1 Prosci ® Image Library. 2 Guidelines This library is not designed as a presentation, but rather a...

1

Prosci ®

Image Library

2

Guidelines

This library is not designed as a presentation, but rather a collection of available slides for potential use in presentations.

1.Always retain copyright on Prosci slides; but do not add Prosci copyright to slides not from Prosci in your presentation.

2.Please retain titles of the image, graph or model; if you extract the model and the title is left behind, re-add the proper title.

3.Do not add 3rd party content to Prosci slides and please do not combine Prosci content with other 3rd party content

3

Prosci by the numbers

7

14

66%

2,600

10,000+

60,000+

Longitudinal studies

Years of research

Fortune 500 companies

Research participants

Certified practitioners

Registered members

4

Prosci history

• Research company founded in 1994• Sponsor of the Change Management Learning

Center• World leader in change management research

and product development• Focused on building internal change

management competency

Copyright Prosci 2009

5

Prosci research history

1998 First Change Management Study – 102 participants

2001 Second Change Management Study – 152 participants

2003 Third Change Management Study – 288 participants

2005 Fourth Change Management Study – 411 participants

2007 Fifth Change Management Study – 426 participants

2009 Sixth Change Management Study – 575 participants

2011 Seventh Change Management Study – 650 participants

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United States, 37.9%

Australia and New Zealand, 21.1%

Canada, 13.2%

Europe, 12.1%

Africa, 6.5%

Asia and Pacific Islands, 5.0%

Latin America, 3.1%

Middle East, 1.1%

Geographic distribution of participants in Prosci’s 2011 study

© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report

7

0%

5%

10%

15%

20%

25%

30%

Lessthan$10M

$10M -$25M

$26M -$50M

$51M -$100M

$101M -$250M

$251M -$500M

$501M -$1B

$1.1B -$2.5B

$2.51B -$5B

Morethan $5B

Per

cent

of r

espo

nden

ts

2003

2005

2007

2009

2011

Size of participant organizations in Prosci’s 2011 study


8

0% 20% 40% 60%

Project sponsor

Human Resources

Internal change management support staff

Project team member

Other

Change management team member

Project team leader

External consultant

Change management team leader

Percent of respondents

2011

2009

2007

2005

Role of participants in Prosci’s 2011 study


9

Scope of projects reported on in Prosci’s 2011 study


0%

10%

20%

30%

40%

50%

60%

Within aworkgroup

Singledepartment

Multipledepartments

Singledivision

Multipledivisions

Entireenterprise

Per

cent

of r

espo

nden

ts

200020032005200720092011

10

0%

5%

10%

15%

20%

25%

30%

$100K orless

$100K to$500K

$500K to$1M

$1M to$5M

$5M to$10M

More than$10M

Per

cent

of r

espo

nden

ts

2000

2003

2005

2007

2009

2011


Investment in project reported on in Prosci’s 2011 study

11Copyright Prosci 2009

0%

5%

10%

15%

20%

25%

30%

Lessthan 50

50 to100

100 to500

500 to1000

1000 to5000

More than5000

Per

cent

of r

espo

nden

ts

200020032005200720092011

Number of employees impacted by the projects reported on in Prosci’s 2011 study


12

17%

49%

80%

95%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Poor(n=177)

Fair(n=441)

Good(n=561)

Excellent(n=107)

Per

cent

of r

espo

nden

ts th

at m

et

or e

xcee

ded

proj

ect o

bjec

tives

Overall effectiveness of change management program

Correlation of change management effectiveness to meeting project objectives

*Data from 2007, 2009 and 2011


13

16%

34%

57%

75%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Poor(n=215)

Fair(n=532)

Good(n=679)

Excellent(n=116)

Per

cent

of r

espo

nden

ts th

at w

ere

on o

r ah

ead

of s

ched

ule


Correlation of change management effectiveness to staying on schedule

*Data from 2007, 2009 and 2011


14

48%

63%

71%

82%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Poor(n=188)

Fair(n=498)

Good(n=661)

Excellent(n=116)

Per

cent

of r

espo

nden

ts th

at

wer

e on

or

unde

r bu

dget


Correlation of change management effectiveness to staying on budget

*Data from 2007, 2009 and 2011


15

33%

53%

68%

78%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Little or no accessthroughout project

