Prosci change management webinar Integrating change management and project management doc

1
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
© Prosci Inc. All rights reserved. 1www.change-management.com

contained

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are

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for

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with

participation

in

the

webinar. Reproduction and distribution without permission
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Manager at or +1-970-203-9332.
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To help organizations build their own internal
change management competencies through the
development and delivery of tools and methodologies
Oiil
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hts into new develo
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© Prosci Inc. All rights reserved. www.change-management.com 2
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• Change management specialists
• Project teams and leaders
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Change Management Learning Center
2
Agenda
• Foundation
–
Unified value
p
ro
p
osition
pp
• Dimensions of integration
– People
– Process
Tools
–
Tools
– Methodologies

– *Results and outcomes*
© Prosci Inc. All rights reserved. 3www.change-management.com
Playing field for change
Strategic
Problems or
opportunities
Technology
advancements
Market and
Change
catalysts
Regulation or
legislation
Prioritization and selection
planning
Market

and
economic shifts
Change launch
(projects, initiatives, transformations, etc)
4
Structure and
governance of change
(playing field)
Current Transition Future
Change 1
© Prosci Inc. All rights reserved. www.change-management.com
Current Transition Future
Current Transition Future

Current Transition Future
Current Transition Future
3
Change management, project
management and “the change”
The “technical side” – The
application of knowledge skills tools
Current Transition Future
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
© Prosci Inc. All rights reserved. www.change-management.com 5
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
Current Transition Future
Change management
(Technical side)
Solution is embraced, adopted
and used proficiently
(People side)
+
© Prosci Inc. All rights reserved. www.change-management.com 6
(People

side)
= SUCCESS
Complementary disciplines with a common objective
4
Project management
Project management
Current Transition Future
Change management
The application of knowledge, skills, tools and techniques
to project activities to meet project requirements.
© Prosci Inc. All rights reserved. 7www.change-management.com
Project management process
Initiation
Process groups
defined in the

Planning
Executing
defined

in

the

Project
Management
Institute’s
PMBOK®
More iterati e
Monitoring and controlling
Closing
© Prosci Inc. All rights reserved. 8www.change-management.com
More

iterati
v
e
,
less linear in
application
5
Project management tools
• Statement of work
• Project charte
r
• Business case

• Work breakdown structure
• Budget estimations
• Resource allocation
• Schedule/tracking
© Prosci Inc. All rights reserved. 9www.change-management.com
Change management
Project management
Current Transition Future
Change management
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
© Prosci Inc. All rights reserved. 10www.change-management.com
6
Change management process
OrganizationalOrganizational
Prosci’s 3-Phase Process
IndividualIndividual
Phase 1 – Preparing for change
Phase 2 – Managing change
Phase 3 – Reinforcing change
Prosci’s ADKAR
®
Model
A
wareness
TM
© Prosci Inc. All rights reserved. 11www.change-management.com
A
wareness

Desire
Knowledge
Ability
Reinforcement
®
Change management tools
• Individual change model
Rdi
•
R
ea
di
ness assessment
• Communication plans
• Sponsor roadmaps
• Coaching plans
• Trainin
g

p
lans
gp
• Resistance management
• Reinforcement mechanisms
© Prosci Inc. All rights reserved. 12www.change-management.com
7
Both change management and
project management…
• are applied to various
types of changes:

• are scaled to meet the
specifics of the change:
types

of

changes:
specifics

of

the

change:
– Project management:
complexity and degree of
technical change
Current Transition Future
Current Transition Future
– Change management:
characteristics of change,
attributes of organization,
degree of “people” change
© Prosci Inc. All rights reserved. www.change-management.com 13
Current Transition Future
Current Transition Future
Comparing project management
and change management
PM CM
PM CM

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 tea
m
Is done by leaders throughout the organization
Is typically resourced for on projects
© Prosci Inc. All rights reserved. www.change-management.com 14
8
Integrating change management
and project management
l
Peop
l
e
Process
Tools
© Prosci Inc. All rights reserved. www.change-management.com 15
Tools
Methodologies
Integrating:
People dimension
Team structure A Team structure B
Other
structure
10%

