Prosci Change Management Why should government care?

PowerPoint PresentationProsci Change Management Why should government care?
Position your projects, yourself and your county for success during change
2 Prosci © 2010 www.change-management.com
“The dogmas of the quiet past are inadequate to the stormy present. The occasion is piled
high with difficulty, and we must rise -- with the occasion.
As our case is new, so we must think anew, and act anew.”
- Abraham Lincoln
Are the changes we have underway in our organization leaving our people behind?
© Prosci. From Prosci’s 2009 Best Practices in Change Management benchmarking report
Current levels of change saturation
0% 5% 10% 15% 20% 25% 30%
Do not know
My organization has plenty of spare capacity for change
My organization has quite a bit of spare capacity for change
My organization has some spare capacity for change
My organization is nearing the point of change saturation
My organization is at the point of change saturation
My organization is past the change saturation point
Percent of respondents
management – what is the difference? • Arapahoe County’s change management
program
Change management is:
The process, tools and techniques to manage the people side of change to achieve the required business results.
Why is change so hard?
• In 1995, research conducted by John Kotter showed only 30 percent of all change initiatives were successful.
• Fast forward to 2008 … that same survey showed only 30 percent of all change initiatives were successful.
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.
Prosci® PCTTM Model
Organizational change can be represented as three states of change
States of change
How things will be done tomorrow
How to move from current to future
Current state
Transition 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 Supplier website integrated into supply chain
Two different companies Merged organization
Current state
Transition state
Future state
In reality, there are both organizational and individual future states
Organization
Individual
How I do my job today
How I will do my job after the change is implemented
Current state
Transition state
Future state
Current state
Transition state
Future state
The organization’s future state is actually the collection of many individual future states
Organization
Individuals
Supplier website integrated into supply chain
Merged 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
The focus of change management is helping individuals make their transition
Change management drives project success by supporting individual transitions required by organizational projects and initiatives
Individuals Current
state Transition
• Data shows direct correlation to projects meeting objectives, schedule and budget
• Project and organizations take on costs and risk when change is not managed effectively
17%
49%
80%
95%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Correlation of change management effectiveness to meeting project objectives
*Data from 2007, 2009 and 2011
Correlation of change management effectiveness to staying on schedule
16%
32%
60%
71%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
P er
ce nt
e
* The 2009 report includes data from the 2007 and 2009 study.
Connecting change management to business results
Correlation of change management effectiveness to staying on budget
51%
61%
74%
82%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
P er
ce nt
nd er
b ud
ge t
* The 2009 report includes data from the 2007 and 2009 study.
There are consequences of not managing the people side of change
• 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’
• Increase probability of project success • Manage employee resistance to change • Build change competency in the organization
• Organizational perspective
– The tools that project
teams and managers have to support the ‘people side’ of change
Introduce changes to how the business
operates
business results
• Supervisors/managers are influential • Employees trust them • They are in a position to mitigate resistance • They can build support
They are a preferred sender!
Why are managers so important?
Provide tools for managing individual change:
The ADKAR® Model
Set expectations of roles:
Managing individual change with ADKAR®
• ADKAR® describes the key building blocks for successful change – 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 a registered trademark of Prosci. All Rights Reserved.
Prosci® ADKAR® Model
ADKAR and “Awareness Desire Knowledge Ability Reinforcement” are a registered trademarks of Prosci, Inc. All rights reserved.
© 2012 Prosci and Bill Cigliano
Awareness Desire
Knowledge Ability
Desire Desire to participate and support the change
Knowledge Knowledge on how to change
Ability Ability to implement required skills and behaviors
Reinforcement® Reinforcement to sustain the change
Prosci® ADKAR® Model
ADKAR and “Awareness Desire Knowledge Ability Reinforcement” are a registered trademarks of Prosci, Inc. All rights reserved.
