partnering with project managers prosci cop webinar march 2016

Presented by Catherine Smithson March 2016

Prosci Community of Practice Webinars Project Managers and Change Managers: partners in project success

Introducing Being Human • Founded in 1993 • Our mission: develop change-capable people and organisations so they achieve the benefits of change.

• Prosci Affiliate Australia and New Zealand.

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“Change is the law of life. And those who look only to the past or present are certain to miss

the future.” John F. Kennedy

Prosci by the numbers •  1994 – Founded in Loveland

(Denver) Colorado, USA •  8 global Benchmarking

Reports •  16 years of longitudinal

research •  3,400+ research participants •  63 countries •  80% Fortune 500 companies •  30,000+ Certified practitioners

worldwide •  4,000+ Certified practitioners

Australia/New Zealand

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Build buy in for Change Management with Project Managers: Prosci Delivering Project Results Workshop

•  1 day •  For Project Manager and teams,

IT specialists, BAs •  Bring a current change •  Apply tools to see connection

between adoption and usage and achieving results

•  Includes $300 worth of Prosci cloud tools

•  Sydney: April 27 •  Melbourne May 17 •  Other dates and locations on

our website •  In house program also available

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Prosci 2014 Best Practices in Change Management Benchmarking Report

• 822 participants • 63 countries • Top 3 roles:

•  Change Management team leader

•  External consultant •  Project team leader

• 244 pages • 38 new topics

The largest body of Change Management knowledge in the world.

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2% 2% 3% 5%

14%

15%

25%

34%

Middle East

Latin America

Asia and Pacific Islands

Africa

Europe

Canada

Australia and New Zealand

United States

Snapshot of participants

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Agenda

• Quotable quotes • Mythbusting • Roles and reporting

structures • Aligning and integrating

CM and PM • Your common challenges

and solutions • Q&A

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Quotable quotes

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“Change Management is the warm and fluffy stuff, the soft

side of change ”.

“As a senior Project Manager I would never take on a major

project without Change Management resourcing”.

“The focus of our Executives shouldn’t be only on building the solution, we should also

focus on getting our staff to use the thing!”

“My Project Manager still thinks Change

Management will slow the project down and cost

more… it’s hard to get buy in to do things differently”.

“My Change Manager and I are a team, partnering to deliver a

change that delivers benefits to the organisation – not just deliver a

project.”

“Project Management is about installation, change

Management is about adoption”.

Busting the myths

•  “Project Managers manage change.”

•  “Change Management is part of Project Management.”

•  “Change Management is training and communications”.

•  “Change Management is an optional add on”.

Organisations change for a reason

Performance Performance > © Prosci Inc. All rights reserved www.change-management.com

Current state

Transition state

Future state

Organisational change requires individual change

The individual is the unit of change

© Prosci Inc. All rights reserved www.change-management.com

Success with individual change drives success with organisational change

Organisational change

Current Transition Future

Future



Individual change


If 100% of end users don’t change, we lose benefits

Organisational change

Current

Future

Current Transition


Individual change


Results and outcomes depend on employee adoption and usage

Solution must be: • Designed • Developed • Delivered

and • Embraced • Adopted • Used

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Future

Effectiveness = Quality x Acceptance General Electric – 1980s


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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 •  Sponsor roadmaps •  Coaching plans •  Training plans •  Resistance management •  Reinforcement

Project management

Change management

Current state

Transition state

Future state

Comparing Change Management and Project Management


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Successful change requires both the technical and people sides


Technical side

People side

Design Develop Deliver

Embrace Adopt Use

+


Prosci global Best Practices snapshot

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71% of study participants integrated Project

Management and Change Management

•  High Project Management levels contribute to Change Management success

•  In a small number of cases, high Project Management maturity levels cause Change Management to be undervalued.

•  92% of participants integrated teams, & resources

•  68% integrated processes •  61% integrated methodologies •  61% integrated tools

Integrating Project Management and Change Management impacted achieving objectives: •  62% of participants who

integrated, said they met or exceeded project objectives

•  Only 45% who did not integrate said they met or exceeded project objectives

•  99% of participants integrated at the implementation phase

•  Only 62% integrated at project initiation

2014 Best Practices in Change Management Report. 822 participants in 63 countries. Prosci copyright 2013.

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From the Being Human Consulting Team

Visit our website blog for complete version of Tips for Partnering with Project Managers from the

Being Human Consulting team

Tip 1: Show how CM sets them up to succeed •  Sit down with the PM and explain the

Prosci Project Change Triangle. Ask them, to complete the PCT assessment, compare results and discuss where we differ (which is usually by only a point or two). Often the Project Management hasn’t realised how important the Sponsor is to achieving outcomes.

•  Use the Prosci 5Ps – show how it has a people lens on what we are doing and is not a rehash of the project plan.

•  Ask them to tell you how much they think the benefits depend on people adopting and using the solution

•  Explain what you’re trying to achieve and how that will help them succeed as well - using the slide that shows how project management fits with change management on projects

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Tip 2: Involve the PM in CM activities •  I invite Project Management to

contribute to Change Management assessments – e.g. Prosci People Risk Assessment.

•  Creates ‘buy-in’ and quality data. •  • The People Risk Assessment

also helps the PM understand the effort required from a CM perspective

•  Also involve PM in ADKAR and PCT assessments during project lifecycle

•  I list the adoption & usage risks to the project outcomes (usually from a discussion with business and BA's). Set up preliminary mitigation activities & get buy in from PM for the value of change management.

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Tip 3: . Don’t let ego get in the way of achieving your outcomes •  I never have a problem

saying I work for the PM - I’m not into looking to have a competition over influence or power.

•  I’m focused on outcomes and achieving those outcomes.

•  We are not just the Sponsor's coach, we are also there to help the PM look good (and if that means they take all the glory, then that's the joy of being a change manager!).

•  Work together, build their trust in you as their project partner.

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Tip 4: Present a united front •  I I book weekly catch-ups with the

Exec Sponsor/Primary Sponsor for myself and the Project Manager.

•  This means I hear the PM’s update to the Sponsor and they get to hear what I’m up to. I’ve always found that it removes the ‘I’ from the conversation and makes us focus as a team to achieve the desired results.

•  Have regular catch-ups with the PM to make sure we are tracking as expected with the Ability of the impacted people being achieved as the PM is ready to go live

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•  I always make sure my CM activities are integrated into the project schedule and reviewed for progress

•  I set up Change Management as a work package & place all activities/artifacts & milestones into the project schedule.

•  Develop an integrated stakeholder identification & management plan that includes impacted audiences.

•  Include project communications in this & then reference the change management plan for all other communications and activities.

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Tip 5: Integrate PM and CM plans

Build buy in for Change Management with Project Managers: Prosci Delivering Project Results Workshop

•  1 day •  For Project Manager and teams,

IT specialists, BAs •  Bring a current change •  Apply tools to see connection

between adoption and usage and achieving results

•  Includes $300 worth of Prosci cloud tools

•  Sydney: April 27 •  Melbourne May 17 •  Other dates and locations on

our website •  In house program also available

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More info

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Being Human beinghuman.com.au Visit our website blog for complete version of Tips for Partnering with Project Managers from the Being Human Consulting team Prosci •  change-

management.com •  prosci.com •  portal.prosci.com