Discuss about the Fitlife Change Management Project for Health and Fitness.
Fitlife is one of the renowned health and fitness organizations that has been operating across various cities of e Australia for the last 40 years. The organization provides personal fitness training courses to their customers and currently employs some of the best personnel of the fitness industry for the same.
A recent market study by the Statistica Australian Marketing Research Agency ( or the SAMRA) has revealed that the emergence of various new entrants in the market is challenging the Fitlife ’s status of ‘Key player’. The market research team of SAMRA has advised the higher management of Fitlife to include certain key changes in the organization, the details of which would be discussed in this report.
Identify the strategic change needs through an analysis of organizational objectives
The market study conducted by the research team of Statistica Australian Marketing Research Agency indicated that at present, the organizational goals of Fitlife should be:
To increase the number of customers who currently utilize their services.
To include new forms of fitness training courses so as to attract new customers.
To join hands with corporate houses and academic institutions so as to attract the Gen Y in attending their fitness programs.
Besides the above mentioned strategies, the research team of SAMRA has also advised the higher management of Fitlife to make a better utilization of their ICT systems to attract the attention of the new age consumers.
The following section of the report would provide an in-depth analysis of the operational strategies currently utilized by Fitlife and the changes that have been recommended by the research team of SAMRA.
Sl. no |
Current policy and practice |
Contribution |
Limitation |
1 |
Fitlife currently utilizes their own set ups for providing training to the clients. |
Allows the utilization of world-class physical training facilities |
Restricts the chances of providing services to that section of the population who do not stay in proximity to the Fitlife training centers. |
2 |
Current working hours are from 10 am to 5.30 pm, with the weekends being off days. |
In accordance to the Fair Work Act 2009, results in well-rested employees. |
Restricts the participation of working professionals due the short working hours. |
3 |
Provides basic personal fitness training to the customers |
Provides well known physical training services to the customers. |
Does not allow the development of experimental fitness training programs |
4. |
Provides basic information to the customers on the official webpage |
Helps in providing crucial operational information to the customers. |
Potential customers are not able to obtain the answers to specific queries or take admissions/ make payments directly through the official website. |
Sl. no |
Required policy and practice |
Rationale |
1. |
Provide fitness training to the customers at their places. |
Such a strategy would allow providing services to such customers who are unable to travel to the Fitlife gyms. |
2. |
Join hands with corporate houses and educational institutes and provide fitness wellness trainings to their employees and/ or students. |
Such strategies would essentially help the organization to provide services to a large number of working professionals, besides allowing them to draw the attention of the younger generation. |
3 |
Increase the work hours and make employees work in shifts. |
Will allow providing services to the office-goers other practicing professionals. |
4. |
Include chat facilities on the official website |
Will help in resolving queries raised by the customers. |
5. |
Inclusion of new fitness training trends |
Will help in meeting the demands of potential clients |
The following section of the report would analyze the impact of the organizational behavior and external environment on the strategies recommended by SAMRA.
Sl. No |
Organizational behavior |
Impact |
1. |
The individuals working at Fitlife |
i. Chances of career growth ii. Scope of new employment |
2. |
Organizational groups |
i. Growth of new leaders ii. Work related stress might increase |
3. |
Organizational processes |
No significant change |
Sl. no |
External Factors |
Impact |
1. |
Competition |
The strategies are custom designed for keeping Fitlife ahead in the competitive market |
2. |
Government policies |
No significant effect |
3. |
Infrastructure |
New infrastructural set up would be required. |
4 |
Demographic factors |
Services can be provided to a larger section of the population |
5 |
Social, Cultural and technological |
No significant effect |
The following section of the report would provide information regarding the changes that would be included in the operational activities of Fitlife s so as to implement the strategies developed recommended by SAMRA.
