Roppacorp Change Management

Management of Change
Ryan Hughes 1
Roppacorp Change Management Plan
Ryan Hughes
S912875
Applied Computing BSc

Ryan Hughes 2
Abstract
This document covers the change process of Roppacorp, a small business that is rapidly expanding
across the north east of England. With expansion comes change and the following report
(accompanied by appendices) will look at how this change can be brought about efficiently and
effectively.
The report will identify the purpose of the change, identify key stakeholders and driving forces and
produce an implementation plan for Roppacorp to follow. This will help to bring about a swift
expansion that will help graduates from all over the north east get into employment.
A review of this change will be conducted and will attempt to justify the reasoning of the change
management team in relation to Roppacorp’s meteoric expansion. This all will allow the business to
expand in a controlled manner, eliminating any threats or resistance to the change and helping to
restructure and re-staff the business.
Declaration of Ownership
This report is submitted in partial fulfilment of the requirement for the degree of BSc (Honours) in
Applied Computing by Ryan Lee Hughes.
Signed declaration
All sentences or passages quoted in this report obtained from other people's work have been
specifically acknowledged by clear cross-referencing to the author, work and page(s). Any
illustrations which are not the work of the author of this report have also been clearly acknowledged
and referenced. I understand that failure to do this will amount to plagiarism and will be subject to
the disciplinary procedure.
Name: Ryan Lee Hughes
Signature:
Date: 22/05/15

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Version Control
Version Author Changes Authoriser
of Change
Reason for
Amendment
Date Signed
1.0 R Hughes - - - 20/05/15
1.1 - - - - - -
1.2 - - - - - -
1.3 - - - - - -

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Contents
Abstract...................................................................................................................................................2
Declaration of Ownership.......................................................................................................................2
Version Control .......................................................................................................................................3
Definitions...............................................................................................................................................6
Introduction ............................................................................................................................................7
Identification of Change..........................................................................................................................8
Types of Change..................................................................................................................................8
Developmental change ...................................................................................................................8
Transitional Change ........................................................................................................................9
Transformational Change..............................................................................................................10
Which method is best? .................................................................................................................11
Reasoning..........................................................................................................................................11
Scope.................................................................................................................................................11
Organisation readiness .....................................................................................................................13
Details of Change ..................................................................................................................................16
Rational.........................................................................................................................................16
Non-Rational.................................................................................................................................16
Process change..................................................................................................................................17
Current Processes .........................................................................................................................17
New processes ..............................................................................................................................17
People change...................................................................................................................................19
Information sharing ..........................................................................................................................21
Staff Intranet.................................................................................................................................21
Shared Resource Drives ................................................................................................................21
Daily and Weekly Meetings ..........................................................................................................21
Cost of change...................................................................................................................................22
Risk assessment ................................................................................................................................23
Risk Matrix ........................................................................................................................................26
Change Approach..................................................................................................................................27
Stakeholder analysis .........................................................................................................................27
Stakeholder Analysis (Stakeholder Cross Section)........................................................................29
Resistance to change ........................................................................................................................31
Resistance Survey Review.............................................................................................................33
Role of change management team...................................................................................................34
Implementation Strategy......................................................................................................................37
Overview...........................................................................................................................................37

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Action plan........................................................................................................................................38
Schedule of Activities........................................................................................................................39
Communication plan.........................................................................................................................41
Training plan .....................................................................................................................................42
Business systems plan.......................................................................................................................44
Resistance plan .................................................................................................................................45
Implementation Package ......................................................................................................................46
Review Change Strategy .......................................................................................................................52
Evidence of success...........................................................................................................................52
Feedback.......................................................................................................................................52
Audits ............................................................................................................................................53
Reviewing areas of resistance.......................................................................................................53
ID areas of success........................................................................................................................53
Works Cited...........................................................................................................................................54
Bibliography ..........................................................................................................................................55
Appendix A............................................................................................................................................56
Appendix B............................................................................................................................................57

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Definitions
Acronym Definition
RFC Request For Change: ideas put forward in project planning meetings
regarding change.
CAB Change Advisory Board: The CAB is a body that exists to support the
authorisation of changes and to assist change management in the
assessment and prioritisation of changes.
ECAB Emergency Change Advisory Board: When the need for emergency
change arises the Change Manager will convene a smaller change
organisation with authority to make emergency decisions.

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Introduction
As a junior consultant, working for Beri Consultancy, I have been tasked with developing a change
management plan for Roppacorp, a UK based software development company. The brief is that the
business is moving from a single office to a multi-site business, entering the growth phase and
expanding to cover more business ventures.
Having a structured, manageable change plan is essential to a project such as this running smoothly.
The situation as it stands now is that Roppacorp is based in a small office in Newcastle. Well
respected in the industry, the company is looking to enter a growth phase to increase the size and
footprint of the business.
To do this, there are several key points that the company must meet before any change can begin:
 People: the first step is ensuring that the right people are on board with the project. This can
include people with project planning skills, wide ranging knowledge of the business or
training experience (to help cope with training schedules).
 Resources: There must be sufficient funds and ample time to support a major change in a
business. As the project wears on, costs and sky rocket, so keeping an eye on expenses will
be essential.
 Structure: design a sound new structure for the new business model. Moving from a single
site business to a multi-site one can be daunting, so proper planning is a must.
 Systems: Management and technology systems can help to track the progress of a change
project by using key milestones, such as company department planning meetings.
 Culture: Having an environment where all of the employees feel connected and involved in
the businesses missions of expansion is key, and will help reduce tensions when things get
tough. Using incentives can help to keep the working culture under control.

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Identification of Change
Roppacorp, as described above, is beginning to expand and change. With this change brings the
need for additional workers, bigger sites and identification of key aspects of what to change and also
what no to.
To this end, the different types of change must be studied, and the best solution applied to the
current scenario. This will be supported by the correct reasoning, project scope and as much
information as can be gleaned as to whether or not Roppacorp is indeed ready for an expansion such
as this.
Types of Change
There are several types of change that can be applied to this business model, all of which show
differences that can either strengthen or weaken a change management plan. These types of change
are:
 Developmental change
 Transitional change
 Transformational change
Below are short descriptions of each type, and how well suited they are to this particular case.
Developmental change
This type of change is focused on improving current procedures. With a focus on improvement, this
type of change works well within businesses that are looking to improve procedures such as billing
or reporting methods, marketing strategies and advertising processes. This particular type of change
works best when all of the staff is kept informed of exactly what is happening when.
This type of change works best when the business is changed in small steps, allowing for a relatively
rapid change with minor disruption to the running of a business. This type of compartmentalised
change is more secure than most other methodologies as only some aspects are changed at any one
time, meaning that any roll back procedures can be carried out without a greater cost to the
business.

