a structured approach to change management€¦ · to us, change management is fully preparing our...

1Prosci © 2008

A Structured Approach to Change

Management

Prosciwww.change-management.com

2Prosci © 2008

2007 Copyright Prosci and Bill Cigliano

3Prosci © 2008

Agenda

• Foundation– Defining change management – Prosci Project Change Triangle (PCT)– Change as a process

• Two perspectives required for change management– Individual– Organizational

• Roles in change management

• Sneak peek: Change Portfolio Management

4Prosci © 2008

Change management is: Notes from the AIMC Affinity call

on March 28th

To us, change management is fully preparing our internal customers to adopt and embrace new IT products, services, and processes –through training, communication, and marketing.

Change Management is a body of knowledge, with associated processes and tools, that enables organizations to better achieve desired sustainable results from change initiatives through improved engagement with stakeholders.

Change Management is a set of planned actions that increase the probability of success of implementation (beyond just people issues). The 3 keys to success are: see the change, move the change, and finish the change.

Change Management is a process to accelerate and align the system to move from the current to desired state.

CM is a structured and strategic approach to initiating the change process and team/individual behavior associated with change - To minimize the impact and maximize the benefits.

5Prosci © 2008

Change management is:

• Change management is NOT:

The process, tools and techniques to manage the people-side of change to

achieve the required business outcome.

Version control for IT hardware and software Equal to

communications

Just managing resistanceGroup therapy

sessions

Just training people

An umbrella term that covers everything related to making change

The soft stuff that isn’t my job!

6Prosci © 2008

Change management and Project management

• Complimentary disciplines with a common goal:

Improving the organizationGetting to a desired future state

Project management

Change management

Focus:Technical side of moving from current state to future state Solution is designed, developed and delivered effectively

Focus:People side of moving from current state to future state Solution is embraced, adopted and utilized effectively

7Prosci © 2008

Current Transition FutureCurrent Transition Future

Change management

Project management

Process:

• Initiation• Planning• Executing• Monitoring/controlling• Closing

Process:

Organizational:• Preparing for change• Managing change• Reinforcing changeIndividual:• ADKAR

Tools:

• Statement of work• Project charter• Business case • Work breakdown structure• Budget estimations• Resource allocation• Schedule and tracking

Tools:

• Individual change model• Readiness assessment • Communication plans • Sponsorship roadmaps• Coaching plans• Training plans• Resistance management • Reinforcement

Both have processes and tools

8Prosci © 2008

Three elements of successful projects

What is your PCT score?

Prosci’s PCT Model Project Change Triangle

9Prosci © 2008

1. The change has an executive sponsor.

2. The executive sponsor has the necessary authority over the people, processes and systems to authorize and fund the change.

3. The executive sponsor is willing and able to build a sponsorship coalition for the change, and is able to manage resistance from other managers and supervisors.

4. The executive sponsor will actively and visibly participate with the project team throughout the entire project.

5. The executive sponsor will resolve issues and make decisions relating to the project schedule, scope and resources.

6. The executive sponsor can build awareness of the need for the change (why the change is happening) directly with employees.

7. The organization has a clearly defined vision and strategy.

8. This change is aligned with the strategy and vision for the organization.

9. Priorities have been set and communicated regarding this change and other competing initiatives.

10. The sponsor will visibly reinforce the change and celebrate successes with the team and the organization.

Score: (total possible is 30)

1. The change is clearly defined including what the change will look like and who is impacted by the change.

2. The project has a clearly defined scope.

3. The project has specific objectives that define success.

4. Project milestones have been identified and a project schedule has been created.

5. A project manager has been assigned to manage the project resources and tasks.

6. A work breakdown structure has been completed and deliverables have been identified.

7. Resources for the project team have been identified and acquired based on the work breakdown structure.

8. Periodic meeting are conducted with the project team to track progress and resolve issues.

9. The executive sponsor is readily available to work on issues that impact dates, scope or resources.

10. The project plan has been integrated with the change management plan.


Leadership and sponsorship

Project management

Key:3 = exceptional2 = adequate1 = inadequate

10Prosci © 2008

1. A structured change management approach is being applied to the project.

2. An assessment of the change and its impact on the organization has been completed.

3. An assessment of the organization's readiness for change has been completed.

4. Anticipated areas of resistance have been identified and special tactics have been developed.

5. A change management strategy including the necessary sponsorship model and change management team model has been created.

