Changemateengaged changemanagement

- Concept- Process- IT-systemwww.Changemate.com.au

1

By Sergei PenkovChange manager

PROSCI-certified

2

Knowledge of an organization’s front end problems:• 4% - Top management• 9% - Middle management• 74% - Supervisors• 100% - employees

Iceberg of ignorance – Corporate knowledge of problems

The Iceberg of Ignorance, Sidney Yoshida

More than 70% of initiatives fail for one or another reason. Decisions are made on an inadequate amount of information and inconsistency of communication from the front line to leadership. Poor decisions drives disengagement and a lack of confidence in leadership within the organization.

3

Changemate principles• What get’s configured – gets analyzed;• What get’s measured – gets managed;• Without data you’re another person with an

opinion;• What get engaged – gets changed.

Changemate foundation principles

Configure Implement Measure

Analyze

ChangemateFeedback based engagement framework

4

Resistance. Support.• Essential in any change management;• Result (output) of the process;• Key parameters for change management decisions;

Input Process Output

FeedbackFEEDBACK, Economics Web Institute

Feedback based engagement:• Measurement instrument (what is going on?);• Involves to the organization hierarchy;• Provides visibility and consistency in communication;

ChangemateFeedback based engagement framework

5

CEO

CTO

Dept1 Dept2

CFO

Dept3 Dept4

Resistance. Support.• Every configured action is measured (assessment);• Participants can leave FEEDBACK

(Support/Resistance);• Group leaders provide RATING (assessment result);• Both FEEDBACK and RATING are used to measure

support/ resistance to the change.RATING:

From group leader

FEEDBACK:

From group leader

Change management is a methodology to make sure that people use quarter-inch drill to make holes.

7

People do not want to buy a quarter-inch drill.

They want a quarter-inch hole.

(Theodore Levitt).

Holistic approachProject and change management

Problem definition

Requirements

Planning

Design

Implementation

Project management

Assessments

Team preparation

Communications

Feedback and coaching

Resistance management

Changemanagement

8

Sooner or later – manage the change

ChangeManagementprocess

© Prosci 2010

ProjectManagementProcess

Delay with CM – root of resistance

10

Project

if people will not change the way they do their job, it doesn’t matter what was implemented

Perspective Parameters People

if people will not change the way they do their job – we will not reach project goals

© PROSCI 2013

Engagement into change – key component of change management

11

You can manage the process, not events

What gets measured gets

managed.

Shift focus into PROCESS and MEASUREMENT of people adoption

to change (support/resistance).

Any management – like driving the bike.If it doesn’t move – no management

15

WHY Improve people engagement

level into change process, measure and control people adoption to change

16

WHATHOW

WHY

Changemate – Engaged change management. Methodology, process, IT

WHAT Change management decisions

based upon facts, increased people engagement into change, less resistance, less re(do, work, plan, design)

HOW IT system implementing change

management process (configuration, execution, measurement, data collection, dashboard for presentation).

17

Concept

Process

Results

19

What gets measured – gets managed. What? How? When? Who?

What to measure?

What numbers

tell?Who is

measured?

How to measure?

20

• What gets organized – gets doneConfiguration – assessments (what), resources (who and when), goals, workload estimates;

• What gets measured – gets managedChange plan execution, processes monitoring, data collection, dashboard for presentation;

• Without data you represent just another opinionProcess KPI analysis, change management decisions based upon data (not opinions);

ChangemateChange management concept

21

WHAT:Resistance to

change , adoption

WHEN:Plans

HOW:Formal

process, KPI and metrics

WHO:Change

sponsors and participants

ChangemateConfigure, Measure, Analyze, Control

22

Changemate concept:Configure, Engage, Measure, Analyze

• Measurement instrument - assessments;• Assessment types – rating or opinion collection;• Project management link with change

management;

• Engage project team into assessment process;• Engage group leaders into RATING of

individual assessments results;• Event and time management – control

engagement;• Feedback and comments – Portfolio forum ;

• Assessment summaries;• Dashboard with assessment

data and engagement statistics;• CM decision making based upon

data;

23

Changemate – measurement framework

Individual metrics

• Change readiness;• Change impact;• Resistance barrier;• Personal engagement level.

Group metrics

• Individual assessments statistics;• Assessment ratings by group

leaders;• Group engagement level.

Process KPI

• Configuration status;• Time and resources;• Process progress KPI;

Prepare Implement Reinforce

25

Concept

Process

Results

26

Changemate – change management process structure

• Create and configure CM portfolio and projects, approve configuration;

• Run assessments according to configuration;• Change process monitoring, engage group

leaders into assessment results rating;• Changemate collects data and presents via

various dashboards;• Change sponsors make decisions based upon

data;

27

Changemate – matrix of processes

Current Transition Future

Configuration

Design

Approval

Preparation

Awareness Desire

Plans, project configuration

Execution

Analysis

Knowledge Ability

New process/systems implementation, knowledge, skills

Resistance management

Reinforce the change

Adoption level to change, satisfaction

level

Change stage

Processes

Metrics

Results

29

Changemate – sponsorship model – groups and links• Decision makers, influencers,

participants, group leaders;• Project sponsor and

Project manager;• Change manager;• Project team;• Participants

31

Concept

Process

Results

32

Prepare to change• Change plan configuration (assessments, dates, resources);• Approval of the change plan;• Project team readiness;Implement the change• Monitoring – change plan and processes;• Real-time dashboards (processes, assessments, engagement);• Rating, feedback, comments – social network (change forum);• Decision making upon data.Reinforcement• Project goals assessment;• Sponsors and group leaders engagement into change;• Feedback with change participants;• Decision making upon data.

Changemate Expectations and results on project stages

33

Changemate - Portfolio forum - comments, feedbacks

• Personalized comments;• Positive, Neutral and Negative types;• Various topics assessments, processes, dashboards;• Export of comment data for reports and analysis;

34

Change management with ChangemateWhat is the difference

Instrument:message, chargeOrganization:Hierarchy via managersMethodologyMessage control

Feedback:complainsRoute:Vertical, returns and reviews, conflicts;KPI:ChaoticPredictability:Uncertainty.

Instrument:Formal processOrganization :Horizontal, direct between wellsMethodology:Process management (BPM), project management, change managementFeedback:Based upon parameters, via portfolio portal (feedbacks, comments, ratings), visible dashboards;Route:Horizontal conveyerKPI:ProcessesPredictability :Time and quality

Without With Changemate

35

• Executive sponsor, change sponsorsCost of change management (time, resources);Improved engagement level – change participants, group leaders;Decision making based upon data;Visible position of change project participants;

• Project managersFormal reports to change sponsors – progress, engagement, resistance;Change project configuration (what, when, who, why) and re-configuration;Engagement to change – group leaders, change participants;Indication of potential problems and project obstacles;Change management quality assessment;

• Project teamClear understanding of change management goals and objectives;Process execution according to the plan;Data collection automation, automation of various routines;

• Change participantsFeedback with project team, leaders via feedback and comments (change portfolio forum);Messaging consistence. Ability to influence on change;

Changemate – WIIFM…

36

Change managementWho, what, how, why…

How

Who

?

Why

$

t

What

Who

How

Why

$

t

Usual Changemate

What

42

Changemate – www.Changemate.com.au

demo

demo