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There are several key points that should be addressed when implementing this strategy:
 Explain to staff your rationale for the changes
 Skill your staff to use new processes and technologies
 Show your staff your commitment to minimising the impacts of change on your business
This method is best used when implementing small changes to an existing architecture. In this case,
Roppacorp is expanding too much for this method to be applicable.
Transitional Change
A change in any business can come from a result of many factors, some internal and some external.
A transitional approach allows a business to implement restructures or mergers, or create new
processes for staff to work with, without endangering the day to day running of the business. This
method does have downsides, most notably the stress of the employees as they could think that
their job is in danger (especially if a company is downsizing). This discomfort can create tension,
which could ultimately undermine this method of change, costing the business dearly.
In Roppacorp’s case, a rapid expansion would be well suited to this type of change, but tensions
must be dealt with swiftly before feelings fester and end up creating problems down the line. As
stated in the first consultancy meeting, Duncan Ferguson (IT Support) was identified as a strong
resistor or change. Getting Duncan on board with a scheme like this would be invaluable, as other
works would see that a well-known oppose to change is happy with what is happening, and as such
would be more likely to be receptive to the coming changes. When making transitional changes,
these key points should be addressed:
 Clearly communicate the impacts and benefits you foresee as a result of your changes
 Reinforce to staff that their jobs are secure
 Capture the views and contributions of your staff in making your changes, by using department
surveys
 Regularly update your staff on the steps you are taking to support them through the change and
train them in new systems (if needed)

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Transformational Change
In some dire circumstances, a company must make use of transformational change, which allows for
a complete reshaping of a business model and associated processes, which more often than not
results in a shift in the working culture of the business. These changes can be brought about by
many factors such as an economic downturn affecting profits, disaster circumstances (fire, flooding)
or take-over bids or buyouts by larger companies. This type of change often results in fearful
reactions from staff, where most begin looking for jobs elsewhere as they foresee an inevitable
redundancy scenario, which leads to a distorted work ethic and jeopardises whatever slim chance of
survival the business has.
This methodology is reserved for worse case scenarios, where the business as it stands now cannot
continue as survive. An example of this is the recent crisis that befell Northern Rock, a northeast
based building society that was destabilised by the subprime mortgage crisis, in which the bank was
forced to nationalise, resulting in the loss of hundreds of jobs and millions in shareholders stakes,
some of which where customers life savings. The once vast building society was then taken over by
the government, preventing the collapse of the bank (and all assets associated with the business).
This type of change demanded a methodology such as the transformational method, which would
allow the bank to change to meet the new challenges faced by becoming a nationalised bank with
little to no interest from the consumer market. The key points of transformational change are:
 To develop and communicate a well-defined strategy that explains the approaches you are taking
to change and the goals you are setting
 Continually reinforce your rationale for the changes
 Plan and methodically implement new business systems and approaches
 Involve your staff in all phases of change discussions and planning and communicate regularly
throughout the process, this will prevent potentially costly claims by workers and worker’s unions
In the case of northern rock, the bank had repaid most of its loan amount (a product of becoming
nationalised and being saved by the government) within 2 years and is now back in its feet, but is
now being run in a totally different manner, to help to prevent a situation like the subprime
mortgage crisis happening again.
This type of change is not currently needed by Roppacorp, although if the three contracts that A
Robson identified fall through, then this methodology would help to save the business from ruin.

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Which method is best?
In the case of Roppacorp, a transitional change method is most suited to the company’s expansion,
where a fast paced method of change would only bring about problems later on in the future and
will also allow the company to continue to function while restructuring takes place.
There are obstacles however; mainly being that such rapid expansion can often ruin a great start-up
company, as seen in the company overview (Appendix A), and that entering the growth stage can
have a severe impact on the business, sometimes initiating a transformational change that puts the
whole business in jeopardy. Greg Solomon, a business analyst for Fortune, says that “The moves you
make at the growth stage are increasingly important.” (Soloman, 2013) He goes on to say that there
are four key points that will help any company that is expanding, which are hidden gems (people in
your organisation that are critical to your success), finding your flywheel (as your business gets
bigger, you must produce better service), staying focused and finally professionalising your
processes.
Reasoning
The CEO Adam Robson has proposed to change Roppacorp from a small company, comprising of 19
staff across one small office, to a multi-site organisation with office in Newcastle, Gateshead and
Durham. The main goal for this change is to keep an on-going, consistent growth rate, and the
financial backing is already in place in the form of 3 contracts that are about to be paid off, providing
a spring board for the expansion. However, the company is taking a gamble by 1. Not informing the
staff prior to this venture and 2. Using the three big contracts to support this venture, as it is
uncertain that possibly two out of the three contracts could fall through. If this happens, a
transformational change method will be adopted, and some staff will have to made redundant.
Scope
As with any project, a project scope must be well defined and applicable to the whole of the project.
This project will focus on the following areas:
 Expanding Roppacorp to include two additional sites
 Access to a centralised network, caters for all users in a secure environment
 Staffing issues, including possible redundancies and promotions
 Restructuring of departments, related to the above point

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This change will take place over the course of a five month period and the offices will be expected to
be up and running by the end of the fifth month, with new vacancies being filled and promotions
assigned.

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Organisation readiness
People Readiness Action Required Completed
Business Unit
Have the business department
contacts been selected and notified?
The department heads will be the contact
points; all have been notified and alerted
to the projected change.
☒
Have the business department
contacts been briefed by the project
team?
The department heads have all been
alerted to the project, and are on board.
The staff members in all departments are
yet to be informed.
☒
Has the priority for this project been
set by the Business Management
Team?
Management team consists of A Robson, A
Lanchaster, S Moy and P Dickson. Priority
has been set to high, dependency on the
contracts.
☒
Training
Has the target training audience been
identified and nominated?
Two Secretarial positions at the Gateshead
and Durham sites
Lead developer positions at the Gateshead
and Durham sites
Two IT support positions at the Gateshead
and Durham sites
Two Designer positions at the Gateshead
and Durham sites
One Lead HR Rep position at the
Gateshead site
☒
Has a Training Needs Analysis been
carried out?
Yes, each position will require 1 weeks’
worth of intensive training in installed it
systems and business processes.
☒

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Is the Training Information Sheet
available?
Not to all staff, only to department heads
at the moment.
☒
Has the training provider been
established?
Will be handled in house by department
seniors.
☒

