations of IT projects. The
deterministic approach of the strategy-in-a-box characterizes them. Here, the individuals are
configured across various systems to assure the performance of optimal organizations. The
consideration of the extreme logical technology has turned to the strategy and end. Here, the
tendency can be illustrated as the ‘magic bullet analogy (Meissner et al. 2015). Here, the
practitioners of IT has been assuming that through designing the effective technology must be shot
into the challenging sector. Thus, the desired changes have been resulting as the technology gets
access to the technological and human fabric for the Government of Victoria. Here, the flawed and
deterministic idea of the ICT’s role under the equation of change management is to need to be
determined. This can be done effectively through the following model framework reffered to as the
Kotter’s 8 step Model towards Change.
4. Demonstration of Kotter’s 8 step Model of Change for the present scenario:
The various steps of the change process of Kotter’s Eight Step model involve the following.
 Developing a sense of urgency

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 Creating the powerful guiding coalitions
 Creating the strategy and vision
 Making communication with the vision
 Eradicating the barriers and then empower the employees regarding various activities.
 This includes the development of various short-term gains.
 Strengthening changes and consolidating the gains. These can be done by anchoring the
changes in the culture.
This can be demonstrated through the following illustration:
Figure 2: “Various steps of Kotter’s Model to be undertaken by Victorian Government”
(Source: Small et al. 2015, pp. 304-309)
a. Developing the urgency:
This is done through the following manners.

10IT GOVERNANCE AND CHANGE MANAGEMENT PROPOSAL
Highlighting and determining potential threats and repercussions. This can crop up the future.
 Evaluating the scopes that can be tapped through smart interventions.
 Initiating honest discussions and dialogues for making the individuals think about various
prevalent problems and providing convincing causes for them.
 Making requests to the support and involvement for the people of industry, customers and
primary stakeholders in the problems of change (Teixeira, Gregory and Austin 2017).
b. Creating the powerful coalitions of guiding:
It can be gained through various manners like determining the weak sectors. This must be
done with the coalition teams and assure that the team can involve various influential individuals.
This has been taking place from different departments that are cross-functional. This also includes
working at multiple levels of the Victorian Government. Next, there is developing a powerful
coalition of changes which are intended to be working as a team (Chappell et al. 2016).
Determination of the smart modifications where the change leaders at the Victorian government has
included the primary stakeholders. They have been requesting the involvement and making a
commitment towards the complete process.
c. Creating strategy and vision:
It can be gained by assuring the change leaders. This is to demonstrate the vision efficiently.
This is done in such a way that the people can know and then follow. Next t includes the finding of
the central values. They have been defining the ultimate visions and various strategies to realize the
change t Victorian Government.
d. Communicating with the vision:

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This involves the handling of the issues and concerns of individuals with honesty and
involvement. Communicating with changes in vision are to be done convincingly and powerfully.
They have been connecting the vision with every essential element like training and performance
reviews and so on.
e. Eradicating the barriers:
 Rewarding the people of Victoria to endorse changes and various supports in the process.
 Constantly checking people and barriers who have been resisting to the change. Here,
proactive activities can be deployed for eradicating the obstacles. These are included in the
change process. They must assure that the organizational structures and processes are aligned
and in place with the entire vision of the Victorian Government (Calegari, Sibley and Turner
2015).
f. Developing the wins over short-terms:
This can be done in the following way.
 Rewarding the contributors of individuals included in meetings on those targets.
 Developing the targets of short terms instead of long-term aims. These are achievable and
has been less costly with minimal probabilities of failure (Lambert 2018).
 Through developing the wins of short terms at the early stage in the process of change, the
Victorian Government has been feeling the victory at the earlier stage of the changes.
g. Consolidating the gains:
This has been gaining constant developments by assessing the stores of success. This has
been occurring improving an individual from distinct experiences (Pollack and Pollack 2015).