Sl. no |
Operational change requirements |
Rationale |
1. |
Changes in working hours |
Longer working hours would allow the organization to serve the office goers and practicing personnel. |
2. |
Introduction of contemporary physical training forms like that of yoga, zumba, pilates, etc. |
Meeting customer demand |
3. |
Conducting physical fitness training classes in collaboration with corporate organizations and academic institutes |
Would facilitate the process of catering to a larger section of the population. |
4. |
Providing physical fitness training classes at the homes of the customers who are unwilling or unable to attend Fitlife fitness centers. |
Would facilitate the process of catering to a larger section of the population. |
The prioritization of the changes mentioned in the sections above have been done in the following table:
Sl. No |
Change requirements |
Rationale |
Priority |
1 |
Provide fitness training to the customers at their places. |
1. Increase number of customers 2. Unique service, would help to stay ahead in competition |
4 |
2 |
Join hands with corporate houses and educational institutes and provide fitness wellness trainings to their employees and/ or students. |
1. Cater to the working adults 2. Draw attention of young generation customers, who are more likely to be interested in fitness trainings |
3 |
3 |
Increase the work hours and make employees work in shifts. |
Encourage the working class to attend the fitness classes |
2 |
4 |
Include chat facilities on the official website |
Provide real time answers to queries generated by students |
1 |
5 |
Inclusion of new fitness training trends |
Cater to the demands of customers interested in contemporary fitness regimes. |
1 |
Undertake cost benefit analysis
Sl. no |
Category (cost) |
Cost (in AUD) |
1. |
Development of infrastructure for new training sessions |
55,000 |
2 |
Development of infrastructure at corporate houses and or academic institutions |
34000 |
3 |
Employment of new employees |
10,000 |
4. |
Developing ICT infrastructure |
3400 |
Sl. no |
Category (benefit) |
Cost |
1. |
Meeting the demands of clients |
1, 00,000 |
2 |
Increase in number of customers |
50, 000 |
3. |
Providing services to larger number of customers |
30, 000 |
4 |
Encouraging more fitness freaks to join Fitlife |
5, 000 |
Payback estimations:
Year |
Year 0 |
Year 1 |
Year 2 |
Year 3 |
Year 4 |
Year 5 |
Year 6 |
Initial Investment |
$ 102,400.00 |
||||||
Cash flow |
$ 180,000.00 |
$ 170,000.00 |
$ 180,000.00 |
$ 200,000.00 |
$ 230,000.00 |
$ 260,000.00 |
|
Cumulative cash flow |
$ (102,400.00) |
$ 77,600.00 |
$ 247,600.00 |
$ 427,600.00 |
$ 627,600.00 |
$ 857,600.00 |
$ 1,117,600.00 |
Payback period |
6.728695652 |
years |
As mentioned in the table above, the payback period is expected to be approximately 7 years.
Sl. No |
Barrier |
Likelihood |
Impact |
Consequence |
Risk Level |
Risk ranking |
Risk Mitigation |
1. |
Lack of finances |
Moderate |
High |
The entire project might stall for an uncertain period of time |
Significant |
1 |
Taking financial help from sponsors |
2 |
The current employees of the organization might resist the changes |
Minimum |
High |
The project might fail due to lack of employee support |
Significant |
2 |
Encourage employees to participate in change management process |
3 |
The changes incorporated by the organization might not be financially beneficial |
Moderate |
High |
Failure of the project |
Significant |
1 |
Optimized branding of the services |
The schedule of the change management project has been provided below:
Outline Number |
Task Name |
Duration |
Start |
Finish |
Predecessors |
0 |
Fitlife Change Management Project |
153 days |
Tue 11/1/16 |
Thu 6/1/17 |
|
1 |
Start date |
0 days |
Tue 11/1/16 |
Tue 11/1/16 |
|
2 |
Market study |
30 days |
Tue 11/1/16 |
Mon 12/12/16 |
|
2.1 |
Conducting market survey to collect information about the contemporary fitness training programs in trend |
15 days |
Tue 11/1/16 |
Mon 11/21/16 |
1 |
2.2 |
Conducting surveys among working adults to collect information about their fitness requirements |
15 days |
Tue 11/1/16 |
Mon 11/21/16 |
1 |
2.3 |
Conducting surveys among aged adults to collect information about their fitness requirements |
15 days |