© 2012 Prosci and Bill Cigliano
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
Prosci’s 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
Prosci® 3-Phase Change Management Process
• Understanding the nature of the change
• Understanding the groups being changed
• Creating the right sponsorship model and coalition
• Identifying risks • Developing special
• Communication plan • Sponsor roadmap • Training plan • Coaching plan • Resistance mgmt plan
Phase 3 – Reinforcing change
• Corrective action plans • After action review • Transition management
Communications
Awareness
Desire
Reinforcement™
Knowledge
Ability
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
Project team
Change management
Senior leaders
Senior Leaders
• Why is this group important? – Active and visible sponsorship is identified as the
top contributor to overall project success in Prosci’s five benchmarking studies
– Senior leaders are one of two preferred senders of messages about change
• What is this group’s 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
Managers and Supervisors
• Why is this group important? – 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
• What is this group’s role? – 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’
Project team
Change management
Senior leaders
Employees
• Why is this group important? – 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
– • What is this group’s role?
– 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
Change management
Senior leaders
Project Team
• Why is this group important? – 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’
• What is this group’s role? – Provide timely, accurate and succinct
information about the change (or project) – Integrate change management activities into
project management plans and activities
Project team
Change management
Senior leaders
Current state
Transition state
Future state
Project management
Change management
• However, it is the ‘people side’ of change
• Both aim to deliver value to the business by
supporting initiatives and projects
• Process groups defined in the Project
Management Institute’s PMBOK®
– Individual: • Awareness • Desire • Knowledge • Ability • Reinforcement®
• Project management – Statement of work – Project charter – Business case – Work breakdown structure – Budget estimations – Resource allocation – Schedule – Tracking
• Change management – Individual change model – Readiness assessment – Communication plans – Sponsorship roadmaps – Coaching plans – Training plans – Resistance management – Reinforcement
– Depends on the complexity
and degree of change to processes, systems, organization structure and job roles
• 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
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Project closure
Project implementation
Project design
Project planning
Project initiation
When did you start CM activities this time?
When would you start CM activities next time?
Case for Change Management
• In order to implement change …individuals are going to have to do their jobs in a new way.
• What amount of project benefits depend upon employee adoption and usage?
What is the adoption, usage and proficiency for your change?
• Who has to adopt and use the change? • What does adoption and usage mean? • How will we know if they have adopted and
are using?
REwork, REvisit, REdo, REdesign, REscope, REschedule, REvamp, REquip, REenter, Reexamine, REcover
The amount of Project Benefits are dependent on adoption and usage.
This is what we can CAPTURE and DRIVE with change management.
Remember the Big Picture:
role
Proficiency (ADKAR)
(measurement using web-based
in leading change
Quality of work life Speed of implementation
(schedule adherence)
Performance against objectives
Organization Individual
O ut
co m
e Pr
oc es
• We began applying it in May/June. – Increased communication/electronic and print – Increased face-to-face meetings and training – Mailing communication pieces home – Created [email protected] – Solicited input – E-team, A-team, employees
• Here is the reaction …
Payroll/HRIS Comments • “Thank you for the excellent communication you’ve been providing regarding the
payroll changes. You started the communication early in the process which allows employees ample time to prepare. I also appreciate the excel tool you designed to help with the transition, as well as the offers to assist with navigating through the change. I really appreciate all the efforts that have been made to make this transition as smooth as possible!” - Lori Oswald, Human Services
• “I like the way this was written. Very clear and simple language,” – Debbie Atkinson,
Information Technology
• “Excellent Write Up! Thanks!” – Grant Miller, Human Services
• “I wanted to let you all know how impressed I am with how this change is being managed. The efforts, communications, training sessions and overall coordination exhibited and offered to ensure our success with this major shift is amazing. I’m proud to be part of an organization who treats its employees with this level of consideration and respect. Thank you.” – Eve Torney, Information Technology
• Program Offerings: – Employee-Only Course – Coaching Course – 3-Day Practitioner Course – Sponsorship Course
• Nearly 300 Employees since February 2013 • BOCC Administration, Communication Services, Human Resources,
Human Services, Information Technology, Facilities and Fleet Management, Finance, Community Resources, Open Spaces, Clerk and Recorder’s Office, Sheriff’s Office, Public Works and Development and Performance Management
Employee Program Goals • Prepare employees for changes that are impacting them
personally. • Team them how to engage their manager and leadership
team. • Demonstrate effective ways to surface concerns about the
change • Help them understand the change process • Provide knowledge of how to take control of the change
(and take accountability for their success)
Coaching Program Goals
• Managers, supervisors and project leaders learn what it takes to become great change leaders.
