Prosci CM Overview

Prosci Change Management
Overview
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reserved.
Agenda for presentation

Defining change management
Individual change management
Organizational change management
Who is involved in managing change
Change management and project
management
22

reserved.
Change management is:

The process, tools and techniques
to manage the people side of
change to achieve the required
business results.
33

reserved.
Prosci PCT Model
TM
Leadership /
Sponsorship provides
guidance and governance
Project Management
gives structure to the
technical side of the
change
Change Management
supports the people side
of the change
All three elements must be present for project

success
The Prosci Project Change Triangle (PCT) is a trademark of Prosci, Inc. All rights reserved.
44

reserved.
Organizational change can be

represented as three states of
change
States of change
Current
state
Transition
state
Future
state
How things
How to move How things will
are done today from current
be done
to future
tomorrow

reserved.
Examples of changes
organizations are currently taking
on
Current
state
Future
state
Ad hoc processes
Documented and managed processes
Multiple, legacy systems
One integrated database
Generalists in the call center
Specialists in the call center
No web interface for suppliers

Two different companies
66
Transition
state

reserved.
Supplier website integrated into supply chain

Merged organization
In reality, there are both

organizational and individual future
states
Organization
Current
state
How I do my
job today
Individual
77

reserved.
Current
state
Transition
state
Future
state
How I will do my job after

the change is
implemented
Transition
state
Future
state
The organizations future state is actually

the collection of many individual future
states
Individuals
Organization
Future
state
Current
state
Transition
state
Future
state
Current
state
Transition
state
Future
state
Current
state
Transition
state
Future
state
Current
state
Transition
state
Future
state
Current
state
Transition
state
Future
state
Current
state
Transition
state
Future
state
Documented and managed processes

One integrated database
Specialists in the call center
Supplier website integrated into supply chain
Merged organization
88

reserved.
The focus of change management is

helping individuals make their
transition
Individuals
Change management drives

project success by supporting
individual transitions required
by organizational projects and
initiatives
99

reserved.
Current
state
Transition
state
Future
state
Current
state
Transition
state
Future
state
Current
state
Transition
state
Future
state
Data Supports the Connection
10

reserved.
There are consequences of not

managing the people side of change
11
Lower productivity
Passive resistance
Active resistance
Turnover of valued employees
Disinterest in the current or future state
Arguing about the need for change
More people taking sick days or not showing up
Changes not fully implemented
People finding work-arounds
People revert to the old way of doing things
The change being totally scrapped
Divides are created between us and them

reserved.
Primary reasons for applying

change management
Increase probability of project success

Manage employee resistance to
change
Build change competency in the
organization
12

reserved.
Change management
perspectives
Individual
perspective
Understanding how
one person makes a
change successfully
13

reserved.
Organizational
perspective
The tools that
project teams and
managers have to
support the people
side of change
Managing individual change with

ADKAR
ADKAR describes the

key building blocks for
successful change
Prosci ADKAR Model
Personal or professional
Success with change

requires all elements
of the ADKAR Model
to be present
Reference: Hiatt, J. ADKAR: A model for change in business, government and our community, Learning Center
Publications, 2006.
ADKAR
is Awareness
a registered
trademark
Prosci.
All Rights Reserved.
ADKAR and
Desire
KnowledgeofAbility
Reinforcement
are a registered trademarks of Prosci, Inc. All rights reserved.
14

reserved.
The five building blocks of

successful change
Prosci ADKAR Model
Awareness
Desire
Knowledge
Ability
Reinforcement
Awareness of the need for change

Desire to participate and support the
change
Knowledge on how to change
Ability to implement required skills and
behaviors
Reinforcement to sustain the change
ADKAR and Awareness Desire Knowledge Ability Reinforcement are a registered trademarks of Prosci, Inc. All rights reserved.
15

reserved.
ADKAR forms the foundation of

successful organizational change
Ultimately, for a project or initiative to be

successful, individuals in the organization have to
do their jobs differently
ADKAR provides a framework for understanding
how individuals change
Managers and project teams can use ADKAR to:
Guide organizational change management plans
Diagnose gaps and root causes of resistance
Develop corrective actions
16
16

reserved.
Proscis organizational
change management process
A structured process for
managing the people side of
change on a project or
initiative
Research-based
Holistic
Easy-to-apply
Scalable
17
17

reserved.
Phase 1 Preparing for change

Understanding the
nature of the change
Understanding the
groups being
changed
Creating the right
sponsorship model
and coalition
Identifying risks
Developing special
tactics
18

reserved.
Phase 2 Managing change
19

reserved.
Communication plan
Sponsor roadmap
Training plan
Coaching plan
Resistance mgmt plan
Phase 3 Reinforcing change

Compliance audit
reports and employee
feedback
Corrective action
plans
After action review
Transition
management
20

reserved.
Connecting individual and

organizational change
management
21
Change
management
tools
Individual phases
of change
(ADKAR )
Communications
Awareness
Sponsor roadmap
Desire
Coaching
Knowledge
Resistance management
Ability
Training
Reinforcement

reserved.
Who is involved in managing

change
The change
management resource
on a project plays the
role of enabler
The conductor of the
orchestra
The director of the play
Effective change
management requires
involvement and action
by many in the
organization
22
22

reserved.
Senior leaders
Why is this group important?
Active and visible sponsorship is identified
as the top contributor to overall project
success in Proscis five benchmarking
studies
Senior leaders are one of two preferred
senders of messages about change
What is this groups role?

