transition & change management presentation

IT PM Lunch Training

Business Transition & Change Management

Introduction

Alex Ragan

Agenda What is Business Transition Management Why Business Transition Management Matters PROSCI Change Management Model Project Management vs. Business Transition

Management 3 Phases of Business Transition Management Roles of Business Transition Management Alex’s Key Take-Aways

What is Business Transition Management

“The process, tools and techniques to manage the people side of change to achieve the required business results”

PROSCI – Change Management Learning Center 2014

Not to be confused with “Change Management” that is focused on scope, resource, schedule, design “change” recent discussed.

1st communication or1st rumor

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Prosci® Flight Risk Model4 4

• People are naturally change adverse.

• With any change, you can expect a decline in productivity and an increase in resistance.

• CM helps remove barriers and shepherd the people through the process of change

When Change Is Managed Well


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Prosci® Flight Risk Model5 5

When There Isn’t Business Transition Management

• The reality is that change creates instability and introduces risk to the organization.

• People’s personal and professional lives play a role


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Project 1

Project 3

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Prosci® Flight Risk Model

When There Is To Much Change

• Multiple changes within the organization aggravate and compound this risk.

• People and organizations have limits on how much change can be successfully absorbed at any one time


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Prosci® Flight Risk Model

• The degree of adverse impact will vary by group

• Long term goal is to develop an organization adopts a common change language and embraces change as part of their DNA and

Organizational Culture Plays A Role

Building Blocks of Transition

Awareness Awareness of the need for change

Desire Desire to participate and support the change

Knowledge Knowledge on how to change

Ability Ability to implement required skills and behaviors

Reinforcement® Reinforcement to sustain the change

Prosci® ADKAR® Model

ADKAR and “Awareness Desire Knowledge Ability Reinforcement” are a registered trademarks of Prosci, Inc. All rights reserved.

© 2012 Prosci and Bill Cigliano

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People Adopt Change At Different RatesA D K A RPerson A

A D K A RPerson B

A D K A RPerson C

A D K A RPerson D

A D K A RPerson E

A D K A RPerson F

A D K A RPerson G

A D K A RPerson H

A D K A RPerson I

Project Name Purpose Particulars People

If people don’t change how they do their job, then it doesn’t matter what specific changes are implemented

If people don’t change how they do their job, then we ultimately won’t achieve what we set out to from the

beginning

The ‘people side’ side of change is key to project and organizational success

Why Business Transition Management Matters

16%

46%

77%

96%

0%

10%

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70%

80%

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100%

Poor(n=244)

Fair(n=653)

Good(n=834)

Excellent(n=165)

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Overall effectiveness of change management program* Data from 2007, 2009, 2011 and 2013

Copyright © 2014 Prosci. Best Practices in Change Management – 2014 Edition.

Correlation of change management effectiveness to meeting project objectives

Benefits of Business Transition Management

48%

63%

71%

81%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Poor(n=258)

Fair(n=737)

Good(n=1001)

Excellent(n=180)

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of r

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or u

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Correlation of change management effectiveness to staying on budget


16%

32%

54%

72%

0%

10%

20%

30%

40%

50%

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70%

80%

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100%

Poor(n=293)

Fair(n=793)

Good(n=1032)

Excellent(n=181)

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Correlation of change management effectivenessto staying on schedule


PROSCI Model For Change Based on client interactions. A framework that describes the

elements needed for initiatives to be successful.

Projects are at risk if any one of the three elements is missing.

Prosci® PCTTM ModelThe Prosci® Project Change Triangle (PCT) is a trademark of Prosci, Inc. All rights reserved.

Leadership / Sponsorship provides guidance and governance

Project Management gives structure to the technical side of the change

Change Management supports the people side of the change

All three elements must be present for project success

Project management is the set of processes and tools applied to business problems or opportunities to develop and implement a solution.

One of the key components is having a change defined – you must know what is changing (processes, systems, job roles, organizational structure, etc.) in order to manage that change effectively.

Project management involves understanding the tradeoff between the time, cost and scope of change that can be achieved.

Finally, project management is the application of the discipline called 'project management' that is a structured approach for managing tasks, resources, and budget in order to achieve a defined deliverable. Successful changes apply project management tools and processes to their initiatives.

Prosci® PCTTM Model

Project Management Focus

Change management is the application of a set of processes, tools and practices that are used to manage the people side of a change. Change management is the bridge between “implementing a solution” and an organization ultimately realizing the benefits associated with the change.

Change management requires two perspectives – an individual perspective (how people experience change) and an organizational perspective (how groups can be managed through a change).

Change management is the process of helping employees transition from the current state to the future state (as defined by the change) in a way that minimizes productivity loss, negative customer impact and employee turnover, while at the same time maximizes the speed of adoption and ultimate utilization of the change throughout the organization.

Tools like communication, sponsorship and coaching are used to help employees make their own individual transition.

Business results are only achieved when employees are involved and participating in the change. Change management is the final element of realizing change effectively.