6. Change management team members have been identified and trained.

7. An assessment of the strength of the sponsorship coalition has been conducted.

8. Change management plans including communications, sponsorship, coaching, training and resistance management have been created.

9. Feedback processes have been established to gather information from employees to determine how effectively the change is being adopted.

10. Resistance to change is managed effectively and change successes are celebrated, both in private and in public.


Change management

Score interpretation:

Leadership: _______

Project management: _______

Change management: _______

Score (out of 30)

Key:3 = exceptional2 = adequate1 = inadequate

< 20 High risk / jeopardy - needs immediate action

20 – 24 Alert / possible risk - needs further investigation

> 25 Strength - should be leveraged and maintained

11Prosci © 2008

What does your PCT score mean?

0

10

20

30

Leadership /Sponsorship

ChangeManagement

ProjectManagement

Prosci PCT Profile

Profile level analysis:Plot your scores on the radar graph. The shape of your triangle provides insights into the health of the project.

Profile level analysis:Plot your scores on the radar graph. The shape of your triangle provides insights into the health of the project.

Question level analysis:Which questions scored a ‘1’ in the assessment. Each of the questions dictate specific actions that should be taken to improve the health of the project.

Question level analysis:Which questions scored a ‘1’ in the assessment. Each of the questions dictate specific actions that should be taken to improve the health of the project.

Questions that scored a ‘1’:

_________________________ _________________________ _________________________ _________________________ _________________________ _________________________ _________________________

12Prosci © 2008

0

10

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30


ChangeManagement

ProjectManagement

Prosci PCT Profile

0

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20

30


ChangeManagement

ProjectManagement

Prosci PCT Profile

0

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ChangeManagement

ProjectManagement

Prosci PCT Profile

0

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30


ChangeManagement

ProjectManagement

Prosci PCT Profile

0

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20

30


ChangeManagement

ProjectManagement

Prosci PCT Profile

0

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20

30


ChangeManagement

ProjectManagement

Prosci PCT Profile

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Adding the executive role

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A few more advanced applications

Single userWith a group

Over timeAcross the

organizationProject launch

Pre-implementation

Post-implementation

Investment 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

Highestrisk

Lowestrisk

© Prosci 2007

Delta

Zeta

Epsilon

Beta

Gamma

Alpha

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Change as a process

Time

Where you are today

Where you want to be

Process of change

Current Transition Future

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The power of the current state

• The current state defines who we are.

• The current state is where we have been successful.

• The current state is comfortable.

• The current state is predictable.

• Our current personal and professional plans are based on the current state.

17Prosci © 2008

The uncertainty of the future state

• The future state is not fully defined.

• The future state is worrisome.

• The future state may not match my personal and professional goals.

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“If you want to make enemies, try to change

something.”

- Woodrow Wilson

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The transition state is:

• Messy

• Disorganized

• Less productive

• Emotionally charged

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Who “lives” in each state of change

• Who in the organization lives in the:– Future state?– Transition state?– Current state?

• What are the implications on our actions and what we talk about?


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States of change: Two levels


Ad hoc processes Documented and managed processes

Old operating model New operating model

Generalists in the call center Specialists in the call center

No web interface for suppliers Supplier website integrated into supply chain

Two different companies Merged organization

Organizational

Typically we take an organizational perspective

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In reality, each impacted employee has their own current

and future state

Organizational

Individual



How do I do my job today?

How will I do my job after the change?

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A critical perspective

Future

Organization





Is actually

Bob

Sue

John

Emily

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States of change analysis For a project you are currently supporting:



Describe the organizational states of change

Describe the individual states of change for one person impacted by this change

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Organizations don’t change. People within organizations change!

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If:

• The organization’s future state is the culmination of many individual future states

• The organization’s future state can only be achieved if individuals change their day-today work processes and behaviors

What can we do about it?

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Effective change management requires two perspectives

*“we” = internal consultants, change managers, project leaders and team members, HR, OD, training, communications, managers, supervisors

Individual perspective• How does one person makes

a change successfully?

Organizational perspective• What tools we* have to help

individuals make changes successfully?

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Individual change management

ADKAR

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Individual change management

Centerpiece of success

The secret to successful change lies beyond the visible and busy activities that surround change. Successful change, at its core, is rooted in something much simpler:How to facilitate change with one person.