Tue 11/1/16 |
Mon 11/21/16 |
1 |
2.4 |
Conducting market surveys regarding the facilities available for these groups |
15 days |
Tue 11/22/16 |
Mon 12/12/16 |
3,4,5 |
3 |
Strategizing changes |
47 days |
Tue 12/13/16 |
Wed 2/15/17 |
|
3.1 |
Developing strategies for meeting the requirements of these three groups |
20 days |
Tue 12/13/16 |
Mon 1/9/17 |
6 |
3.2 |
Estimating the costs required for implementing the strategies |
15 days |
Tue 1/10/17 |
Mon 1/30/17 |
8 |
3.3 |
Conducting discussion with employees regarding the changes |
7 days |
Tue 1/31/17 |
Wed 2/8/17 |
9 |
3.4 |
Including any changes suggested by the employees |
5 days |
Thu 2/9/17 |
Wed 2/15/17 |
10 |
4 |
Change management phase 1: increasing the work hours |
43 days |
Thu 2/16/17 |
Mon 4/17/17 |
|
4.1 |
Deciding the official working hours of Fitlife fitness centers |
5 days |
Thu 2/16/17 |
Wed 2/22/17 |
11 |
4.2 |
Finalizing shift hours |
5 days |
Thu 2/23/17 |
Wed 3/1/17 |
13 |
4.3 |
Estimating the number of new employees to be recruited for this process |
5 days |
Thu 3/2/17 |
Wed 3/8/17 |
14 |
4.4 |
Interviewing new resources |
10 days |
Thu 3/9/17 |
Wed 3/22/17 |
15 |
4.5 |
Recruiting new employees in the fitness centers |
3 days |
Thu 3/23/17 |
Mon 3/27/17 |
16 |
4.6 |
Providing necessary training to them |
15 days |
Tue 3/28/17 |
Mon 4/17/17 |
17 |
4.7 |
Commissioning the fitness centers with new work hours |
0 days |
Mon 4/17/17 |
Mon 4/17/17 |
18 |
5 |
Change management phase 2: include chat facilities on the official website |
40 days |
Thu 2/16/17 |
Wed 4/12/17 |
|
5.1 |
Communicate with the ICT service provider |
5 days |
Thu 2/16/17 |
Wed 2/22/17 |
11 |
5.2 |
Deciding on the services to be availed and cost to be paid |
15 days |
Thu 2/23/17 |
Wed 3/15/17 |
21 |
5.3 |
Implementation if new system |
20 days |
Thu 3/16/17 |
Wed 4/12/17 |
22 |
5.4 |
Commissioning new chat system |
0 days |
Wed 4/12/17 |
Wed 4/12/17 |
23 |
6 |
Change management phase 3: inclusion of new fitness training trends |
76 days |
Thu 2/16/17 |
Thu 6/1/17 |
|
6.1 |
Finalizing the new fitness training to be included in Fitlife |
10 days |
Thu 2/16/17 |
Wed 3/1/17 |
11 |
6.2 |
Interviewing training personnel having specialization in the said fitness trends |
10 days |
Thu 3/2/17 |
Wed 3/15/17 |
26 |
6.3 |
Finalizing financial contracts with the selected trainers |
10 days |
Thu 3/16/17 |
Wed 3/29/17 |
27 |
6.4 |
Employment of new trainers |
5 days |
Thu 3/30/17 |
Wed 4/5/17 |
28 |
6.5 |
Developing the infrastructure required for the newly incorporated sessions |
40 days |
Thu 4/6/17 |
Wed 5/31/17 |
29 |
6.6 |
Finalizing the timings and schedules for the new physical fitness training sessions |
1 day |
Thu 6/1/17 |
Thu 6/1/17 |
30 |
6.7 |
Commission the services to the customers |
0 days |
Thu 6/1/17 |
Thu 6/1/17 |
31 |
7 |
Change management phase 4: join hands with corporate houses and educational institutes |
60 days |
Thu 2/16/17 |
Wed 5/10/17 |
|
7.1 |
Communicating with corporate houses and/ or educational institutes |
20 days |
Thu 2/16/17 |
Wed 3/15/17 |
11 |
7.2 |
Proposing the plans to set up fitness training classes for the employees and/ or students of the organizations |
5 days |
Thu 3/16/17 |
Wed 3/22/17 |
34 |
7.3 |
Finalizing discussions |
5 days |
Thu 3/23/17 |
Wed 3/29/17 |
35 |
7.4 |
Setting up infrastructure required for conducting fitness training classes |
30 days |
Thu 3/30/17 |
Wed 5/10/17 |
36 |
7.5 |
Commissioning classes for the corporate clients/ students |
0 days |
Wed 5/10/17 |
Wed 5/10/17 |
37 |
8 |
Change management phase 5: provide fitness training to the customers at their places. |
50 days |
Thu 2/16/17 |
Wed 4/26/17 |
|
8.1 |
Identify services that can be provided to the customers at their homes |
15 days |
Thu 2/16/17 |
Wed 3/8/17 |
11 |
8.2 |
Developing specialist team for providing such facilities to the potential customers |
10 days |
Thu 3/9/17 |
Wed 3/22/17 |
40 |
8.3 |
Deciding on the financial aspects of the services |
5 days |
Thu 3/23/17 |
Wed 3/29/17 |
41 |
8.4 |
Marketing the uniqueness of the services |
20 days |
Thu 3/30/17 |
Wed 4/26/17 |
42 |
8.5 |
Commissioning the services to the customers |
0 days |
Wed 4/26/17 |
Wed 4/26/17 |
43 |
9 |
End Date |
0 days |
Thu 6/1/17 |
Thu 6/1/17 |
