Prosci Webinar - How to Integrate Change Management and Project Management
Prosci Roles in Change Management
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Transcript of Prosci Roles in Change Management
Copyright Prosci 2015. All rights reserved. 1
Prosci Change Management Webinar Roles in Change Management
Copyright Prosci 2015. All rights reserved.
Prosci by the #s:8
1780%
4500+30,000+80,000+
Longitudinal studiesYears of researchFortune 100 companiesResearch participantsCertified practitionersCommunity members
Contact Prosci: Telephone: +1-970-203-9332 Email: [email protected]: www.prosci.com
Tools or downloads referenced in this free webinar are for webinar educational purposes; reproduction or distribution of these tools in your organization will require additional steps on your part.
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Prosci’s Mission Our Principles: • Research-based • Holistic • Easy-to-use
Our Resources: • Published products and tools• Web-based tools and applications• Face-to-face training• Train-the-Trainer
To help individuals and organizations build their own change management competencies through development and delivery of research-based, holistic, and easy-to-use tools and methodologies.
Prosci® Webinars• Educational• Thought provoking• Insights into new development
• New ideas, phraseology, language, and frameworks• Give you at least an hour per week to think about
change management
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Copyright Prosci 2015. All rights reserved.
Agenda
Focus of change management
– As the foundation of roles
Change management roles
– Why are they important
– What do they do
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Execs &Senior Leaders
Front-Line
Middle Managers & Supervisors
Changeresource/
team
ProjectTeam
ProjectSMEs and
support
Copyright Prosci 2015. All rights reserved.
Results and Outcomes Come from Technical Side + People Side
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Solution is:
+
This is the foundation of the ROI of change management
Current Transition Future
Technical side
People side
DesignedDeveloped Delivered
Solution is:EmbracedAdopted
Used
Copyright Prosci 2015. All rights reserved.
Current Transition Future
TC F
C C C C CC C C C C
C C C CC C C C CC C C C C
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Ultimately requires individuals to move from their own current to their own future
An organizational move from the current to the future
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Copyright Prosci 2015. All rights reserved.
If we do not support and equipindividual transitions,
then our future state looks nothinglike the future state we expected
F F
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Copyright Prosci 2015. All rights reserved.
= lower ROI= less benefit realization
= unachieved improvement= not what we expected/hoped for
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Copyright Prosci 2015. All rights reserved.
So, the “Who” Question Remains:
Who plays a role in employees:
embracing…
adopting…
using…
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a change so that project results and outcomes are achieved
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Copyright Prosci 2015. All rights reserved.
A Whole System Supports Employee Adoption and Usage
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Execs &Senior Leaders
Front-Line
Middle Managers & Supervisors
Changeresource/
team
ProjectTeam
ProjectSMEs and
support
Organization Structure Change Structure
C C C C C
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Copyright Prosci 2015. All rights reserved.
“I coach my direct reports through the changes that impact their day-to-day work.”
“I manage the technical side of the change. I integrate change management into my project plans.”
“I support different activities of the change management team and project team.”
“We own the change management methodology and support its implementation in the organization.”
“I launch (authorize and fund) changes.”“I sponsor change.”
“I develop the change management strategy and plans. I am an integral part of project success.”
Change Management Cast of Characters
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Played by: Their “line”:Change mgmt resource/team
Executives and senior managers
Middle managers and front-line supervisors
Project team
Project SMEs and support
* Change management group, dept or office
Copyright Prosci 2015. All rights reserved.
“I develop the change management strategy and plans. I am an integral part of project success.”
“I launch (authorize and fund) changes.”“I sponsor change.”
“I coach my direct reports through the changes that impact their day-to-day work.”
“I manage the technical side of the change. I integrate change management into my project plans.”
“I support different activities of the change management team and project team.”
“We own the change management methodology and support its implementation in the organization.”
“I feel like I’m on an island here – people expect me to do everything and have all the answers.”
“I gave you funding and signed the charter – now go make it happen!”
“I feel like I’m the direct target for some of these changes, and I wish I knew what was going on.”
“My focus is just the ‘technical’ side. Once I flip the switch, I’m moving on to the next project.”
“I get called in on projects and given one little task, but I’m not sure how I fit in to the overall picture.”
“I don’t even exist yet.”
The Unfortunate Reality
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Played by: Their “line”:Change mgmt resource/team
Executives and senior managers
Middle managers and front-line supervisors
Project team
Project SMEsand support
* Change management group, dept or office
Copyright Prosci 2015. All rights reserved.
