【正文】 agues as a source of system / technical reference.. Skills / Knowledge Requirements Describe how the planned changes for the skill / knowledge requirements of the organisation / business will be achieved. Crossreference to the Training Plan to ensure that all new skills and any transfer of skills are addressed.. Policies / ProceduresDescribe how the planned changes for the organisation / business policies and procedures will be achieved. . Workflows / ProcessesDescribe how the planned changes to the organisation / business workflows and processes will be achieved.. Employee Motivation / IncentivesDescribe what management strategies are planned. Often when a puter system or new technology is to be implemented within an organisation, there is a tendency to ignore the following issues that systems can cause or create for employees – personal anxiety, alienation, invasion of privacy, unemployment and displacement, loss of individuality etc.Be aware of the following issues which can cause systems / technology to be rejected: workplace acceptance of the system / technology is often related to the user’s perceptions of job enhancement and increased selfesteem. the system / technology results in a change to the employee’s power and influence within the business unit / organisation.. Human Resource ManagementDescribe what changes and management strategies are planned, and how they are to be achieved. Areas of potential include: industrial / union issues。 occupational health and safety。 personnel recruitment, redeployment and redundancy。 and staff counselling, performance review and development.. Transition ScheduleThe strategy for the development of the transition schedule will more than likely be driven by the approach taken with the project’s plan for the output delivery stages. The preferred approach is to develop a detailed implementation schedule prior to the mencement of the implementation phase.The following table is an example of a high level schedule (major milestones only), however other ongoing tasks such as management meetings, risk reviews etc may be listed:Table n+3: Transition PlanKey milestonesResponsibleStart ScheduledScheduled FinishMilestone AMilestone BWhere transition involves substantial “change” to the status quo, it is remended that the transition period be kept to as short a period of time as possible. The longer the period of transition, the greater number of problems that will have to be faced (. other organisational changes will assume priority and resources).3. Communication PlanThe Communication Plan is used to describe the munications framework between: the staff in the business area(s)。 and the business area(s) and the stakeholders.Some of this section may have already been addressed by an overall project munication plan, for example within the Project Business Plan.The Communication Plan may be formal, informal, detailed or broad, depending on the needs of the project.Communication is a major ponent of a successful project. Two leading causes of project failure as identified by the Gartner Group (1996) were insufficient involvement of stakeholders and infrequent munication with sponsors. Therefore ensure stakeholders have input into this document, in particular this plan.. Key Communication IssuesSummarise the key munication issues for the project which have been discussed with the relevant stakeholders.Communication information can consume project resources, therefore munication should concentrate on information which will contribute to the project’s success or where a lack of munication can lead to failure.. Communications StrategyBroadly describe the direction and overview of the guidelines that will be used for munication.Consider any assumptions and constraints here that may need to link into the risk management section. Examples may include: Use of diverse means of munication with face to face as the primary method。 Regular define the frequency munication。 Information presented via a variety of medium and formats。 Strategy for responding to unexpected information requests。 Mechanisms established to ensure two way munication。Some munication technology factors to consider: Will project success require up to date information at a moments notice? Are munication systems currently in place appropriate? Are munication systems proposed patible with staff skills and experience? (is training required?) Will the technology alter during the life of the project?. Stakeholder GroupsStakeholders are often classified according to predefined categories. The purpose of which allows for management of and munication with groups of similar needs / interests. Stakeholders of the project title have been identified and classified accordingly in the latest version of the Project Business Plan. For the purposes of munication, these stakeholders have been grouped according to the key issues that the munication plan will need to address for that stakeholder group.. Table n+4。 Stakeholder Groups (modified from Thomsett and Smyrk)Involve the groups that are applicable.GroupGroup DescriptionStakeholdersRelated ProjectsRelated projects and change activities that will impact upon this project.. can be internal or external to the organisation, government, national etc – identify owners of eachOute ImpactedIndividuals/groups/organisations/related projects who will be impacted by the achievement of the project’s outes.Output DeliveryGroups/organisations responsible for the delivery of the project’s outputs.. Project Team, ConsultantsOute AccountableClient groups who are the corporate owners/sponsors of the project, supporting the achievement of project outputs and outes.. Corporate Client, Project Sponsor, Steering Committee.. Stakeholder AnalysisThe information