From ADKAR: a model for change by Jeff HiattAvailable at the Change Management Learning Center or Amazon

RAKDA

30Prosci © 2008

The five building blocks for successful change

AwarenessDesire

KnowledgeAbility

Reinforcement

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Awareness

ADKAR– Awareness of the need for

change.• What is the nature of the change?• Why is the change happening?• What is the risk of not changing?

AwarenessDesire

KnowledgeAbility

Reinforcement

32Prosci © 2008

Desire

ADKAR– Desire to support the change.

• Personal motivation to support the change

• Organizational drivers to support the change

AwarenessDesire

KnowledgeAbility

Reinforcement

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Knowledge

ADKAR– Knowledge on how to change.

• Knowledge, skills and behaviors required during and after the change

• Understanding how to change

AwarenessDesire

KnowledgeAbility

Reinforcement

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Ability

ADKAR– Ability to implement new skills.

• Demonstrated ability to implement the change

• Barriers that may inhibit implementing the change.

AwarenessDesire

KnowledgeAbility

Reinforcement

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Reinforcement

ADKAR– Reinforcement to sustain the

change.• Mechanisms to keep the change in

place• Recognition, rewards, incentives,

successes

AwarenessDesire

KnowledgeAbility

Reinforcement

36Prosci © 2008

Exercise – Personal ADKAR worksheet

Complete the exercise for a change you would like to see happen with a

friend or family member.

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Applying ADKAR to a personal changeADKAR Personal Change Worksheet

The best way to understand the usefulness of the ADKAR model is to apply it to a personal situation. Using a situation you are close to will help separate the key elements of the ADKAR model. Begin by identifying a change you are having difficulty making in another person (a friend, family member, neighbor or work associate). Complete the worksheet to the best of your ability, rating each element on a scale of 1 (e.g. no awareness) to 5 (e.g. complete awareness). Be sure you select a change you have been trying to make happen that is not working regardless of your continued efforts.

Briefly describe a personal change in behavior you are trying to facilitate with a friend, family member, neighbor or work associate.

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

38Prosci © 2008

List the reasons you believe this change is necessary.

AWARENESS

Review these reasons and ask yourself the degree to which the person you are trying to change is aware of these reasons. Rank on a 1 to 5 scale.

Awareness Rank

List the reasons you believe this change is necessary.

AWARENESS

Review these reasons and ask yourself the degree to which the person you are trying to change is aware of these reasons. Rank on a 1 to 5 scale.

Awareness Rank

List the factors or consequences (good and bad) for this person that create a desire to change.

DESIRE

Consider these motivating factors, including the person’s conviction in these areas. Assess the desire to change. Rank on a 1 to 5 scale.

Desire Rank

List the factors or consequences (good and bad) for this person that create a desire to change.

DESIRE

Consider these motivating factors, including the person’s conviction in these areas. Assess the desire to change. Rank on a 1 to 5 scale.

Desire Rank

List the skills and knowledge needed for the change, both during and after the transition.

KNOWLEDGE

Rate this person’s knowledge or training in these areas. Rank on a 1 to 5 scale.

Knowledge Rank

List the skills and knowledge needed for the change, both during and after the transition.

KNOWLEDGE

Rate this person’s knowledge or training in these areas. Rank on a 1 to 5 scale.

Knowledge Rank

39Prosci © 2008

Considering the skills and knowledge from above, evaluate the person’s ability to perform or act in the new way. Are there any barriers inhibiting the person’s ability?

ABILITY

To what extent does the person have the ability to implement the new skills, knowledge and behaviors. Rank on a 1 to 5 scale.

Ability Rank

Considering the skills and knowledge from above, evaluate the person’s ability to perform or act in the new way. Are there any barriers inhibiting the person’s ability?

ABILITY

To what extent does the person have the ability to implement the new skills, knowledge and behaviors. Rank on a 1 to 5 scale.

Ability Rank

List the reinforcement that will help to retain the change. Are incentives in place to make the change stick? Are there incentives to not change?

REINFORCEMENT

To what degree are reinforcements in place to support and maintain the change. Rank on a 1 to 5 scale.

Reinforcement Rank

List the reinforcement that will help to retain the change. Are incentives in place to make the change stick? Are there incentives to not change?

