change management 101
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Change ManagementChange Management101101
OverviewOverview
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Change Management OverviewChange Management Overview
Objective:Objective:
To enable you tounderstand the basic
framework and
background of the change
management approach.
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Types of Change ProjectsTypes of Change Projects
Business process design;Business process design; Six Sigma;Six Sigma; Technology/system upgrades;Technology/system upgrades;
Restructuring;Restructuring; Expansion or downsizing;Expansion or downsizing; Business model changes/newBusiness model changes/new
ventures;ventures; New marketing campaigns;New marketing campaigns; Job redesign;Job redesign; Changes that impact suppliers;Changes that impact suppliers; Changes that impact customers.Changes that impact customers.
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Primary Reasons for ChangePrimary Reasons for Change
ManagementManagement
Increase probability ofIncrease probability of
project success;project success; Manage employeeManage employee
resistance to change;resistance to change;
Build change managementBuild change management
capacity in the organization.capacity in the organization.
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Top 10:Top 10: Inadequately trained and/or inexperienced project
managers; Failure to set and manage expectations;
Poor leadership at any and all levels; Failure to adequately identify, document and track
requirements; Poor plans and planning processes; Poor effort estimation; Cultural and ethical misalignment;
Misalignment between the project team and thebusiness or other organization it serves;
Inadequate or misused methods; Inadequate communication, including progress
tracking and reporting.
Primary Reasons for ChangePrimary Reasons for Change
ManagementManagement
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Consequences to AvoidConsequences to Avoid
Project failures;
Productivity loss;
Turnover of valuedemployees;
Delayed implementation
or over-budget;
Disruption to customersand business revenue.
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Risk and Flight ModelRisk and Flight Model
Turnover of valued employees
Tangible customer impact
Active resistance
Comfort / security
Worry / uncertainty
Risk / flight
Productivity loss
Employee dissatisfaction
Passive resistance
Normal work environment
time
degree
1st communication or
1st rumor
Time
Incre
asing
fearand
res
istance
Prosci
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Goal of Change ManagementGoal of Change Management
Increasing
fearandr
esistance Turnover of valued employees
Tangible customer impact
Active resistance
Comfort / security
Worry / uncertainty
Risk / flight
Productivity loss
Employee dissatisfaction
Passive resistance
Normal work environment
1st communication or
1st rumor
Poor change management
Excellent change management
Time
Prosci
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Potential for Different ProfilesPotential for Different Profiles
Turnover of valued employees
Tangible customer impact
Active resistance
Comfort / security
Worry / uncertainty
Risk / flight
Productivity loss
Employee dissatisfaction
Passive resistance
Normal work environment
1st communication
1st rumor
Dept. A
Dept. B
Dept. C
Dept. D
Time
Incre
asing
fearand
res
istance
Prosci
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Consequences to AvoidConsequences to Avoid
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What is Change Management?What is Change Management?
Change Management is the
people side of projects;
Research shows that changemanagement is the #1 success
factor for project teams;
Change management is
proactively managing the people
side of change to achieve the
desired business results.
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Change Management FrameworkChange Management Framework
The psychology of changeThe psychology of change(the people process);(the people process);
Change managementChange managementprocess (initiation,process (initiation,planning, execution andplanning, execution andcontrol of changecontrol of changemanagementmanagementinterventions);interventions);
Managing change issuesManaging change issues(issue based approach).(issue based approach).
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The People ProcessThe People Process
EMPO
WERM
ENT
HIGH FRUSTRATIONFrustrationFrustration
HIGH RISKHIGH RISKRiskRisk
Task Axis
PeopleA
xis
CommitmentCommitment
to Changeto Change
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Psychology of Change (the PeoplePsychology of Change (the People
Process)Process)
Theories and perspectives;
Developed from practical
experience and basic
human truths aboutchange;
Help provide a foundation
for understanding the why
managing the change; Helps adjust and adapt to
your unique situation.
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ChangeChange
ManagementManagement
ProcessProcess
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Change as a Set of Strategic IssuesChange as a Set of Strategic Issues
Communications
Change Leadership
Ownership
Capacity
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Best PracticesBest Practices
Research from over 500
organizations, in 51
countries; What is working;
What is not working;
What mistakes can we
avoid.
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Understand Resistance to ChangeUnderstand Resistance to Change
Normal part of the change
process; Plan for resistance and manage
proactively;
Know how to identify resistance.
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Evidence of Resistance to ChangeEvidence of Resistance to Change
Managers may be unwilling toassign resources;
Managers may create negativemessages;
Employees may lose interest inwork;
Valued employees may leave;
Absenteeism may increase;
Unforeseen obstacles mayappear;
Sudden shift in executivespriorities.
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A Starting Point for ChangeA Starting Point for Change
Integrating ChangeIntegrating Change
Management with Project WorkManagement with Project Work
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Possible Entry Point ScenariosPossible Entry Point Scenarios
Project is well underway;
Project team has
completed planning and
solution design;
Project has just started.
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Possible Entry Point ScenariosPossible Entry Point Scenarios
Essential consideration(as with project
management), flexibilityflexibility
to manage the change.
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Connecting Change Management toConnecting Change Management to
ProjectsProjects
Problem or
opportunity
Planning
Design
Development
Implementation
Business
improvementprocess
Change
management
process
Assessments
Team and
sponsors
Communications
Coaching andfeedback
Resistance
management
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Connecting Change Management toConnecting Change Management to
ProjectsProjects
Business
improvement
processChange
management
process
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Highest rate of
project failure,
turnover and
productivity loss
Highest
probability of
success
People-dependent
without any formal
practices or plans
Little or no change management appliedAdhoc or
absentLevel 1
Many different
tactics usedinconsistently
Some elements of change management are
being applied in isolated projects
Isolated
projectsLevel 2
Examples of best
practices evident
Comprehensive approach for managing
change is being applied in multiple projects
Multiple
projectsLevel 3
Selection of
common approach
Organization-wide standards and methods
are broadly deployed for managing andleading change
Organizational
standardsLevel 4
Continuous
process
improvement in
place
Change management competency is evident
in all levels of the organization and is part of
the organizations culture and intellectual
property.
Organizational
competencyLevel 5
Highest rate of
project failure,
turnover and
productivity loss
Highest
probability of
success
People-dependent
without any formal
practices or plans
Little or no change management appliedAdhoc or
absentLevel 1
Many different
tactics usedinconsistently
Some elements of change management are
being applied in isolated projects
Isolated
projectsLevel 2
Examples of best
practices evident
Comprehensive approach for managing
change is being applied in multiple projects
Multiple
projectsLevel 3
Selection of
common approach
Organization-wide standards and methods
are broadly deployed for managing andleading change
Organizational
standardsLevel 4
Continuous
process
improvement in
place
Change management competency is evident
in all levels of the organization and is part of
the organizations culture and intellectual
property.
Organizational
competencyLevel 5
Change Management Maturity Model
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