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Systems Readiness Action Required Completed
Information & Communications
Technology (ICT)
Is the centralised network configured
with proper security tools and auditable
records kept?
An outsourced networking company has
been contacted and work has begun on
prototyping the network to account for
any security flaws and user traffic issues.
☒
Content
Have the approved procedures/policies
been published?
Not to all staff members, the proposer (A
Robson) has decided only high level
management are to know about the
change for the time being. As the project
grows, he will initiate a companywide
survey to garner opinions. This is to
make allowances for three contracts that
are still in progress as these provide the
financial backing.
☒
Do the proposed users have access to
appropriate documentation?
As mentioned above, A Robson will allow
access to documentation when the
contracts are up.
☒
Business Application
Is there a support documentation in
place for IT systems?
Yes, this is being compiled by P Dickson. ☒
Has the relevant IT business unit been
notified of installation and support
requirements?
There is an outsourced networking team
that is working on the centralised
network, which will provide multi-site
coverage and access to shared resources.
In house IT support will work closely with
the network team.
☒

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Details of Change
As the business changes, almost every aspect of the organisation will be affected at some point. To
this end, it is a good idea to give consideration to what could happen, and what kind of impacts that
this would have on the business. This can be split up into two sections; rational and non-rational.
Rational changes are tangible changes that can be implemented, such as new staffing structures or
new processes, whereas non-rational changes deal in ethereal changes, like relationship changes
and work culture changes/ shock.
Rational
Roppacorp will make the following rational changes:
 Promote certain staff members that have shown exemplary qualities.
 Hire more staff to fill in roles that will become vacant as promotions are handed out/ new
positions are created.
 Implement a centralised network that can support at least 30 staff members, plus room for
further expansion (this will be handled by the outsourced networking company).
 Implement new security policies (physical) for the Gateshead and Durham sites.
 Implement a staff trainer in each department, this could be an additional role for heads of
departments or given to senior members of departments.
Considerations:
 Keep audit trails for all new equipment as each new system/ machine will have to be
accounted for by B Manoff.
Non-Rational
Roppacorp will make the following non-rational changes:
 Ensuring all staff members are made aware of the change by heads of departments in
weekly meetings, this will help increase moral and support for the change.
 Reiterate that all jobs are safe, and that there is room for promotion for the right people.
 Provide internal job vacancies for new positions, training will be provided for staff members
looking to switch roles. This will help boost support to staff members who feel they are not
in the right role.
Considerations:
 Special attention has been brought regarding Duncan Ferguson and Sally Bainbridge.
Interviews with team leaders/ line managers should be conducted to see what their
individual problems are.

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Process change
Roppacorp’s core systems and processes will have to make a significant change in the coming
months. Understanding what they are currently will help to determine what will have to change
when the business is multi-site.
Current Processes
Roppacorp is a software development company and over the last five years have developed many
bespoke software solutions. In most cases, companies request a database to be designed and
created in a limited timeframe. After negotiations have taken place, an analysis of the proposed
project and a price plan are created, providing the teams (both the developers and designers) all of
the information they need to craft a unique database that can be integrated with systems such as
barcode readers, scanners and card readers. The current process looks like this:
New processes
As the business expands, the need for process change is inevitable. As shown above, the current
process is simple because one department in one office has to talk to each other, and issues can be
resolved quickly as all resources are close at hand. In the case of a multi-site business, the easy to
reach resources soon become harder to get, and suddenly emails and phone calls can cloud simple
design and elegant development.
To this end, there are some changes to be made with the current processes, as shown below:

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This new process chart shows the additional
process that Roppacorp will have to go through
when dealing with a client. What team is
currently available to take on this workload, and
what site are they at? This provides an auditable
trail that can be used to back track on any faults
that may arise, or may even help to identify a
hidden gem, a worker that has proven to be
invaluable.
The new process chart looks like this, with several process that have been changed due to the
restructuring of the company:

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People change
A change on scale can affect the employees of a company, and Roppacorp is no different. With such
rapid growth, people can respond emotionally in a variety of way, ranging from feelings of hope and
happiness to despondency and discontent. Managing how employees feel is just as important as
managing a change in day to day processes. A Robson has mentioned that the staff can now be told
what is happening to the company they work for, and on a whole the response has been good.
Departmental surveys have returned positive feelings toward this change and resistors to the change
have been in talks with senior management to hear their views.
As new positions open up, there is an opportunity for some employees to advance in the company,
fulfilling roles that they (and their line managers) can do. This has been outlined by A Robson, where
that all employees that are fortunate enough to be promoted will be given full training, unless they
have a qualification that supersedes the level of management course they will be placed on. In most
cases, this will mean that workers with a degree will not qualify for free training, but can opt to pay
in instalments out of their own wage. If they do not possess a qualification that is higher than a Level
4 Business Management course, they will have access to this facility for free (as it is subsidised by
the government).
As the company grows, so too must the work culture. In the old structure, the business was
relatively relaxed. Now with the expansion and new opportunities (such as investments), the work
force will have to become more professional. For example, where workers used to be able to wear
casual clothes, now a uniform could be imposed.
Below are changes to current staff, and the vacancies that have opened up due to restructuring:
Changes to Current Staff
Staff Member Current Role Predicted Role Change
Steve Patel IT Support Lead IT Support, Durham
Site
Promoted to Lead IT Support of
Durham Site
Duncan Ferguson IT Support Lead IT Support,
Gateshead Site
Promoted to Lead IT Support of
Gateshead Site
Larry Pike Human Resources Lead HR Representative,
Durham Site
Promoted to Lead HR
Representative of Durham Site
Alfred Lanchaster Lead Developer Head Developer,
Newcastle Site
Promoted to Head Developer
of the Newcastle Site
Bill Cartwright Developer Developer, Durham Site Moved to Durham Site
Clarence Developer Developer, Durham Site Moved to Durham Site

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Montgomery
Sarah Hasselhoff Developer Developer, Gateshead
Site
Moved to Gateshead Site
Edward Tuffet Developer Developer, Gateshead
Site
Moved to Gateshead Site
Stephen Moy Lead Designer Head Designer Promoted to Head Designer of
the Newcastle Site
Sue Chang Designer Lead Designer, Durham
Site
Promoted to Lead Designer of
Durham Site
Peter Carlton Designer Lead Designer, Gateshead
Site
Promoted to Lead Designer of
Gateshead Site
David Hall Lead Project
Manager
Head Project Manager Promoted to Head Project
Manager
Laura Macintosh Project Manager Lead Project Manager,
Durham Site
Promoted to Lead Project
Manager of Durham Site
Michael Lines Project Manager Lead Project Manager,
Gateshead Site
Promoted to Lead Project
Manager of Gateshead Site
Vacancies Created from New Sites
Role Location
Secretary / Receptionist Durham Site
Secretary / Receptionist Gateshead Site
Site Lead Developer Durham Site
Site Lead Developer Gateshead Site
Designer Durham Site
Designer Gateshead Site
Lead HR Representative Gateshead Site
IT Support Durham Site
IT Support Gateshead Site

