1. NAME: Olatokun Olasupo
STUDENT NUMBER: STU37944
EXECUTIVE SUMMARY
I have recently been appointed Manager of Human Resource (Corporate Banking) of Access Bank PLC, a
thriving indigenous Bank in Nigeria which was established in 1989 and listed on the Nigerian Stock
Exchange, to provide Business and individuals in Sub-Saharan Africa with a varied range of Cooperate and
personal banking services. The Banks value is centered on making shareholders and customers alike
happy in the most environment friendly way, while remaining socially relevant.
I report directly to the Board Human Resources and Governance; my primary role includes, but not limited
to the maintenance and improvement of management systems that help to ensure that human capital are
optimized; At a strategic level is facilitation of the creation of an attractive work environment that ensure
that employees are adequately rewarded for their contribution, best minds are recruited and retained while
ensuring that human capital pool aligns with Organizational strategic goals(Mathis R and JACKSON J,
2011).
Task 1
1.1
For the purpose of this section, I shall be making a comparison between kotter Eight Steps model and
Lewin's Change Management Model.
Lewin’s Change Management Model: The three-step change model and the force-filed analysis were both
presented by Kurt Lewin (1951) (Kritsonis, A 2005).
Lewin suggested that change should be viewed from three distinct stages. The first stage is to Unfreeze
(Planning) the existing organizations state of equilibrium i.e. the status quo.
The Transition (implementation) follows Unfreeze stage. Having identified change imperatives and desired
state of equilibrium, people have bought into the idea of change and are beginning to get involved in its
process. As such the status quo is rearrange to meet new needs (Cameron E and Green M, 2009).
The conclusion of the Transition brings us to the Refreeze phase. The Refreeze phase is very crucial in the
sense that without a conscious effort to make the new equilibrium stick via institutionalization or
internalization (Mind Tools, 2014).
Kotter’s Eight Step Model: Having worked as a change expert consulting for about a 100 organizations
embarking on strategic change, his experience with this organizations was distilled into the Eight Step
Model (Cameron E and Green M, 2009). Kindly refer to Table 1.0 for the Eight Step in Kotter’s Model.
2. SIMILARITIES
Both models identify problems or opportunities within an existing status quo and push for change based on
certain rationale they have identified. In the case of Lewin’s et al 1951, this would be at the Unfreeze stage
while for kotter, it is the stage establishing a sense of urgency. Both models also pointed to specific phases
of change process; each phase having certain duration and the success of the subsequent phase
contingent on the preceding (Garvin, 1998 cited in Ford and Greer, 2006).
According to Kanter, Stein and Jick (1992) cited in Ford and Greer (2006), Using Kotter (1996) and Lewin
(1951), pointed that it is also worth noting that models of change are inclined to having three basic phases
i.e. the present status quo of the organization is question while current methods are abandoned, followed
by the development of suitable/ desired approach and finally institutionalization of new approach and
behavior. The table below was adapted from Davis M (2012), which tries to illustrate this relationship.
Table 1.0.
Lewin (1951) Kotter (1998)
1. Establish a Sense of Urgency
2. Creating a Guiding Coalition
3. Developing a Vision and
Strategy
4. Communicating the Change
Vision
5. Empowering Employees for
Broad Based Action
6. Generate Short Term Wins
7. Consolidate Change and
Produce More Change
Refreeze
8. Anchoring New Approach in
the Culture
Unfreeze
Transition
3. According to Pryor et al, (2008) Lewin (1951) and kotter (1991) model showed that the idea of change
connotes uncertainty because people are comfortable with a state of equilibrium and they will avoid change
especially if it is not favorable. As such measure must be in place to garner support and trust for change
initiatives.
CONTRAST
Organizational change aspirations are somewhat synonymous with skill development and delivery as
change; skill development and delivery is vital to effective change implementation (Kerr and Jackofsky
1989; Terpstra and Rozell 1993 cited in Ford and Greer, 2006). One major contrast between Lewin et al
(1951) and Kotter (1991) is that while kotter (1991) was fairly opened about the need for skill development
in phase 7 of his model but Lewin’s model emphasizes the process of planned change vaguely without
specifying organizational development activities(Ford and Greer, 2006).
