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IMPLEMENTING CHANGE MANAGEMENT AS AN INTEGRAL PART OF PROJECT MANAGEMENT
Keith Damon and Ben Roper2019 TAGITM Annual ConferenceApril 17, 2019
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1. What is Change Management?
2. Prosci® and its History
3. Why Consider Change Management?
4. Change Management vs. Project Management5. Traits of Project Managers and Change Managers
6. Obstacles to Change
7. Incorporate Change Management into Project Management
8. ADKAR® Model
9. Planning for Change
Agenda
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At the end of this session, you will:
• Understand the complementary nature of change management and project management
• Appreciate the many advantages of incorporating change management from the initial stages of planning
Objectives
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• Change management is a process that helps ease organizational transitions. It helps employees understand, commit to, and accept changes in the business environment.
• Change management involves the people sideof change.
What is Change Management?
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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
What is Prosci®?
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Prosci® Research History
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1st Change Management Benchmarking Study 102 participants
1998
4th study 411 participants
2005
3rd study 288 participants
2003
2nd study 152 participants
2000
5th study 426 participants
2007
6th study 575 participants
2009
7th study 650 participants
2011
8th study 822 participants
2013
9th study 1120 participants
2015
10th study 1778 participants
2017
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Why Consider Change Management? A Majority of Projects are Enterprise-Wide
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Why Consider Change Management? A Majority of Projects Impact Business Processes
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Why Consider Change Management? Most Changes Impact a Large Number of Employees
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FOCUSTechnical side of moving from current state to future state
Change Management vs. Project Management
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PROCESS• Initiation• Planning• Design• Implementation• Closure
TOOLS• Statement of work• Project charter• Business case • Work breakdown structure• Budget estimation• Resource allocation• Schedule • Tracking
PROCESSOrganizational:• Preparing for change• Managing change• Reinforcing change™
Individual:• ADKAR®
TOOLS• Individual change model• Readiness assessment • Communications plan • Sponsor roadmap• Coaching plan• Resistance management • Training plan• Reinforcement
Project Management
Transition state
Futurestate
Change Management
FOCUS
People side of moving from current state to future state
©Prosci. All Rights Reserved
Current state
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Project Manager
üOrganized and delegatesüProject management and best practice
experienceüEncourages team, recognizes
contributionsüMotivates stakeholdersüTime management skillsüConflict resolutionüDemonstrates integrity and accountabilityüEffective communicatorü Inspires leadership
Traits of Project Managers and Change Managers
Change Manager
ü Approachableü Effective coachü Positive and creativeü Institutional knowledgeü Builds employee engagementü Promotes changeü Strong communicatorü Collaborativeü Respected by othersü Invites involvementü Good listener
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Data Supports the Connection Between Change Management and Project Success
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Data Supports the Connection Between Change Management and Project Success
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Data Supports the Connection Between Change Management and Project Success
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• Limited understanding of the change and its impact
• Change saturation• Poor organizational culture or morale• Failure to gain stakeholder buy-in• Poor or inefficient communication• Inadequate resources• Organizational performance standards• Failed history of change initiatives• Lack of active and visible sponsorship• Lack of middle management support
for the change
Obstacles to Change Management
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PlanningüProject and change readiness of
the organization
üRisk analysis
üTeams – who are the players and are they ready?
üResources
ManagingüStructure
üRoles and responsibilities
üExecution
ReinforcingüFeedback
How to Incorporate Change Management into Project Management
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How to Incorporate Change Management into Project Management
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Steering Committee
Sponsor
Project TeamChange
ManagementTeam
Team Structure Example
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Prosci® ADKAR® Model
©Prosci. All Rights Reserved 18
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Planningü Long capital planning cycles
(18 - 24 months)ü Change is integral to project
successü Consider change management
resources
Budgetingü Consider change management
fundsü Consider funding a project
contingency
Planning for Change
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“The secret of change is to focus all of your energy, not on fighting the old, but on building the new.”
- Socrates
Change and Change Management
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Questions
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Thank you… contact us any time with questions!
Keith DamonITIL (F), PMP, Prosci ® [email protected](603) 518-2603
Ben RoperMBA, CGCIO, Prosci ® [email protected](207) 842-8084