Prosci® PCTTM Model

Change Management Focus

How things are done today

How things will be done tomorrow

How to move from current

to future

Currentstate

Transitionstate

Futurestate

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3 States of Change

IndividualsOrganization

Futurestate

Currentstate

Transitionstate

Futurestate

Currentstate

Transitionstate

Futurestate

Currentstate

Transitionstate

Futurestate

Currentstate

Transitionstate

Futurestate

Currentstate

Transitionstate

Futurestate

Currentstate

Transitionstate

Futurestate

Change management drives project success by supporting individual transitions required by organizational projects and initiatives

Importance of Individuals Change

Project Management— Explore— Planning— Executing — Stabilization— Closure

Business Transition Management— Organizational:

– Preparing for change

– Managing change– Reinforcing

change TM

— Individual:– Awareness– Desire– Knowledge– Ability– Reinforcement®

Comparing Processes

Comparing Tools Project Management

— Problem Statement— Value Statement— Design Document— Work Breakdown

Structure— Budget Estimations— Resource Allocation— Schedule — Tracking

Change Management— Individual change

model— Readiness assessment — Communication plans* — Sponsorship roadmaps— Coaching plans— Training plans*— Resistance

management — Reinforcement

* Some Change Management Tools are already typically used in Project Management, but not sufficient by themselves

What Is The Right Amount? How much project

management is needed?

— Depends on the complexity and degree of change to processes, systems, organization structure and job roles

How much change management is needed?

— Depends on the amount of disruption created in individual employees’ day-to-day work and the organization attributes like culture, value system and history with past changes

Pha

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Required elements of change for employees

Awareness Desire AbilityKnowledge Reinforcement

Post-implementation

Implementation

Concept and Design

Business need

Successful Change

© Prosci

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PM & CM Working Together

Ineffective change management

Ineffective project management

Pha

ses

of a

cha

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Awareness Desire AbilityKnowledge Reinforcement

Post-implementation

Implementation

Concept and Design

Business need

SuccessFailure A

Failure B

Required elements of change for employees

© Prosci

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PM & CM Not Working Together

A structured process for managing the ‘people side’ of change on a project or initiative

Parallel processes & compliment existing SDLC / Frameworks

Prosci’s Change Management Process

Prosci® 3-Phase Change Management Process

Business Transition Management Process

Phase 1 – Preparing for Transition

Understanding the nature of the change

Understanding the groups being changed

Creating the right sponsorship model and coalition

Identifying risks Developing

special tactics25

Phase 2 – Managing Transition

Communication plan

Sponsor roadmap Training plan Coaching plan Resistance

Management Plan

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Phase 3 – Reinforcing Transition

Compliance audit reports and employee feedback

Corrective action plans

After action review

Transition management

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Who Drives Change? – Everyone!

The Change Management Plan & Team is the cog that drives change throughout the organization.

Effective change management requires involvement and action by many in the organization

Project team

Changemanagement

Senior leaders

Managers and supervisors Employees

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Alex’s Key Take-Aways Multiple levels & approaches to applying Transition

Management concepts, not a one-size-fits-all Simply having a user perspective on change will

aid in adoption and realization of project / change value

PROSCI Model easily plugs into existing ESS PM Framework as well as multiple “Agile” based strategies

More involvement and utilization of Project Sponsor and People Managers

Start Early! Customer impressions and opinions of project

success stand to improve with adoption of Business Transition Management concepts

Backup

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Risk assessment grid

Senior leaders

Why is this group important? — Active and visible sponsorship is

identified as the top contributor to overall project success in Prosci’s five benchmarking studies

— Senior leaders are one of two preferred senders of messages about change

What is this group’s role? — Participate actively and visibly

throughout the project — Build the needed coalition of

sponsorship with peers and other managers

— Communicate the business messages about the change effectively with employees

Project team

Changemanagement

Senior leaders


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Managers & supervisors

Why is this group important? — Managers and supervisors are

the other preferred sender of messages about change

— This group has a unique and well-developed relationship with the employees being impacted by the change

What is this group’s role? — Communicate the personal

messages about the change with their direct reports

— Conduct group and individual coaching sessions

— Identify, analyze and manage resistance

— Provide feedback to the rest of the change management ‘gears’

Project team

Changemanagement

Senior leaders


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Employees

Why is this group important? — Employees will ultimately make

changes to how they do their day-to-day work

— Their acceptance and use of the solution determines the success of the project and the ongoing benefit derived from the change

— What is this group’s role?

— Seek out information related to the business reasons for change and the personal impact of the change

— Provide feedback and reaction to the change and the change management efforts

— Take control of the personal transition (using an individual change management model like ADKAR)

Project team

Changemanagement

Senior leaders


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Project Team

Why is this group important? — The project team designs and

develops the ‘change’ – they are the ones who introduce new processes, systems, tools, job roles and responsibilities

— This group provides much of the specific information about the change to the other ‘gears’

What is this group’s role? — Provide timely, accurate and

succinct information about the change (or project)

— Integrate change management activities into project management plans and activities

Project team

Changemanagement

Senior leaders


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transition & change management presentation

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