prosci · prosci change management webinar auditing change management maturity research |...

Copyright 2016 Prosci. All rights reserved. 1

Auditing Change Management MaturityProsci’s Change Management Maturity Model Audit

© Prosci Inc. All rights reserved.

Prosci Change Management Webinar Auditing Change Management Maturity

Research | Methodology | Training | Advisory Services

www.prosci.com | [email protected]

Prosci ®

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Prosci’s Mission Our Principles: • Research-based • Holistic • Easy-to-use

Our Resources: • Published products and tools• Web-based tools and applications• Face-to-face training• Train-the-Trainer

To help individuals and organizations build their own change management competencies through development and delivery of research-based, holistic, and easy-to-use tools and methodologies.

Prosci® Webinars• Educational• Thought provoking• Insights into new development

• New ideas, phraseology, language, and frameworks• Give you at least an hour per week to think about

change management

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Case for Change capability

Change agilityChange in the DNA

Enterprise Change Management

What is

Auditing




What is

Auditing

Agenda

3


Case for: Velocity of Change

Demand Side Pull

Bigger Faster

Connected Complex 4




Case for: Strategic Imperative

Strategy is change

5


Case for: Competitive Differentiation

“out-changing”

as a competitive advantage

6




Case for: It takes a Village

Change leadership

competencies throughout

7


Agenda




What is

Auditing

8




“I’d like three orders of change agility from page

145, please.”

Change agility takes more than chatter, “want to”

or magic

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Enterprise Change ManagementOrg change capability

ECMBuild

IndividualCompetencies

Integrate into Changes, Projects

and Programs

Initiate Plan Design Develop Deploy

“Go Live”Kick off

Phase 3: Reinforcing

Change

Phase 2: Managing

Change

Phase 1: Preparing

for Change

A D K A R

Strategy Plans Measures

GeneralProject

Lifecycle

Individual Change Journey

Milestones

OrganizationalChange Mgmt

Activities

Major events

Prosci®

ADKAR ®

Model

Prosci®

3-PhaseProcess

Execs &Senior Leaders

Front-Line Associates

Middle Managers & Supervisors

Initiate Plan Design Develop Deploy Sustain

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Internalize ABCof sponsors

Internalize CLARC role in change

Expect and Thrive in Change

Individual Competencies

Design solutions with adoption

and usage in mindExecs &Senior Leaders



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Individual Competencies

Execs &Senior Leaders



Hiring

On-boarding

Training

Coaching

Objectives

CompetencyModels

DevelopmentPlans

PerformanceReviews

12




Individual CompetenciesResearch-based, Role-based Training

13

Prosci’s Holistic Approach Key Change Enabling Roles

Senior Leadership

Change Practitioners

Project Teams

Middle Managers

Front Line Employees

Sponsor Program (1/2 day)

Practitioner Program (3 day)

PM Program (1/2 day)

Manager Program (1 day)

Employee Program (1 day)

Role

-Bas

ed T

rain

ing

Coac

hing

Sup

port


Integrate into Changes, Projects and Programs


Requirement at initiationInventory impacted groupsDefine their changes

Integrate CM intoproject gates

Integrate CM intostandard reviews

Measure success atbenefit realization,project execution,AND individual transition levels

Align “people side” and technical side

activities

Create customized and scaled strategyResource CM

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Initiate Plan Design Develop Deploy

“Go Live”Kick off

Phase 3: Reinforcing

Change

Phase 2: Managing

Change

Phase 1: Preparing

for Change

A D K A R

Strategy Plans Measures

GeneralProject

Lifecycle

Individual Change Journey

Milestones

OrganizationalChange Mgmt

Activities

Major events

Prosci®

ADKAR ®

Model

Prosci®

3-PhaseProcess

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ProjectHealth

ChangeScorecard

Best PracticeAlignment

CMROICalculation

ADKARProgress

Adoption contribution

Installation contribution

100%

50%

36%

3-PhaseProcess

Phase 1:Preparing for Change

Phase 2:Managing Change

Phase 3:Reinforcing Change



16Email [email protected] to learn more




Enterprise Change ManagementDNA/Fabric/Norm through individual competencies and

integrated CM approaches

Enterprise Change ManagementDNA/Fabric/Norm through individual competencies and

integrated CM approaches

Change ManagementCatalyzing Individual Transitions to

Deliver Organizational Results

Change ManagementCatalyzing Individual Transitions to

Deliver Organizational Results

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ECM Boot CampFEBRUARY 25, 2016SAN FRANCISCO, CA

