Prosci - CMC · PDF file–Prosci’s ADKAR® Model Research-based Holistic...
Transcript of Prosci - CMC · PDF file–Prosci’s ADKAR® Model Research-based Holistic...
Prosci ® Change Management
www.change-management.com
970-203-9332
www.cmcpartnership.com
All Rights Reserved “Preparing for Change, Managing Change, and Reinforcing Change™” are registered trademarks of Prosci. Used with permission.ADKAR® and ADKAR® terms (Awareness, Desire, Knowledge, Ability, and Reinforcement™) are registered trademarks of Prosci Inc. Used with permission
Agenda• PROSCI History
• Why Change Management?
• PROSCI Value Proposition
• Comparing Project/Program Management with Change Management
• PROSCI principles
• PROSCI methodologies
• CMC and PROSCI
• PROSCI offerings from CMC
• PROSCI goal – Organisations are more successful by managing the people side of change
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
Prosci History• 1996 – Founded Change Management Learning Center
• 1998 – Conducted first change management benchmarking study
• 2000 – Conducted second change management benchmarking study
• 2001 – Published Employee Survival Guide to Change
• 2002 – Developed first integrated individual/organizational CM methodology
• 2003 – Published Change Management: the people side of change
• 2003 – Conducted third change management benchmarking study
• 2004 – Offered regularly scheduled certification programs
• 2004 – Released online Change Management Pilot
• 2005 – Developed Enterprise Change Management approach
• 2005 – Conducted fourth change management benchmarking study
• 2006 – Published ADKAR: a model for change book
• 2007 – Conducted 10th anniversary Best Practices study
• 2008 – Released new process and materials for managers and supervisors
• 2008 – Released online Project Change Triangle (PCT) assessment tool
• 2008 – Released Change Portfolio Toolkit
• 2009 – Hosted first ever Prosci Global Conference
• 2009 – Conducted sixth benchmarking study (575 participants)
Prosci By The Numbers
50,000+Registered members of Prosci’s Change Management Learning Center
5,500+Certified practitioners in Prosci’s change management methodology
2,000+Organizations that have contributed to Prosci’s best practices research
66% Fortune 100 companies are Prosci customers
65 Countries represented in benchmarking studies
12 Years of research
6 Longitudinal studies
Prosci Research History
First Change Management Study – 102 companies
Second Change Management Study – 152 companies2001
1998
Third Change Management Study – 288 companies2003
2005 Fourth Change Management Study – 411 companies
2007 Fifth Change Management Study – 426 companies
2009 Sixth Change Management Study – 575 companies
Why Change Management #1?
In the end, the better the people side of change is managed the more successful projects will be.
© Prosci. From Prosci’s 2009 Best Practices in Change Management benchmarking report
Correlation of change management effectiveness
to meeting project objectives
16%
51%
80%
95%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Poor
(n=111)
Fair
(n=259)
Good
(n=313)
Excellent
(n=65)
Pe
rce
nt o
f re
sp
on
de
nts
th
at m
et
or
exce
ed
ed
pro
ject
ob
jective
s
Overall effectiveness of change management program
© Prosci. From Prosci’s 2009 Best Practices in Change Management benchmarking report
Correlation of change management effectiveness
to staying on schedule
16%
32%
60%
71%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Poor
(n=134)
Fair
(n=318)
Good
(n=394)
Excellent
(n=72)
Overall effectiveness of change management program
Perc
en
t o
f re
spo
nd
en
ts t
hat
we
re
on
or
ah
ead
of
sche
du
le
Why Change Management #2?
Keeping Projects on schedule with Change Management
© Prosci. From Prosci’s 2009 Best Practices in Change Management benchmarking report
Correlation of change management effectiveness
to staying on budget
51%
61%
74%
82%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Poor
(n=116)
Fair
(n=299)
Good
(n=386)
Excellent
(n=71)
Overall effectiveness of change management program
Perc
en
t o
f re
spo
nd
en
ts t
hat
were
on o
r u
nd
er
bud
ge
t
Why Change Management #3?
Keeping Projects on budget with Change Management
© Prosci. From Prosci’s 2009 Best Practices in Change Management benchmarking report
Correlation of sponsor access
to meeting project objectives
33%
53%
68%
78%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Little or no access
throughout project
Inadequate access -
difficult to get on
calendar
Adequate access -
scheduled meetings
More than adequate
access - open door
Level of access to sponsors
Perc
en
t o
f re
spo
nd
en
ts t
hat
me
t
or
excee
de
d p
roje
ct
ob
jective
s
Why Change Management #4?
Level of Sponsor Access is critical to Project Success
© Prosci. From Prosci’s 2009 Best Practices in Change Management benchmarking report
Correlation of sponsor effectiveness
to meeting project objectives
36%40%
70%
86%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Sponsor was very
ineffective
(average score <2)
Sponsor was
ineffective
(average score
between 2 and 3)
Sponsor was
effective
(average score
between 3 and 4)
Sponsor was very
effective
(average score
over 4)
Sponsor effectiveness rating average
Perc
en
t o
f re
spo
nd
en
ts t
hat
me
t
or
excee
de
d p
roje
ct
ob
jective
s
Why Change Management #5?