One-to-many interactionsOne-to-one interactions
Observable behaviorsThe “face” and “voice” of change
Employee-Facing and Enabling Roles
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Employee-Facing Roles Enabling Roles
Creation and implementation of plans that are executed by
the employee-facing roles
Execs &Senior Leaders
Front-Line
Middle Managers & Supervisors
Changeresource/
team
ProjectTeam
ProjectSMEs and
support
Copyright Prosci 2015. All rights reserved.
Role by Role
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Why are they important?
What is their role?
How do they support adoption and usage
Execs &Senior Leaders
Front-Line
Middle Managers & Supervisors
Changeresource/
team
ProjectTeam
ProjectSMEs and
support
Copyright Prosci 2015. All rights reserved.
Executives and Senior ManagersWhy Are They Important
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1. Direction2. Guidance3. Commitment4. Leadership
… drive employee adoption and usage of change through …
Execs &Senior Leaders
Front-Line Associates
Middle Managers & Supervisors
Copyright Prosci 2015. All rights reserved.
Executives and Senior ManagersWhy Are They Important
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2013 study
#1 contributor to success in all of Prosci’s studies:
2011200920072005200320001998
0%
30%
60%
90%
Veryineffectivesponsor
Ineffectivesponsor
Moderatelyeffectivesponsor
Extremelyeffectivesponsor
Percent of respondents that met or exceeded objectives
correlated to sponsor effectiveness
Copyright Prosci 2015. All rights reserved.
Executives and Senior ManagersWhat Is Their Role
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ABCs of Sponsorship#1 Active and visible participation throughout the project#2 Build a coalition of sponsorship#3 Communicate directly with employees
It’s not just signing checks and charters
Role of CM practitioner is to provide guidance and focus
Copyright Prosci 2015. All rights reserved.
Executives and Senior ManagersA Final Observation
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Over 50% of study participants reported that their sponsors had less than an adequate understanding
of their roles and responsibilities as a sponsor
Finding on how to ensure effective sponsorship:
Provide behind-the-scenes guidance, direction and coaching
Make it as easy for them as possible to be a great sponsor
0% 10% 20% 30% 40%
No understanding
Slight understanding
Some understanding
Adequate understanding
Complete understanding
58%
Copyright Prosci 2015. All rights reserved.
Middle Managers and SupervisorsWhy Are They Important
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… drive employee adoption and usage of change through …
Providing the one-on-one, direct support to employees
impacted by the change
Execs &Senior Leaders
Front-Line Associates
Middle Managers & Supervisors
Copyright Prosci 2015. All rights reserved.
Middle Managers and SupervisorsWhy Are They Important
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Macro – top-down changes
Executives and senior leaders
Front-line employees
Middle managers and supervisors
Micro – daily changes
Executives and senior leaders
Front-line employees
Middle managers and supervisors
Proximity
All types of change
Keep operations going
Copyright © Prosci and Bill Cigliano
Copyright Prosci 2015. All rights reserved.
Middle Managers and SupervisorsWhat Is Their Role
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Role 1 – Communicator
Role 2 – Advocate
Role 3 – Coach
Role 4 – Resistance manager
Role 5 – Liaison
Copyright Prosci 2015. All rights reserved.
Middle Managers and SupervisorsA Final Observation
Middle managers and supervisors can be “caught the middle” in times of change
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Recipients of changeAND
Agents of change
Recipients of changeAND
Agents of change
Copyright Prosci 2015. All rights reserved.
Execs &Senior Leaders
Middle Managers & Supervisors
Which supervisors, middle managers, senior leaders and executives do you need on your “roster”?
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Answer determined by: Which employees have to embrace, adopt and use the change introduced by the project or initiative?
Copyright Prosci 2015. All rights reserved.
Change Management Resource Why Are They Important
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Changemanagement resource/team
1. Structure2. Purpose3. Focus4. Support
Current Transition Future
Technical side (PM)
People side (CM)
… drive employee adoption and usage of change through …
Copyright Prosci 2015. All rights reserved.
• Increased likelihood of project success
• Reduced cost and risk• Faster speed of adoption,
higher ultimate utilization, greater proficiency
• Increased likelihood of project success
• Reduced cost and risk• Faster speed of adoption,
higher ultimate utilization, greater proficiency
Change Management Resource Why Are They Important
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Dedicated resourcesDedicated resources
Better change managementBetter change management
28%
63%
0%
20%
40%
60%
80%
“Good” or “Excellent”Change Management
With a dedicated resourceWithout a dedicated resource
Copyright Prosci 2015. All rights reserved.