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Information sharing
This type of business would benefit greatly from a number of information sharing tools. These
should consist of:
 Staff accessible intranet
 Shared drives for each department
 Daily and weekly meetings
These methods will ensure that all of the staff members are aware exactly what is happening in the
company at that particular time, and will have relevant access to the materials and information that
they need to know. This does not mean that the staff will have access to high level materials (such as
costs analysis, payroll options), but instead will have access to information that will directly affect
their jobs.
Staff Intranet
Having a staff accessibly intranet will allow a fast dissemination of information throughout the
company. If, for example, any surveys needed to be carried out to gauge the staff opinions of how
the change is going, an intranet would be the fastest and most efficient method of implementing this
process.
Shared Resource Drives
Shared resources can improve on work time and can be used to great effect as a method of
distributing resources during a change. There heads of departments or HR reps can store documents
for incentives and help to collate files that may need to be moved to a different site (some of which
may need to be stored locally).
Daily and Weekly Meetings
Daily and weekly meetings are already a process that Roppacorp is familiar with, but the addition of
information that could be essential, time sensitive or employee level sensitive ensures that a face to
face meeting can happen. This in most cases will placate resistors to change, and could help to make
sure the process runs smoothly.

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Cost of change
Every change has a cost, this is an unavoidable truth. It may not be monetary, although in most cases
it is, costs are the single biggest factor that a company has to deal with. Roppacorp is no different,
and it requires money to attain the goal of a successful expansion. Below is a cost analysis sheet,
with an estimated total at the bottom. A Robson has said that the money for this venture is coming
from three lucrative contracts, so costs are not a problem.
Cost Analysis
Service/ Change Provider Contact Cost
Centralised Network Newcastle City Networkers Jack Napier £50,000
Security Guards for
new sites
Byker Security Solutions Frank Boles £8,000
Training materials City & Guilds training centre Dr Amadeus Arkham £25,000
(subsidised by
government
initiative)
Office space rent for
Durham Site
Regus John Palmer £22,000 PA
Office space rent for
Gateshead Site
Regus John Palmer £19,000 PA
Project Delays Roppacorp Alfred Lanchaster
Stephen Moy
£20,000
Reviewed Designs Roppacorp Stephen Moy £5,000
Loss of work (due to
many factors)
Roppacorp Paul Dickson £200,000
Total Cost £349,000

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Risk assessment
Risk No. Brief Description of Risk Low Medium High Mitigation Action Approval of
Commencement
Date of
Commencement
1 Central network goes down: could
present a major loss of data, resulting in
lost revenue.
☐ ☐ ☒ Improve fault tolerant
network.
P Dickson 20/05/15
2 Disgruntled staff: this could cause tension
in the workplace and could lead onto
other risk areas.
☐ ☒ ☐ Line managers/
department leads can
interview the worker to
ascertain why they
feel as they do.
A Robson 20/05/15
3 Poor communication and uncertainty:
can cause instability within the company
at a time when it is most vulnerable.
☐ ☒ ☐ LM’s and DL’s should
address this by talking
to the workers en
masse and provide a
Q&A session.
L Controllus 20/05/15
4 Fears about job security: as the company
changes, staff will begin to worry about
their position in the company.
☐ ☒ ☐ HR should send out a
memo describing the
nature of the change

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that Roppacorp is
undergoing, and
reiterate that all current
jobs are safe.
5 Poor morale: Must be addressed as soon
as possible, poor moral can leads to a
lack of work, loss of work leads to loss in
revenue.
☐ ☐ ☒ HR can offer incentives
to continue working at a
reasonable pace,
despite interruptions.
6
Dysfunctional teams: can be a major
threat if left unchecked. Again, not
preventing this can result in a loss of
revenue.
☐ ☒ ☐ DH’s will have to have
structured meeting,
with HR sitting in to
bring the teams into line
with the rest of the
company.
D Hall
20/05/15
7 Diversity: issues not adequately
considered could come back as serious
law suits.
☒ ☐ ☐ Should be addressed by
HR in the interview
process.

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8
Lack of support from managers: The
managers must be seen to be involved
and be 100% behind this venture.
☐ ☐ ☒ Bring in every
department head and
ensure that all of them
comply with the change
process, ensuring 100%
buy in.
A Robson 20/05/15
9 Employees unaware of available
support: support material might be hard
to find or line managers/ leads have not
updated their staff.
☒ ☐ ☐ Should be addressed by
HR.
10 Inexperience/fear of new technology: A
lack of training can cause issues like this.
☒ ☐ ☐ Addressed by P Dickson,
seminars for workers
who could benefit. This
should be a paid
seminar, this will
increase receptiveness.
P Dickson 20/05/15

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Risk Matrix
LIKELIHOOD
CONSEQUENCES
1 2 3 4 5
Insignificant Minor Moderate Major Catastrophic
A
Medium High High Very High Very High
Almost Certain
B
Medium Medium High High Very High
Likely
C
Low Medium High High High
Possible
D
Low Low Medium Medium High
Unlikely
E
Low Low Medium Medium High
Rare
Key:
Very High Risk Do something to control the risk
immediatelyHigh Risk
Medium Risk Do something about these risks
Low Risk Does not need immediate attention

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Change Approach
The change approach will look at three ways in which to help facilitate the change in Roppacorp; a
stakeholder analysis (with a descriptive table), a resistance assessment survey and a table detailing
the change management team (and associated roles).
Stakeholder analysis
Identifying the key stakeholders makes it easier to determine who will benefit the most from the
change, whilst also taking into account a wide variety of interests. For example, a low level employee
who is using this job as a stop gap will have little interest in what happens to the company, but will
perform to the expected level, whereas a top level manager, such as the Head of IT, will have a keen
interest in what is happening in the company he helped build.
CEO
Head of IT,
Head developer,
Head designer
Head Project Manager,
Accountant, Head of HR
Site Leads, including IT Support, HR
Representative, Developers, Designers
and Project Managers
Lower staff members, including IT support,
developers, designers and secretaries

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Level of
Participation
Who Description of Stakeholder
Driving CEO Stakeholders at this level are directly impacted
by the change and have some responsibility for
the change process. Additionally, there is an
expectation that their role requires them to
lead the implementation of the change either at
a site or a strategic level. This usually can
include the sponsors group.
Advocate Head of IT,
Head developer,
Head designer
Stakeholders at this level are directly impacted
by the change and have some responsibility for
the change process. Their role involves
facilitation of the change process through
support, encouragement and ability to
influence others.
Active
Participation
Head Project
Manager,
Accountant,
Head of HR
Stakeholders at this level are directly impacted
by the change and will be required to change
some aspect of what they do in their role
and/or how they do it.
Willingness Site Leads, including
IT Support, HR
Representative,
Developers,
Designers and
Project Managers
Stakeholders at this level are not directly
impacted by the change however they may be
asked to provide some assistance in the change
process.
Understanding Lower staff
members, including
IT support,
developers,
designers and
secretaries
Stakeholders at this level are not directly
impacted by the change however it is
preferable that they have a basic understanding
or awareness of the change so that they feel
informed.