* 2009
study data
Sponsor
Project team
CM
Sponsor
Project team
CM
Team Structure A
advanta
g
es
Team Structure B
advantages
Team
Structure A
62%
Team
Structure B
28%
© Prosci Inc. All rights reserved. www.change-management.com 16
g
• Increased project knowledge
• Part of the team
• Integrated responsibilities
• Increased credibility
• Ease of communication
• Access to leadership
• Objectivity
• Different scopes

• Enterprise approach
• Different skill sets
• Status elevation
9
Tactics for engaging
project teams in change management
1
Work collaborativel
y

4
Make change management “real”
to the
p
ro
j
ect tea
m
4
Make change management “real”
to the
p
ro
j
ect tea
m
1
Work collaborativel
y

1
Work collaborativel
y

1
Work collaborativel
y

1
y
(bidirectional)
2
Make a compelling case for
the value of change mgmt
id i i d
pj
5
Integrate change management
activities in to the project plan
6
Leverage sponsor involvement
7
Communicate
pj
5
Integrate change management
activities in to the project plan
6
Leverage sponsor involvement
7

Communicate
1
y
(bidirectional)
1
y
(bidirectional)
2
Make a compelling case for
the value of change mgmt
1
y
(bidirectional)
2
Make a compelling case for
the value of change mgmt
id i i d
© Prosci Inc. All rights reserved. www.change-management.com 17
3
Prov
id
e tra
i
n
i
ng an
d

education
8

Document roles and responsibilities
* From Prosci’s Best Practices in Change
Management benchmarking report
8
Document roles and responsibilities
3
Prov
id
e tra
i
n
i
ng an
d

education
Integrating:
Process dimension
• “Technical side” activities + “People side” activities
– Sequencing work
– Aligning timing
– Exchanging information
PM
© Prosci Inc. All rights reserved. www.change-management.com 18
PM
CM
PM
CM
PM
CM

10
Process-driven approach to
change management enables integration
Scope
project
Plan
project
Design and
develop
solution
Deploy
solution
Phase 1: Phase 2: Phase 3:
Initiate
project
Design, develop and deliver a solution that is embraced, adopted and used proficiently
© Prosci Inc. All rights reserved. www.change-management.com 19
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
© Prosci Inc. All rights reserved. www.change-management.com 20
Develop solution
Launch

group

and

coaching

sessions
Reinforce key messages (sponsors)
Identify training requirements and develop training
Continue communications and sponsorship activities
Model solutions
Document requirements
Evaluate alternatives
Architect solution
Continue communications, sponsorship and coaching activities
11
Integrated process:
Example of Level 1 and Level 2 activities
© Prosci Inc. All rights reserved. www.change-management.com 21
When should
change management begin?
Pj tiititi
Project
implementation
Project design
Project planning
P
ro
j
ec
t

i

n
iti
a
ti
on
When did you start CM
activities this time?
Participants favored starting
change management during
project initiation (82%) or
planning (14%)
© Prosci Inc. All rights reserved. www.change-management.com 22
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Project closure
Percent of respondents
When would you start CM
activities next time?
From Prosci’s 2009 benchmarking report
* From Prosci’s Best
Practices in Change
Management
benchmarking report
12
Factors that contributed to change
management starting early
Factors that contributed to change
management starting early
• Senior leadershi
p
involvement

Factors that contributed to change
management starting early
• Senior leadershi
p
involvement
Concluding thoughts on starting early
Benefits of 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
© Prosci Inc. All rights reserved. www.change-management.com 23
* 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
Integrating:
Tools dimension
Project Management tools Change Management tools
Statement of work
Project charter
Business case
WBS
Individual change model

Readiness assessment
Communication plans
Sponsorship roadmaps
Coaching plans
Risk assessment
Communication
p
lan
© Prosci Inc. All rights reserved. www.change-management.com 24
Budget estimations
Resource allocation
Schedule/tracking
Coaching

plans
Training plans
Resistance mgmt
Reinforcement
p
???
13
Integrating:
Tools dimension
Integrated tool approach
Project Change
Project risk
assessment
Change
management
risk assessment

