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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
Copyright © 2014 Prosci. Best Practices in Change Management – 2014 Edition.
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
Percent of respondents
Copyright © 2014 Prosci. Best Practices in Change Management – 2014 Edition.
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
Percent of respondents
Copyright © 2014 Prosci. Best Practices in Change Management – 2014 Edition.
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
Copyright © 2014 Prosci. Best Practices in Change Management – 2014 Edition.
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
Percent of respondents
Copyright © 2014 Prosci. Best Practices in Change Management – 2014 Edition.
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
Copyright Prosci 2014. All rights reserved.
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
Overall effectiveness of change management program* Data from 2007, 2009, 2011 and 2013
Copyright © 2014 Prosci. Best Practices in Change Management – 2014 Edition.
Correlation of change management effectiveness to meeting project objectives
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Copyright Prosci 2014. All rights reserved.
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)
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* Data from 2007, 2009, 2011 and 2013
Copyright © 2014 Prosci. Best Practices in Change Management – 2014 Edition.
Correlation of change management effectiveness to meeting project objectives
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Copyright Prosci 2014. All rights reserved.
Prosci correlation analysis
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
Overall effectiveness of change management program* Data from 2007, 2009, 2011 and 2013
Copyright © 2014 Prosci. Best Practices in Change Management – 2014 Edition.
Correlation of change management effectiveness to staying on budget
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Prosci correlation analysis
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
Overall effectiveness of change management program* Data from 2007, 2009, 2011 and 2013
Copyright © 2014 Prosci. Best Practices in Change Management – 2014 Edition.
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
+
-
Net cash flow of project period
Prosci’s ROI of Change Management Model
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Exceptionally managed change
Time (periods)
0
+
-
Net cash flow of project period
Prosci’s ROI of Change Management Model
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Comparing all three scenarios
Time (periods)
0
+
- Exceptionally managed change cash flowPoorly managed change cash flowExpected cash flow
Net cash flow of project period
Prosci’s ROI of Change Management Model
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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.
Score: (total possible is 30)
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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.
Score: (total possible is 30)
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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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PCTTM profile scenarios
• 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
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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PCTTM profile scenarios
• 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
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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What does your project’s Prosci® PCTTM profile look like?
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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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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DK-2900 Hellerup Denmark
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Maria Widström [email protected]
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Peter Harbo Clausen [email protected]
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