REINFORCEMENT

To what degree are reinforcements in place to support and maintain the change. Rank on a 1 to 5 scale.

Reinforcement Rank

Notes:

___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

40Prosci © 2008

Transfer your scores from each ADKAR stage to the table below. Take a moment to review your scores. Highlight those areas that scored 3 or less and identify which is the first area with a score of 3 or less. This first area will be your primary focus. Create a bar graph below showing your ADKAR change profile.

Brief description of the change:_____________________________________________________________________________________________________________________________________________________________________________________________

Score from ADKAR

worksheets

1. Awareness of the need to change?Notes: ________________________________________________________

2. Desire to make the change happen?Notes: ________________________________________________________

3. Knowledge about how to change?Notes: ________________________________________________________

4. Ability to change?Notes: ________________________________________________________

5. Reinforcement to maintain change?Notes: ________________________________________________________

Brief description of the change:_____________________________________________________________________________________________________________________________________________________________________________________________

Score from ADKAR

worksheets

1. Awareness of the need to change?Notes: ________________________________________________________

2. Desire to make the change happen?Notes: ________________________________________________________

3. Knowledge about how to change?Notes: ________________________________________________________

4. Ability to change?Notes: ________________________________________________________

5. Reinforcement to maintain change?Notes: ________________________________________________________

To create an ADKAR profile bar graph, mark your score for each element and shade the area below the mark to create each “bar.” The example below is of a profile with A=4, D=5, K= 2, A=1, R=4.

Example profile:

0

1

2

3

4

5

6

A wareness D es ire K now ledge A bility R ein fo rcem ent0

1

2

3

4

5

6

A wareness D es ire K now ledge A bility R ein fo rcem ent

0

1

2

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4

5

6

Awareness Desire Knowledge Ability Reinforcement0

1

2

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4

5

6

Awareness Desire Knowledge Ability Reinforcement

41Prosci © 2008

ADKAR on different sizes of change

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Change with one person Or five

people… Or twenty people…

Or 1000 people…

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Role of ADKAR in organizational change

• Change management planning

• Diagnosing gaps

• Developing corrective actions

RAKDAADKAR brings a results

orientation to managing the people side of change

What we are trying to achieve, not what we are doing

43Prosci © 2008

Organizational change management

3-phase process for:

- Preparing for change- Managing change

- Reinforcing change

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Organizational process foundation

Input: Output:

Change management

strategy

Change management

plans

Reinforcement and recognition

ERP

IT system

New product

Online HR benefits system

Strategic plan

Productivity improvement

initiative

Merger or acquisition

A change to how the organization

operates and does work.

45Prosci © 2008

Phase 1: Preparing for change

• Understanding the nature of the change• Understanding the groups being changed• Identifying risks• Developing special tactics• Creating the necessary support structures –

team and sponsor model

46Prosci © 2008

Change management readiness assessments

Characteristics of the change

+

Attributes of the organization

= Situational Awareness

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Change characteristics assessment Mark your location on the following spectrum. If you fall on the right of the spectrum, your project will require more change management resources and activities than if you fall on the left of the spectrum. This assessment result will be used to customize your change management strategy and activities. Record your assessment score. Scope of change

Workgroup Department Division Enterprise 1 2 3 4 5

Number of impacted employees Less than 10 Over 1000

1 2 3 4 5 Variation in groups that are impacted All groups impacted the same Groups experiencing

the change differently 1 2 3 4 5

Type of change Single aspect, simple change

Many aspects, complex change

1 2 3 4 5 Degree of process change No change 100% change

1 2 3 4 5

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Degree of technology and system change No change 100% change

1 2 3 4 5 Degree of job role changes No change 100% change

1 2 3 4 5 Degree of organization restructuring No change 100% change

1 2 3 4 5 Amount of change overall Incremental change Radical change

1 2 3 4 5 Impact on employee compensation No impact on pay or benefits Large impact on pay or benefits

1 2 3 4 5 Reduction in total staffing levels No change expected Significant change expected

1 2 3 4 5 Timeframe for change Very short (<month) or very long (> year)

3 month to 12 month initiative

1 2 3 4 5

Sum of points for change characteristics assessment (out of 60 total):

Note: A score of 35 or higher is considered a large change that will require more change management resources and activities to be successful.

