Change Implementation and Management Plan


Assignment: Change Implementation and Management Plan
It is one of the most clich of clichs, but it nevertheless rings true: The only constant is change. As a nursing professional, you are no doubt aware that success in the healthcare field requires the ability to adapt to change, as the pace of change in healthcare may be without rival.
As a professional, you will be called upon to share expertise, inform, educate, and advocate. Your efforts in these areas can help lead others through change. In this Assignment, you will propose a change within your organization and present a comprehensive plan to implement the change you propose.
To Prepare:

Review the Resources and identify one change that you believe is called for in your organization/workplace.

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This may be a change necessary to effectively address one or more of the issues you addressed in the Workplace Environment Assessment you submitted in Module 4. It may also be a change in response to something not addressed in your previous efforts. It may be beneficial to discuss your ideas with your organizational leadership and/or colleagues to help identify and vet these ideas.

Reflect on how you might implement this change and how you might communicate this change to organizational leadership.

The Assignment (5-6-minute narrated PowerPoint presentation):
Change Implementation and Management Plan
Create a 5- or 6-slide narrated PowerPoint that presents a comprehensive plan to implement changes you propose.
Your narrated presentation should be 56 minutes in length.
Your Change Implementation and Management Plan should include the following:

An executive summary of the issues that are currently affecting your organization/workplace (This can include the work you completed in your Workplace Environment Assessment previously submitted, if relevant.)
A description of the change being proposed
Justifications for the change, including why addressing it will have a positive impact on your organization/workplace
Details about the type and scope of the proposed change
Identification of the stakeholders impacted by the change
Identification of a change management team (by title/role)
A plan for communicating the change you propose
A description of risk mitigation plans you would recommend to address the risks anticipated by the change you propose

Alternate Submission Method
You may also use Kaltura Personal Capture to record your narrated PowerPoint. This option will require you to create your PowerPoint slides first. Then, follow the Personal Capture instructions outlined on the Kaltura Media Uploader guide found in the left menu of your classroom. This guide will walk you through downloading the tool and help you become familiar with the features of Personal Capture. When you are ready to begin recording, you may turn off the webcam option so that only “Screen” and “Audio” are enabled. Start your recording and then open your PowerPoint to slide show view. Once the recording is complete, follow the instructions found on the “Posting Your Video in the Classroom Guide” found on the Kaltura Media Uploader page for instructions on how to submit your video. For this option, in addition to submitting your video, you must also upload your PowerPoint file which must include your speaker notes.
By Day 2 of Week 11


New plane construction

Final week, you are to finalize the overall project management plan (PMP) and to integrate all previously submitted components incorporated with instructor (project sponsor) feedback into a single project management plan. The project management plan will include the following components:
-Project quality management plan to include an updated scope, cost, schedule, communication, risk, resources, procurement, and quality)
-Project requirements updated
-Stakeholder register updated
-How project RAID (Risk, Assumption, Issues, and Dependencies)will be managed
-Project sponsor approval of the key project deliverables


Part-1: Creating a New Plane
Students Name
Institution Affiliation

Part-1: Creating a New Plane

Project Title: Creating a New Plane

A Work Breakdown Structure (WBS) lists all project duties. WBS is hierarchical and offers logical, ambiguity-free categorization. Activities or deliverables may define these categories. The WBS must represent the approved work. The project’s scope statement should be used to create a timetable and cost estimate. Project managers must construct a WBS before developing a strategy and timeline. Developing a WBS and WBS Dictionary will allow the project team to: 1)gather information on the project’s work requirements for creating a new plane, 2)divide operations into smaller portions that will fulfill the project’s goals, and 3)design the project so that it is proactive and logical from beginning to end.
Before the project begins, the PM has minimal influence. without specifying project scope. Through scope management, the project manager can design and maintain the scope statement. This statement describes the project manager’s deliverables. This phase ensures and communicates to project management that only scope-related activity is done. This step helps complete the work.


Most firms that use project management make their OPA available to project managers. This, along with a Project Charter and Preliminary Project Scope Statement, will help the PM launch this part of the project. The Project Manager will have a Scope Management Plan after this stage. According to the Scope Management Plan, the PM will document, refine, verify, and oversee the project scope.


Project scope is next. To define project requirements, the project manager must interview all relevant parties. After understanding the project’s stakeholders’ needs and expectations, the scope can be established by prioritizing outputs. Discussing some options now may be helpful if they need to be documented later. After completing the scope definition, the project manager should conclude the scope statement. This will help in later project stages when making selections and ensuring everyone knows the project’s goals.

Create a WBS.