The successful outcome of the implementation of planned change is contingent on evaluation amongst
other variable like how well the organization achieved it new equilibrium, how better it is performing in its
new status quo, and the cost of change to the organization and individual (Tushman and OReilly, 1997
cited in Ford and Greer, 2006). However, of both models, only Kotter’s model captured evaluation as
essential in phase 6(Planning for and Creating Short-Term Wins); especially if the change program is for
the long haul. Short-Term wins allows you the opportunity to appreciate milestones, make adjustments if
necessary and rewards does charged with the realized gains.
According to RDI 2014, the exit of the chief executive of an organization can have considerable effect on
the operations and dynamics of the management team.
In the winter of 2012, the CEO of the Access Bank PLC Mr. Aigboje Aig –Imoukhuede, declared his intent to retire to the
Company’s board, while giving a long notice of 1 year to allow for the implementation of a succession plan (Bangudu O,
2013).
1.2
Lewin’s Model (unfreeze): His decision to leave lacked proper timing in that a new five year strategic plan
had just been inaugurated and he was expected to pilot the company through its execution. The event was
an automatic mandate for change action as the equilibrium of the organization, the dynamic and operation
of the management team would be affected (RDI 2013).
Transition: using the Succession planning by position – management driven model (Carter N, 1986) a
succession plan and reshuffling of the management team was embarked upon. Suitable candidate within
the organization which the exiting CEO had identified was endorsed by the board, mentored by the
4. outgoing CEO and the announced as successor. The same process might follow through for other positions
left vacant as a result of the cascading effect of his exit.
Refreeze: the new reality becomes norm when the incoming CEO and newly inaugurated management
team members take the helm and move the organization forward and most importantly, the new succession
model is institutionalized.
Kotter’ Model. A sense of Urgency was created by the CEO decision to exit the company because of the
uncertainty that followed, as such the board requested that team consisting of experienced internal and
external professionals (Form a powerful guiding coalition) to help tackle the issue.
A clear vision was formed using the Succession planning by position – management driven model (Anon,
n.d). The direction as to how to tackle leadership succession issues at hand and that of the future was laid
down. The new vision was clearly Communicated to would be candidate, the board and other major
stakeholders. By means of mentoring, the successors were empowered to Act in their new roles.
Generate short-term wins: Kotter’s model clearly allows for monitoring change initiatives. The candidates
were monitored via mentoring programs to determine suitability.
Persevere: at this stage, the wheat has been separated from the chaff and successful candidate receiving
further training and rewards.
Institutionalize the new approaches: As with lewin’s refreeze phase, as the new status quo sticks as the
CEO and newly inaugurated management team member take the helm and move the organization forward,
the organizations attitude towards succession planning became ripe. The event leading to the new
paradigm was a wakeup call.
Although one might argue that kotter’s model is an overkill in the above context, would still choose it over
Lewin’s Model because his model is more elaborate and explicit. It emphasizes buy-in as a strategy for
successful change implementation; it clear talks about skill development, process evaluation and
accountability.
1.3
A suitable strategic intervention technique for the situation above would be Human Resource Management
Intervention. Succession planning being a subset of Talent Management is the basis for dealing effectively
with staffing surprises as was the case with the situation above. Being the method for identifying a plan for
the orderly replacement of key employees (Talent pool) (RDI 2013).
The following steps are required in the application of a succession plan.
Alignment with strategy: we must identify the critical jobs, competencies required to fill this job, we must
determine if international assignment will be required etc.
5. Involvement of top management: it is best practice to involve the CEO, top executives (mentoring and
coaching) because succession planning bothers on continuity and achievement of strategic imperatives
(Mathis & Jackson, 2011).
Evaluate key talent: using tools like psychometric testing, 360 feedback and Skill Gap Assessment to help
ascertain Gap between the actual levels of skill a candidate and the level of skills required for this key
position, and develop missing competency.
Task 2
2.1
Access Bank is currently one of the largest banks in Nigeria and very poised to lead Africa’s banking
industry. Moving up 5 steps from 9th
postion to 4th
best bank in Nigeria in less than a decade (between 2007
to 2013), the bank witnessed tremendous growth between this periods. Testament to this growth is that the
bank saw its customer based grow by over 1000% (600,000 to 6.5 million) between this periods. The bank
currently serves about 6000,000 of its customers from a solid network of about 345 branches throughout
Nigeria.
Access bank is licensed to offer international banking services as such about 500,000 of its customer are
spread within as follows: 200,410 customers/32 branches in Ghana, 16,052 customers/7 branches in
Rwanda, 50,971 customers/5 branches in The Gambia and 11,771 customers and 4 branches in Sierra
Leone. Others include 48,070 customers/2 branches in Congo.DRC , 16,193 customers/5 Zambia and
1,369 customers/3 branches United Kingdom.