49Prosci © 2008

Organizational attributes assessment Perceived need for change among employees and managers Compelling business need for change is visible – employees are dissatisfied with the current state

Employees do not view change as necessary – employees are

satisfied with the current state 1 2 3 4 5

Impact of past changes on employees Employees perceive past changes as positive

Employees perceive past changes as negative

1 2 3 4 5 Change capacity Very few changes underway

Everything is changing

1 2 3 4 5 Past changes Changes were successful and well-managed

Many failed projects and changes were poorly managed

1 2 3 4 5 Shared vision and direction for the organization Widely shared and unified vision

Many different directions and shifting priorities

1 2 3 4 5 Resources and funding availability Adequate resources and funds are available

Resources and funds are limited

1 2 3 4 5 Organization’s culture and responsiveness to change Open and receptive to new ideas and change

Closed and resistant to new ideas and change

1 2 3 4 5

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Organizational reinforcement Employees are rewarded for risk taking and embracing change

Employees are rewarded for consistency and predictability

1 2 3 4 5

Leadership style and power distribution Centralized Distributed

1 2 3 4 5 Executives/senior management change competency Business leaders demonstrate effective sponsorship on change projects

Business leaders lack sponsor skills and knowledge

1 2 3 4 5

Middle Management change competency Managers are highly competent at managing change

Managers lack knowledge and skills for managing change

1 2 3 4 5

Employee change competency Employees are highly competent at managing change

Employees lack the knowledge and skills for managing change

1 2 3 4 5

Sum of organizational attributes assessment (out of 60 total):

A score of 35 or higher indicates a change resistant organization that will require more change management for the project to be successful.

51Prosci © 2008

Risk assessment

Medium risk High risk

Low risk Medium risk

Change characteristics

OrganizationalAttributes

Changeresistant

Change-able

SmallIncremental

LargeDisruptive

35

35

Change characteristics score:

Organization attributes score:

Gives direction to rest of change management activities

52Prosci © 2008

Team structures

Sponsor

Project team

CM

Sponsor

Project team

CM

Sponsor

Project team CM

Sponsor

Project team CM

1. Training the team on change management

2. Understanding the business issues and business solution

53Prosci © 2008

Sponsor coalition

T.J.

S.P. M.B.

A.B. G.F.

E.G.

I.T.E.T.

U.W.

D.C.

P.O.

T.L.W.R. B.U.C.H.

COO

Primary Sponsor

Logistics Sales Region 1 Sales

Region 2

MFG FinanceSales

Region 1

54Prosci © 2008

Phase 2: Managing change

• Communication plan• Sponsor roadmap• Coaching plan • Training plan• Resistance mgmt plan

55Prosci © 2008

Connecting individual and organizational CM

Awareness

Desire

Knowledge

Ability

Reinforcement

ADKARphases ofchange

Change management

tools

Communications

Sponsor roadmap

Training

Coaching

Resistance mgmt

56Prosci © 2008

Phase 3: Reinforcing change

• Compliance audit reports and employee feedback

• Corrective action plans• After action review• Transition management

57Prosci © 2008

Change management methodology summary

• We utilize a structured process and set of tools

(Organizational change mgmt)

• To encourage each employee impacted by the change to embrace, adopt and utilize it

(Individual change mgmt)

59Prosci © 2008

Change management requires a system of ‘doers’

Middle managersand supervisors


Changemanagement resource/team


Executives andsenior managersExecutives andsenior managers

Project team

Project team

Projectsupport

functions

Projectsupport

functions

Each ‘gear’ plays a specific role based on how they are related to organizational change

60Prosci © 2008

Change mgmt resource/team

• Apply a structured methodology– Prepare for change– Manage change– Reinforce change

• Enable the other ‘doers’– Execs and senior mgrs– Middle mgrs and

supervisors– Project team






Project team

Project team

Projectsupport

functions

Projectsupport

functions

61Prosci © 2008

Executives and senior mgrs

1. Participate actively and visibly throughout the project

2. Build a coalition of sponsorship and manage resistance

3. Communicate directly with employees

* From the 2007 Best Practices study






Project team

Project team

Projectsupport

functions

Projectsupport

functions

Not just signing checks and charters!

