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Survey Templates Surveys Siebel 4.0-2 Change Management Questionnaire

Siebel 4.0-2 Change Management Questionnaire

Sample Survey
This questionnaire is part of a dissertation research project conducted by Mark Hambling, a final year Business Information Systems Student at The Nottingham Trent University. This questionnaire is focused primarily on the way in which the change affecting people during Siebel 4.0-2 implementation is managed by Microsoft UK (MSUK) in the context of a multi-national Customer Relationship Management (CRM) project.



There are 12 questions in this survey and it will take no longer than 10 minutes to complete the questionnaire.



Your survey responses will be strictly confidential and data from this research will be reported only in the aggregate. Your information will be coded and will remain confidential. Please make your answer by selecting the neccesary box or button, or entering an answer in the text box, where applicable. If you have questions at any time about the survey or the procedures, you may contact Mark by email at the email address specified below each question.


Thank you very much for your time and support. Please note questions with red asterisk require an answer to be given. Please start with the survey now by clicking on the Continue button below.


 
 
 
If the answer is "No" please click the help icon
 
6. Please select how applicable each of these statements are in describing the management of change affecting your job role?
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Prefer not to say
Good ideas for change are hidden and used for personal agendas
Those concerned with the outcome of the change project take part in planning
There are logical reasons for change which are visible and the goals are transparent
The project lead for the change is known and project champions aid the planning and implementation
Conflicts within the change are looked for and try to be solved
The implementation of the change within your role is managed solely by MSUK
There are delays in the timescales that are set in the change project
The process of implementation for the change is flexible and reactive
Communications about the change are timely and relevant
There are long periods of planning before the change is delivered
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Prefer not to say
Project teams have sometimes a lack of consequence and consistency in regards to the change
Training is inadequate leaving unanswered questions about the change
Change is expected without being linked to incentives
Involvement in the change project before delivery takes place
Change projects create resistance which has to be broken
Communication about the change is limited to only those directly concerned with the project
 
8. Which of the below statements best applies to how you feel the Siebel 4.0-2 project is managed?
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Prefer not to say
Communications about the implementation are not given in advance and not relevant
Conflicts within the implementation are avoided
Ideas are openly communicated and encouraged within the implementation
The reasons for change are unclear and there are different views of the goals of the implementation
Wide timescales for the implementation deliverables are set and goals and are met
Implementation leadership is unclear and CRM champions are not utilised effectively
The direction of the implementation is influenced by resistance
Each release begins with no anticipated planning
Once the implementation has taken place, user involvement in the project begins
Key implementation personnel are chosen, put in charge and left unchanged
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Prefer not to say
The CRM strategy, system design and processes are determined completely outside of MSUK’s control
Training is frequently given with supporting materials creating confidence with the system and the processes
Implementation communications are open and readily available
There are predetermined guidelines for how the system implementation is to be managed and these are followed
Incentives are linked with the implementation to aid the process of change
Corporate Headquarters and EMEA direct the implementation of the CRM system with MSUK having no control
(1 = most important; 9 = least important)
Conscious that key individuals are involved in the project
Recognise the project is being implemented by people with the necessary core skills in a clearly defined and tracked manner
Feeling that everyone is focused on the same goals and objectives
Having assistance from the project owners, project infrastructure, training specialist to create a supportive environment
Awareness of who is ultimately responsible for the project
Knowing the project recognises organisation wide dependencies and gives caution to people, process and infrastructure
Appreciation of how the change will take place and be effectively communicated
Being able to take ownership and influence details of the change
Understanding why change is happening and why it is necessary
 
For clarification please click the help icon
 
 
 
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