Analysis of ICT Business Process Change in VAGO (Semester 1)

This report examines the VAGO case scenario, focusing on the challenges and opportunities in ICT business process change. It highlights the Victorian General's Office's concerns regarding ineffective ICT implementation and lack of realistic project plans. The report introduces the VAL IT framework as a solution for optimizing IT value investment, covering portfolio management, value governance, and investment management. It also discusses the principles of VAL IT and its justification for use in VAGO. Furthermore, the report explores the potential challenges in ICT implementation, such as technical capabilities, IT expenditure understanding, and decision-making. Kotter's 8-step change model is then presented as a framework for managing organizational changes, with its application to the VAL IT framework. The report concludes by referencing relevant literature on change management, ICT implementation, and business process improvement.

Change in the ICT
Business Process
(VAGO Case Scenario)

Introduction
 . 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.
 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.

Description
 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.

Overview of VAL IT Framework
 VAL IT is the framework that will help the organization to implement
the realistic and optimized IT value investment for the enterprise.
 The processes of the VAL IT will cover the following business
management process. These are-
 Management of the portfolio.
 Value governance
 Investment management.

Principals of VAL IT:
 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 business value.
 It enabled investment can be managed through the full economic life
cycle.
 Practice regarding the delivery of the value can be done and
managed through the different categories of the investment.

Justification of using VAL IT in VAGO
 VAGO has seen that there is a lack of quality in the reporting of the
ICT implementation in the organization .
 It is assumed that the use of the new portal will be helpful for the
organization for the implementation of the proper monitoring system
 In order to implement the new portal system, VAGO is going to
develop the change in the management process so that the new
system can be delivered properly.

Possible Challenges
 Problems in delivering the technical capabilities
 No clear understanding of the IT expenditure
 Decision making regarding IT implementation and IT function
 Failure of the major investments
 Communication between IT and the business unit

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.

Cont..
 The 8 steps in the Kotter;s model are-
 Creation of the proper environment for change
 Building the team
 Gaining the right vision
 Engaging the organization
 Removing the constraints
 Determination of the short term goals
 Sustaining the progress
 Implement the change

Kotter’s model to implement the Val IT:
 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.

References
 Abbasnejad, B., Nepal, M. and Drogemuller, R., 2016. Key enablers for effective
management of BIM implementation in construction firms. In Proceedings of the CIB
World Building Congress 2016: Volume I-Creating built environments of new
opportunities (Vol. 1, pp. 622-633). TUT–Tampere University of Technology.
 Asnan, R., Nordin, N. and Othman, S.N., 2015. Managing change on lean implementation
in service sector. Procedia-Social and Behavioral Sciences, 211, pp.313-319.
 Carnall, C., 2018. Managing change. Routledge.
 de Almeida, J.P.L., Galina, S.V.R., Grande, M.M. and Brum, D.G., 2017. Lean thinking:
planning and implementation in the public sector. International Journal of Lean Six
Sigma, 8(4), pp.390-410.
 Georgalis, J., Samaratunge, R., Kimberley, N. and Lu, Y., 2015. Change process
characteristics and resistance to organisational change: The role of employee perceptions
of justice. Australian Journal of Management, 40(1), pp.89-113.
 Hammer, M., 2015. What is business process management?. In Handbook on business
process management 1 (pp. 3-16). Springer, Berlin, Heidelberg.

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