Change Management Resource What Is Their Role
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Phase 1 – Preparing for change• Conduct readiness assessments• Formulate strategy• Evaluate sponsor coalition
and team resource needs• Identify unique risks, anticipated
resistance and special tacticsPhase 2 – Managing change• Create plans
• Communication• Sponsorship• Coaching• Training• Resistance mgmt
• Integrate and implement change management plans
Phase 3 – Reinforcing change• Collect feedback• Identify and fix problems• Celebrate successes• Transition
Apply a structured approach
Copyright Prosci 2015. All rights reserved.
Execs &Senior Leaders
Front-Line
Middle Managers & Supervisors
Changeresource/
team
ProjectTeam
ProjectSMEs and
support
Enable others…
Change Management Resource What Is Their Role
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Enable managers and supervisors
Effectively coach their employees through transitions
Enable executives and senior leaders
Effectively fulfill their role as “change sponsor”
Enable project teams Make the bridge between implementing a solution and realizing benefits
Copyright Prosci 2015. All rights reserved.
Design the solutionDesign the solution
Project TeamWhy Are They Important
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Current Transition Future
Technical side (PM)
People side (CM)
Develop the solutionDevelop the solution
Deliver the solutionDeliver the solution
• Manage the tasks and activities for the technical side• Define what “to adopt and use” means via solution
Copyright Prosci 2015. All rights reserved.
Project TeamWhat Is Their Role
1. Design the actual change
2. Manage the ‘technical side’• Charter, business case, schedule,
resources, work breakdown structure, budget, etc.
3. Engage with change management team/resource
4. Integrate change management plans into project plan
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PM
CM
Copyright Prosci 2015. All rights reserved.
Project SMEs and Support
• Examples– Human Resources (HR)– Organization Development (OD)– Training specialists– Communication specialists– Lean, Six Sigma, CPI
• Bring specific experience, knowledge, tools and expertise to the project
• Key pieces of the “technical” and the “people” puzzles
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Sometimes act as the change management resource
Sometimes act as the change management resource
Copyright Prosci 2015. All rights reserved.
Project SMEs and Support
New 2015 research data on key complementary roles
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HR Business PartnersOrganizationDevelopment Communications
ConsultantsInternal
Change Agent Networks
BusinessAnalysts
Copyright Prosci 2015. All rights reserved.
What it might do?
Where it might reside?
The CMO Change Management Office,
Group, Department, etc.
Emerging entity in some organizations
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What it might do?• Own and maintain the
methodology• Own and maintain the tools• Own the curriculum• Maintain a community• Coach executives, sponsors,
managers and supervisors• Provide resources (people) on
specific projects• Provide consultative support to
other team members doing the change management
Where it might reside?• Project Management Office (PMO)• Human Resources (HR)• IT (Information Technology)• Corporate, Shared Services• Organization Development (OD)• Strategy, Transformation, Planning• Operations, Within BUs• Independent
Copyright Prosci 2015. All rights reserved.
The CMO Change Management Office,
Group, Department, etc.
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2013 data
2011
36%
2013
38%
Level 5 Organizational competency
77%
Level 4 Organizational standards
56%
Level 3 Multiple projects
45%
Level 2 Isolated projects
29%
Level 1 Ad hoc or absent
15%
Organization has CMO(dedicated functional group)
77% had it in one place16% had it in two places
7% had it in more than two
Copyright Prosci 2015. All rights reserved.
Execs &Senior Leaders
Front-Line
Middle Managers & Supervisors
Changeresource/
team
ProjectTeam
ProjectSMEs and
support
The Final Step: Building Organizational Capability
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As a capability:Specific roles and responsibilities
To encourage adoption and usage
So results and outcomes are achieved
Individual competencies
Applied on any and all changes
To create organizational agility
On a project:
Enterprise ChangeManagement
ChangeManagement
Execs &Senior Leaders
Front-Line Associates
Middle Managers & Supervisors
Changeresource/
team
ProjectTeam
ProjectSMEs and
support
Execs &Senior Leaders
Front-Line Associates
Middle Managers & Supervisors
Changeresource/
team
ProjectTeam
ProjectSMEs and
support
Execs &Senior Leaders
Front-Line Associates
Middle Managers & Supervisors
Changeresource/
team
ProjectTeam
ProjectSMEs and
support
Execs &Senior Leaders
Front-Line Associates
Middle Managers & Supervisors
Changeresource/
team
ProjectTeam
ProjectSMEs and
support
Execs &Senior Leaders
Front-Line Associates
Middle Managers & Supervisors
Changeresource/
team
ProjectTeam
ProjectSMEs and
support
Execs &Senior Leaders
Front-Line Associates
Middle Managers & Supervisors
Changeresource/
team
ProjectTeam
ProjectSMEs and
support
Execs &Senior Leaders
Front-Line Associates
Middle Managers & Supervisors
Changeresource/
team
ProjectTeam
ProjectSMEs and
support
Execs &Senior Leaders
Front-Line Associates
Middle Managers & Supervisors
Changeresource/
team
ProjectTeam
ProjectSMEs and
support
Execs &Senior Leaders
Front-Line Associates
Middle Managers & Supervisors
Changeresource/
team
ProjectTeam
ProjectSMEs and
support
Execs &Senior Leaders
Front-Line Associates
Middle Managers & Supervisors
Changeresource/
team
ProjectTeam
ProjectSMEs and
support
Execs &Senior Leaders
Front-Line Associates
Middle Managers & Supervisors
Changeresource/
team
ProjectTeam
ProjectSMEs and
support
Execs &Senior Leaders
Front-Line Associates
Middle Managers & Supervisors
Changeresource/
team
ProjectTeam
ProjectSMEs and
support
Copyright Prosci 2015. All rights reserved.
