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For information and reference only – not to be submitted as your own work. This extract uses an illustrative technology (a cloud-based shared scheduling and customer records tool) to show structure. Your ePortfolio must implement the recommendation from your own earlier BSNS5202 assessments, written in your own words.

This extract follows the BSNS5202 Assessment 3 brief (Open Polytechnic, Advanced Business Information) and uses the Nourish & Thrive case context. The original brief is on our BSNS5202 Assessment 3 question page, and the full explanation is in our guide to the BSNS5202 implementation plan and communication strategy.

Task 1: Implementation plan (extract)

Current state analysis

At Nourish & Thrive, bookings and client notes are kept in separate spreadsheets and paper diaries. Staff re-enter the same details several times, double bookings occur and managers cannot easily report on client numbers. The recommended cloud scheduling and records tool brings bookings, client details and reports into one system.

Project timeline

Milestone Key activities Week
1. Approval and set-up Sign-off; account set-up; user roles defined 1–2
2. Data migration Clean spreadsheets; import client records; check accuracy 3–4
3. Training Two hands-on sessions; quick-reference guide issued 5–6
4. Go-live New bookings in the tool only; floor support 7
5. Review Staff feedback; usage report; adjustments 10

The weeks and risk ratings in this extract are illustrative.

Risk management

Risk Likelihood Impact Mitigation
Client data errors during migration Medium High Clean data first; spot-check 10% of records
Privacy breach from wrong access settings Low High Role-based access; review against the Privacy Act 2020
Staff reluctance to use the tool Medium Medium Involve champions; hands-on training; floor support at go-live
Internet outage Low Medium Printed daily schedule as backup

The register follows the identify, analyse, treat and monitor sequence described in ISO 31000:2018.

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Staff training strategy

Training uses short hands-on sessions with real bookings rather than slides. Two “champions” are trained first and support colleagues during go-live. Effectiveness is checked at reaction and behaviour levels (Kirkpatrick & Kirkpatrick, 2016): a quick survey after each session and a usage check two weeks later.

Change management

The transition follows the ADKAR sequence (Hiatt, 2006): build awareness of the double-booking problem, create desire by showing time saved, give knowledge and ability through training, and reinforce with recognition once the tool is in daily use.

Task 2: Communication material extract – internal FAQ

Question Answer
Why are we changing? To stop double bookings and repeated data entry, and to give everyone one up-to-date view of client bookings.
When does the new tool start? New bookings go into the tool from week 7. The spreadsheets will be read-only after that.
Will I get training? Yes. Everyone attends two hands-on sessions, and champions are available on go-live day.
Who can see client information? Only staff who need it for their role. Access is set by role.
What if the internet goes down? Use the printed daily schedule and enter changes once the connection returns.

Task 3: Reflection extract

Building trust in a technology project depends as much on listening as on explaining. I would start by asking staff what frustrates them about the current system, so the change answers their problems rather than mine. When explaining the tool, I would avoid jargon and use a live demonstration. To persuade hesitant colleagues, I would share early results, such as fewer double bookings, because evidence persuades more than promises.

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About the expert

Reviewed by Dr. Amelia Wilson, Senior Business & Management Report Writer, University of Auckland, New Zealand. Her profile covers business and management reports involving critical analysis, data interpretation and practical recommendations.

More support for business and report tasks is available on our report writing help and diploma assignment help pages.

References

Hiatt, J. (2006). ADKAR: A model for change in business, government and our community. Prosci Learning Center Publications.

International Organization for Standardization. (2018). Risk management – Guidelines (ISO Standard No. 31000:2018). https://www.iso.org/standard/65694.html

Kirkpatrick, J. D., & Kirkpatrick, W. K. (2016). Kirkpatrick’s four levels of training evaluation. ATD Press.

Privacy Act 2020. https://www.legislation.govt.nz/act/public/2020/0031/latest/whole.html

For help planning schedules, milestones and risk responses in your own implementation plan, see our PM assignment support for NZ students.

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