6. Main business segment include institutional banking, consumer banking, financial banking and private
banking while main client segment are telecommunications, beverages, manufacturing, construction, oil &
gas, parastatals, high net worth individuals and middle income professionals(Annual Report 2013).
Other notable gains are highlighted in the Table 2.0 (Aig-Imoukhuede A, 2013)
2007 2013
Local Ranking 9th out of 25 banks 4th out of 21 banks
Deposit N86bn Deposit N1,306bn Deposit
Assets N409bn Asset N1,745bn Asset
Market Capitalization N68bn N241bn
S&P: BBB S&P: AA-
Fitch: BBB Fitch: A-
Table 1.0 highlights the notable strides made by Access Bank between 2007 and 2013.
Risk Ranking
2.2
The organization appears set to consolidate on its gains as new Economic factor like the Rebase of
Nigeria’s GDP might serve as opportunity for change and growth for the organization. Other external
factors which are driving the need for change are highlighted in the PEST analysis in table 2
Table 2.1
7. Political/Legal
Oil and Gas Local Content
Policy
Agric Sector Reforms
Power Sector Reforms
Sociocultural
Population
Growth/Youth/Female
Demographic
Global Perspective
Sino-Nigeria Trade flows
Mobility and Internet Penetration
PEST Analysis of the Nigerian Financial Sector(Mind Tools 2011)
Economic
Rebase of Nigeria’s GDP
Growing Infrastructure requirements
Pension/Capital markets/insurance
sector transformation
Technological
However, as suggested, I would be identifying 3 main drivers for the purpose of this paper
Technological: Mobility and Internet Penetration
It is globally agreed that the availability of internet and broadband is the foundation for transformation to a
knowledge-based economy; also, it has been empirically proven that every 10% increase in broadband
penetration in developing nations translates to a 1.3% increase in the nations GDP (Ovia J et al 2013).
According to Meeker and Wu 2013, as of the December of 2012, the total amount of global internet users
surpassed 2.4Billion and an 8% yearly growth, propelled by emerging markets. However, Nigeria total
population of internet users was 48 million as at 2012 with yearly growth of 15%.
The trend of internet penetration in Nigeria is experiencing constant growth as established by a recent
publication by The Nigerian Communications Commission in the PUNCH news on February 4, 2014. The
publication pointed to the fact that 57,840,299 million Nigerian are currently subscribed to use Internet data
as at 2014.
In other to further consolidate the trend and further strengthen position Nigeria as the largest economy in
Africa, the president commissioned, amongst other things, a Team for a national broadband strategy and
roadmap. They are charged putting together a plan that would see Nigeria achieve its strategic goal of
realizing a fivefold internet and broadband penetration by 2017(Ovia J et al 2013).
8. Global Perspective: Sino-Nigeria Trade flows.
According to Selfin and Hope( 2011), China currently ranks as the world second largest economy and his
poised to taking over the United States of America as number one by 2030. In other to guarantee
consistent growth, China need oil to propel its industry and it is seeking about 1/6th
of Nigeria’s annual
reserve (6 billion barrels). Also, china is also seeking to import commodities. In return, China would assist
Nigeria in the area of infrastructure, capacity building and technology. By and large, the trade flow between
Nigeria is forecasted to be the fastest growing and largest in Africa by 2030. For example, in May of 2010,
agreement was made between China and Nigeria worth $23bn which required China to build 3 oil refineries
for Nigeria.
The president of China on is visit to Nigeria on the 7th
of May 2014 was quoted in the Guardian
(08/05/2014) as saying” the volume of economic activities between Nigeria and China has grown to $30.65
billion”. To further strengthen trade relations, a number of bilateral agreement was signed by both
countries.
Economic: Rebase of Nigeria’s GDP
According to the Central Bank of Nigeria cited in Orya R (2014), the Nigerian Economy now Ranks as the
biggest in Africa(26th
in the world), and it is poised to reach its goal of being the 20th
biggest in the world by
2020.
According to Omachonu J, (2014) the Gross Domestic Product rebase exercise recently conducted by the
Nigerian Bureau of Statistics, it revealed that the Nigerian economy is far larger and more diversified as
formerly thought, as the GDP is at which stood at $ 268.7 billion in 2012 now stand at $510 billion (2014)
and it is poised to get even bigger in the coming years.