Ryan Hughes 29
Stakeholder Analysis (Stakeholder Cross Section)
Stakeholder
Names and
roles
Importance
Low/ Med/
High
Current Level
of support
Low/ Med/
High
Influence
Low/ Med/
High
Expectations Managing
Expectations
Potential
Resistance/
Action Required
A Robson – CEO High High High Must be done within
budget and on time.
Frequent updates and
engaging in open
discussion on key
topics
None
Paul Dickson –
Head of IT
High Medium High New network must be
secure, fault tolerant and
must accommodate all
users without issue
Involve in key
discussions on
network security,
allow to filter
information to
subordinates
Network company is
reported to be
dragging their heels/
Contact network
company, find out
details
David Hall – Head
Project Manager
High High Medium Wants to provide support
in change team, has years
of experience in project
management
Include on all topics,
use as a reference
point and as a 2nd
eye
check
None

Ryan Hughes 30
Larry Pike – Lead
HR Rep (Durham)
Medium Low Medium Little to no experience of
change on this scale but
wants to see the company
grow but is unsure how to
help
Talk to Lisa Controllus,
have Larry learn how
to properly help other
employees get on
board
Uncertainty can lead
to fear, could be a
potential risk as the
project progresses
Sarah Hasselhoff
– Developer
(Gateshead)
Low Low Low Being new to the company,
Sarah is expecting to be left
in her position as Edward
Tuffet will progress to lead
developer for the
Gateshead site. She feels
that her talent is wasted.
Reassure her that her
job is safe, but that
Edward may be the
best candidate for the
promotion. Organise a
meeting with the HR
Rep and discuss
options.
Resents being
overturned for a
promotion / have
the situation
explained fully. If
unwilling to comply,
consider contract
termination.

Ryan Hughes 31
Resistance to change
1 (Strongly disagree) 2 (Disagree) 3 (Neither agree or disagree) 4 (Agree) 5 (Strongly agree)
Areas of Resistance Description Rating
1. Lack of understanding of the purpose and
drivers for the changes.
There may be a lack of understanding of the purpose of the project.
There may be a lack of awareness of the need for the change to occur.
1
2. Feeling of losing control People support what they have helped create. If they feel they have not had
sufficient input, resistance usually increases.
2
3. Lack of support from various levels in the
organisation.
If people perceive that key individuals or groups in their area are not genuinely
supportive of the project, their acceptance is difficult to secure.
1
4. Feel there is a real threat to my existing
power, job security or personal and career
goals.
Resistance is increased if people believe the change will result in greater emotional or
career costs relative to what they may gain.
1
5. Concerns about a lack of skills and knowledge People may resist change if they believe they do not possess the skills or the ability for
optimal performance during and after the change.
2
6. High level of impact on daily work patterns Failure to acknowledge and if possible, minimise the impact of project team activities
and changes on people work patterns tends to promote distrust and alienation.
4
7. Lack of time to absorb the changes The ability of staff to assimilate the change and all its consequences must be assessed. 2
8. High levels of uncertainty Sometimes just the uncertainness of the situation can make people react negatively. 5

Ryan Hughes 32
9. Adverse changes to key working relationships Adversely affecting the way they relate to others or who they work with or who they
report to.
4
10. High levels of past resentments and dislikes People may distrust or dislike sponsors or change agents or have had negative
experiences around change and a lack of acceptance and enthusiasm for the change
will quickly materialise.
4
11. Lack of incentives and rewards Change involves learning and learning usually involves errors. When people are not
given the freedom to make mistakes while they learn, they become afraid.
People need to be rewarded for accomplishing the change in the form of something
they truly value.
4

Ryan Hughes 33
Resistance Survey Review
How has this affected the running of the project?
Before performing this assessment tool, the main focus of the project was based around a set of
process and principles that, while recognised, were not stringently tested and looked at in depth.
The beauty of a tool like this is that you highlight key areas to which you may have touched on
before, but can now begin to change.
Resistance is a major factor in change management, and if left unchecked can potentially cause a
project to fail. The highest scorers on our assessment table were:
 High level of impact on daily work patterns
 Adverse changes to key working relationships
 High levels of past resentments and dislikes
 Lack of incentives and rewards
 High levels of uncertainty
All of these resistance factors have been flagged because they pose a clear threat to the
continuation of the project. I have chosen these factors because of the impact a high stress project
such as this cause. As tensions begin to raise so too will disruptions of daily work routines, upsetting
and uprooting some core working values. Worse still, as the company expands, this could lead onto
adverse working relationships, causing even more tension.
These changes to working relationships can fester, and could lead to outbursts that could severely
hamper the company image. A lack of incentives could produce the same results on its own, with
workers feeling undervalued and under-rated.
The single biggest threat to the company is uncertainty. As identified in the stakeholder cross
section, Sarah Hasselhoff is unfortunately harbouring feelings of discontent. This is a key threat as
she could potentially begin to cause disruptions by demanding promotions, which could spread to
other departments in a “Spartacus” movement.
Where will this research go?
This research will go towards getting the change team getting the most out of their meetings by
addressing the most important issues. This will allow them to easily identify key areas of weakness
that the project is experiencing and deal with them in the most effective way.

