prosci webinar auditing org change capability 010316

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Prosci Change Management Webinar Auditing Change Management Maturity!

Research | Methodology | Training | Advisory Services www.prosci.com | +1-970-203-9332 [email protected]

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17 80%

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Longitudinal studies Years of research Fortune 100 companies Research participants Certified practitioners Community members

Contact Prosci: Telephone: +1-970-203-9332 Email: [email protected] Website: www.prosci.com

Tools or downloads referenced in this free webinar are for webinar educational purposes; reproduction or distribution of these tools in your organization will require additional steps on your part.

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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 agility Change in the DNA

Enterprise Change Management

What is

Auditing




What is

Auditing

Agenda

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Case for: Velocity of Change

Demand Side Pull

Bigger Faster

Connected Complex 5


Case for: Strategic Imperative

Strategy is change

6


Case for: Competitive Differentiation

“out-changing”

as a competitive advantage

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Case for: It takes a Village

Change leadership

competencies throughout

8


Agenda




What is

Auditing

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“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 Management Org change capability

ECM Build

Individual Competencies

Integrate into Changes, Projects

and Programs

Initiate Plan Design Develop Deploy

“Go$Live”Kick$off

Phase$3:$Reinforcing $Change

Phase$2:$Manag ing $Change

Phase$1:$Preparing $for$Change

A D K A R

Strategy Plans Measures

GeneralProjectLifecycle

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 ABC of sponsors

Internalize CLARC role in change

Expect and Thrive in Change


Design solutions with adoption

and usage in mind Execs & Senior Leaders



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Internalize ABC of sponsors

Internalize CLARC role in change

Expect and Thrive in Change


Design solutions with adoption

and usage in mind Execs & Senior Leaders



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Execs & Senior Leaders



Hiring

On-boarding

Training

Coaching

Objectives

Competency Models

Development Plans

Performance Reviews

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Individual Competencies Research-based, Role-based Training

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)

Rol

e-B

ased

Tra

inin

g C

oach

ing

Sup

port

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Integrate into Changes, Projects and Programs


Requirement at initiation Inventory impacted groups Define their changes

Integrate CM into project gates

Integrate CM into standard reviews

Measure success at benefit realization, project execution,

AND individual transition levels

Align “people side” and technical side

activities

Create customized and scaled strategy Resource 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

General Project

Lifecycle

Individual Change Journey

Milestones

Organizational Change Mgmt

Activities

Major events

Prosci®!ADKAR

®!

Model!

Prosci®!3<Phase!Process!

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Project Health

Change Scorecard

Best Practice Alignment

CMROI Calculation

ADKAR Progress

Adoption(contribution

Installation(contribution

100%

50%

36%

3-Phase Process

Phase 1: Preparing for Change

Phase 2: Managing Change

Phase 3: Reinforcing Change



Email [email protected] to learn more 20


Enterprise!Change!Management!DNA/Fabric/Norm!through!individual!competencies!and!

integrated!CM!approaches!

Change!Management!Catalyzing!Individual!Transitions!to!

Deliver!Organizational!Results!

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ECM Boot Camp May 4, 2016 Sydney CBD

Vicky Emery, Being Human Director, Change Capability Services

Add STRUCTURE and INTENT to the organizational change management capability journey

* ECM Boot Camp fulfill requirements for Prosci Advanced Tracks

Upcoming Opportunities:

Seats available

Why ECM Agility Saturation Strategic Imperative

What is your ECM Building individual competencies and embedding change practices

Your ECM Journey Current State Transition State Future State

Current Transition Future

Technical0side

People0side


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-messag ing

Charter-ECM

CMO,-CoE,-CoP

Strateg ically-select

Resource-and-apply-CM

Rigorously-document

Assess-the-Current

Design-the-Transition

Define-the-Future

Build-change-capability/ag ility-to-deliver-better-results-and-outcomes-of-change,-increase-resilience-

and-reduce-saturation.