The rebase exercise points to the fact that there are emerging opportunities in Nigeria, and that the
financial sectors infrastructure plays a major role in financing trade and supporting economic activities as
such, indigenous banks would have to increase their capital base in other to take advantage of the new
opportunities presented by rebased of Gross Domestic Products (Omachonu J, 2014).
All the eternal factor identified allude to the fact that the Nigerian economy has experienced an expansion
(rebase) and will continue on a path of solid growth (Sino- Nigerian Trade, Internet penetration etc.). The
situation only presents opportunities for players in the financial sector, as they are the catalyst of the
economy.
2.3
If Access Bank chooses not to accept change and grab new opportunities by implement a value creation
policy via and expansion strategy, the future of the organization will be in doubt as there will be resource
implications (RDI 2013, and Hitt et al, 2011).
9. Financial Implications: if Access Bank decided not to implement change so as to take advantage of the
new opportunities like increased Sino-Nigeria trade. It won’t be able to compete with other banks in the
sector that have involved and are catering to the need of the new clientele. As such the company will
witness a drop in clientele vis-à-vis market expansion, which will translate to a drop in revenue.
Human Implications: according to Mathis and Jackson (2011) “Sustainability is being able to continue to
operate, survive, and adjust to significant changes”. As such, failure of Access Bank to embrace change
shows lack of motivation for change which will have a cascading effect on staff morale. What you then
experience is lack of commitment to the organization because the employee no longer believes his
personal goals will be met. This then leads to high employee turnover, low employee retention and high
cost of recruitment.
Physical Implications: As a result lesser market share vis-à-vis more proactive players in the market, the
bank might experience lesser operation which might lead to redundancy of existing physical resources like
vehicles, premises, office equipment and other infrastructure etc.(RDI 2013).
Task 3
3.1
In relation to the needs for change identified in Task 2, which tends towards ‘capital base increment
strategy and increase market power’, while also using stakeholder analysis, I will be identifying the
stakeholders that will be involved in the change process.
Using a concept that was discovered on Mind Tools, (2014) and Hitt et al, 2011; after adequate brainstorm
session with the management team, we arrived at the segmentation of key stakeholders that are expected
to be affected by the change process. However, the list might change depending on changes in the
environment and stakeholder change in opinion (BSR 2011).
Capital Market StakeholdersProduct Market StakeholdersOrganizational Stakeholders
Shareholders primary customers Employees
Lenders suppliers Management Team
Central Bank host communities C.E.O
prospective investorsunions BOARD
10. In other to understand the stakeholder’s stance vis-à-vis organizational change objective, we needed to
analyze their commitment, responsibility and contribution level using stakeholder mapping technique; This
we were able to achieve via methods like one on one interview and exchanging statements of expectation
with stakeholders (Archer L, 2003)
The matrix is so we understand the supports and opposition that the project might be facing and what
necessary action to take in other to deal will the threat and leverage support.
CRITICAL
Shareholders
of both firms
• The Board
• Central Bank
• Management Team
ESSENTIAL
Host Communities Primary Customers
NON-ESSENTIAL
DISAGREE INVOLVED AGREES COMMITTED
CONTRIBUTION
COMMITMENT
Interpretation of Stakeholder Map: the map is understood by combining the scale of contribution (power) to
commitments (obligation).
Contribution Index:
Shows the level of power each stakeholder wields on the project. As such Critical on the index means the
stakeholder is very influential and as the ability to make the project succeed or fail. Essential means the
project might succeed without the stakeholders’ contribution but with adverse effect on the cost and time or
quality of deliverables.
Commitment Index:
Committed: the commitment and dedication of a stakeholder is unwavering as he might be bounded by
contract or other documents.
Agrees: although the stakeholder might not be bounded by contracts, he/she is abreast of the significance
of the project and is willing to help.
Involved: the stakeholder lacks indebt knowledge of the essence of the project or his/her role but would be
available when possible.
11. Disagree: the stakeholder does not wish to see the project succeed as he/she can’t see the value and
would not want to be involved.
3.2
When organizations fail to actively engage stakeholders at the start of a change program, they often resort
to crisis management techniques when the program goes out of hand. This sort of approach is not good for
the reputation of the organization. Stakeholder engagement on the contrary is a proactive approach that
allows for the inclusion of stakeholders comments and contribution in decisions that affect them (Jeffery N,
2009).