Execs &Senior Leaders
Front-Line
Middle Managers & Supervisors
Changeresource/
team
ProjectTeam
ProjectSMEs and
support
How Do You Get Each Group to Fulfill Their Role?
• Each role is experiencing a change when they being fulfilling their role in successful change.
• What can we do to ensure each group is effective in their role in supporting adoption and usage?
• Apply change management!
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Copyright Prosci 2015. All rights reserved.
Change Management Takes Change Management
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Applying the Prosci® ADKAR® Model to the change “doing change management”
Reinforcement® to sustain the change
Ability to implement required skills and behaviors
Knowledge on how to change
Desire to participate and support the change
Awareness of the need for change
Ability to apply change management
Knowledge on how to apply change management
Desire to participate and support change management
Awareness of the need for change management
Reinforcement® to sustain change management
Copyright Prosci 2015. All rights reserved.
Conclusion:Roles and Responsibilities Drive Outcomes
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On a project, each role must
do its part
So that impacted employees embrace,
adopt and use the changeC C C C C
C C C C C
C C C C C
C C C C C
C C C C C
T
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F F F F
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F
So that project results and outcomes are achieved
Execs &Senior Leaders
Front-Line
Middle Managers & Supervisors
Changeresource/
team
ProjectTeam
ProjectSMEs and
support
Email:[email protected]
Copyright Prosci 2015. All rights reserved.
Role Responsibilities
Change management resource/teams
Apply methodology on projects and initiativesEnable others
Executives and senior managers
Fulfill ABCs of effective sponsorship
Middle managers and supervisors
Fulfill 5 roles in support of direct reports
Project team Integrate people side into technical side
Project SMEsand support
Provide expertise, knowledge and tools
Impacted employees Thrive and take ownership of change
37
Prosci’s Train-the-Trainer Program
Site licenses
Enterprise Change Managem
ent
Role Responsibilities Prosci resources
Change management resource/teams
Apply methodology on projects and initiativesEnable others
3-day certification programChange Management ToolkitPilot Professional Benchmarking report
Executives and senior managers
Fulfill ABCs of effective sponsorship 4 to 6 hour sponsor program
Middle managers and supervisors
Fulfill 5 roles in support of direct reports
1-day coaching programManager Toolkit
Project team Integrate people side into technical side
3-day certification programBenchmarking report
Project SMEsand support
Provide expertise, knowledge and tools
3-day certification programBenchmarking report
Impacted employees Thrive and take ownership of change
1-day employee programSurvival Guide
Prosci Solutions for Building Individual Competencies
Role-basedResearch-basedADKAR-based
Copyright Prosci 2015. All rights reserved.
ECM Advisory Services ECM Boot Camp
ECM Roadmap Maturity Model Audit
38
Kickoff
Business Case Development
Sponsor Briefing
Pilot Trainings
Scorecard Development
Train-the-Trainer
Ongoing Coaching
Online guide with instructions, guidance, research and tools ($479)
Call +1-970-203-9332 or email [email protected]
One-day workshop on building your Project ECM strategy and plans ($889)
2015 datesSept 22 - Denver, COSept 25 - Calgary, AB
Oct 8 - LondonOct 15 - Portland, OR
Inquire re: onsite
“If you're serious about achieving true change management as one of your core organizational
competencies, then find a way to get to this course.”
Web-based assessment of maturity across 50 observable factors.
$30/mo | $300/yr
Prosci Solutions for Building Organizational Capability