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Prosci® Change Management Maturity 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 of Maturity Model Audit

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Level 5 Organizational Competency

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 Multiple Projects

Comprehensive approach for managing change is being applied on multiple projects

within organization

Examples of best practices evident

Level 2 Isolated Projects

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 formal practices 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 practitioners Not 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 some Unimportant by most

Applied when:

On few projects, from initiation On some projects, in reaction to resistance On 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 organization At initiation on some projects Still missing or as a reaction on many

Practiced by:

Practitioners who are starting to work together Some 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 projects A common and standard approach

Applied when:

Regularly at project initiation or planning Integrated into project management approach

Practiced by:

Most practitioners and project teams Most senior leaders, managers and supervisors Potentially 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 organization Essential on all projects and initiatives Second nature and commonplace

Applied when:

At the start of projects and initiatives On virtually all project and non-project changes Inseparable from project delivery processes

Practiced by:

Practitioners, project teams, technical professionals All senior leaders, managers and supervisors Centralized functional group


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Level 5 Organizational Competency

Level 4 Organizational Standards

Level 3 Multiple Projects

Level 2 Isolated Projects

Level 1 Ad hoc or Absent


?"Where is your

organization today?

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2015 Study Results

9%

40%

37%

12%

2%

0% 50%

Level 1

Level 2

Level 3

Level 4

Level 5

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:

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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?

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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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Capability Area 1:

Leadership

Capability Area 2:

Application

Capability Area 3:

Competencies

Capability Area 4:

Standardization

Capability Area 5:

Socialization

Level 5 Capability 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 2.1 -  Factor 2.2 -  Factor 2.3 -  Factor 2.4 -  Factor 2.5 -  Factor 2.6 -  Factor 2.7 -  Factor 2.8

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


Capability 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

Capability Area 1:

Leadership

Capability Area 2:

Application

Capability Area 3:

Competencies

Capability Area 4:

Standardization

Capability Area 5:

Socialization

Level 5

Level 4

Level 3

Level 2

Level 1


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Capability Area 1:

Leadership

Capability Area 2:

Application

Capability Area 3:

Competencies

Capability Area 4:

Standardization

Capability Area 5:

Socialization

Level 5 Capability 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 2.1 -  Factor 2.2 -  Factor 2.3 -  Factor 2.4 -  Factor 2.5 -  Factor 2.6 -  Factor 2.7 -  Factor 2.8



Capability 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 5 An 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 Maturity Model Audit Tour Reviewing 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 Tour Overall Results

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Prosci Maturity Model Audit Tour Results by Capability Area

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Prosci Maturity Model Audit Tour Low Maturity Factors

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Prosci Maturity Model Audit Tour Capture your Insights and Comments

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Prosci Maturity Model Audit Tour See Progress Over Time

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Prosci Maturity Model Audit Tour Your Full Maturity Model Audit All 50 Factors With 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, no obligation 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-messag ing

Charter-ECM

CMO,-CoE,-CoP



Rigorously-document

Assess-the-Current


Define-the-Future



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2015 Study Results

Factors that influenced movement in organizational maturity

1.  CM benefit awareness 2.  Leadership and dedicated teams 3.  Methodology use 4.  Business growth or structural change 5.  Resource allocation

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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.

Keys to ECM Success Enterprise Change Management

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Project ECM as a Change

Project ECM:

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 Management Change Management

Structure and

Intent 57


M1 M2 M3 Rest of year 1 Year 2-3

ECM approach Select pilots Schedule sponsor briefing Start Business Case

Training for pilot projects ½-day sponsor program 3-day cert program

Sponsor briefing (2 hr)

Business Case presentation

Apply on pilot projects ADKAR 3-Phase Process Best Practices Audit

Document impact Prosci Change Scorecard Awareness building

Start Structure and Intent Design (Current, Future)

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

Sponsor activities

Leadership

Proofs-of-success


Sponsor-messag ing

Charter-ECM

CMO,-CoE,-CoP



Rigorously-document

Assess-the-Current


Define-the-Future



Prosci ECM Map Example Timeline

Email [email protected] to learn more

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Build change capability/agility to deliver better results

and outcomes of change, increase resilience and

reduce saturation.

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 dates Feb 25 – San Fran

May 19 – Dallas Aug 11 – Prosci HQ Nov 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 Solution

Delivering organizational results by catalyzing individual transitions

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

Build individual change competencies Apply change management on initiatives Embed organizational change capability

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

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Prosci Maturity Model Audit Tour Getting Started

Introduction

The click “Get Started”

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

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Prosci Maturity Model Audit Tour Starting 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

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Prosci Maturity Model Audit Tour Completing 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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