Ryan Hughes 34
Role of change management team
The change management team is the driving force behind the change within Roppacorp. When
developing strategies like this, it helps to have a dedicated team that can push the change in the
right direction. A team like this should be made up of members from a variety of departments and
levels, representing a full cross section of the company.
These team members need to have excellent communicative skills, as well as have influence in the
business and be able to work well in a small, hardworking team. More often than not, this will be an
additional responsibility to the candidate’s workload, as this does not require full time hours, but
rather attempts to subtly push the company in the right direction. The team will need to identify key
roles and share responsibilities in the implementation of the change plan.
Change Management Team
Team member Role within the
company
Role within the
change team
Responsibilities
A Robson CEO The Change
Manager
Tables all RFCs for a CAB meeting,
issues an agenda and circulates all
requests for changes to CAB
members in advance of meetings
to allow prior consideration „
Chairs all CAB and ECAB meetings „
Authorizes acceptable changes,
either alone or after a CAB or ECAB
has taken place „
Issues change schedules „
Updates the change log with all
progress that occurs, including any
actions to correct problems and/or
to take opportunities to improve
service quality „
Produces regular management
reports

Ryan Hughes 35
A Lanchaster Head Developer Change
Authority/
Change Advisory
Board
Analyses change records to
determine any trends
reports
Authorizes acceptable changes, as
part of the CAB.
Chairs all CAB and ECAB meetings
in the absence of A Robson
David Hall Head Project
Manager
Project Manager/
Change Advisory
Board
Analyses change records to
determine any trends
reports
Authorizes acceptable changes, as
part of the CAB.
Chairs all CAB and ECAB meetings
in the absence of A Robson
Lisa Controllus Head of HR Change Initiators/
Change Advisory
Board
Can raise a RFC, backed up by
evidence gained form insight study
in their particular site
Sue Chang Lead Designer
(Durham)
Change Initiator/
Change Advisory
Board
Larry Pike HR Rep
(Durham)
Change Initiators/
Change Advisory
Board
Stephen Moy Head Designer Change
Champion/
Change Advisory
Board
Promote new ideas for change
Support the vision
Be an example for the rest of the
workers
Can be recognised, always
accessible to lower level
employees.

Ryan Hughes 36

Ryan Hughes 37
Implementation Strategy
Overview
Implementation is the process that turns strategies and plans into actions in order to accomplish
strategic objectives and goals. Implementing a bespoke strategic plan for Roppacorp is just as
important as your strategy.
A strategic plan provides a business with the necessary resources it needs to go in a o a specific
strategic direction and set of performance goals, deliver customer value, and be successful.
However, this is just a plan; it doesn’t guarantee that the desired performance is reached any more
than having a roadmap guarantees the traveller arrives at the desired destination.
Here are the most common reasons strategic plans fail:
 Lack of ownership: The most common reason a plan fails is lack of ownership. If people
don’t have a stake and responsibility in the plan, it’ll be business as usual for all but a
frustrated few.
 Lack of communication: The plan doesn’t get communicated to employees, and they don’t
understand how they contribute.
 Getting mired in the day-to-day: Owners and managers, consumed by daily operating
problems, lose sight of long-term goals.
 An overwhelming plan: The goals and actions generated in the strategic planning session
are too numerous because the team failed to make tough choices to eliminate non-critical
actions. Employees don’t know where to begin.
 A meaningless plan: The vision, mission, and value statements are viewed as fluff and not
supported by actions or don’t have employee buy-in.
 No progress report: There’s no method to track progress, and the plan only measures what’s
easy, not what’s important. No one feels any forward momentum.
 No accountability: Accountability and high visibility help drive change. This means that each
measure, objective, data source, and initiative must have an owner.
 Lack of empowerment: Although accountability may provide strong motivation for
improving performance, employees must also have the authority, responsibility, and tools
necessary to impact relevant measures.

Ryan Hughes 38
Action plan
Actions Responsible Person Timeframe
IT Activities
Network testing
user account checking
Program deployment
P Dickson 4 weeks
Business Unit Activities D Hall 2 weeks
Ensure buildings that are provided meet expectations
Deploy Security guards at new sites
Communication Activities Larry Pike 2 weeks
Begin roll out of staff materials
Training Activities
Ensure all training sessions are booked in
If requires outsourced help, book in advance
Lisa Controllus 4 weeks, plus
continuous roll out
Audit Preparation P Dickson 3 weeks
Ensure all systems are in place before starting; get all available
resources from networking team.

Ryan Hughes 39
Schedule of Activities
Name of Task Duration Start Date End Date Resources
Milestone
One
Assign staff to
new positions
01/06/15 07/06/15 N/A
Activities Promotions,
discussed in
CAB meetings
- - -
Milestone
Two
Test Network
functionality
01/06/15 29/06/15 P Dickson, D Ferguson
Access to network
equipment during
evening and night times
Activities Test traffic
flow
Ensure all
users have
relevant access
- - -
Milestone Acquire new 29/06/15 Ongoing D Hall, will have to see if

Ryan Hughes 40
Three contracts there are any potential
customers available to
talk
Activities Reach out to
see if there are
any customers
waiting for
new database
solutions.
- - -

Ryan Hughes 41
Communication plan
Audience Key Messages Delivery Method Date Length of Session
(if applicable)
Location
Official Announcement of the
project
Reasons for the change
Benefits to workers
Benefits to the Company
FAQ’s
Who to Contact with
questions
Mandatory Seminar
sessions, team by
team basis
05/06/15 ½ hr Head Office
Team Leaders and Senior Managers Buy-in
Maintaining moral
Ensuring workers feel secure
Seminar 05/06/15 1 hr Head Office
All staff Communicating the
effectiveness of the current
change
Intranet Bulletin 01/06/15,
08/06/15,
15/06/15,
22/06/15,
29/06/15
n/a Company Wide

Ryan Hughes 42
Training plan
Session Modules Learning Outcomes Objectives Length Target
Audience
Delivery Mode Facilitator
Using the new system To be able to use the new
IT system efficiently
Learn how to use
shared drives,
See how the staff
intranet can benefit
daily work routines.
1 hr All Staff Supervised tutoring
sessions
P Dickson
Fire & Safety Be aware of fire and
safety procedures in the
new sites
Know where to go in
the event of a fire,
Know who to report a
safety breach to.
1 hr All staff (new
sites only)
Seminar L Pike
Health & Safety in the
workplace
Be aware of government
legislation in relation to
Health and Safety
Key points
recommended by
government
1 hr All Staff Seminar L Pike
Management Course Teach management
qualifications to newly
promoted candidates
How to be an effective
leader
How to manage
1 week Selected
employees that
have been
at home study
course,
supplemented by in
L Controllus

Ryan Hughes 43
employees. recently
promoted
house training
sessions

Ryan Hughes 44
Business systems plan
Hardware Required Software Required Network Resources Required
10 client machines, distributed to
vacancies across both Durham and
Gateshead
Operating systems
Office software
Department specific software
regulated bandwidth
network access for roaming profile
access
4 Laser printers, 2 at Durham and 2 at
Gateshead
n/a High availability

