Website Enhancement Essay Example

the occupancy rates of residential respite beds. Fortunately, there is no need for additional expenses as the website already has the necessary infrastructure. However, including photos of the 11 facilities with respite beds will incur a cost of $1760 at a rate of $160 per facility. Additionally, there will be a cost for staff time to write, edit, and review the content which amounts to $950 for 10 hours at a rate of $95 per hour.

The enhancement will require a total investment of $2710, but there will be no need for additional maintenance expenses as the site is already being maintained. Given the low risk involved, there will be no sensitivity analysis or assumptions made. Since the site already exists and stakeholders are familiar with it, there is no need for a change management plan. The announcement of this addition will be communicated via the website, staff newsletters, and email.

The performance of the process improvement will be evaluated using the occupancy rates of the respite beds as a quantitative business metric. The benchmark for both residential and respite beds is set at 99%. Return on investment will also be considered. To measure qualitative business indicators, surveys will be created and conducted to assess caregiver and employee satisfaction.

The project metrics used to evaluate the success of the project include time, cost, and technical performance. The project will be finished according to the schedule. The vendor will deliver the product on or before the agreed target date. The training will also be completed within the specified time frame. The cost will not exceed the estimated budget. The software will meet both design and performance specifications. An

evaluation of the project's outcome will be conducted with the executive sponsor to assess her satisfaction with the project. Additionally, a review of the project's process will be conducted with the project team to determine their satisfaction with it (Bennigson, 1971).

Fraser Health has the necessary hardware and most of the software for both solutions. Use cases involve end users in a non-technical manner during system analysis and design, ensuring success. The project takes into account the impact on all stakeholders, evaluates and mitigates business and security risks. Additionally, a thorough financial plan is developed to assess the investment's viability, while performance is measured using metrics.

The text discusses a review of five models and theories of change: The Generic Change Model, Lewin's Change Model, Kotter's Eight-Step Model, Bridges' Change Model, and Coghlan and McAuliffe's Model of Large System Change. The focus is on the human implications of major organizational change that arises from the introduction of new technology. It also examines the critical success factors for managing people during organizational change. The text describes the human implications of the proposed technological changes in an 18 week project and discusses how the selected models and theories can be applied to address these implications.

Five Models or Theories of Change: Validity and Utility The Generic Change Model The Generic Change Model is proposed by Jay and Smith (1996) state it is vital to focus on change management when implementing a new information system. The model the two authors recommend is mapped onto a typical systems development life-cycle model. Jay and Smith (1996) state this model is the best one to use when change is related to implementing a new

information system, as it provides managers with the essential steps required to ensure effective change management throughout the process. The model consists of the following four phases: orientation; preparation; implementation; and support.

During the orientation stage, the focus is on understanding the motivation for change and developing a strategy for change. In the preparation stage, the environment is analyzed, the change direction is announced, a work plan for change is developed, readiness for change is ensured, and a common direction is provided. The implementation phase involves designing and developing the computer system, conducting system testing, developing procedures, providing training, and rolling out the system.

The final phase of the support includes the stabilization or reinforcement of the change, evaluation of the system's effectiveness, and ensuring that the new state remains permanent (Jay ; Smith, 1996). This model is applicable and beneficial for any technology initiative as it connects with the Systems Development Life Cycle and gives change agents a clear set of steps to manage the human aspects of change.

Lewin's Change Model, recommended by Levasseur (2001), is a useful approach for implementing new technology. According to Levasseur (2001), the main reasons for failures in technology implementation are ineffective communication and lack of involvement of stakeholders in the early stages. These barriers can be hard to overcome later in the change process. By following the first step of Lewin's Model, barriers to change can be minimized and the chances of success can be increased (Levasseur, 2001). The second stage, known as the change stage, requires ongoing support and teamwork to maintain momentum.

The third stage of Lewin's change model is the refreezing stage. During this stage, the change agent

collaborates with stakeholders in the organization to install, test, debug, use, measure, and enhance the new system. It is crucial for the change agent to remain involved until old behaviors are replaced with new ones. Although the model does not provide detailed steps for change agents to follow, it clearly outlines the major steps required for successful implementation of change. Lewin's Model is both valid and useful as it acknowledges the human implications associated with a change initiative.

According to Mento, Jones, and Dirndorfer (2002), Kotter developed his Eight-Step Model as a response to the high failure rate of change efforts. After studying 100 companies, Kotter identified eight critical stages necessary for successful change management. These stages include establishing a sense of urgency, forming a powerful guiding coalition, creating a vision, communicating the vision, empowering others to act on the vision, planning for and creating short-term wins, consolidating improvements and producing more change, and institutionalizing new approaches (Kotter, 1998). Kotter emphasizes that mismanaging any of these steps can compromise even the most well-conceived vision. Therefore, Kotter's Model is both valid and useful in providing specific guidance to change agents in effectively managing change.

Dulaney and Stanley (2005) utilized Bridges' Change Model, which consists of three phases - the ending, the neutral zone, and the new beginning - to facilitate organizational change within their healthcare organization. Their objective was to modify the delivery of addiction services, which necessitated a change in staff behavior. Despite facing various challenges during the process, the authors effectively transitioned the staff to the new processes. Bridges' Change Model is commonly employed to manage an individual's transitional journey, and in this instance, it

proved successful in facilitating organizational transition as well (Dulaney & Stanley).

The Coghlan and McAuliffe Model of Large System Change, as applied to healthcare reorganization in Ireland, views health organizations as open systems. According to O'Shea et al., the model emphasizes the interconnectedness and interdependence of issues, events, forces, and incidents within a complex entity when implementing change.

The model includes five phases: determining the need for change, defining the desired future state, assessing the present in terms of the desired future to identify necessary changes, implementing the change and managing the transition, and consolidating and sustaining change. O'Shea et al. demonstrated the successful application of this model in reorganizing regional orthopedic services in Ireland through a retrospective analysis.