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A consequence of ZYX's SIAM transition is that the small IT team of 5 staff within ZYXUK, who currently develop and support small stand-alone applications, are being displaced, with their roles outsourced to a new external service provider. This external service provider will provide a standardized approach to the development and B support of bespoke applications across all of the ZYX organizations It is hoped that this will allow similar requirements from different ZYX organizations to be identified a more manner The impacted staff is expected to be reluctant to transfer to the new service provider, who is based outside of the UK and has a very different organizational culture B I he project team is concerned that these staff members may either be reluctant to pass on their knowledge of the existing applications, or may leave before knowledge transfer can take place What would be the most effective strategy for handling this risk?
Correct Answer: C
Understanding the Context: The small IT team is being displaced and their roles outsourced, raising concerns about knowledge transfer and staff retention. Communication Strategy: Clear and transparent communication is crucial to ensure that staff understand the reasons behind the change, what it means for them, and the timeline of the transition. This helps in reducing uncertainty and resistance. Incentivizing Staff: Offering incentives (financial or otherwise) encourages key staff members to stay during the critical phases of handover and early support. This ensures that the knowledge and expertise necessary for a smooth transition are retained within the organization for as long as needed. Risk Mitigation: This strategy directly addresses the risk of staff leaving prematurely or being reluctant to share their knowledge, which could severely impact the project's success. Reference: SIAM Professional Body of Knowledge (BoK), Chapter on Organizational Change Management ITIL 4: Create, Deliver and Support (CDS), Section on People Management and Communication