Sponsor Effectiveness is another critical dimension to Project Success
© Prosci. From Prosci’s 2009 Best Practices in Change Management benchmarking report
Geographic distribution of participants
in Prosci’s 2009 study
U.S.
44%
Australia
14%
Canada
11%
Africa
11%
Europe
11%
Asia and Pacific
Islands
7%
Central and South
America
2%
Prosci’s Value Proposition:
To help organisations build their own internal change management competencies through the development
and delivery of tools and methodologies that are:
Research-based
Holistic
Easy-to-use
Prosci’s Project Change Triangle (PCT)Copyright Prosci 2009.
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® Practices in Business Process Reengineering Benchmarking Study.
Comparing Change Management & Change 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
Current Transition FutureCurrent Transition Future
Project management
Change management
Prosci copyright 2009.
Integration of Project Management & Change Management
Complimentary disciplines with a common objective
Solution is designed, developed and delivered effectively
(Technical side)
Solution is embraced, adopted and utilised effectively
(People side)
= SUCCESS!
+
Project management
Change management
Current Transition FutureCurrent Transition Future
Copyright Prosci 2009
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
Copyright Prosci 2009
Who “does” change management?
Each ‘gear’ plays a
specific role based
on how they are
related to
organisational
change
Middle managers
and supervisors
Middle managers
and supervisors
Change
management
resource/team
Change
management
resource/team
Executives and
senior managers
Executives and
senior managers
Project
team
Project
team
Project
support
functions
Project
support
functions
Copyright Prosci 2009
PROSCI Principles
Research-based
Holistic
Easy-to-use
Research-Based Methodology
Prosci Change Management methodology is designed from using people working on real projects, benchmarking their success.– 1998 – 102 participants
– 2000 – 152 participants
– 2003 – 288 participants
– 2005 – 411 participants
– 2007 – 426 participants
– 2009 – 575 participants
Research-based
Holistic
Easy-to-use
Research-based
• Variety of topics:
– Methodology
– Resource allocation
– Senior leadership involvement
– Manager and supervisor roles
– Communication
– Resistance
– Reinforcement and feedback
– Working with project teams
Research-based
Holistic
Easy-to-use
Holistic #1
Two dimensions:
1. Individual change management
2. Organisational change management
Research-based
Holistic
Easy-to-use
Holistic#2
Individual change management
– Building blocks of successful personal change
– Prosci’s ADKAR® Model
Research-based
Holistic
Easy-to-use
AwarenessDesireKnowledgeAbilityReinforcement
Holistic#3
Organisational Change Management
The principles, processes and tools applied by change management practitioners on a particular project or initiative
• Process changes
• Technology changes
• System changes
• Org structure changes
• Job role changes
Any change that impacts how people do their jobs…
Research-based
Holistic
Easy-to-use
Holistic#4
Research-based
Holistic
Easy-to-use
Easy-to-use#1
• Easy to remember and apply to every day situations – ADKAR®
• Process-based
Complete with full set of templates, assessments, tools and checklists for all of the “doers”
Research-based
Holistic
Easy-to-use
Easy-to-use#2
• Prosci does not do any consulting work– Just research, training and
tool and methodology development
• So all development is aimed at you being able learn and apply on your own
Research-based
Holistic
Easy-to-use
Prosci Methodology
How does one person make a change successfully?
What process and tools exist to support individuals
through change?
