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Andreas Bohman, Chief Information Security Officer Eric Cheney, Chair, Faculty Senate Gail Farmer, Equal Opportunity, Professional Development & Training
Agenda for presentation
• Defining change management • Change Management, Project
Management & Leadership • Best Practices in Change Management • ADKAR- 5 Building Blocks of successful
change • Who is involved in Change Management • A special look at Sponsorship
Change management is:
The process, tools and techniques to manage the people side of
change to achieve the required business results.
Change management and project management
Technical side of the project
People side of the project
Currentstate
Transitionstate
Futurestate
Project management
Change management
All three elements must be present for project success
The Prosci® Project Change Triangle (PCT) is a trademark of Prosci, Inc. All rights reserved.
Prosci® PCTTM Model
Organization
Individual
Current state
Transition state
Future state
Current state
Transition state
Future state
Organizational change can be represented as three states of change
How I do my job today
How I will do my job after the change is
implemented
How things are done today
How things will be done
tomorrow
How to move from current to
future
The organization’s future state is actually the collection of many individual future states
Organization
Individuals
Future state
Current state
Transition state
Future state
Current state
Transition state
Future state
Current state
Transition state
Future state
Current state
Transition state
Future state
Current state
Transition state
Future state
Current state
Transition state
Future state
Prosci® Change Management Best Practice Research
17%
49%
80%
95%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Poor(n=177)
Fair(n=441)
Good(n=561)
Excellent(n=107)
Per
cent
of r
espo
nden
ts th
at m
et
or e
xcee
ded
proj
ect o
bjec
tives
Overall effectiveness of change management program
Correlation of change management effectiveness to meeting project objectives
© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
*Data from 2007, 2009 and 2011
Prosci correlation analysis
16%
34%
57%
75%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Poor(n=215)
Fair(n=532)
Good(n=679)
Excellent(n=116)
Per
cent
of r
espo
nden
ts th
at w
ere
on o
r ahe
ad o
f sch
edul
e
Overall effectiveness of change management program
Correlation of change management effectiveness to staying on schedule
© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
*Data from 2007, 2009 and 2011
Research results When to start change management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Project closure
Project implementation
Project design
Project planning
Project initiation
Percent of respondents
When did you start CMactivities this time?
When would you start CMactivities next time?
© Prosci. From Prosci’s 2009 Best Practices in Change Management benchmarking report
Consequences of not managing the people side of change
• Lower productivity • Passive resistance • Active resistance • Turnover of valued employees • Disinterest in the current or future state • Arguing about the need for change • More people taking sick days or not showing up • Changes not fully implemented • People finding work-arounds • People revert to the old way of doing things • The change being totally scrapped • Divides are created between ‘us’ and ‘them’
• Lower productivity • Passive resistance • Active resistance • Turnover of valued employees • Disinterest in the current or future state • Arguing about the need for change • More people taking sick days or not showing up • Changes not fully implemented • People finding work-arounds • People revert to the old way of doing things • The change being totally scrapped • Divides are created between ‘us’ and ‘them’
Prosci® Flight Risk Model
Mitigating Negative Consequences
With change, you can expect a decline in productivity and an increase in resistance.
1st communication or1st rumor
Incr
easi
ng re
sist
ance
Dec
reas
ing
prod
uctiv
ity
Time
Worry / uncertainty
Comfort / security
Risk / flight
Prosci® Flight Risk Model
The reality is that change creates instability and introduces risk to the organization.
1st communication or1st rumor
Incr
easi
ng re
sist
ance
Dec
reas
ing
prod
uctiv
ity
Time
Worry / uncertainty
Comfort / security
Risk / flight
Prosci® Flight Risk Model
Multiple changes within the organization aggravate and compound this risk.
1st communication or1st rumor
Incr
easi
ng re
sist
ance
Dec
reas
ing
prod
uctiv
ity
Time
Project 1
Project 3
Project 2
Prosci® Flight Risk Model
• Increase probability of project success • Manage employee resistance to change • Build change competency in the organization
Primary reasons for applying change management
The five building blocks of successful change Awareness
Desire
Knowledge
Ability
Reinforcement®
ADKAR and “Awareness Desire Knowledge Ability Reinforcement” are a registered trademarks of Prosci, Inc. All rights reserved.
© 2012 Prosci and Bill Cigliano
1. Effective Communications 2. Active and Visible Sponsorship 3. Engaged and Informed Coaching 4. Effective Training 5. Carefully Directed Resistance Management
In order to achieve each building block of ADKAR
5 Change Management Activities
Connecting ADKAR® and the current, transition and future states
R A K D A
Current state
Transition state
Future state
Who is involved in managing change
Project team
Changemanagement
Senior leaders
Managers and supervisors Employees
Communicate Directly
0% 10% 20% 30% 40% 50% 60% 70% 80%
Other
Change management team leader
Change management team member
Project team leader
Project team member
Human Resources representative
The employee's supervisor
Department head
Senior manager
Executive manager
CEO/President
Percent of respondents
Business messagesPersonal messages
© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
Three primary roles of sponsors
• Participate actively and visibly throughout the project
• Build a coalition of sponsorship and manage resistance
• Communicate directly with employees
A project or change management team member can develop the plans, but senior leaders must carry out the activities of sponsorship
33%
53%
68%
78%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Little or no accessthroughout project
Inadequate access -difficult to get on
calendar
Adequate access -scheduled meetings
More than adequateaccess - open door
Per
cent
of r
espo
nden
ts th
at
met
or e
xcee
ded
obje
ctiv
es
Level of sponsor access
Correlation of sponsor access to meeting project objectives
© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
36% 40%
73%
85%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Sponsor was veryineffective (average
score < 2)
Sponsor wasineffective (average
score between 2 and3)
Sponsor was effective(average score
between 3 and 4)
Sponsor was veryeffective (average
score between 4 and5)
Correlation of sponsor effectiveness to meeting project objectives
Sponsor effective rating average
Per
cent
of r
espo
nden
ts th
at m
et
or e
xcee
ded
proj
ect o
bjec
tives
© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
Do sponsors understand their role?
According to 2009 study data, 56% of sponsors did not have an adequate understanding of their role!
© Prosci. From Prosci’s 2009 Best Practices in Change Management benchmarking report
Sponsor role understanding
0% 10% 20% 30% 40%
1 - No understanding of what sponsorship means
2 - Slight understanding
3 - Some understanding
4 - Adequate understanding
5 - Complete understanding of roles and responsibilities
Percent of respondents
20092007
Summary Change management: • focuses on the ‘people side’ of organizational
change • involves both an individual and an organizational
perspective • requires action and involvement by leaders and
managers throughout the organization • is much more than communication • is most effective when it is launched at the
beginning of a project and integrated into the project activities