Management
tools
Management
tools
Integrated
communications plan:
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
)
© Prosci Inc. All rights reserved. www.change-management.com 25
Communications
plan
Communications
plan
Which tools can be
integrated to provide a
more holistic approach?
)
Integrating:
Methodologies dimension
Scenario 1
PM
Scenario

1
Scenario 2
CM
PM
CM
PM
© Prosci Inc. All rights reserved. www.change-management.com 26
Strategy formulation
and planning
Execution of
activities
Time
Scenario 3
CM
14
Integrating change management
and project management
l
Peop
l
e
Process
Tools
Results and
outcomes
© Prosci Inc. All rights reserved. www.change-management.com 27
Tools
Methodologies
Benefit Benefit

Integrating:
Results and outcomes
realizationrealization
Results and Results and
outcomesoutcomes
Project management:
Solution designed,
developed and delivered
Change management:
Solution embraced,
adopted and used
• Lower costs
Hi h
• Greater efficiency
Mtifidt
© Prosci Inc. All rights reserved. www.change-management.com 28
Complementary disciplines with a common objectiveComplementary disciplines with a common objective
•
Hi
g
h
er revenues
• Larger market share
• Fewer errors
•
M
ore sa
ti
s
fi

e
d
cus
t
omers
• Less risk exposure
• Return on Investment
15
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?
© Prosci Inc. All rights reserved. www.change-management.com 29
Evaluate your organizational maturity
High
Project
Management
Maturity
© Prosci Inc. All rights reserved. www.change-management.com 30
Change Management Maturity
Low
Low High
16
Can someone be both a change
manager and a project manager?
• Practically:
j

on a pro
j
ect
• Metaphysically:
a sense of being
ii
–
Un
i
que competenc
i
es
– Unique skill set
– Unique responsibilities during the project
© Prosci Inc. All rights reserved. www.change-management.com 31
When do they both end?
By definition, a project has a
defined be
g
innin
g
and a
Current Transition Future
PMPMPM
gg
defined end
Does “change” have a
Is project management done
when the project ends?
© Prosci Inc. All rights reserved. www.change-management.com 32

CMCM
defined end?
Does change management
have a defined end?
17
Are there risks from “hardwiring”
change mgmt and project mgmt?
Mith lidf
•
M
anag
i
ng
th
e peop
l
e s
id
e o
f

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
© Prosci Inc. All rights reserved. www.change-management.com 33
Concluding thoughts
• What are the most pressing topics or issues
fi di h t
you are
f
ac
i
ng regar
di
ng c
h
ange managemen
t

and project management integration?
© Prosci Inc. All rights reserved. www.change-management.com 34
Where to go from here:
18
Prosci
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organization‐widechangecapabilities
Change management certification
• Prosci change management public sessions (Tuition: $2100)
– 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.
© Prosci Inc. All rights reserved. 36www.change-management.com
19
Change management certification
Or bring the program to you – email for information about onsite programs
Course locations across the U.S.
Peaceful Valley Ranch
Colorado Rocky Mountains
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Grand Geneva
Chicago, IL area
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Washington DC area
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Monterey Bay, CA area
D
enver,
CO
area
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San Diego, CA area
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Resort
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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
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“Infinitely exceeded all of my expectations! Off the charts

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“Amazing: these three days are going to save me hundreds of
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© Prosci Inc. All rights reserved. 37www.change-management.com
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
'
s1
-
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.
© Prosci Inc. All rights reserved. 38www.change-management.com
“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