Inadequate access -difficult to get on

calendar

Adequate access -scheduled meetings

More than adequateaccess - open door

Per

cent

of r

espo

nden

ts th

at

met

or

exce

eded

obj

ectiv

es

Level of sponsor access

Correlation of sponsor access to meeting project objectives


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36% 40%

73%

85%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Sponsor was veryineffective (average

score < 2)

Sponsor wasineffective (average

score between 2 and3)

Sponsor was effective(average score

between 3 and 4)

Sponsor was veryeffective (average

score between 4 and5)

Correlation of sponsor effectiveness to meeting project objectives

Sponsor effective rating average

Per

cent

of r

espo

nden

ts th

at m

et

or e

xcee

ded

proj

ect o

bjec

tives


17

Prosci® PCTTM Model

18

The number one obstacle to success for major change projects is employee resistance and the ineffective management of the people side of change.

Data from 327 companies undergoing major change projects;Prosci Best Practices in Business Process Reengineering benchmarking study.

Copyright Prosci 2009

19

Project Name Purpose Particulars People

Connecting change management to business

results

Why we arechanging

What we arechanging

Who will be changing

What does this look like for your project?

What is theproject

20

Connecting change management to business

resultsProject Name

If people don’t change how they do their job, then it doesn’t matter what specific changes are implemented

If people don’t change how they do their job, then we ultimately won’t achieve what we set out to do from

the beginning

Purpose Particulars People

21

1st communication or1st rumor

Incr

easi

ng r

esis

tanc

eD

ecre

asin

g pr

oduc

tivity

Time

Worry / uncertainty

Comfort / security

Risk / flight

Prosci® Flight Risk Model

Copyright Prosci 2012. All rights reserved.

22

1st communication or1st rumor

Incr

easi

ng r

esis

tanc

eD

ecre

asin

g pr

oduc

tivity

Time

Dept. A

Dept. B

Dept. C

Dept. D

Turnover of valued employeesTangible customer impactActive resistanceOpt-out of the change

Productivity lossEmployee dissatisfactionPassive resistance

Prosci® Flight Risk Model


23

The slope and shape are determined by speed of

adoption

Prosci® ROI of Change Management Model

Expected performance

Time (periods)

Net cash flow of project period

+

-

0


24

Proficiency contributes to the “height” of each benefit, including the ongoing benefit after

implementation



Expected performance

Time (periods)The height of the benefit

after implementation is finished is based on ultimate utilization

+

-

0


25



Time (periods)

+

-

0

Poorly managed change cash flow

Expected cash flow


26

Prosci® ADKAR® Model

27

Speed of change processP

hase

s of

a p

roje

ct

Awareness Desire AbilityKnowledge Reinforcement

Post-implementation

Implementation

Concept and Design

Business need

Success

Required elements of change for employees


28

Preparing for Change Managing ChangeReinforcing Change

TM

Prosci® 3-Phase Change Management Process

Define your changemanagement strategy

Prepare your changemanagement team

Develop yoursponsorship model

Phase 1 - Preparing for changePhase 1 - Preparing for change

Prosci® 3-Phase ChangeManagement Process

Develop changemanagement plans

Take action andimplement plans

Phase 2 - Managing changePhase 2 - Managing change

Collect and analyzefeedback

Diagnose gaps and manageresistance

Implement corrective actions

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Input: A change to how the organization

operates and does work

Output:

Individuals making changes to how they do work – from their own current state to their own future state

Benefits to the organization realized

ERP

IT system New product

Online HR benefits system

Strategic plan

Productivity improvement

initiative

Merger or acquisition



Develop yoursponsorship model

Phase 1 - Preparing for changePhase 1 - Preparing for change

Prosci® 3-Phase ChangeManagement Process


Take action andimplement plans

Phase 2 - Managing changePhase 2 - Managing change



Implement corrective actions

30

Phase 1 – Preparing for change

• Understanding the nature of the change

• Understanding the groups being changed

• Creating the right sponsor model

• Identifying risks

• Developing special tactics




Develop yoursponsorsh

31

Phase 2 – Managing change

• Communication plan• Sponsor roadmap• Training plan• Coaching plan• Resistance management plan