19,24,32,38,44 |
Figure: Gantt chart of the project
(Source: Developed by author in MS Project).
Parent Task |
Sub Task |
Labour |
Capital |
Cost (AUD) |
Time |
Outcome |
Market study |
Conducting market survey to collect information about the contemporary fitness training programs in trend |
Business analytic team |
N/A |
150 |
15 days |
Collecting information relevant to the project |
Conducting surveys among working adults to collect information about their fitness requirements |
Business analytic team |
N/A |
150 |
15 days |
Collecting information relevant to the project |
|
Conducting surveys among aged adults to collect information about their fitness requirements |
Business analytic team |
N/A |
150 |
15 days |
Collecting information relevant to the project |
|
Conducting market surveys regarding the facilities available for these groups |
Business analytic team |
N/A |
150 |
15 days |
Collecting information relevant to the project |
|
Conducting market survey to collect information about the contemporary fitness training programs in trend |
Business analytic team |
N/A |
150 |
15 days |
Collecting information relevant to the project |
|
Strategizing changes |
Developing strategies for meeting the requirements of these three groups |
Business analyst, marketing team, |
N/A |
500 |
20 days |
Finalization of strategies |
Estimating the costs required for implementing the strategies |
Business analyst, marketing team, project manager |
N/A |
1000 |
15 days |
Finalization of costs |
|
Conducting discussion with employees regarding the changes |
Project team manager |
N/A |
200 |
7 days |
Including the employees in the change management process |
|
Including any changes suggested by the employees |
Business analyst, marketing team, project manager |
N/A |
100 |
5 days |
Including relevant ideas put forward by employees |
|
Change management phase 1: increasing the work hours |
Deciding the official working hours of Fitlife fitness centers |
Fitness experts associated with project management team |
N/A |
200 |
5 days |
Finding options regarding the probable working hours |
Finalizing shift hours |
Project manager |
N/A |
100 |
5 days |
Finalization of working hours |
|
Estimating the number of new employees to be recruited for this process |
Fitness experts associated with project management team |
N/A |
200 |
5 days |
Finalization of the number of employees who would be recruited |
|
Interviewing new resources |
Project manager, HR team |
N/A |
300 |
10 days |
Short listing of employees |
|
Recruiting new employees in the fitness centers |
Project manager, HR team |
N/A |
100 |
3 days |
New employees recruited |
|
Providing necessary training to them |
Fitness experts associated with project management team |
N/A |
600 |
15 days |
Well trained employees, ready to serve customers |
|
Change management phase 2: include chat facilities on the official website |
Communicate with the ICT service provider |
Fitness experts associated with project management team |
N/A |
200 |
5 days |
Collecting information regarding the cost of including a chat service |
Deciding on the services to be availed and cost to be paid |
Fitness experts associated with project management team |
N/A |
600 |
15 days |
Finalization of the services to be availed and the cost associated with it |
|
Implementation of new system |
ICT service provider |
N/A |
3000 |
20 days |
Developing and implementing real time chat options |
|
Commissioning new chat system |
ICT service provider, Project manager, |
3000 |
450 |
5 days |
Real time chat options included in website |
|
Change management phase 3: inclusion of new fitness training trends |
Finalizing the new fitness training to be included in Fitlife |
Fitness experts associated with project management team |
N/A |
500 |
10 days |
Finalization of new fitness training programs |
Interviewing training personnel having specialization in the said fitness trends |
Project manager, HR team |
N/A |
700 |
10 days |
Short listing of training personnel |
|
Finalizing financial contracts with the selected trainers |
HR team |
N/A |
100 |
10 days |
Finalization of the payments and other facilities to be made to the newly recruited trainers |
|
Employment of new trainers |
HR team |