62Prosci © 2008

Middle mgrs and supervisors

Role 1 – CommunicatorRole 2 – AdvocateRole 3 – CoachRole 4 – LiaisonRole 5 – Resistance manager

* From the 2007 Best Practices study






Project team

Project team

Projectsupport

functions

Projectsupport

functions

Executives and senior leadersExecutives and senior leaders

Front-line employeesFront-line employees

Middle managers and supervisors

Executives and senior leadersExecutives and senior leaders

Front-line employeesFront-line employees

Middle managers and supervisors

Macro – top-down changes Micro – daily changes

63Prosci © 2008

Project team

1. Design the actual change2. Manage the ‘technical side’

– Charter, business case, schedule, resources, work breakdown structure, budget, etc.

3. Engage with CM team/resource4. Integrate change mgmt plans

into project plan






Project team

Project team

Projectsupport

functions

Projectsupport

functions

Project management

Change management


64Prosci © 2008

Project support functions

• Bring specific experience, knowledge, tools and expertise to the project

• Sometimes act as the change management resource

• Key pieces of the ‘technical’ and ‘people’ puzzles

• Examples– HR, OD, OE, Training,

Communication, SMEs






Project team

Project team

Projectsupport

functions

Projectsupport

functions

65Prosci © 2008






Project team

Project team

Projectsupport

functions

Projectsupport

functions





All gears must be moving to drive

successful change

• Employees make a personal change

so that…

• Projects meet objectives• Business results are

achieved• ROI realized• On time and on budget

Remember the objective!!!

66Prosci © 2008

Final observation on roles

Employee-facing roles

Enabling roles

One-to-one interactionsOne-to-many interaction

Observable behaviors

Creation and implementation of plans that are executed by the employee-facing roles






Project team

Project team

Projectsupport

functions

Projectsupport

functions






Project team

Project team

Projectsupport

functions

Projectsupport

functions

67Prosci © 2008

1. Authorize and fund2. Participate actively

and visibly3. Create coalition4. Communicate directly

1. Design ‘the change’2. Manage ‘technical side’3. Engage with CM 4. Integrate CM

1. Communicator2. Advocate3. Coach4. Liaison5. Resistance manager

1. Experience2. Knowledge3. Tools4. Expertise

1. Apply methodology2. Formulate strategy3. Develop plans4. Support other ‘doers’






Project team

Project team

Projectsupport

functions

Projectsupport

functions

Roles summary

68Prosci © 2008

Recap

Why change management?

What is change management?

Who does change management?

Participants who met or exceeded OBJECTIVES

17%

45%

75%

88%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Poor Fair Good ExcellentOverall effectiveness of change management program

Data from Prosci's 2007 Best Practices in Change Management benchmarking studywww.change-management.com






Project team

Project team

Projectsupport

functions

Projectsupport

functions

RAKDA

69Prosci © 2008

Next steps for applying a structured methodology for change management

Free weekly webinars

• One hour sessions focused on a particular change management topic

• Recent sessions: Methodology overview, Seven principles of change management, Roles in change management, Applying ADKAR, Managing resistance, Connecting change management to business results, Enterprise Change Management www.change-management.com/webinars.htm

Membership distribution list

• Weekly tutorials and announcements• Become a member of the Change Management

Learning Center for free at: www.change-management.com/register.htm

Certification program

• 3-day intensive program where you apply the tools and methodology to a real project you are supporting

• Delivered at your location or in an open-enrollment format at venues across the US

• Earn 2.4 CEUs, 24 PDUs and 24 HRCI credits www.change-management.com/training.htm

Methodology & tools

• Change Management Toolkit – Hardcopy 3-ring binder with CD-ROM – step-by-step instructions, templates and assessment

• Change Management Pilot 2008 – Online tool with Prosci methodology and downloadable templates, assessments, presentations and eLearning

• www.change-management.com/bookstore.htm

Books & reports

• Best Practices in Change Management – 2007 benchmarking study with lessons learned and best practices from 426 participants

• ADKAR: a model for change – definitive work on the ADKAR model and how it can be applied

• Change management: the people side of change – foundation and introduction to applying structure to individual and organizational change

• www.change-management.com/bookstore.htm

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

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

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

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

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

70Prosci © 2008

Prosci Research 1367 South Garfield Ave

Loveland, Colorado, USA 80537 970-203-9332

www.change-management.com [email protected]

a structured approach to change management€¦ · to us, change management is fully preparing our...

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