Jeffery N (2009) goes on to explain stakeholder engagement as 7 iterative stages.
Planning: having identified our objectives, we would identify the stakeholder we deem vital to the success
of the objectives, while also identify issues arising.
Understand you’re Stakeholder: by understanding the level of power the stakeholder can wield on
change objectives, the urgency and legitimacy of their interest vis-à-vis our interest would be considered,
this will allow for prioritization of major stakeholders.
Preparing internally to engage: by deploring a win-win strategy based on finding commonalities between
stakeholder and the organizations, through the help of internal advocates (pro reformist from within
stakeholders) and maybe with the creation of a business case, we would decide on our level of
commitment to stakeholder engagement.
Build Trust: this we would do based on our interactions and reassurance to the stakeholders.
Consultation: understanding that stakeholders differ in their types important, as such a one size fit all
method of consultation might not suffice. Some would require personal interviews or focus group sessions.
For others it might be surveys public meetings etc. most importantly, we would ensure stakeholders are
fairly represented and have access to contextual information and must receive feedback so that they feel
among and can draw fair conclusions.
Respond and implement: deciding on the right action to take in other to deal with all issues raised is
crucial, as a “perception of fairness can drive success”. As such, stakeholder reactions to our offer would
be factored in when taken action.
Monitor, Evaluate and Document: the ongoing process would be monitored, evaluated vis-à-vis
expectation and result of the engagement documented for review and lessons learned.
12. 3.3
According to analysis conducted and the stakeholder map, resistance to change is most likely to emanate
from the host community group. Access Bank is one of the highest employers of labor in the country,
accounting for about 11,670 staff nationwide. It is feared that the planned merger by Access Bank of a
competing bank in the sector will lead to job cuts and no recruitments (Hitt et al, 2011).
As can be seen on the map, the host community group contribution or influence is at essential level, while
their commitment is zero (disagree). Although the project can be completed without them, even as no
commitment is expected from them, it is right that one invest in engages them and win them over failure
which might affect desired outcome of the change(Archer L, 2003).
3.4
Kotter and Schlesinger (2008) methods for dealing resistance to change; however, our goal is to help
dissatisfied stakeholders see the long term benefit of the organizations expansion plans and how it will
benefit all stakeholders, as such we would only employ methods that fit the context
Education and Communication: is important, especially before change commencement, to sensitizing
and preparing the resistance to see the value of a change organization. As such we look to benefiting from
our staff who are from the host community to serve as intermediary between the resistance and the
organization.
Negotiation and Agreement: their biggest concerns is that our merger project might lead to job cut and
that citizens of the community would be affected. Our plan is to offer them a deal that bring us both to a
win-win situation as we plan to lay off staff that are close to retirement because of the proposed
amalgamation. Our plan is to give attractive settlement to the affected.
Task 4
4.1
Access Bank merger strategy
We are once again on the path to making our bank the most valued in Africa and make our shareholders
even happier. Certain event in our sector as acted as game changers, requiring us to make daring moves if
we are to keep up with our momentum of growth.
13. As identified earlier, the Nation Bureau of statistics having conducted a GDP rebase indicated that value of
the economy is $510 billion (year 2014). This is a huge leap from a 2012 figure of $ 268.7 billion; this is
indicative of the fact that there are huge potentials yet on tapped. For instance, according to Dr Kolade
cited in the Vanguard (April 23, 2014) the Information and telecoms being a new industry that was not
accounted for in the past actually generate N80.22 trillion of the GDP. Other factors include, projected rise
in Sino-Nigerian trade which currently stands at $30.65 billion and Increase internet penetration makes it
only right that we pursue a change strategy.
Our objectives: we seek to exploit this new realities by further increasing market power as a result of the
opportunities that come with economic expansion so that we might capture a larger market share. This will
increase our first to market capability and product segmentation vis-à-vis foreign direct investment
increased competitiveness, improve revenue and reduce cost (Hitt et al, 2011).
The host community biggest concern is that the proposed merger will lead to less recruitment and layoffs.
However, we plan to retain as many staffs as we can i.e. if need arises, we would place a temporary freeze
on employment and offer incentives for staffs close to retirement so that they may leave
voluntarily(Gandolfi, 2008).
4.2
Merger Project Plan using the 5 star merger model by Caton and Masterson n.d.