N/A |
50 |
5 days |
Employment of new trainers |
|
Developing the infrastructure required for the newly incorporated sessions |
Project management team |
50, 000 |
5000 |
40 days |
New infrastructure developed |
|
Finalizing the timings and schedules for the new physical fitness training sessions |
Project management team |
N/A |
100 |
1 day |
Schedules of new classes finalized |
|
Commission the services to the customers |
Project manager |
N/A |
N/A |
0 days |
Services commissioned |
|
Change management phase 4: join hands with corporate houses and educational institutes |
Communicating with corporate houses and/ or educational institutes |
Project management team |
N/A |
500 |
20 days |
Identification of corporate houses or academic institutes who might be interested in setting up fitness training centers |
Proposing the plans to set up fitness training classes for the employees and/ or students of the organizations |
Project management team |
N/A |
250 |
5 days |
Sharing of business proposals |
|
Finalizing discussions |
Project management team |
N/A |
1000 |
5 days |
Finalizing the proposal |
|
Setting up infrastructure required for conducting fitness training classes |
Project management team |
30000 |
4000 |
30 days |
Setting up the fitness training centres |
|
Commissioning classes for the corporate clients/ students |
Project manager |
N/A |
N/A |
0 days |
Services commissioned |
|
Change management phase 5: provide fitness training to the customers at their places. |
Identify services that can be provided to the customers at their homes |
Fitness experts associated with project management team |
N/A |
1500 |
15 days |
Services finalized |
Developing specialist team for providing such facilities to the potential customers |
Project management team |
N/A |
1000 |
10 days |
Specialized team developed |
|
Deciding on the financial aspects of the services |
Project management team, Project manager |
N/A |
1500 |
5 days |
Finalization of charges to be made |
|
Marketing the uniqueness of the services |
Project management team |
1500 |
1000 |
20 days |
Potential customers well informed |
|
Commissioning the services to the customers |
Project manager |
N/A |
N/A |
0 days |
Services commissioned |
Sl. No |
Reporting Protocol |
Stakeholder 1 (Sponsor) |
Stakeholder 2 (Client) |
Stakeholder 3 (Employees) |
Stakeholder 4 (Customers) |
1 |
Outcomes |
Awareness regarding the progress of the project and the utilization of funds |
Awareness regarding the: 1.Progress of the report 2. Issues associated with the project |
Awareness regarding the: 1. organizational changes 2 new processes to be followed |
Awareness regarding the services provided by Fitlife |
2 |
Key Message |
1.Progress reports 2.Financial reports |
1. Progress reports |
New operational instructions |
Promotions of new services |
3 |
Channel |
1.Official meetings 2.Well Documented reports |
1. Official mails 2.Well Documented reports and presentations |
Official mails |
E marketing, branding using social media and news media |
4 |
When/ frequency |
Once in a month |
Once in every 15 days |
As and when required |
As and when required |
The change management cycle that has been utilized in this project has been depicted below:
Figure: The Change Management Cycle
(Source: Developed by author)
Name |
Description |
Signature |
Date |
Service Owner Name |
I hereby approve the change management plan |
Please insert |
Please insert |
Business Change Manager |
I hereby approve the change management plan |
Please insert |
Please insert |
Project Manager Name |
Plan approved by Business Change Manager |
Please insert |
Please insert |
The meetings to be conducted with the stakeholders of the project ( the employees and the client of the project) would include discussions on the following points:
Evaluation Report
Performance gaps
The performance gaps of the project have been provided in the following table:
Parent Task |
Sub Task |
Labour |
Capital |
Cost (AUD) |
Time |
Outcome |
New Outcome |
Market study |
Conducting market survey to collect information about the contemporary fitness training programs in trend |
Business analytic team |
N/A |
150 |
15 days |
Collecting information relevant to the project |
As expected |
