Prosci change management webinar Integrating change management and project management doc

www.change-management.com 2 Prosci’s target audiences: • Change management specialists • Project teams and leaders • Executives and senior leaders • Managers and supervisors Prosci’s c

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Prosci change management webinar

Integrating change management

and project management

The slides, PDF file of the slides, the one page handout and the

contained content are designed for use with participation in the

webinar@prosci.com

contained content are designed for use with participation in the

webinar Reproduction and distribution without permission

are prohibited If you are interested in distributing this

information in your organization, please contact an Account

Manager at license@prosci.com or +1-970-203-9332.

Our value proposition:

To help organizations build their own internal

change management competencies through the

development and delivery of tools and methodologies

Research-based | Holistic | Easy-to-use

Prosci by the numbers:

• New ideas, phraseology, language, and frameworks

• Give you at least one hour per week to

think about change management

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.

Prosci’s target audiences:

• Change management specialists

• Project teams and leaders

• Executives and senior leaders

• Managers and supervisors

Prosci’s channels:

• Published products and tools

• Web-based tools and applications

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– *Results and outcomes*

Playing field for change

Strategic

Problems or

opportunities

Technology advancements

Market and

Change catalysts

Regulation or legislation

Prioritization and selection

Change launch

(projects, initiatives, transformations, etc)

4

Structure and governance of change (playing field)

Current Transition Future

Change 1

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Change management, project

management and “the change”

The “technical side” – The

application of knowledge skills tools

Project management

“The change” – Improving the performance

and position of the organization by moving from a current state to a future state and changing how work is done

application of knowledge, skills, tools and techniques to project activities to meet project requirements

Change management The “people side” – The process,

tools and techniques to manage the people side of change to achieve the required business outcome

Project management

Unified value proposition

Solution is designed, developed and delivered effectively

Change management

(Technical side)

Solution is embraced, adopted and used proficiently (People side)

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Project management

Change management

The application of knowledge, skills, tools and techniques

to project activities to meet project requirements

Project management process

Initiation

Process groups

defined in the

Planning Executing

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Project management tools

The application of the set of tools, processes, skills and

principles for managing the people side of change to achieve

the required outcomes of a change project or initiative

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Change management process

Prosci’s ADKAR®Model

Awareness

TM

Awareness Desire Knowledge Ability Reinforcement®

Change management tools

• Individual change model

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Both change management and

– Change management:

characteristics of change, attributes of organization, degree of “people” change

Comparing project management

and change management

PM CM

Defines the change that is needed

Follows a structured process

Draw upon a full set of tools

Is scaled and customized to the specific change

Requires unique competencies

Should be accountable for delivering business results

Is done primarily by the team

Is done by leaders throughout the organization

Is typically resourced for on projects

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Integrating change management

and project management

l People Process Tools

Tools Methodologies

Integrating:

People dimension

Other structure 10%

* 2009 study data

Team Structure A 62%

Team Structure B 28%

g

• Increased project knowledge

• Part of the team

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Tactics for engaging project teams in change management

Make change management “real”

to the project team

4 Make change management “real” to the project team

the value of change mgmt

p j

5 Integrate change management activities in to the project plan

6 Leverage sponsor involvement

7 Communicate

p j

5 Integrate change management activities in to the project plan

6 Leverage sponsor involvement

(bidirectional)

* From Prosci’s Best Practices in Change Management benchmarking report

8 Document roles and responsibilities

CM

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Process-driven approach to change management enables integration

Scope project

Plan project

Design and develop solution

Deploy solution

Initiate

project

Design, develop and deliver a solution that is embraced, adopted and used proficiently

Preparing

for change

Managing change

Reinforcing change

Integrating change management and project management activities

Project management activities Change management activities

Initiate project

Scope project Conduct readiness assessments and impact analysis

Identify and begin building sponsor coalition Plan project

Design solution

Identify and begin building sponsor coalition Select and prepare change management team Identify and address anticipated resistance Communicate why change is happening (sponsors) Prepare and equip managers and supervisors

Launch group and coaching sessions

Establish objectives

Document approach

Define team and budget requirements

Benchmark and gather data

Generate ideas and select concepts

Continue communications and sponsorship activities

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Integrated process:

Example of Level 1 and Level 2 activities

When should change management begin?

P j t i iti ti

Project implementation Project design Project planning Project initiation

When did you start CM activities this time?

Participants favored starting

change management during

From Prosci’s 2009 benchmarking report

* From Prosci’s Best

Practices in Change

Management

benchmarking report

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Factors that contributed to change management starting early

• Senior leadership involvement

Factors that contributed to change management starting early

• Senior leadership involvement

Concluding thoughts on starting early

Benefits of starting early:

• More proactive

• Mitigate resistance before it has impact p

• Acknowledgement by project manager

• Previous experiences

• Incorporation into project steps

• Resource availability and assignment

• Integrated into standard project management methodology

p

• Acknowledgement by project manager

• Previous experiences

• Incorporation into project steps

• Resource availability and assignment

• Integrated into standard project management methodology

Consequences of starting late:

Mitigate resistance before it has impact

• Ensure adequate sponsorship

• Influence timing and sequence of work

• Input to solution design decisions

• Proper focus on the people side

Consequences of starting late:

• More resistance, confusion, fear, stress

* From Prosci’s Best Practices in Change Management benchmarking study

• Less employee engagement

• Limited change management activities

• Focused on reactive fire fighting

• Time wasted playing “catch up”

• Revisit and revise project design

Risk assessment

Communicationplan

Budget estimations

Resource allocation

Schedule/tracking

Coaching plansTraining plansResistance mgmtReinforcementp

???