• Prepare managers for changes that are impacting them personally
• Prepare managers to lead and coach their employees through change
3-Day Certification Program • Learn how to lead change effectively, and what it means to
manage the people side of change. • Participants learn how to define a change management
strategy, prepare a change management plan and connect change management to business results.
• Participants spend time working on a real-life project and walk away with the knowledge, tools and processes to successfully guide employees through change.
Our Change Management Vision
“We should work to build change management competencies and capabilities because we care about our employees. But, ultimately it’s about the customers we serve – the citizens of Arapahoe County. We owe it to them to provide the BEST County government in the State of Colorado.”
How will we know when we get there?
• Great change management is second nature and part of the DNA of Arapahoe County
• Change Management is our standard operating procedure
• Change Management is the norm on projects and initiatives
• All employees have internalized their role in leading change
Level 5 Organizational Competency
Change management competency is evident in all levels of the organization and
is part of the organization’s intellectual property and competitive edge
Continuous process
Organization-wide standards and methods are broadly deployed for managing and
leading change
Level 3
Multiple Projects
Comprehensive approach for managing change is being applied in multiple projects
Examples of best practices evident
Level 2
Isolated Projects
Some elements of change management are being applied in isolated projects
Many different tactics used inconsistently
Level 1
Little or no change management applied People-dependent without any formal practices or plans
Highest rate of project failure, turnover and
productivity loss
“If you want to make enemies, try to change something.”
- Woodrow Wilson
“I am all for progress. I just don't like change.”
- Jack Bush
“It’s not so much that we’re afraid of change or so in love with the old ways, but it’s like that place in between that we fear … It’s like being between trapezes. It’s Linus when his blanket is in the dryer. There’s nothing to hold on to.”
– Marilyn Ferguson
Change Management …
• Focuses on the ‘people side’ of organizational change • Involves both an individual and an organizational perspective • Requires action and involvement by leaders and managers
throughout the organization • And project management are both tools that support project
benefit realization – project management is the ‘technical’ side and change management is the ‘people’ side
• Is most effective when it is launched at the beginning of a project and integrated into the project activities
What sound do you want to hear when your project is completed?
Blues
7.8
www.change-management.com
Train the Trainer [email protected]
Prosci Change Management Why should government care?
“The dogmas of the quiet past are inadequate to the stormy present. The occasion is piled high with difficulty, and we must rise -- with the occasion. As our case is new, so we must think anew, and act anew.”- Abraham Lincoln
Slide Number 3
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Agenda for Today
Prosci® PCTTM Model
Organizational change can be represented as three states of change
Examples of changes organizations are currently taking on
In reality, there are both organizational and individual future states
The organization’s future state is actually the collection of many individual future states
The focus of change management is helping individuals make their transition
Why Change Management?
There are consequences of not managing the people side of change
Primary reasons for applying change management
Change management perspectives
Why are managers so important?
Equip your managers and supervisors to lead change
Managing individual change with ADKAR®
The five building blocks of successful change
ADKAR® forms the foundation of successful organizational change
Prosci’s organizational change management process
Phase 1 – Preparing for change
Phase 2 – Managing change
Phase 3 – Reinforcing change
Senior Leaders
Change management is like project management
Comparing processes
Comparing tools
Slide Number 47
Slide Number 48
Slide Number 49
Slide Number 50
Case for Change Management
What is the adoption, usage and proficiency for your change?
The cost of NOT doing Change Management
The amount of Project Benefits are dependent on adoption and usage. This is what we can CAPTURE and DRIVE with change management.
Slide Number 56
Slide Number 57
Payroll/HRIS Comments
Position Arapahoe County for success
“If you want to make enemies, try to change something.” - Woodrow Wilson
“I am all for progress. I just don't like change.”- Jack Bush
Slide Number 69
Slide Number 71
What sound do you want to hear when your project is completed?
Prosci1367 South Garfield AveLoveland, Colorado, USA 80537970-203-9332www.change-management.comAndrea RasizerDirectorBOCC Administration/Communication ServicesProsci Certified Change Management ProfessionalTrain the [email protected]

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Prosci Change Management Why should government care?