Conducting surveys among working adults to collect information about their fitness requirements |
Business analytic team |
N/A |
150 |
15 days |
Collecting information relevant to the project |
As expected |
|
Conducting surveys among aged adults to collect information about their fitness requirements |
Business analytic team |
N/A |
150 |
15 days |
Collecting information relevant to the project |
As expected |
|
Conducting market surveys regarding the facilities available for these groups |
Business analytic team |
N/A |
150 |
15 days |
Collecting information relevant to the project |
As expected |
|
Conducting market survey to collect information about the contemporary fitness training programs in trend |
Business analytic team |
N/A |
150 |
15 days |
Collecting information relevant to the project |
As expected |
|
Strategizing changes |
Developing strategies for meeting the requirements of these three groups |
Business analyst, marketing team, |
N/A |
500 |
20 days |
Finalization of strategies |
Strategies not finalized |
Estimating the costs required for implementing the strategies |
Business analyst, marketing team, project manager |
N/A |
1000 |
15 days |
Finalization of costs |
Not finalized |
|
Conducting discussion with employees regarding the changes |
Project team manager |
N/A |
200 |
7 days |
Including the employees in the change management process |
As expected |
|
Including any changes suggested by the employees |
Business analyst, marketing team, project manager |
N/A |
100 |
5 days |
Including relevant ideas put forward by employees |
As expected |
|
Change management phase 1: increasing the work hours |
Deciding the official working hours of Fitlife fitness centers |
Fitness experts associated with project management team |
N/A |
200 |
5 days |
Finding options regarding the probable working hours |
As expected |
Finalizing shift hours |
Project manager |
N/A |
100 |
5 days |
Finalization of working hours |
Resisted by employees |
|
Estimating the number of new employees to be recruited for this process |
Fitness experts associated with project management team |
N/A |
200 |
5 days |
Finalization of the number of employees who would be recruited |
As expected |
|
Interviewing new resources |
Project manager, HR team |
N/A |
300 |
10 days |
Short listing of employees |
As expected |
|
Recruiting new employees in the fitness centers |
Project manager, HR team |
N/A |
100 |
3 days |
New employees recruited |
As expected |
|
Providing necessary training to them |
Fitness experts associated with project management team |
N/A |
600 |
15 days |
Well trained employees, ready to serve customers |
||
Change management phase 2: include chat facilities on the official website |
Communicate with the ICT service provider |
Fitness experts associated with project management team |
N/A |
200 |
5 days |
Collecting information regarding the cost of including a chat service |
As expected |
Deciding on the services to be availed and cost to be paid |
Fitness experts associated with project management team |
N/A |
600 |
15 days |
Finalization of the services to be availed and the cost associated with it |
As expected |
|
Implementation of new system |
ICT service provider |
N/A |
3000 |
20 days |
Developing and implementing real time chat options |
As expected |
|
Commissioning new chat system |
ICT service provider, Project manager, |
3000 |
450 |
5 days |
Real time chat options included in website |
Task postponed by 2 working days |
|
Change management phase 3: inclusion of new fitness training trends |
Finalizing the new fitness training to be included in Fitlife |
Fitness experts associated with project management team |
N/A |
500 |
10 days |
Finalization of new fitness training programs |
As expected |
Interviewing training personnel having specialization in the said fitness trends |
Project manager, HR team |
N/A |
700 |
10 days |
Short listing of training personnel |
As expected |
|
Finalizing financial contracts with the selected trainers |
HR team |
N/A |
100 |
10 days |
Finalization of the payments and other facilities to be made to the newly recruited trainers |
As expected |
|
Employment of new trainers |
HR team |
N/A |
50 |
5 days |
Employment of new trainers |
As expected |
|
