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Copyright Prosci 2015. All rights reserved.
Prosci Change Management Webinar Assessing and Building Your Organizational Change Capability
1
Copyright Prosci 2015. All rights reserved.
Prosci by the #s:8
1780%
4500+30,000+80,000+
Longitudinal studiesYears of researchFortune 100 companiesResearch participantsCertified practitionersCommunity members
Contact Prosci: Telephone: +1-970-203-9332 Email: [email protected]: 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 capabilities 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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Copyright Prosci 2015. All rights reserved.
Agenda
Case for Change capability
Change agilityChange in the DNA
Enterprise Change Management
What is
Assessingand Building
3
Case for Change capability
Change agilityChange in the DNA
Enterprise Change Management
What is
Assessingand Building
Copyright Prosci 2015. All rights reserved.
Case for: Velocity of Change
4
Demand Side Pull
Bigger Faster
Connected Complex
Copyright Prosci 2015. All rights reserved.
Case for: Strategic imperative
5
Strategy is change
Copyright Prosci 2015. All rights reserved.
Case for: Competitive Differentiation
6
“out-changing”
as a competitive advantage
Copyright Prosci 2015. All rights reserved.
Case for: It takes a Village
7
Change leadership
competencies throughout
Copyright Prosci 2015. All rights reserved.
Agenda
Case for Change capability
Change agilityChange in the DNA
Enterprise Change Management
What is
Assessingand Building
8
Copyright Prosci 2015. All rights reserved. 9
“I’d like three orders of change agility from page
145, please.”
Change agility takes more than chatter, “want to”
or magic
Copyright Prosci 2015. All rights reserved.
What Is Change Capability/Agility
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CMBuild
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
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
Copyright Prosci 2015. All rights reserved.
Individual Competencies
11
Design solutions with adoption
and usage in mindExecs &Senior Leaders
Front-Line Associates
Middle Managers & Supervisors
Internalize ABCof sponsors
Internalize CLARC role in change
Expect and Thrive in Change
Copyright Prosci 2015. All rights reserved.
Individual Competencies
12
Execs &Senior Leaders
Front-Line Associates
Middle Managers & Supervisors
Hiring
On-boarding
Training
Coaching
Objectives
CompetencyModels
DevelopmentPlans
PerformanceReviews
Copyright Prosci 2015. All rights reserved.
Individual CompetenciesResearch-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)
Role
-Bas
ed T
rain
ing
Coac
hing
Sup
port
13
Copyright Prosci 2015. All rights reserved.
Integrate into Changes, Projects and Programs
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Initiate Plan Design Develop Deploy Sustain
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
Copyright Prosci 2015. All rights reserved.
Integrate into Changes, Projects and Programs
15
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
GeneralProjectLifecycle
Individual Change Journey
Milestones
OrganizationalChange Mgmt
Activities
Major events
Prosci®
ADKAR ®
Model
Prosci®
3-PhaseProcess
Copyright Prosci 2015. All rights reserved. 16
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
Initiate Plan Design Develop Deploy Sustain
Integrate into Changes, Projects and Programs
Copyright Prosci 2015. All rights reserved. 17
Change Capability/AgilityDNA/Fabric/Norm through individual competencies
and integrated CM approaches
Change Capability/AgilityDNA/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
Copyright Prosci 2015. All rights reserved.
Agenda
Case for Change capability
Change agilityChange in the DNA
Enterprise Change Management
What is
Assessingand Building
18
Copyright Prosci 2015. All rights reserved. 19
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.
Copyright Prosci 2015. All rights reserved.
BLUF: Bottom Line Up Front
• Add clarity to maturity
• Quantify your maturity
• Establish a baseline
• Track progress
• Focus your effort
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Copyright Prosci 2015. All rights reserved.
Prosci® Change ManagementMaturity Model History
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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
Copyright Prosci 2015. All rights reserved. 22
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™
Copyright Prosci 2015. All rights reserved.
Level 1 – Ad hoc or Absent
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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:
Copyright Prosci 2015. All rights reserved.
Level 2 – Isolated Projects
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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
Change management is:
Copyright Prosci 2015. All rights reserved.
Level 3 – Multiple Projects
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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
Change management is:
Copyright Prosci 2015. All rights reserved.
Level 4 - Organizational Standards
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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
Change management is:
Copyright Prosci 2015. All rights reserved.
Level 5 – Organizational Competency
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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
Change management is:
Copyright Prosci 2015. All rights reserved. 28
Level 5 OrganizationalCompetency
Level 4 Organizational Standards
Level 3 MultipleProjects
Level 2 IsolatedProjects
Level 1 Ad hoc or Absent
Prosci® Change Management Maturity Model™
Where is your organization today?
Copyright Prosci 2015. All rights reserved.
Building out the Maturity Model: Capability Areas
Five Capability Areas:
1. Leadership
2. Application
3. Competencies
4. Standardization
5. Socialization
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What observable attributes can be
used to describe the level of maturity?
What observable attributes can be
used to describe the level of maturity?
Copyright Prosci 2015. All rights reserved.
Capability Area 1: Leadership
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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
Copyright Prosci 2015. All rights reserved.
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
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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
Copyright Prosci 2015. All rights reserved.
Capability Area 4: Standardization
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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
Copyright Prosci 2015. All rights reserved.
Capability Area 5: Socialization
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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
Copyright Prosci 2015. All rights reserved.
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 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 4.1- Factor 4.2- Factor 4.3- Factor 4.4- Factor 4.5- Factor 4.6- Factor 4.7- Factor 4.8- Factor 4.9- Factor 4.10- Factor 4.11- Factor 4.12
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
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
35
Prosci® Change Management Maturity Model™
Copyright Prosci 2015. All rights reserved.
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 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 4.1- Factor 4.2- Factor 4.3- Factor 4.4- Factor 4.5- Factor 4.6- Factor 4.7- Factor 4.8- Factor 4.9- Factor 4.10- Factor 4.11- Factor 4.12
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
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Prosci® Change Management Maturity Model™
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
Copyright Prosci 2015. All rights reserved.
Capability Area 1: Leadership
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Copyright Prosci 2015. All rights reserved. 39
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
Copyright Prosci 2015. All rights reserved. 40
Prosci Maturity Model Audit TourOverall Results
Copyright Prosci 2015. All rights reserved. 41
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
Copyright Prosci 2015. All rights reserved.
Prosci Maturity Model Audit
46
• 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
Copyright Prosci 2015. All rights reserved. 47
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.
Copyright Prosci 2015. All rights reserved.
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.
Prosci ECM MapEnterprise Change Management
48
Copyright Prosci 2015. All rights reserved.
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
Intent49
Copyright Prosci 2015. All rights reserved.
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
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.
50
Prosci ECM MapExample Timeline
Email [email protected] learn more
Copyright Prosci 2015. All rights reserved.
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.
51
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)
2015 datesSept 22 - Denver, COSept 25 - Calgary, AB
Oct 8 - LondonOct 15 - Portland, OR
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
Copyright Prosci 2015. All rights reserved. 52
Prosci Maturity Model Audit TourGetting Started
Introduction
The click “Get Started”
Name the organization or group for your CM-MM audit.
Copyright Prosci 2015. All rights reserved. 53
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
Copyright Prosci 2015. All rights reserved. 54
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