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h. Anchoring of the change at the corporate culture:
This includes the discussion of the success stories. These must be related to the initiatives of
variations of the Victorian government on all the opportunities. It must also be assured that the
change has been turning to be an integral element of the culture of Victoria. This is visible in all
aspects of the organization. Lastly, this includes the assuring of the support to the current leaders of
the company along with the new leaders. This can continue to extend the support in changes.
5. Conclusion:
It is seen from the study that the model chosen has consisted of easy steps. This provides
clear descriptions and guides on the total process of change. This has been relatively simple to get
implemented. Besides, there is an emphasis on the acceptability and involvement of the employees
regarding success in the entire process. Further, significant focus has been there to build and prepare
the change acceptability rather than the real process of change. However, it must be reminded as it is
the step-by-step model; any type of skipping on any single phase can lead to dangerous issues. Apart
from this, the process can be highly time-consuming. Moreover, Kotter’s Model has been top-down
in nature. Thus, it has been discouraging scopes for co-creation and participation. Hence, it can give
rise to dissatisfaction among the staffs as any distinct requirements are provided with due attention.
The above analysis helps in understanding the leadership needed as Victorian Government changes
its agents, establish clear goals and develop clear directions. Here, the investigation has focused on
various changes. This is helpful to implement the numerical baselines, financial ranges that indicts
success and checkpoints. The study shows how, without change management, there can be risks to
miss project objectives, productivity is lost. Besides, the total failure of the project also rises and
threatens the future of business.

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6. References:
Calegari, M.F., Sibley, R.E. and Turner, M.E., 2015. A roadmap for using Kotter's organizational
change model to build faculty engagement in accreditation. Academy of Educational Leadership
Journal, 19(3), p.31.
Cameron, E. and Green, M., 2015. Making sense of change management: A complete guide to the
models, tools and techniques of organizational change. Kogan Page Publishers.
Chappell, S., Pescud, M., Waterworth, P., Shilton, T., Roche, D., Ledger, M., Slevin, T. and
Rosenberg, M., 2016. Exploring the process of implementing healthy workplace initiatives: mapping
to Kotter's leading change model. Journal of occupational and environmental medicine, 58(10),
pp.e341-e348.
Domingues, Ana Rita, Rodrigo Lozano, Kim Ceulemans, and Tomas B. Ramos. "Sustainability
reporting in public sector organisations: Exploring the relation between the reporting process and
organisational change management for sustainability." Journal of environmental management 192
(2017): 292-301.
Doppelt, B., 2017. Leading change toward sustainability: A change-management guide for business,
government and civil society. Routledge.
Hayes, J., 2018. The theory and practice of change management. Palgrave.
Hornstein, H.A., 2015. The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2), pp.291-298.

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Lambert, D.E., 2018. Addressing challenges to homeland security information sharing in American
policing: Using Kotter’s leading change model. Criminal Justice Policy Review,
p.0887403418786555.
Lines, B.C., Sullivan, K.T., Smithwick, J.B. and Mischung, J., 2015. Overcoming resistance to
change in engineering and construction: Change management factors for owner organizations.
International Journal of Project Management, 33(5), pp.1170-1179.
Lozano, R., Ceulemans, K. and Seatter, C.S., 2015. Teaching organisational change management for
sustainability: designing and delivering a course at the University of Leeds to better prepare future
sustainability change agents. Journal of Cleaner Production, 106, pp.205-215.
Meissner, W., Coluzzi, F., Fletcher, D., Huygen, F., Morlion, B., Neugebauer, E., Pérez, A.M. and
Pergolizzi, J., 2015. Improving the management of post-operative acute pain: priorities for change.
Current medical research and opinion, 31(11), pp.2131-2143.
Pollack, J. and Pollack, R., 2015. Using Kotter’s eight stage process to manage an organisational
change program: Presentation and practice. Systemic Practice and Action Research, 28(1), pp.51-66.
Pugh, L., 2016. Change management in information services. Routledge.
Samuel, D., Found, P. and Williams, S.J., 2015. How did the publication of the book The Machine
That Changed The World change management thinking? Exploring 25 years of lean literature.
International Journal of Operations & Production Management, 35(10), pp.1386-1407.
Small, A., Gist, D., Souza, D., Dalton, J., Magny-Normilus, C. and David, D., 2016. Using Kotter's
change model for implementing bedside handoff: a quality improvement project. Journal of nursing
care quality, 31(4), pp.304-309.

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Teixeira, B., Gregory, P.A. and Austin, Z., 2017. How are pharmacists in Ontario adapting to
practice change? Results of a qualitative analysis using Kotter’s change management model.
Canadian Pharmacists Journal/Revue des Pharmaciens du Canada, 150(3), pp.198-205.