Prosci - CMC Partnership

www.cmcpartnership.com
Prosci ®
Change Management
www.change-management.com
[email protected]
970-203-9332
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
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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
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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
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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%
65
12
6
Fortune 100 companies are Prosci customers
Countries represented in benchmarking studies
Years of research
Longitudinal studies
Prosci Research History
1998
First Change Management Study – 102 companies
2001
Second Change Management Study – 152 companies
2003
Third Change Management Study – 288 companies
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.
Correlation of change management effectiveness
to meeting project objectives
100%
Percent of respondents that met
or exceeded project objectives
90%
95%
80%
80%
70%
60%
50%
51%
40%
30%
20%
10%
16%
0%
Poor
(n=111)
Fair
(n=259)
Good
(n=313)
Excellent
(n=65)
Overall effectiveness of change management program
© Prosci. From Prosci’s 2009 Best Practices in Change Management benchmarking report
Why Change Management #2?
Keeping Projects on schedule with Change Management
Correlation of change management effectiveness
to staying on schedule
100%
Percent of respondents that were
on or ahead of schedule
90%
80%
70%
71%
60%
60%
50%
40%
30%
32%
20%
10%
16%
0%
Poor
(n=134)
Fair
(n=318)
Good
(n=394)
Excellent
(n=72)
Overall effectiveness of change management program
© Prosci. From Prosci’s 2009 Best Practices in Change Management benchmarking report
Why Change Management #3?
Keeping Projects on budget with Change Management
Correlation of change management effectiveness
to staying on budget
100%
Percent of respondents that
were on or under budget
90%
80%
82%
70%
74%
60%
61%
50%
51%
40%
30%
20%
10%
0%
Poor
(n=116)
Fair
(n=299)
Good
(n=386)
Excellent
(n=71)
Overall effectiveness of change management program
© Prosci. From Prosci’s 2009 Best Practices in Change Management benchmarking report
Why Change Management #4?
Level of Sponsor Access is critical to Project Success
Correlation of sponsor access
to meeting project objectives
100%
Percent of respondents that met
or exceeded project objectives
90%
80%
78%
70%
68%
60%
50%
53%
40%
30%
33%
20%
10%
0%
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
© Prosci. From Prosci’s 2009 Best Practices in Change Management benchmarking report
Why Change Management #5?
Sponsor Effectiveness is another critical dimension to Project Success
Correlation of sponsor effectiveness
to meeting project objectives
100%
Percent of respondents that met
or exceeded project objectives
90%
80%
86%
70%
70%
60%
50%
40%
30%
36%
40%
20%
10%
0%
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
© Prosci. From Prosci’s 2009 Best Practices in Change Management benchmarking report
Geographic distribution of participants
in Prosci’s 2009 study
Central and South
America
2%
Asia and Pacific
Islands
7%
Europe
11%
U.S.
44%
Africa
11%
Canada
11%
Australia
14%
© Prosci. From Prosci’s 2009 Best Practices in Change Management benchmarking report
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
Transition
Change management
Prosci copyright 2009.
Focus:
People side of moving from
current state to future state
Tools:
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Initiation
Planning
Executing
Monitoring/
controlling
• Closing
Project management
Current
Process:
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Statement of work
Project charter
Business case
Work breakdown
structure
Budget estimations
Resource allocation
Schedule
Tracking
Future
Process:
Tools:
Organizational:
• Preparing for
change
• Managing change
• Reinforcing change
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Individual:
• ADKAR
Individual change model
Readiness assessment
Communication plans
Sponsorship roadmaps
Coaching plans
Training plans
Resistance management
Reinforcement
Integration of Project Management & Change Management
Solution is designed, developed
and delivered effectively
(Technical side)
Project management
Current
Transition
Change management
Future
+
Solution is embraced, adopted and
utilised effectively
(People side)
Copyright Prosci 2009
= SUCCESS!
Complimentary disciplines with a common objective
Prosci Change Management Maturity Model™
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
improvement in
place
Level 4
Organizational
Standards
Organization-wide standards and methods
are broadly deployed for managing and
leading change
Selection of
common approach
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
Adhoc or
Absent
Little or no change management applied
People-dependent
without any formal
practices or plans
Copyright Prosci 2009
Highest
profitability and
responsiveness
Highest rate of
project failure,
turnover and
productivity loss
Who “does” change management?
Executives and
senior managers
Middle managers
and supervisors
Change
management
resource/team
Project
support
functions
Project
team
Copyright Prosci 2009
Each ‘gear’ plays a
specific role based
on how they are
related to
organisational
change
PROSCI Principles
Research-based
Holistic
Easy-to-use
Research-Based Methodology
Research-based
Holistic
Easy-to-use
Prosci Change Management
methodology is designed
from using people working
on real projects,
benchmarking their success.
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1998 – 102 participants
2000 – 152 participants
2003 – 288 participants
2005 – 411 participants
2007 – 426 participants
2009 – 575 participants
Research-based
Researchbased
Holistic
Easy-to-use
• Variety of topics:
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Methodology
Resource allocation
Senior leadership involvement
Manager and supervisor roles
Communication
Resistance
Reinforcement and feedback
Working with project teams
Holistic #1
Researchbased
Holistic
Easy-to-use
Two dimensions:
1.
Individual change management
2.
Organisational change
management
Holistic#2
Individual change management
Research-based
– Building blocks of successful
personal change
– Prosci’s ADKAR® Model
Holistic
Easy-to-use
Awareness
Desire
Knowledge
Ability
Reinforcement
Holistic#3
Researchbased
Holistic
Easy-to-use
Organisational Change Management
The principles, processes and tools applied
by change management practitioners on a
particular project or initiative
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Process changes
Technology changes
System changes
Org structure changes
Job role changes
Any change that impacts how
people do their jobs…
Holistic#4
Researchbased
Holistic
Easy-to-use
Easy-to-use#1
Research-based
Holistic
Easy-to-use
• 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”
Easy-to-use#2
Research-based
Holistic
Easy-to-use
• 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
Prosci Methodology
Change Management requires:
Individual
perspective
Organizational
perspective
How does one person make a
change successfully?
What process and tools exist
to support individuals
through change?
Prosci’s Offerings
Variety of channels
• Training
– Including Train-the-Trainer
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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
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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
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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
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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
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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 CDROM – 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 success
Investment vs risk analysis
10
Highest
risk
9
8
6.8
Beta
7
4.4
Alpha
5.1
Gamma
6
Epsilon
Risk factor 5
3.9
4
Delta
3
1.8
Zeta
2
Lowest
risk
3.5
1
0
0.0
1.0
2.0
3.0
4.0
5.0
Total investment in millons
6.0
7.0
8.0
©
2009
© Prosci
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)
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.
2.
3.
4.
5.
Communicator
Advocate
Coach
Liaison
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
Understanding
Understandingchanges
changes
underway
underwayand
andyour
yourrole
role
Adapting
Adaptingtotochange
changethat
thatisis
happening
happeningtotoyou
you
Developing
Developingcompetencies
competencies
for
formanaging
managingchange
change
Leading employees
through change
Introducing
Introducingchange
changeto
to
your
youremployees
employees
Managing
Managingemployees
employees
through
throughthe
thetransition
transition
Reinforcing
Reinforcingand
and
celebrating
celebratingsuccesses
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 Reference
2009 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
CMC Partnership (UK) Ltd
01600 740215
www.cmcpartnership.com
In partnership with
Prosci ®
1367 South Garfield Ave
Loveland, Colorado, USA 80537
+1 970-203-9332
www.change-management.com