Participate actively and visibly throughout
the project
Build the needed coalition of sponsorship
with peers and other managers
Communicate the business messages about
the change effectively with employees
23
23

reserved.
Managers & supervisors

Managers and supervisors are the other

preferred sender of messages about change
This group has a unique and well-developed

relationship with the employees being
impacted by the change
24
24

reserved.
Communicate the personal messages about

the change with their direct reports
Conduct group and individual coaching

sessions
Identify, analyze and manage resistance
Provide feedback to the rest of the change

management gears
Employees
25
25

reserved.
Employees will ultimately make changes

to how they do their day-to-day work
Their acceptance and use of the solution

determines the success of the project and
the ongoing benefit derived from the
change
Seek out information related to the

business reasons for change and the
personal impact of the change
Provide feedback and reaction to the

change and the change management
efforts
Take control of the personal transition

(using an individual change management
model like ADKAR)
Project team
The project team designs and develops
the change they are the ones who
introduce new processes, systems, tools,
job roles and responsibilities
This group provides much of the specific
information about the change to the
other gears

Provide timely, accurate and succinct
information about the change (or project)
Integrate change management activities
into project management plans and
activities
26
26

reserved.
Change management is like

project management
However, it is the people side of change
Both aim to deliver value to the business

by supporting initiatives and projects
27
27

reserved.
Change management and

project management
Technical side
of the project
People side of
the project
28

reserved.
Comparing processes
Project management
Initiation
Planning
Executing
Monitoring and
controlling
Closing
29
Process groups defined in the

Project Management Institutes
PMBOK

reserved.
Change
management
Organizational:
Preparing for change
Managing change
Reinforcing change
TM
Individual:
Awareness
Desire
Knowledge
Ability
Reinforcement
Comparing tools
Project management
30
Statement of work
Project charter
Business case
Work breakdown
structure
Budget estimations
Resource allocation
Schedule
Tracking

reserved.
Change management
Individual change
model
Readiness assessment
Communication plans
Sponsorship roadmaps
Coaching plans
Training plans
Resistance
management
Reinforcement
The right amount

How much project
management is
needed?
Depends on the
complexity and degree
of change to processes,
systems, organization
structure and job roles
31

reserved.
How much change

management is
needed?
Depends on the amount
of disruption created in
individual employees
day-to-day work and
the organization
attributes like culture,
value system and
history with past
changes
Integrating change management

and project management activities
Project management and change
management activities are most
effective when they are integrated
Unfortunately, in many instances

change management is an add-on after
the project has experienced obstacles
32
32

reserved.
Problem or
opportunity
Planning
Business
improvement
steps
Design
Development
Implementation
33

reserved.
Assessments
Team and
sponsors
Communications
Coaching and
feedback
Resistance
management
34

reserved.
Change
management
process
Business
improvement
steps
35

reserved.
Change
management
process
Business
improvement
steps
Change
management
process
36

reserved.
Research results
When to start change management
37

reserved.
p. 42
Conclusion
Change management focuses on the people side of
organizational change
Change management involves both an individual
and an organizational perspective
Change management requires action and
involvement by leaders and managers throughout
the organization
Change management and project management are
both tools that support project benefit realization
project management is the technical side and
change management is the people side
Change management is most effective when it is
launched at the beginning of a project and
integrated into the project activities
38
38

reserved.

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Prosci Change Management

Copyright 2014 Prosci. All rights

Agenda for presentation

Copyright 2014 Prosci. All rights

Change management is:

Copyright 2014 Prosci. All rights

Prosci PCT Model

All three elements must be present for project

Copyright 2014 Prosci. All rights

Organizational change can be

Copyright 2014 Prosci. All rights

Documented and managed processes

Multiple, legacy systems

One integrated database

Generalists in the call center

Specialists in the call center

No web interface for suppliers

Copyright 2014 Prosci. All rights

Supplier website integrated into supply chain

In reality, there are both

Copyright 2014 Prosci. All rights

How I will do my job after

The organizations future state is actually

Documented and managed processes

Copyright 2014 Prosci. All rights

The focus of change management is

Change management drives

Copyright 2014 Prosci. All rights

Data Supports the Connection

Copyright 2014 Prosci. All rights

There are consequences of not

Turnover of valued employees

Disinterest in the current or future state

Arguing about the need for change

More people taking sick days or not showing up

Changes not fully implemented

People finding work-arounds

People revert to the old way of doing things

The change being totally scrapped

Divides are created between us and them

Copyright 2014 Prosci. All rights

Primary reasons for applying

Increase probability of project success

Copyright 2014 Prosci. All rights

Copyright 2014 Prosci. All rights

Managing individual change with

ADKAR describes the

Prosci ADKAR Model

Success with change

Copyright 2014 Prosci. All rights

The five building blocks of

Awareness of the need for change

Copyright 2014 Prosci. All rights

ADKAR forms the foundation of

Ultimately, for a project or initiative to be

Copyright 2014 Prosci. All rights

Copyright 2014 Prosci. All rights

Phase 1 Preparing for change

Copyright 2014 Prosci. All rights

Phase 2 Managing change

Copyright 2014 Prosci. All rights

Phase 3 Reinforcing change

Copyright 2014 Prosci. All rights

Connecting individual and