1. Identify potential banks for the proposed merger (keeping our options open).
a. Budget and cash flow estimate
b. Develop criteria to rate the prospective partners
c. Identify the objectives of the proposed merger
d. Identify the legal requirement
e. Confirm investors willingness to support the merger
2. Test and prepare
a. Creating a merger team made of inputs from both side
b. Develop a statement of intent
c. Develop a business case that validates the strategic, financial and operational basis for the
merger.
3. Merger Action Plan
14. a. “Establish a clear vision, competitive strategy, and systems integration (i.e. finalize
business case AND develop a merger integration plan)”
b. Clearly designed leadership structure and job description.
c. Provide support for those affected by the changes e.g. new job roles, layoff etc.
d. Provide a robust communication for all classes of stakeholders
4. Legal combination: Determining the desired legal structure of the merger i.e. “will one group
dissolve? Will two groups dissolve? Will an entirely new entity come into existence?”
a. “Create action steps to comply with vendor contracts, foundation grants, local law, and
federal law”.
5. Operational Combination: at this point, the merger takes effect.
a. Movement of physical assets
b. Carry out an assessment to identify areas of further integration.
15. Task Name Duration Start Finish Resource Names Milestone
Merger Project plan 18 days
Tue
5/13/14
Thu 6/5/14 the board No
Identify potential banks for the proposed
merger (keeping our options open).
2 days
Thu
5/15/14
Fri 5/16/14
the board ,key executive
committee
Yes
Budget and cash flow estimate 1 day
Thu
5/15/14
Thu 5/15/14 key executive committee No
Develop criteria to rate the prospective
partners
2 days
Thu
5/15/14
Fri 5/16/14
key executive
committee,the board
No
Identify the objectives of the proposed
merger
2 days
Thu
5/15/14
Fri 5/16/14 key executive committee No
Identify the legal requirement 2 days
Thu
5/15/14
Fri 5/16/14
key executive
committee,the board
No
Confirm investors willingness to support
the merger
2 days
Thu
5/15/14
Fri 5/16/14 the board No
Test and prepare 4 days
Thu
5/15/14
Tue 5/20/14 the board Yes
Creating a merger team made of inputs
from both side
1 day
Thu
5/15/14
Thu 5/15/14 key executive committee No
Develop a statement of intent 2 days
Thu
5/15/14
Fri 5/16/14 key executive committee No
Develop a business case that validates
the strategic, financial and operational basis
for the merger
3 days
Fri
5/16/14
Tue 5/20/14
the board ,key executive
committee
No
Merger Action Plan 4 days
Tue
5/13/14
Fri 5/16/14
Merger Project team,key
executive committee
Yes
Establish a clear vision, competitive
strategy, and systems integration
1 day
Thu
5/15/14
Thu 5/15/14 the board No
Clearly designed leadership structure and
job description
2 days
Thu
5/15/14
Fri 5/16/14 key executive committee No
Provide support for those affected by the
changes
Tue
5/13/14
Merger Project team No
Provide a robust communication for all
classes of stakeholders
Tue
5/13/14
Merger Project team No
Legal combination 3 days
Thu
5/15/14
Mon 5/19/14 Merger Project team Yes
Create action steps to comply with vendor
contracts, foundation grants, local law, and
federal law”.
3 days
Thu
5/15/14
Mon 5/19/14 Merger Project team No
Operational Combination: 16 days
Thu
5/15/14
Thu 6/5/14 Merger Project team Yes
Movement of physical assets 16 days
Thu
5/15/14
Thu 6/5/14 Merger Project team No
Carry out an assessment to identify areas
of further integration
8 days
Thu
5/15/14
Mon 5/26/14 Merger Project team No
16. 4.3
In other to assess the progress and success of the merger project, using a combination of techniques like
Goal-based evaluation, progress review, regular report / meeting and the use of milestones.
Milestones: will be used in monitoring progress of the project. We have broken the project down to
achievable key deliverable as every deliverable serves as a point of progress monitoring and a decision
point to progress to the next stage (RDI 2013).
Goal-based Evaluation: allows us to evaluate the success of our strategy based on the objectives we set
before the commencement of the project (RDI 2013).
References
Kritsonis, A 2005, Comparison of Change Theories, International Journal Of Scholarly Academic Intellectual Diversity
VOLUME 8 NUMBER 1 2004-2005
Mind Tools, 2014: Stakeholder Analysis, Winning Support for Your Projects.
http://www.mindtools.com/pages/article/newPPM_07.htm
