1. Change Management Series: PMI Downtown Meeting Main Houston Public Library Branch Concourse Level Meeting Room May 29, 2014 1 5:00 PM 6:30 PM The Impact Assessment

2. Bio - Carla Fair-Wright MCTS, PMP, CSQE Carla Fair-Wright is a Senior IT Project Manager at Chevron and leads cross-functional teams of technical experts and consultants in providing project management and project consulting services across Chevron. 2 3. Bio Steve Pinckney MBA, PMP, PROSCI, ITIL Steve Pinckney is an Organizational Change Manager and Project Manager with over 15 years of business transformation experience in the Investment Banking and Oil and Gas industries. 3 4. Case Study: Berlin Hauptbahnof vs Stuttgart 21 The Tale of Two Train Stations 700 million Berlin (2005) 2.45 billion -Stuttgart Estimated Completion 1996 4 5. Case Study: Berlin Hauptbahnof 5 6. Case Study: Stuttgart 21 The Vision 6 7. Case Study: Stuttgart 21 The Reality. 7 8. Case Study: Berlin Hauptbahnof vs Stuttgart 21 Plans have been revised Revised estimate now 6 Billion Original estimate 2.45 Billion Scheduled to be completed 2025 Originally scheduled to be completed in 2010 8 9. Why do people resist change? Awareness - Employees are not made aware of the underlying business need for change. Lay-offs are announced or feared Training Employees doubt they have the needed skills for success in the future state 9 10. Why do people resist change? Status quo people want to maintain the personal rewards and sense of accomplishment and fulfillment provided by the status quo Inequity - Employees feel they are being required to do more with less, or do more for the same pay 10 11. Why do people resist change? " Project Management is like Building a Ship. Change Management is Recruiting the Crew Jeff Hiatt, CEO, Prosci 11 12. What is Change Management? A proactive approach to addressing resistance benefit realization Focus is on the people side of change 12 13. Goals of Change Management Ensure target benefits are realized The project goals are accomplished Reduce Adoption Risk Increase speed of adoption and therefore the ROI 13 14. Common tools & techniques Stakeholder Analysis Change impact assessment Communication & Engagement Learning & Development Pulse Surveys, Readiness Assessments 14 15. Poll How many of you have or have had a Change Manager on your project? How many of you track the realization of benefits throughout the execution of the project? How many of you have conducted an impact assessment for your project? 15 16. What is an Impact? What a stakeholder will have to do differently in response to a change A barrier to benefit realization 16 As a result of upgrading M.S. Office Impact Benefit at Risk End users will need to learn about new functionality Improved productivity ...IT will need to create a new deployment package to push installation out to end users Improved productivity 17. What is an Impact Assessment? An on going, iterative process that identifies: how groups are impacted Positive and negative impacts the degree to which they are impacted 17 18. The Impact Assessment is on going Stakeholder Analysis Identify who will be impacted Identify potential areas of resistance Influencers Change Impact Assessment Identify how groups will be impacted Define mitigation strategy Identify additional stakeholders Communication & Engagement Mitigate impacts Identify additional stakeholders 18 19. Sources of impacts Workshops Subject Matter Experts One on One conversations 19 20. Impact Mitigation Tailored to each impact Tailored for environment/culture Example mitigation activities: Communication & Engagement Training Coaching 20 21. Example Template 21 ID Title Description/Summary Stakeholder Group Impact Level Pos/Neg 22. Summary People resist change for a variety of reasons Change Management is a proactive approach to managing resistance and realizing benefits The impact assessment is one tool to identify how stakeholders will be impacted by a change 22 23. Resources - Books Recommended books: William Bridges, Managing Transitions John P. Kotter, Leading Change Harvard Business School Press, Managing Change and Transition Peter P. Senge, The Dance of Change Peter P. Senge, The fifth Discipline Jeff Davidsion, The Complete Idiot's Guide to Change Management Recommended magazines: Harvard Business Review ISPI (International Society for Performance Improvement) Quarterly 23 24. Resources - Online 24 Prosci www.change-management.com John Kotter - www.johnkotter.com Change Management Toolbook - http://www.change-management-toolbook.com Change Management Businessballs http://www.businessballs.com/changemanagement.htm Change Management Institute http://live.change-management-institute.com The Change Source http://www.thechangesource.com/guest-post-managing-change-impacts-part-1-2/ http://www.thechangesource.com/managing-change-impacts-part-2/ 25. Next Steps 25 Look for project with a change management dimension. Make sure to participate. If you are a manager, make sure to include change management aspects to your activities and projects. Improve your skills in change management 26. Carla Fair-Wright fair@opc-Houston.com (800) 723 6120 Steve Pinckney steve@conceptia.com (646) 464 - 6503 26