A well-designed WBS should focus on project deliverables, not tasks (WBS). If you don’t use the Work Breakdown Structure (WBS) as a checklist of activities to do (your project plan will help), you can focus on the WBS’s primary purpose: organizing and outlining the project’s scope. Work packages should be the foundation of the Work Breakdown Structure (WBS). These work bundles should help you estimate the project’s cost and timeline.


In “Scope Verification,” you’ll win stakeholders’ formal approval of your project’s scope. To acquire this degree of acceptability, you must often undergo Inspection.

Change Integrated Any project changes require a Control Process (ICCP). During Scope Control, you’ll address everything that could modify the project’s scope. The project manager must analyze proposed changes to evaluate their impact. After that, they should suggest fixes. Follow the procedure and limit scope creep. Changes can affect your scope statement, WBS, baselines, and OPA.


Aerodynamics flies planes. Rapid airflow over the wings lifts them. Wings and rudder steer planes. Better pilots are balance-trained. Autopilot and copilot help pilots. Military, air transport, and freight aeroplanes, planes, and aircraft (Chu et al 2019). Passenger, freight, military, and private planes fly. Planes expedite international travel.


Navy plane production is regulated. Before integrating into an airplane, these requirements must be reduced. A rapid, luxurious jet is impossible. Class determines a plane’s strength. Navy fighters must be agile and armed. Power and durability meet these requirements.


Airplane production is difficult despite its weight. Warplane. Any jet or screw-propeller aircraft with air against its wings. “History of Flight” describes aircraft progress and civil aviation’s start. Airplanes need wings, tail surfaces, movable surfaces, and a power plant to fly. Parking, takeoff, and landing require help. Fuselages hold personnel, passengers, and cargo. A cockpit pilots the plane.


Most global aviation infrastructure projects overshoot time and resources. Airplane building is global. Predicting and removing project impediments boosts success. The project’s effectiveness hinges on contractor competency, money, constraints, management buy-in, and airport location. Per-country complexity and breadth vary. Insufficient funds slowed the project. Insufficient funding causes cost overruns and project delays (WBS 2019). Money could slow new airport building. The project may fail if the key actors can’t manage time and money. Unreliable contractors increase costs, delay projects, and produce poor results. When designers can’t create a plan, course corrections increase project scope, cost, and timeline.


The sponsors includes Eriots Jackson and private sponsors.

Acceptance criteria

Internal and external factors affect project outcomes. Well-organized project teams, quality implementing contractors, managerial competencies to follow project progress, timely financing, and key stakeholders are vital (Smagin et al 2019). Project management must be flexible. According to global study, including stakeholders, selecting qualified and competent stakeholders, making project funds accessible on schedule, and having trained management staff boost aviation construction project performance. New airport construction.


Plane skeletons mostly. According to their findings, low funding affects project delays and cost overruns (Krokhmal et al 2020). Lack of capital slowed new manufacturing, showing how money affects projects. Cost and time overruns resulted from plan changes.


Resource materials. Designs and manufacturers are determined. Legally obtained permits.


Lack of experienced staff (due to illness, absenteeism, or workers quitting mid-project), urgent need to buy raw supplies, excessive construction waste, and Excessive Rain could delay the project.


Sponsors authorize. “Scope Verification” approves project scope. Inspection determines acceptance. Inspection includes a customer walkthrough. Products must meet specifications.


Sponsor updates weekly. Emergency and hiring reports.
Scope statements

Part Two


New Plane WBS structure

Scope and Schedule: The project scope is a document that is always changing. Every project’s Monitoring and Control stages experience challenges that require modifying the scope definition. WBS is going to be an excellent project management tool. Success of the project depends on it. It prepares the ground for upcoming project planning.

Finalized project scope: A reliable WBS can help ensure accurate baselines, estimates, resource use, scheduling, risk analysis, and procurement. The WBS defines and organizes the project’s scope. I prefer the outline view since it presents a simple, easy-to-understand WBS structure. It’s a good layout for designing the WBS because it’s easy to alter, making it a good choice overall.

WBS structure: The operations will follow the WBS structure chart where the operations will operate starting from level 1 to level 3. The prelinaries would fisrt be handled and supervised by the project manager. Also, the right estimation should be made to avoid wastage of resources. The client is informed while the work is being inspected during a walkthrough. It is an effort to assure that the results of a task will match the requirements outlined in the specifications and the product acceptance standards.

Develop project schedule: The development of the project will be as in the list of activities, deliverables, and milestones contained inside this project is what is referred to as scheduling in project management. A timetable will begin as it was planned and will make every effort to maintain the finish date, the duration, and the resources that were allocated to each activity.

Project Resources Tasks: The many supplies, objects, and/or materials used throughout a project are referred to as material resources. Depending on the project you’re working on, your resources or assets may be of a variety of kinds, but you’ll probably need at least one tangible thing.

