Prosci Change Management Arbeta strukturerat med ... Change Manag… · – (n=165)Prosci’s 2013...

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Prosci Change Management Arbeta strukturerat med beteendeförändringar

Agenda

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•  Prosci intro

•  Prosci Best Practice Research Findings

•  The case for Change Management

•  Prosci Project Change Triangle, inclduing assessment exercise

•  Introduction to the Prosci 3-days Change Management Certification Course

•  Experience from a past participant

Copyright Prosci 2014. All rights reserved.

What Is Change Management?

On a project level:

•  “Change management is the application of a structured process and set of tools for leading the people side of change to achieve a desired outcome.”

On an organizational level:

•  A leadership competency for enabling change within an organization

•  A strategic capability designed to increase change capacity and responsiveness

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Prosci

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Prosci’s Business Model

Prosci is a research company focused on change management:

– Best practices research – Model, process and tool development – Knowledge transfer – Competency building

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Prosci by the Numbers

8 16

80% 3,400

20,000+ 70,000+

Longitudinal studies Years of research Fortune 100 companies Research participants Certified practitioners Community members

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Prosci’s Value Proposition

To help organizations build internal change management competencies through the development and delivery of tools and methodologies that are:

Holistic Research-based Easy-to-use

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Best Practices in Change

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Prosci Research History

1998 First Change Management Study – 102 participants

2000 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

2013 Eighth Change Management Study – 822 participants

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United States, 34%

Australia and New Zealand, 25%

Canada, 15%

Europe, 14%

Africa, 5%

Asia and Pacific Islands, 3%

Latin America, 2%

Middle East, 2%

Copyright © 2014 Prosci. Best Practices in Change Management – 2014 Edition.

Geographic distribution of participants in Prosci's 2013 study

Participant Profile

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A Majority of Projects Impact Business Processes

0% 20% 40% 60% 80% 100%

Other

Organizational structure changes

Job role changes

Systems changes

Process changes

Percent of respondents


Types of changes reported on in Prosci's 2013 study

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A Majority of Change Projects Are Enterprise-Wide

0%

10%

20%

30%

40%

50%

60%

Within aworkgroup

Singledepartment

Multipledepartments

Singledivision

Multipledivisions

Entireenterprise



Scope of projects reported on in Prosci's 2013 study

2000200320052007200920112013

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Most Changes Impact a Large Number of Employees

0%

5%

10%

15%

20%

25%

30%

Lessthan 50

51 to100

101 to500

501 to1000

1001 to5000

More than5000



Number of employees impacted by the projectsreported on in Prosci's 2013 study

2000200320052007200920112013

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Prosci correlation analysis

16%

46%

77%

96%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Poor(n=244)

Fair(n=653)

Good(n=834)

Excellent(n=165)

Percent of respondents that met

or exceeded project objectives

Overall effectiveness of change management program* Data from 2007, 2009, 2011 and 2013


Correlation of change management effectiveness to meeting project objectives

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Greatest contributors to success

1.  Active and visible executive sponsorship

2.  Structured change management approach

3.  Dedicated change management resources and funding

4.  Frequent and open communication about the change and the need for change management

5.  Employee engagement and participation

6.  Engagement and integration wtih project management

7.  Engagement with and support from middle management

In all eight studies,

sponsorship was #1

How effective are your sponsors?

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What is the role of the sponsor?

ü  Participate actively and visibly throughout the project

ü  Build a coalition of sponsorship and manage resistance

ü  Communicate directly with employees

It is not just signing

checks and charters!

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Resistance: most common reasons employees resist change

1.  Lack of awareness

2.  Impact on current job role

3.  Organization’s past performance with change

4.  Lack of visible support and commitment from managers

5.  Job loss

Employee resistance

is the #3 obstacle to success

It is not about the solution you are

implementing

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Communication

•  Most effective –  Face-to-face

•  Most important messages –  Impact to the individual –  Why the change is happening

•  Do differently next time –  More communication –  Have a communication strategy –  Communicate earlier

Effective communication

is critical

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Communication: Preferred senders of change messages

0% 10% 20% 30% 40% 50% 60% 70%

Other

Change management team leader

Change management team member

Project team leader

Project team member

Human Resources representative

Communication specialist

The employee's supervisor

Department head

Senior manager

Executive manager

CEO/President



Business messages

Personal messages

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The Case for Change Management

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Connecting change management to business

results The Project à People Exercise

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Project Name Purpose Particulars People

Why we are changing

What we are changing

Who will be changing

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Connecting CM to business results The Project à People Exercise


Project Name Purpose Particulars People

Connecting the ‘people side’ back to project and organizational success

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 from the beginning

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The need for change management

Quantitative arguments: Correlation analysis

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Correlation analysis

•  Looking at data that shows a correlation between effectively managing change and meeting objectives

–  “Show me the numbers”

•  Analysis from:

–  Prosci’s 2013 Best Practices in Change Management study

–  McKinsey Quarterly article –  Your own organizational experience?

16%

46%

77%

96%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Poor(n=244)

Fair(n=653)

Good(n=834)

Excellent(n=165)

Per

cent

of r

espo

nden

ts th

at m

et

or e

xcee

ded

proj

ect o

bjec

tives




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16%

46%

77%

96%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Poor(n=244)

Fair(n=653)

Good(n=834)

Excellent(n=165)

Per

cent

of r

espo

nden

ts th

at m

et

or e

xcee

ded

proj

ect o

bjec

tives




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48%

63%71%

81%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Poor(n=258)

Fair(n=737)

Good(n=1001)

Excellent(n=180)

Per

cent

of r

espo

nden

ts th

at

wer

e on

or u

nder

bud

get



Correlation of change management effectiveness to staying on budget

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10



16%

32%

54%

72%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Poor(n=293)

Fair(n=793)

Good(n=1032)

Excellent(n=181)

Per

cent

of r

espo

nden

ts th

at w

ere

on o

r ahe

ad o

f sch

edul

e



Correlation of change management effectivenessto staying on schedule

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The need for change management

Quantitative arguments: ROI of change management

model

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Cash flow overview

Time (periods)

Net cash flow of project period

0

+

-

Expected performance

Prosci’s ROI of Change Management Model

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Poorly managed change

Time (periods)

0

+

-



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31


Exceptionally managed change

Time (periods)

0

+

-



32

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Comparing all three scenarios

Time (periods)

0

+

- Exceptionally managed change cash flowPoorly managed change cash flowExpected cash flow



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Review of ROI factors

Speed of adoption How quickly do people get on board?