Individualperspective
Organizationalperspective
Change Management requires:
Prosci’s Offerings
Variety of channels
• Training– Including Train-the-Trainer
• Published tools
• Online tools
• Research report
• Reference materials
• Licensing
Variety of audiences
• Change management practitioners
• Executives and senior leaders
• Middle managers and supervisors
• Front-line employees
Prosci and CMC Partnership
• CMC Partnership was founded in 2000• £17m turnover in 2010/11• 3 time winner of Wales Fast Growth 50 Award for
Business Services• Staff of 37 & 100+ regular Associates• Based in London & Wales• CMC Partnership offers expertise in change. We work
with our customers as a team to deliver gains in efficiency and effectiveness, embed performance improvement and deploy new capability
• Our business strengths are Project and Programme Management, Change Management and HR
• We have many Prince2 and MSP qualified staff• We are certified to the following ISO standards
– ISO 27001 Information Security Management Systems
– ISO 14001 Environmental Management Systems– ISO 9001 Quality Management Systems
• Differentiators– Our people– We don’t dictate a solution– We do things with you, not to you– We only deliver what you need– The people we propose are the people we deliver– We operate at senior level– We transfer our skills– Delivering value for money is always a priority
• CMC Partnership are a Prosci Authorised Training Provider for UK
– 15 CMC Partnership staff are Certified Prosci Change Management Practitioners , able to lead other organisations through Prosci Change Management in the delivery of their projects and programs and also provide PROSCI Manager/Employer training
– Rhiannon Cooke, CMC Director, is a Certified Prosci Instructor authorised to personally deliver Prosci 3-day Certification, Executive and Manager/Employee training
• CMC are bidding for Prosci UK Affiliate status in 2011
CMC Prosci Offerings for Practitioners:3-day certification program
• Interactive, hands-on certification program– Participants bring real
initiatives from their organization
– Tools and assessments are applied to the project throughout the class
– Students work in teams to create a change management strategy and presentation
• What they take away:– A change management plan
for their project to hit the ground running
– Initial executive presentation
– Tools and templates to manage change
– Best Practices report, Change Management Toolkit and online Change Management Pilot Pro 2010
– Knowledge to successfully manage change in their organization
CMC Prosci Offerings for Practitioners:Methodology Tools
Change Management Toolkit:
– 3-ring binder with CD-ROM – complete process and set of assessments, worksheets and templates for creating change management strategy and plans
Change Management Pilot Pro:
– online methodology tool with “four-click” access to methodology, downloadable templates and assessments, benchmarking excerpts, presentations and numerous eLearning modules
CMC Prosci Offerings for Senior Leaders:4-6 hour executive briefing
• Intended audience:– “I authorize and launch change in my organization.”– C-suite, executive leaders and senior managers
• Outcomes:– What is change management?– Why is it important?– What is my role?
• Inward looking:– Uses assessment data on real projects to cement concepts and
tools– Self-evaluation using Sponsor Competency Assessment– Meaningful conversations about how to position projects and the
organization for successInvestment vs risk analysis
6.8
4.4 5.1
1.8
3.9
3.5
0
1
2
3
4
5
6
7
8
9
10
0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0
Total investment in millons
Risk factor
Highest
risk
Lowest
risk
© Prosci 2007
Interpretation of color coding
Strength - should be leveraged (25 - 30)
Alert / possible risk - needs further investigation (20 - 25)
High risk / jeopardy - needs immediate action (<20)
Delta
Zeta
Epsilon
Beta
Gamma
Alpha
© Prosci 2009
CMC Prosci Offerings for Managers/Supervisors:1-day training program
• Intended audience:– “My direct reports bring
changes to life and I need to effectively lead them through change.”
– Front-line supervisors, middle managers
• Outcomes:– What is my position on
change?– How do my people go
through change?– What is my role in leading
change with my direct reports?
• Highly interactive based on current changes
• Includes two phases:– Preparing yourself for change– Leading employees through
change
• Goal is to build competencies in five roles identified in research:1. Communicator2. Advocate3. Coach4. Liaison5. Resistance manager
CMC Prosci Offerings for Managers/Supervisors:Manager’s Guide
• Hardcopy 3-ring binder with CD-ROM
– Written for managers who support their direct reports through change. Based on process of first preparing yourself, then leading your people through change.
Preparing yourself
for change
Leading employees
through change
Understanding changes
underway and your roleUnderstanding changes
underway and your role
Adapting to change that is
happening to youAdapting to change that is
happening to you
Developing competencies
for managing changeDeveloping competencies
for managing change
Introducing change to
your employeesIntroducing change to
your employees
Managing employees
through the transitionManaging employees
through the transition
Reinforcing and
celebrating successesReinforcing and
celebrating successes
© Prosci
Preparing yourself
for change
Leading employees
through change
Understanding changes
underway and your roleUnderstanding changes
underway and your role
Adapting to change that is
happening to youAdapting to change that is
happening to you
Developing competencies
for managing changeDeveloping competencies
for managing change
Introducing change to
your employeesIntroducing change to
your employees
Managing employees
through the transitionManaging employees
through the transition
Reinforcing and
celebrating successesReinforcing and
celebrating successes
© Prosci
Prosci change management process for managers and supervisors
CMC Prosci Offerings for Employees:1-day training program
• Subtitle: – Understanding and taking
control of change
• Outcomes:– Gain a feeling of control
over the change process– Learn the concepts of
change management– Understand how to use the
ADKAR model as a change tool
– Engage in the changes currently underway in the organization
• Agenda– Understanding the
Change Process– Taking Control of Change– Engaging Now
• Heavy does of ADKAR as a tool you can use to take control over the change going on at work
Research and Reference2009 edition of Best Practices in Change Management – benchmarking study representing the most complete body of knowledge related to managing the people side of change
ADKAR: a model for change – paperback book or MP3 audio book about the ADKAR Model and how it can be used to drive successful change at work, at home or in the community
Change Management: the people side of change – paperback book presenting foundation for the what and why of change management
Employee’s Survival Guide to Change – a text written for front-line employees to help them survive and thrive during organizational change
Prosci ®1367 South Garfield Ave
Loveland, Colorado, USA 80537+1 970-203-9332
www.change-management.com
CMC Partnership (UK) Ltd01600 740215
www.cmcpartnership.com
In partnership with