Stakeholder Engagement:

At this phase, you can still clearly see who needs to be involved. You must decide which team members will be needed when in order to finish the project on schedule. At different times, you’ll need to bring in different types of subject matter experts, and for them to execute their jobs properly, they must all be familiar with the project’s objectives.You may work your way up from individual jobs to the total project, allowing for more accurate projections of time, cost, and risk. In conclusion, it allows you to verify the deliverables with stakeholders and make any necessary changes.

Communication Plan: Communication plan relevant now that the WBS Code may be automatically updated by automatically constructing a new plane. As one climbs this structure’s levels, the project’s goals and outcomes become finer and more quantitative. A WBS will help with my project’s role assignment, resource allocation, monitoring, and management. The WBS clarifies and distinguishes deliverables, which helps the project team understand what each must complete.

Part 3

Overall Project Budget

EVM is based on the baseline plan of expected spending over time. This plane plan generates the “Budgeted Cost of Work Scheduled” (BCWS) or “Planned Value” (PV) profile, which is used to assess the project’s performance. This baseline was derived from a costed and resourced project plan. The plan considered both fixed and variable costs caused by financial and human resources. The BCWS profile is typically displayed as a cumulative curve, also known as an S-curve.
Methodical behavior EVM recommends including a provision in the baseline BCWS to account for uncertainty and risk, and that the integrated baseline review (IBR) process validate the robustness and suitability of this provision. In practice, however, many baselines are developed without adequate risk consideration; rather, they merely include a “contingency element” for work that was not previously planned. In fact, contingency is frequently buried within the baseline to avoid management removing it before the project begins. In most cases, the existence of this contingency has nothing to do with the identified risks; rather, it is the result of an intuitive assessment of what “just in case” measures might be required.

Project Manager: Being a project manager requires interior and exterior changes in 4 months. The project has 6 months and $120000 to complete. With a budget of $1,000 for each event, the project will pay for refreshments for the activities and trophies for the winners. Labor costs will be high. Outsourcing all hardware. The Plane Project report will construct a fully functional system and test it in two countries. After these events, it will alter the site, build expansion strategies, and offer guidance on how to transform the project’s outcomes into a lucrative craft (Chu et al 2019). Accepts donations towards event-planning schools and organizations. Accepts updates and lets businesses construct their own websites to welcome local players and sharks, receive applications, and announce winners and losers.

Your sponsor and team assumed physical events would be most popular, therefore you didn’t include an online version in the initial project. The crew limited the scope of this initial mission so they could improve the organization and create a new plane.
A $1,000 budget each event will cover refreshments and prizes. Labor costs will be high. Outsourcing all hardware. Self-pay is $50,000. The remaining $20,000 will be used for event preparation, consultants, legal and other business bills, among other things. Status reports, final project presentations, final project reports, lessons-learned reports, etc.

Product Deliverables

The research reports Team will demonstrate the new aircraft’s improvements and plausibility during flight tests. After testing the systems and getting user feedback, the team will make adjustments and write follow-up project ideas (Chu et al 2019). The team will also create a business plan with proposals for turning this idea into a profitable enterprise in a year.

New systems and an online platform account are needed. Jackson attends all project activities and, if possible, a complete team meeting. In this regard, team would buy a new laptop and Internet access for 3 team members abroad so they could share information. Advancement of technical and non-technical features task outline advancework plan breakdown. All installed software must follow published standards and will be tested as part of the project’s major success criteria.
Outside vendors will supply all needed hardware.

Risk Management

One of the most common methods for evaluating risk is the use of a “risk matrix.” Their primary function is to evaluate the level of risk and whether or not it is being managed effectively. However, there is still debate over the best way to employ them. All risk matrices should have at least three columns and rows.
The zone where the danger of an event is low and can be easily managed because its severity is also low (often colored green). The problem is rarely addressed. On the other hand, bowties are often only done for major hazards, therefore the vast majority of events do not fit under this category because they are so dangerous.
An occurrence with a high probability and high severity (often red) requires numerous preventative efforts to lower its likelihood or impact. Lots of activities falling into this category are planned for Bowties.
The medium range (often represented by the color yellow) lies between the two extremes. In most cases, we treat any occurrence in this bracket as a potential problem that has to be tracked, but we keep our attention on it at a level that is as low as possible. If we maintain that level, we are essentially accepting the risk.

Project Raid

Leaders in the field of project management can evaluate the major threats, uncertainties, and challenges facing their endeavor with the help of a RAID log. Leaders can use RAID logs to improve the plane project planning since they provide a way to anticipate and prepare for anticipated risks and difficulties. After completing a RAID analysis, the results can be compiled and stored as a RAID document. A RAID log is the term for this record. To keep track of risks, assumptions, problems, and dependencies, you can maintain a RAID journal.



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