Tim Creasey, Prosci Chief Innovation Officer

Add STRUCTURE and INTENT to the organizational change management capability journey

* ECM Boot Camp fulfill requirements for Prosci Advanced Tracks

Upcoming ECM Boot Camp Opportunities:

Why ECMAgilitySaturationStrategic

Imperative

What is your ECMBuilding individualcompetencies andembedding changepractices

Your ECM JourneyCurrent StateTransition StateFuture State

Current Transition Future

Technical side

People side

Additional 2016 dates ([email protected] regarding onsite):May 19 – Dallas | Aug 11 – Prosci HQ | Nov 17 – Chicago




Agenda




What is

Auditing

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BLUF: Bottom Line Up Front

• Add clarity to maturity

• Quantify your maturity

• Establish a baseline

• Track progress

• Focus your effort

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Where you are today

Where you want to be

How you will get there

Leadership

Proofs of success

Structure and intent

Sponsor messaging

Charter ECM

CMO, CoE, CoP

Strategically select

Resource and apply CM

Rigorously document

Assess the Current

Design the Transition

Define the Future

Build change capability/agility to deliver

better results and outcomes of change, increase resilience

and reduce saturation.

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Prosci® Change ManagementMaturity Model History

2004 2005 2008

March: Released Maturity Model

2012 2014

August: Released Whitepaper

ECM Summit ECM Lab ECM Suite:- CM-MM Audit- ECM Boot Camp- ECM Roadmap

Version 2 ofMaturityModel Audit

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Level 5 OrganizationalCompetency

Change management competency is evident at all levels of the organization and

is part of the organization's intellectual property and competitive edge

Continuous process

improvement in place

Highest profitability,

responsiveness and project

success rates

Level 4 Organizational Standards

Organization-wide standards and methods are broadly deployed for managing and

leading change

Selection of common approach

Level 3 MultipleProjects

Comprehensive approach for managing change is being applied on multiple

projects within organization

Examples of best practices evident

Level 2 IsolatedProjects

Some elements of change management are being applied in isolated projects

Many different tactics used

inconsistently

Level 1 Ad hoc or Absent Little or no change management applied

People-dependent without any formalpractices or plans

Highest rate of project failure, turnover and

productivity loss

Prosci® Change Management Maturity Model™

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Level 1 – Ad hoc or Absent

Level 5

Level 4

Level 3

Level 2

Level 1

Seen as:A distraction from the focus on installing technical solutions

Applied when:Not at all, or as a last resort and as a reaction

Practiced by:Dependent on particular individual practitionersNot at all by managers and leaders

Change management is:

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Level 2 – Isolated Projects

Level 5

Level 4

Level 3

Level 2

Level 1

Seen as:Important by someUnimportant by most

Applied when:On few projects, from initiationOn some projects, in reaction to resistanceOn most projects, not at all

Practiced by:Handful of unaffiliated practitioners


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Level 3 – Multiple Projects

Level 5

Level 4

Level 3

Level 2

Level 1

Seen as:A structured approach that adds value

Applied when:Localized in particular parts of the organizationAt initiation on some projectsStill missing or as a reaction on many

Practiced by:Practitioners who are starting to work togetherSome senior leaders, managers and supervisors


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Level 4 – Organizational Standards

Level 5

Level 4

Level 3

Level 2

Level 1

Seen as:An important success factor on all projectsA common and standard approach

Applied when:Regularly at project initiation or planningIntegrated into project management approach

Practiced by:Most practitioners and project teamsMost senior leaders, managers and supervisorsPotentially a centralized functional group


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Level 5 – Organizational Competency

Level 5

Level 4

Level 3

Level 2

Level 1

Seen as:A critical core competency for the organizationEssential on all projects and initiativesSecond nature and commonplace

Applied when:At the start of projects and initiativesOn virtually all project and non-project changesInseparable from project delivery processes

Practiced by:Practitioners, project teams, technical professionalsAll senior leaders, managers and supervisorsCentralized functional group


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Level 5 OrganizationalCompetency

Level 4 Organizational Standards

Level 3 MultipleProjects

Level 2 IsolatedProjects

Level 1 Ad hoc or Absent


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?Where is your

organization today?