Ryan Hughes 45
Resistance plan
Key Areas of Resistance Actions to Address Resistance Responsible
Person
High level of impact on
daily work patterns
Schedule most of the changes to occur at a time where it will
not affect daily routines, such as weekends or evenings.
A Robson
Adverse changes to key
working relationships
Hold Q&A sessions with potentially volatile relationships,
outline that this type of behaviour is not tolerated.
L Pike
High levels of past
resentments and dislikes
Hold Q&A sessions with potentially volatile relationships,
outline that this type of behaviour is not tolerated.
L Pike
Lack of incentives and
rewards
Send out emails to offer cash prizes for most improved team,
etc.
L Controllus
High levels of uncertainty hold meetings with unsure employees and discuss the future
of the company on a one to one basis.
S Moy

Ryan Hughes 46
Implementation Package
CHANGE MANAGEMENT IMPLEMENTATION PLAN
Company and Project Details
Company Name: Roppacorp
Project Name: Roppacorp Expansion Plan
Company Project Contact Details
Project Manager Name: A Robson
Title: CEO
Department: CEO and founder of Roppacorp
Address: 123 Made Up Lane, City of Nowhere
Postcode: NE1 0AB
Email Address: a_robson@roppacorp.com
Telephone Number: 019126212345
Fax Number: 019126254321
Project Phase
Project Endorsement
Recommended by Project Manager: Yes
Project Manager Name: D Hall
Project Manager Signature: D Hall
Date: 01/06/15
Revision History
Version
No.
Date Author Status Reviewers
1.0 10/04/15 Ryan Hughes Initial Draft for Review A Robson, A
Lanchaster
1.1 22/05/15 Ryan Hughes Final Version A Robson, A
Lanchaster

Ryan Hughes 47
Key Stakeholder Endorsement
Stakeholder Position Signature Date
Business Owner Executive Director /
Director
A Robson 01/06/15
Information Policy and
Planning
Director / Manager A Lanchaster 01/06/15
Training and
Development
Director/ Manager P Dickson 01/06/15
Training and
Development Support
Director/ Manager S Moy 01/06/15
Change Project Team
Name Role in Team Name of Department Members
Adam Robson Manager Sally Bainbridge
Stephen Moy Change Champion/ CAB Sue Chang, Peter Carlton
A Lanchaster Change Authority/ CAB Bill Cartwright, Clarence
Montgomery, Sarah Hasselhoff,
Edward Tuffet
D Hall Project Manager/ CAB Laura Macintosh, Michael Lines
L Controllus Change Initiator/ CAB Larry Pike
Sue Chang Change Initiator/ CAB None as yet
Larry Pike Change Initiator/ CAB None as yet
Type of Change
□ Policy Change □ Process Change □ Job Roles □ System Change
Size of Change : □ Large □ Small
Speed of Change : □ Fast □ Slow
Other :

Ryan Hughes 48
Reason for Change
The CEO Adam Robson has proposed to change Roppacorp from a small company, comprising of 19
staff across one small office, to a multi-site organisation with office in Newcastle, Gateshead and
Durham. The main goal for this change is to keep an on-going, consistent growth rate, and the
financial backing is already in place in the form of 3 contracts that are about to be paid off, providing
a spring board for the expansion. However, the company is taking a gamble by:
1. Not informing the staff prior to this venture
2. Using the three big contracts to support this venture, as it is uncertain that possibly two out of the
three contracts could fall through.
If this happens, a transformational change method will be adopted, and some staff will have to
made redundant.
Change Scope
Scope Details :  Expanding Roppacorp to include two additional sites
 Access to a centralised network, caters for all users in a secure
environment
 Staffing issues, including possible redundancies and promotions
 Restructuring of departments, related to the above point
Current Status
The situation as it stands now is that Roppacorp is based in a small office in Newcastle. Well
respected in the industry, the company is looking to enter a growth phase to increase the size and
footprint of the business.
Future Status
Roppacorp is looking to expand to two additional sites, with a view to hire more employees. This will
increase the standing of the business, hopefully bringing in more voluminous and lucrative contracts.

Ryan Hughes 49
Change Specifications
Change Tactic
Split up into two sections; rational and non-rational. Rational changes are tangible changes that can
be implemented, such as new staffing structures or new processes, whereas non-rational changes
deal in ethereal changes, like relationship changes and work culture changes/ shock.
Rational:
 Promote certain staff members that have shown exemplary qualities.
 Hire more staff to fill in roles that will become vacant as promotions are handed out/ new
positions are created.
 Implement a centralised network that can support at least 30 staff members, plus room for
further expansion (this will be handled by the outsourced networking company).
 Implement new security policies (physical) for the Gateshead and Durham sites.
 Implement a staff trainer in each department, this could be an additional role for heads of
departments or given to senior members of departments.
Considerations:
 Keep audit trails for all new equipment as each new system/ machine will have to be
accounted for by B Manoff.
Non-rational:
 Ensuring all staff members are made aware of the change by heads of departments in
weekly meetings, this will help increase moral and support for the change.
 Reiterate that all jobs are safe, and that there is room for promotion for the right people.
 Provide internal job vacancies for new positions, training will be provided for staff members
looking to switch roles. This will help boost support to staff members who feel they are not
in the right role.
Considerations:
 Special attention has been brought regarding Duncan Ferguson and Sally Bainbridge.
Interviews with team leaders/ line managers should be conducted to see what their
individual problems are.

Ryan Hughes 50
Process Change
Key points in process change:
 New process have to be implemented as the company expands
 With multiple sites, more work can be taken on
 Additional teams can take on emergency work in case on team is unable to complete a
project
People Change
Key points in people change:
 New positions have opened up
 Two secretarial positions
 Two Lead Developer positions
 Two Designer positions
 Two IT support positions
 One HR Rep position
Information Sharing
Implement the following systems for information sharing:
 Staff accessible intranet
 Shared drives for each department
 Daily and weekly meetings
Cost of Change
Link: Cost of Change Documentation, Page 22
Risk Assessment
Risk Assessment Compliance
□ Risk Assessment Complete □ Risk Assessment Grid Attached

Ryan Hughes 51
Risk Assessment
Link: Risk Assessment Form, Page 23
Link: Risk Assessment Matrix, Page 26
Change Methodology
Link: Stakeholder Documentation, Page 27
Action Plan
Link: Action Plan, Page 37
Schedule Details
Link: Schedule Details, Page 38
Communication Plan
Link: Communication Plan, Page 39
Training Plan
Link: Training Plan, Page 40
Business Systems Plan
Link: Business Systems Plan, Page 42
Resistance Plan
Link: Resistance Plan, Page 43