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Includes BOTH project

information (specifications, details,

timeline, status) AND answers to

questions employees have (why the change is happening, why now, what is the risk of not changing, what’s in it for me – WIIFM)

Communications

plan

Communications plan Which tools can be

integrated to provide a more holistic approach?

Time

Scenario 3

CM

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Integrating change management

and project management

• Lower costs

Hi h

• Greater efficiency

M ti fi d t

Complementary disciplines with a common objective

• Higher revenues

• Larger market share

• Fewer errors

• More satisfied customers

• Less risk exposure

• Return on Investment

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Some questions to consider

• How mature is your organization on both fronts?

• Can someone be a change manager

and a project manager?

• When do they each end?

• Are there risks from “hardwiring”

PM and CM methodologies?

Evaluate your organizational maturity

High

Project

Management

Maturity

Change Management MaturityLow

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Can someone be both a change

manager and a project manager?

– Unique skill set

– Unique responsibilities during the project

When do they both end?

By definition, a project has a defined beginning and a

PMPM

PM

defined end

Does “change” have a

Is project management done when the project ends?

CM

Does change management have a defined end?

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Are there risks from “hardwiring”

change mgmt and project mgmt?

M i th l id f

• Managing the people side of change cannot become robotic

or governed by a Gantt chart

– There is a bit of art There is a bit of art – There is iteration required

Concluding thoughts

• What are the most pressing topics or issues

you are facing regarding change management

and project management integration?

Where to go from here:

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Prosci Change Management Offerings

Certification Licensing

• Deliver your own training programs

• Customize content to match your organization Open enrollment: Locations across the US and

around the world

Change Management Toolkit: 3‐ring binder with

CD/USB – the complete process and set of tools for creating change management strategy and plans

Change Management Pilot Pro: Online tool with

practitioners – learn what works and what doesn’t work for managing the people side of change

Change Management Pilot Pro: Online tool with

“four‐click” access to methodology, tools, downloadable templates and assessments, and numerous eLearning modules

Change management certification

– 3-day certification program in change management

• Work on an actual change project from your organization

"Very easily the best, most educational learning experience in which I have ever participated." - Chris T.

• Utilize best practices research with more than 2600 companies worldwide

• Get input from seasoned executive instructors and fellow classmates

• "Hit the ground running" with your change management plans when you return

• Earn 2.4 CEUs, 24 PDUs from PMI and 23.5 HRCI recertification credits

• www.change-management.com/change-management-training.htm

– Offerings of the 3-day certification program:

• Multiple times per month at locations across the United States, or at your location

• Across the globe offerings by Primary Affiliates and Authorized Training Providers

“Amazing experience - career changing for me What I learned

at Prosci’s Change Management Program will allow me to

transform my organization.” - Shelly Z.

“Many training sessions only give the theoretical approach, but this one took it to the next necessary step of implementation

This will jump-start the change!” - Debra Q.

“Fantastic program to bring together the project management discipline with a change management methodology.”

- Keith S.

“One of the best sessions for business training I have

attended Well structured methodology for immediate impact.”

- Ken M.

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Change management certification

Or bring the program to you – email training@prosci.com for information about onsite programs

Course locations across the U.S

Peaceful Valley Ranch

Colorado Rocky Mountains

Cheyenne Mountain Resort

Grand Geneva Chicago, IL area Eaglewood Resort

Airlie Center Washington DC area

Villas of Grand Cypress Orlando, FL area

Sycuan Resort

San Diego, CA area

Woodlands Resort Houston, TX area

Skamania Lodge

Portland, OR area

“A great course Fills a gap that I always recognized but was

unable to close Moves CM from ‘touchy feely’ world to

something that can be executed in a structured manner.”

- Blair B., February 2009 participant

“This was the most effective and engaging course I've ever taken I feel that I can truly use this knowledge in my personal and professional life immediately.”

- Lisa S., February 2009 participant

“Infinitely exceeded all of my expectations! Off the charts program! Best training I have attended in 17 years!”

- Ragan C., December 2010 participant

“Amazing: these three days are going to save me hundreds of

hours and help me help my company realize the benefits they

seek.“ - Mike C., April 2011 participant

Prosci Train-the-Trainer

• The goal of Prosci’s Train-the-Trainer (TTT) program is to enable you to

facilitate an experience that transforms how someone sees themselves when

it comes to managing the people side of change.

– www.change-management.com/ttt/index.htm

Courses you can teach following TTT:

• Prosci's 3-day program for change

management practitioners and project

team members

• Prosci's 1-day coaching program for

managers and supervisors

• Prosci's 4 to 6-hour sponsor program

for executives and senior leaders

• Prosci's 1-day primer for front-line

Topics covered in the 3.5 day TTT program:

• Philosophy and principles

• Success factors

• Preparing for a course

• The big picture

• Storytelling

• Transitions and activities

• Facilitator challenges

• Course facilitation

Prosci’s Train-the-Trainer program

is delivered in Loveland, CO each month See dates at the website above Class size is limited to 5,

so seats are limited.

“Companies around the world are building competency in change management to become more

flexible in today’s marketplace Prosci’s Train-the-Trainer program gives you the ability to provide these

courses internally - and for a lower cost to your organization.”

~ Jeff Hiatt President and CEO, Prosci Inc

Prosci s 1 day primer for front line

employees

Course facilitation

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