2015 Study Results

9%

40%

37%

12%

2%

0% 50%

Level 1

Level 2

Level 3

Level 4

Level 5

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Organizational maturity:

37%

45%

52%

61%

65%

0% 70%

Level 1

Level 2

Level 3

Level 4

Level 5

Project success rate by maturity level:




Building out the Maturity Model: Capability Areas

Five Capability Areas:

1. Leadership

2. Application

3. Competencies

4. Standardization

5. Socialization

What observable attributes can be

used to describe the level of maturity?

What observable attributes can be

used to describe the level of maturity?

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Capability Area 1: Leadership

Not general leadership, but leadership support specifically for change management

Example factors:

Primary sponsor Sponsor coalition Communications from key leaders Vision for deployment effort Leadership review Business rules, policies, procedures Change management as requirement

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Capability Area 2: Application

Use of change management processes and tools on projects and initiatives

Example factors:

Percent of projects applying CM Parts of organization applying CM Common approach Available tools Resources availability for applying CM

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Capability Area 3: Competencies

Competency and skill-building for “leading change” throughout the organization

Example factors:

Training and competencies for: Practitioners Executives and senior leaders Managers and supervisors Employees Project teams

Training effectiveness Continuous education opportunities

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Capability Area 4: Standardization

Move toward common and consistent application of an organizational standard approach

Example factors:

Adoption of a standard approach Provision of standard tools Continuous improvement of approach Criteria for applying CM Integration into standard project

delivery process and systems

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Capability Area 5: Socialization

Understanding, appreciation and acknowledgement of the necessity of change management

Example factors:

Executive charter Understanding of value Buy-in and support Common and shared definition Viewed as competitive differentiator Cultural value

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CapabilityArea 1:

Leadership

Capability Area 2:

Application

CapabilityArea 3:

Competencies

CapabilityArea 4:

Standardization

CapabilityArea 5:

Socialization

Level 5Capability Area Factors:

- Factor 1.1- Factor 1.2- Factor 1.3- Factor 1.4- Factor 1.5- Factor 1.6- Factor 1.7- Factor 1.8

Capability Area Factors:



- Factor 3.1- Factor 3.2- Factor 3.3- Factor 3.4- Factor 3.5- Factor 3.6- Factor 3.7- Factor 3.8- Factor 3.9- Factor 3.10- Factor 3.11- Factor 3.12




- Factor 5.1- Factor 5.2- Factor 5.3- Factor 5.4- Factor 5.5- Factor 5.6- Factor 5.7- Factor 5.8- Factor 5.9- Factor 5.10

Level 4

Level 3

Level 2

Level 1

CapabilityArea 1:

Leadership

Capability Area 2:

Application

CapabilityArea 3:

Competencies

CapabilityArea 4:

Standardization

CapabilityArea 5:

Socialization

Level 5

Level 4

Level 3

Level 2

Level 1


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CapabilityArea 1:

Leadership

Capability Area 2:

Application

CapabilityArea 3:

Competencies

CapabilityArea 4:

Standardization

CapabilityArea 5:

Socialization

Level 5Capability Area Factors:









- Factor 5.1- Factor 5.2- Factor 5.3- Factor 5.4- Factor 5.5- Factor 5.6- Factor 5.7- Factor 5.8- Factor 5.9- Factor 5.10

Level 4

Level 3

Level 2

Level 1


For each of the 50 factors, rubric scoring describes Level 1, Level 2, Level 3, Level 4, Level 5

Factor 1 Level of sponsorship for institutionalizing change management across the enterprise

Level 5An executive sponsor (with the required authority and span of control) has been designated and is actively and visibly supporting the effort

Level 4 A senior level sponsor has been designated and is supporting the effort

Level 3 The right sponsor has been designated, but is not engaged, active or visible

Level 2 A sponsor has been designated, but is either not the right sponsor or is not engaged

Level 1 There is no sponsor for the institutionalization effort

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Capability Area 1: Leadership

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© Prosci Inc. All rights reserved. 40




