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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.
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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
© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
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
© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
9
Scope of projects reported on in Prosci’s 2011 study
© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
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
© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
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
© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
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
© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
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
Overall effectiveness of change management program
Correlation of change management effectiveness to staying on schedule
*Data from 2007, 2009 and 2011
© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
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
Overall effectiveness of change management program
Correlation of change management effectiveness to staying on budget
*Data from 2007, 2009 and 2011
© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
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
© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
16
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
© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
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
Copyright Prosci 2012. All rights reserved.
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
Copyright Prosci 2012. All rights reserved.
24
Proficiency contributes to the “height” of each benefit, including the ongoing benefit after
implementation
Net cash flow of project period
Prosci® ROI of Change Management Model
Expected performance
Time (periods)The height of the benefit
after implementation is finished is based on ultimate utilization
+
-
0
Copyright Prosci 2012. All rights reserved.
25
Net cash flow of project period
Prosci® ROI of Change Management Model
Time (periods)
+
-
0
Poorly managed change cash flow
Expected cash flow
Copyright Prosci 2012. All rights reserved.
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
Copyright Prosci 2012. All rights reserved.
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
29
Prosci® 3-Phase Change Management Process
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
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
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
Prosci® 3-Phase Change Management Process
Define your changemanagement strategy
Prepare your changemanagement team
Develop yoursponsorsh
31
Phase 2 – Managing change
• Communication plan• Sponsor roadmap• Training plan• Coaching plan• Resistance management plan
Prosci® 3-Phase Change Management Process
Develop changemanagement plans
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
Prosci® 3-Phase Change Management Process
Collect and analyzefeedback
Diagnose gaps and manageresistance
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
Project teamChange management team
Mid-level manager sponsor
46
Project teamChange management team
Mid-level manager sponsor
Executive sponsor
47
Project teamChange management team
Executive sponsor
Steering committee
48
Projectteam
Project sponsor
Executive-level steering committee
Change management
team