Take action andimplement pla

32

Phase 3 – Reinforcing change

• Compliance audits and employee feedback

• Corrective action and managing resistance

• After action review and transition management




Implement corrective actionsand celebrate su

33

Comparing change management and project management

Focus:Technical side of moving from current state to future state

Focus:People side of moving from current state to future state

Process:

• Initiation• Planning• Executing• Monitoring/

controlling• Closing

Process:

Organizational:• Preparing for

change• Managing change• Reinforcing change

Individual:• ADKAR

Tools:

• Statement of work• Project charter• Business case • Work breakdown

structure• Budget estimations• Resource allocation• Schedule • Tracking

Tools:

• Individual change model• Readiness assessment • Communication plans • Sponsorship roadmaps• Coaching plans• Training plans• Resistance management • Reinforcement

Currentstate

Transitionstate

Futurestate

Project management

Change management

34

Integration of project management and change management

Solution is designed, developed and delivered effectively

(Technical side)

Solution is embraced, adopted and utilized effectively

(People side)

+

Project management and change management have a joint value proposition oriented toward business results.

= Success

Currentstate

Transitionstate

Futurestate

Project management

Change management

35

Prosci Change Management Maturity Model ™

People-dependent without any formal practices or plans

Many different tactics used

inconsistently

Examples of best practices evident

Selection of common approach

Continuous process

improvement in place

Highest rate of project failure, turnover and

productivity loss

Little or no change management appliedAdhoc or

AbsentLevel 1

Some elements of change management are being applied in isolated projects

Isolated

ProjectsLevel 2

Comprehensive approach for managing change is being applied in multiple projects

Multiple

ProjectsLevel 3

Organization-wide standards and methods are broadly deployed for managing and

leading change

Organizational

StandardsLevel 4

Highest profitability and responsiveness

Change management competency is evident in all levels of the organization and is part of the organization’s intellectual property and

competitive edge

Organizational CompetencyLevel 5

People-dependent without any formal practices or plans

Many different tactics used

inconsistently

Examples of best practices evident

Selection of common approach

Continuous process

improvement in place

Highest rate of project failure, turnover and

productivity loss

Little or no change management appliedAdhoc or

AbsentLevel 1

Some elements of change management are being applied in isolated projects

Isolated

ProjectsLevel 2

Comprehensive approach for managing change is being applied in multiple projects

Multiple

ProjectsLevel 3

Organization-wide standards and methods are broadly deployed for managing and

leading change

Organizational

StandardsLevel 4

Highest profitability and responsiveness

Change management competency is evident in all levels of the organization and is part of the organization’s intellectual property and

competitive edge

Organizational CompetencyLevel 5

Prosci® Change Management Maturity Model TM

36

Who “does” change management?

Each ‘gear’ plays a specific role based on how they are related to organizational change

Middle managersand supervisors

Changemanagement resource/team

Executives andsenior managers

Project team

Projectsupport

functions

37

Key roles in change management

Executives andsenior managers

Executives and senior leaders – fulfilling the role of sponsors of change

Employee-facing

Middle managers and supervisors – fulfilling the role of coach for their direct reports

Middle managersand supervisors

Enabling

Changemanagement resource/team

Change management resource or team – applying a structured approach and enabling others

Project team

Project team – integrating the “people side” of change

Projectsupport

functions

Support functions – providing expertise

38

Sponsor

Project team

Individuals from the team assigned to change management

39

Sponsor

Project team

External change management team dedicated to the project

40

Sponsor

Project team

Outside resources supporting change management leaders

Change management leader(s) on project team

41

Sponsor

Part or all of project team works on change management program

Project team

42

Sponsor

Project teamConsultant(s) provide change management support

43

Sponsor

Project team

Communications sub-team

Dedicated change management resources on project team

Trainingsub-team Other

sub-teams

44

Project teamChange management team

Sponsor on the team

45


Mid-level manager sponsor

46


Mid-level manager sponsor

Executive sponsor

47


Executive sponsor

Steering committee

48

Projectteam

Project sponsor

Executive-level steering committee

Change management

team

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