What symptoms of poorly managed change impact speed of adoption?

Ultimate utilization How many people are on board?

What symptoms of poorly managed change impact ultimate utilization?

Proficiency How much improvement occurs when people are on board?

What symptoms of poorly managed change impact proficiency?

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Prosci® PCTTM Model Project Change TriangleTM

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Assessing projects with the Prosci® PCTTM Tool

•  The assessments on the next slides will help you evaluate your current projects

•  Rank each factor on a scale of 1 to 3

•  1 = inadequate •  2 = adequate •  3 = exceptional

•  Use the assessments with others in the organization who are working on projects with you

Prosci® PCTTM Model

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Leadership assessment 1. The change has an executive sponsor.

2. The executive sponsor has the necessary authority over the people, processes and systems to authorize and fund the change.

3. The executive sponsor is willing and able to build a sponsorship coalition for the change, and is able to manage resistance from other managers and supervisors.

4. The executive sponsor will actively and visibly participate with the project team throughout the entire project.

5. The executive sponsor will resolve issues and make decisions relating to the project schedule, scope and resources.

6. The executive sponsor can build awareness of the need for the change (why the change is happening) directly with employees.

7. The organization has a clearly defined vision and strategy.

8. This change is aligned with the strategy and vision for the organization.

9. Priorities have been set and communicated regarding this change and other competing initiatives.

10. The sponsor will visibly reinforce the change and celebrate successes with the team and the organization.

Score: (total possible is 30)

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Project management assessment 1. The change is clearly defined including what the change will look like and who is impacted by the change.

2. The project has a clearly defined scope.

3. The project has specific objectives that define success.

4. Project milestones have been identified and a project schedule has been created.

5. A project manager has been assigned to manage the project resources and tasks.

6. A work breakdown structure has been completed and deliverables have been identified.

7. Resources for the project team have been identified and acquired based on the work breakdown structure.

8. Periodic meeting are conducted with the project team to track progress and resolve issues.

9. The executive sponsor is readily available to work on issues that impact dates, scope or resources.

10. The project plan has been integrated with the change management plan.


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Change management assessment 1. A structured change management approach is being applied to the project.

2. An assessment of the change and its impact on the organization has been completed.

3. An assessment of the organization's readiness for change has been completed.

4. Anticipated areas of resistance have been identified and special tactics have been developed.

5. A change management strategy including the necessary sponsorship model and change management team model has been created.

6. Change management team members have been identified and trained.

7. An assessment of the strength of the sponsorship coalition has been conducted.

8. Change management plans including communications, sponsorship, coaching, training and resistance management have been created.

9. Feedback processes have been established to gather information from employees to determine how effectively the change is being adopted.

10. Resistance to change is managed effectively and change successes are celebrated, both in private and in public.


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PCTTM assessment results

10-19 High risk / jeopardy – needs immediate action

20-24 Alert / potential risk – needs further investigation

25-30 Strength – should be leveraged and maintained

Leadership/Sponsorship score:

Project management score:

Change management score:

Represent your Project’s results in a

radar graph

Which questions scored a ‘1’? ____________________________________________________________________________________________________________________________________________________________________________________

* The shape of the triangle is your PCTTM profile

Score interpretation

0

10

20

30

LeadershipSponsorship

Changemanagement

Projectmanagement

Prosci® PCTTM Profile

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PCTTM profile scenarios

•  Missing change management

–  Leaving the people behind

–  May have communication plan and training plan, but not based on best practices

–  No structure for helping move individuals from current to future state

0

10

20

30

Leadership/Sponsorship

ChangeManagement

ProjectManagement

Prosci® PCT TM Profile

The Prosci PCT Model is a trademark of Prosci, Inc. All rights reserved.

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•  Missing project management

–  Change is not defined, or ill-defined

–  Pursuing a vision, without the details of how to get there

–  No structure for actively moving the organization from the current state to the future state

0

10

20

30


ChangeManagement

ProjectManagement



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•  Missing leadership

–  Change chartered, but leadership responsibilities abdicated on both project and change management fronts

–  Experience mixed or poorly defined priorities

–  ‘Flavor of the month’

0

10

20

30


ChangeManagement

ProjectManagement



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What does your project’s Prosci® PCTTM profile look like?

0

10

20

30


ChangeManagement

ProjectManagement



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XXX

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Experience from a past participant

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Start date Loca+on

16 June 2014 Sigtunas12elsen, Sigtuna

27 August 2014 Sigtunas12elsen, Sigtuna

8 October 2014 Sigtunas12elsen, Sigtuna

10 December 2014 Sigtunas12elsen, Sigtuna

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52 ©proacteur 2014

proacteur aps Vespervej 18

DK-2900 Hellerup Denmark

www.proacteur.com

+45 7023 2240

Maria Widström [email protected]

+46 (0)723 22 82 80

Peter Harbo Clausen [email protected]

+45 4089 3260

Prosci Change Management Arbeta strukturerat med ... Change Manag… · – (n=165)Prosci’s 2013...

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