20
Resources for applying the Prosci methodology
• The following resources were used in the creation of this webinar. If you are
looking for more detailed descriptions, checklists and tools, visit
www.change-management.com/bookstore.htm
for ordering information.
• Resources for developing change management plan
– Change Management Toolkit ($389)
• Change management principles, process, templates and checklists in an easy-
to-use 3-ring binder with electronic files on USB or CD
• www.change-management.com/change-management-toolkit.htm
– Change Management Pilot Pro 2012 ($489)
• Online version of Prosci’s methodology and tools
• Updated content with latest best practices and new assessments
• www.change-management.com/cm-pilot.htm
• 2012 edition available in March 2012
© Prosci Inc. All rights reserved. 39www.change-management.com
Reference and research materials
• Reference guides
– Best Practices in Change Management benchmarking report ($289)
• Most comprehensive report ever – a compendium of data from 2011
benchmarking study and previous studies
benchmarking

study

and

previous

studies
• Lessons-learned and findings from 650 participants from 62 countries
• www.change-management.com/best-practices-report.htm
• 2012 edition available March 2012
– Change management: the people side of change ($18.95)
• Introduction to and foundation in managing the people side of change
• www.amazon.com
and search for “change management”
–
ADKAR: A model for chan
g
e in business
,

g
overnment and our
g,g
community ($18.95)
• The definitive explanation of the ADKAR model and how it can be applied to
create successful change
• www.change-management.com/adkar-book.htm
© Prosci Inc. All rights reserved. 40www.change-management.com
21
Resources for supporting others
• Support for managers and supervisors
– Change Management Guide for Managers and Supervisors ($209)

• 3-ring binder with detailed guidelines and exercises to help managers support
their employees through the change process
their

employees

through

the

change

process
• www.change-management.com/managers-guide.htm
– Employee Survival Guide to Change ($14.95)
• A handbook to help employees survive and thrive during change with
frequently asked questions and tools for managing personal transition
• www.change-management.com/survival-guide.htm
– Coaches training session (onsite, call for pricing)
• 1-day program full of exercises to apply coaching principles
• Executives and senior leaders
– Executive briefing (onsite, call for pricing)
• 4 to 6 hour session geared to show senior leaders how they can be successful
sponsors of change, with assessments and application on real changes
© Prosci Inc. All rights reserved. 41www.change-management.com
Enterprise perspectives
• In addition to the tools for applying change management on a particular change effort,
Prosci has offerings to support organizations who have taken the next step – toward
managing the portfolio of change and building change management competencies
throughout the organization

• Change Portfolio Toolkit ($800)
– A structured approach and set of tools for bringing clarity to the portfolio of
change. Use Change Scorecards, the Group Impact Matrix, Change Heat Maps and
the Portfolio Dashboard to better understand and manage the portfolio of change in
the organization
• www.change-management.com/portfolio-toolkit.htm
• Building organizational capabilities and competencies
ECM R d
($479)
–
ECM

R
oa
d
map
($479)
• A web-based tool to help you build your strategies and plans for building organizational
change management capabilities and competencies
– Change Management Maturity Model Audit ($89)
• Web-based audit of organizational maturity with 50 factors across 5 Capability Areas
– www.prosci.com/ecm/
© Prosci Inc. All rights reserved. 42www.change-management.com
22
Enterprise site licenses
• Prosci offers enterprise site licenses that allow you to leverage Prosci's world-leading
research and methodologies in your organization. With enterprise site licenses, you are
able to customize Prosci's processes and tools to fit your organization, integrate
Prosci
'

s models into existing processes and project management approaches translate
Prosci s

models

into

existing

processes

and

project

management

approaches
,
translate

tools and materials into multiple languages, lower the cost of training delivery and
truly build your organization's change management capabilities and competencies.
• Enterprise Site Licenses allow you to:
– Deliver your own training programs
– Customize content for your organization
– Translate into other languages
Integrate
with existing tools and processes
• Three types of Site Licenses:

1. Complete site license
2. Site license for online Pilot Professional
3. Manager’s site license
© Prosci Inc. All rights reserved. 43www.change-management.com
–
Integrate

with

existing

tools

and

processes
Contact a Prosci Account Manager at +1-970-203-9332 or
to discuss your change management needs and how Prosci's research-based, holistic, easy-
to-use solutions can work for you.
The slides, PDF file of the slides, the one page handout and the
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

or +1
-
970
-

203
-
9332
Manager

at


or

+1
970
203
9332
.
© Prosci Inc. All rights reserved. 44www.change-management.com