Developing the infrastructure required for the newly incorporated sessions |
Project management team |
50, 000 |
5000 |
40 days |
New infrastructure developed |
As expected |
|
Finalizing the timings and schedules for the new physical fitness training sessions |
Project management team |
N/A |
100 |
1 day |
Schedules of new classes finalized |
As expected |
|
Commission the services to the customers |
Project manager |
N/A |
N/A |
0 days |
Services commissioned |
As expected |
|
Change management phase 4: join hands with corporate houses and educational institutes |
Communicating with corporate houses and/ or educational institutes |
Project management team |
N/A |
500 |
20 days |
Identification of corporate houses or academic institutes who might be interested in setting up fitness training centers |
As expected |
Proposing the plans to set up fitness training classes for the employees and/ or students of the organizations |
Project management team |
N/A |
250 |
5 days |
Sharing of business proposals |
Plan Approved by only 2 corporate houses |
|
Finalizing discussions |
Project management team |
N/A |
1000 |
5 days |
Finalizing the proposal |
As expected |
|
Setting up infrastructure required for conducting fitness training classes |
Project management team |
30000 |
4000 |
30 days |
Setting up the fitness training centres |
As expected |
|
Commissioning classes for the corporate clients/ students |
Project manager |
N/A |
N/A |
0 days |
Services commissioned |
As expected |
|
Change management phase 5: provide fitness training to the customers at their places. |
Identify services that can be provided to the customers at their homes |
Fitness experts associated with project management team |
N/A |
1500 |
15 days |
Services finalized |
As expected |
Developing specialist team for providing such facilities to the potential customers |
Project management team |
N/A |
1000 |
10 days |
Specialized team developed |
Additional 5 days were required |
|
Deciding on the financial aspects of the services |
Project management team, Project manager |
N/A |
1500 |
5 days |
Finalization of charges to be made |
As expected |
|
Marketing the uniqueness of the services |
Project management team |
1500 |
1000 |
20 days |
Potential customers well informed |
As expected |
|
Commissioning the services to the customers |
Project manager |
N/A |
N/A |
0 days |
Services commissioned |
As expected |
The outcome of the risk management process of the project have been provided in the following table:
Sl No |
Risk |
Root causes |
Risk Control measures (actions to be taken) |
Monitoring procedure |
Responsible person |
Timeline |
1 |
Lack of finances |
Inappropriate budgeting |
Taking financial help from sponsors |
Supervision of the budgeting process |
Project manager |
Within 15 days of the issue being noticed |
2 |
The current employees of the organization might resist the changes |
The employees might not be able to accept the changes being incorporated in the organization |
Encourage employees to participate in change management process |
Appropriate communication with the employees. |
HR manager |
Within 5 days of the issue being noticed |
3 |
The changes incorporated by the organization might not be financially beneficial |
Inappropriate market survey |
Optimized branding of the services |
Supervision of the marketing/ branding procedure |
Project manager |
Within 90 days of the issue being noticed |
Conclusion
The preceding sections of the report provide insight into the change management project being implemented in Fitlife. Section 1 of the report emphasizes on the identification of the issues that need to be considered on an emergency basis, while the change management strategy has been discussed in section 2 of the report. Section 3 sheds some light on the manner in which the changes would be communicated with the stakeholders while the last section essentially highlights the process of monitoring the change management activities.
In the light of the discussions made in the report, it can be said that the strategic changes mentioned in the report can be successfully implemented with the utilization of appropriate monitoring and implementation processes.
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