Ryan Hughes 52
Review Change Strategy
After the change has been implemented, the process is not yet complete. Steps like assessing
results, implementing corrective measures and celebrating success are key parts of a review of
change.
Evidence of success
A project is judged on whether it is deemed successful or not, and this can be achieved through the
following steps:
 Collecting feedback from users
 Carrying out compliance audits on new processes, systems and job roles
 Reviewing areas of resistance and work with sponsors and direct supervisors to work
through any strategies
 Identifying areas of success for the project and making these visible in the organisation to
reinforce the change
All of these steps help to reinforce the change that the business has undergone.
Feedback
Feedback can be gathered by the following methods:
 Surveys
 Focus groups
 Casual conversation
 Feedback boxes
Feedback can be used for a variety of management purposes, ranging from influencing someone to
do something differently, or to show that the work that they have done is appreciated. Getting
information via the above methods provides management with metrics like performance, behaviour
and acceptance. A study of responses from various levels of the company can potentially help to
improve the quality of workplace life.
A focus group is a great way to gauge a response to what has happened to the company, and where
they think the business could have done better. This will also help to build and maintain
relationships, forging trust and support that runs throughout the business.

Ryan Hughes 53
Audits
Carefully planned audits help to review how resources are being used, what needs to be upgraded
and what changes worked well (and what didn’t work well). For example, an audit of the IT
structure that has been put in place could reveal potential risks to security, be it bring you own
devices or holes in physical security.
An audit also allows stakeholders and shareholders the chance to see where their time, effort and
money have gone. This would help garner support for a potential investor, if Roppacorp were to
expand any further.
Reviewing areas of resistance
Revisiting old areas of persistent resistance is critical to reinforcing the change. If the key
stakeholders are seen to simply ignore persistent areas of concern, trust and respect can be lost. If
problem areas (such as disgruntled employees) are not met and dealt with as soon as possible, these
areas can fester and end up costing the business dearly.
ID areas of success
Showing off what areas worked well is essential in reinforcing and justifying the change, as the
developers could potentially take on more work, HR has a proper structure and Head Office has
control over all aspects of a compartmentalised, professional business that could be a market leader
in the years to come.

Ryan Hughes 54
Works Cited
Soloman, G., 2013. Transitioning from a startup to growth-stage company. [Online]
Available at: http://fortune.com/2013/02/11/transitioning-from-a-startup-to-growth-stage-
company/

Ryan Hughes 55
Bibliography
Mason, W. H., 2012. Managing Change. [Online]
Available at: http://www.referenceforbusiness.com/management/Log-Mar/Managing-Change.html
Conrad, C., 2012. It’s Not the Change, it’s the Transition: A Theory on Why Change Initiatives Fail.
[Online]
Available at: https://www.captechconsulting.com/blogs/its-not-the-change-its-the-transition-a-
theory-on-why-change-initiatives-fail
Hornstein, H., 2008. Using a Change Management Approach to Implement IT Programs. [Online]
Available at: http://iveybusinessjournal.com/publication/using-a-change-management-approach-to-
implement-it-programs/
JISC, 2006, Updated 2014. Types of Change. [Online]
Available at: http://www.jiscinfonet.ac.uk/infokits/change-management/types-change/
Mayers, J., 2005. Stakeholder power. [Online]
Available at: http://www.policy-
powertools.org/Tools/Understanding/docs/stakeholder_power_tool_english.pdf
Queensland Government, 2015. Types of change. [Online]
Available at: https://www.business.qld.gov.au/business/employing/staff-development/managing-
people-through-change/types-change
Riker, J., 2009. Transactional, Transitional and Transformational Change. [Online]
Available at: https://leadingspace.wordpress.com/2009/12/20/transactional-transitional-and-
transformational-change/
Riker, J., 2011. Transitional Change Done Right. [Online]
Available at: https://leadingspace.wordpress.com/2011/10/27/transitional-change-done-right/
Soloman, G., 2013. Transitioning from a startup to growth-stage company. [Online]
Available at: http://fortune.com/2013/02/11/transitioning-from-a-startup-to-growth-stage-
company/

Ryan Hughes 56
Appendix A
Who we are
A growing North East based software development company, partially supported through funding
from various organisations involved with the development and growth of the software industry in
North East England.
Over the last 5 years the teams within RoppaCorp have developed numerous bespoke software
solutions including, amongst others, accounting, pensions, office management, stock control, point
of sale and production management. These bespoke applications can be integrated with Sage
accounting software when required. The size of these organisations has ranged from a one man
business to multinational corporations.
These solutions have been integrated into a diverse range of businesses: a rosette manufacturer, an
electrical transformer manufacturer, a pump manufacturer, travel agents, a bullion dealer, fine
organic chemical manufacturer, carpet warehouse, chemical distributor, pensions provider and
public utilities to name but a few.
They run in various operating system environments and can, when required, be integrated with
barcode readers, scanners, touch screens, card readers, cash accepters, weighbridges etc. to
produce an efficient cost effective solution. In the majority of cases these applications can also be
integrated with your website.
We develop using a number of database solutions including Microsoft SQL Server, Informix and MS
Access. The database chosen is based on the clients’ requirements and preferences. The majority of
our projects are completed on a fixed price basis. After a detailed analysis of the project a price and
payment terms are agreed. If you have an up-and-coming application requirement please do not
hesitate to contact us for a free and informal, no obligation discussion.
All our services are customer focused; customer inclusive and we take pride that our solutions are
delivered to a standard that regularly exceeds customer expectations. Our customer service is key
to our existing and continued success and fundamental to our approach. RoppaCorp customers both
current and new always know they will find an informed point of contact ready and keen to listen,
help and offer advice.

Ryan Hughes 57
Appendix B
Change Request Form
1.) SUBMITTER - GENERAL INFORMATION
CR#
Type of CR Enhancement Defect
Project/Program/Initiative
Submitter Name
Brief Description of
Request
Date Submitted
Date Required
Priority Low Medium High Mandatory
Reason for Change
Other Artefacts Impacted
Assumptions and Notes
Comments
Attachments or References Yes No
Link:
Approval Signature Date Signed
2.) PROJECT MANAGER - INITIAL ANALYSIS
Hour Impact
Duration Impact
Schedule Impact
Cost Impact
Comments
Recommendations

Ryan Hughes 58
3.) CHANGE CONTROL BOARD – DECISION
Decision Approved Approved with
Conditions
Rejected More Info
Decision Date
Decision Explanation
Conditions

Roppacorp Change Management

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