prosci - cmc · pdf file–prosci’s adkar® model research-based holistic...

Prosci ® Change Management

www.change-management.com

[email protected]

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



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)


Perc

en

t o

f re

spo

nd

en

ts t

hat

we

re

on

or

ah

ead

of

sche

du

le


Keeping Projects on schedule with Change Management



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)


Perc

en

t o

f re

spo

nd

en

ts t

hat

were

on o

r u

nd

er

bud

ge

t


Keeping Projects on budget with Change Management


Correlation of sponsor access


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


Level of Sponsor Access is critical to Project Success


Correlation of sponsor effectiveness


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


Sponsor Effectiveness is another critical dimension to Project Success


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


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


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





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

http://www.change-management.com/adkar-book.htm

http://www.change-management.com/introduction.htm

http://www.change-management.com/survival-guide.htm

http://www.change-management.com/best-practices-report.htm

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

http://www.cmcpartnership.com/

prosci - cmc · pdf file–prosci’s adkar® model research-based holistic...

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