Prosci Maturity Model Audit TourReviewing Report

Overall Results

Results by Capability Area

Low Maturity Factors

Your Insights and Comments

See Progress Over Time

Full Maturity Model Audit

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Prosci Maturity Model Audit TourOverall Results

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Prosci Maturity Model Audit TourResults by Capability Area

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Prosci Maturity Model Audit TourLow Maturity Factors

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Prosci Maturity Model Audit TourCapture your Insights and Comments

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Prosci Maturity Model Audit TourSee Progress Over Time

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Prosci Maturity Model Audit TourYour Full Maturity Model Audit

All 50 FactorsWith your scores

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Prosci Maturity Model Audit

• Define agility

• Baseline current Change Maturity

• Evaluate all five capability areas

• Identify risk areas and develop next steps

• Create comparative reports over time

Maturity Model Audit$30 USD/mo

Full access, noobligation 14 day trial

Free Trial

Find in Available Resources

Scroll below description to activate your trial

TRIAL AVAILABLE

Create free account at:portal.prosci.com

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Where you are today

Where you want to be

How you will get there

Leadership

Proofs of success


Sponsor messaging

Charter ECM

CMO, CoE, CoP



Rigorously document

Assess the Current


Define the Future




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2015 Study Results

50

Factors that influenced movement in organizational maturity

1. CM benefit awareness2. Leadership and dedicated teams3. Methodology use4. Business growth or structural change5. Resource allocation




Leadership

Proofs of success


Sponsor messaging

Charter ECM

CMO, CoE, CoP



Rigorously document

Assess the Current


Define the Future




Keys to ECM SuccessEnterprise Change Management

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Project ECM as a Change

ProjectECM:

Goal/objective: Build organizational change

management capabilities and competencies to improve results and outcomes of projects and initiatives

Current Transition Future

Technical side

People side

Requirements: Charter, Sponsor, Plan, Solution, Team

Project ManagementChange Management

Structure and

Intent52




M1 M2 M3 Rest of year 1 Year 2-3

ECM approachSelect pilotsSchedule sponsor briefingStart Business Case

Training for pilot projects½-day sponsor program3-day cert program

Sponsor briefing (2 hr)

Business Case presentation

Apply on pilot projectsADKAR3-Phase ProcessBest Practices Audit

Document impactProsci Change ScorecardAwareness building

Start Structure and IntentDesign (Current, Future)

Continue Structure and IntentDeploy (Transition)- Increased application- Individual competency development

Sponsor activities

Leadership

Proofs of success


Sponsor messaging

Charter ECM

CMO, CoE, CoP



Rigorously document

Assess the Current


Define the Future




Prosci ECM MapExample Timeline

Email [email protected] learn more

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Prosci ECM Support

ECM Advisory Services ECM Boot Camp

ECM Roadmap Maturity Model Audit

Kickoff

Business Case Development

Sponsor Briefing

Pilot Trainings

Scorecard Development

Train-the-Trainer

Ongoing Coaching

Online guide with instructions, guidance, research and tools ($479)

Call +1-970-203-9332 or email [email protected]

One-day workshop on building your Project ECM strategy and plans ($889)

2016 datesFeb 25 – San FranMay 19 – Dallas

Aug 11 – Prosci HQNov 17 – Chicago

Inquire re: onsite

“If you're serious about achieving true change management as one of your core organizational

competencies, then find a way to get to this course.”

Web-based assessment of maturity across 50 observable factors.

$30/mo | $300/yr

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Prosci SolutionDelivering organizational results by

catalyzing individual transitions

http://www.prosci.com | http://[email protected]

Build individual change competenciesApply change management on initiativesEmbed organizational change capability

http://[email protected]

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Prosci Maturity Model Audit TourGetting Started

Introduction

The click “Get Started”

Name the organization or group for your CM-MM audit.

56




Prosci Maturity Model Audit TourStarting a CM-MM Audit

Click “Add an Audit” to start your CM-MM Audit

for this Org/Group

Give your CM-MM Audit instance a Name and a

Description

57


Prosci Maturity Model Audit TourCompleting a CM-MM Audit

Navigate to each Capability Area

Expand/Collapse each CM-MM Audit factor

Simple rubric scoring for each of the 50

CM-MM Audit factors

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