Managing the portfolio of change - Home - AIMC · Managing the portfolio of change Tim Creasey ... the change saturation point Percent of respondents ... Heat Map build Change A Change

Managing the portfolio of change

Tim CreaseyProsci, Director of R&D

www.change-management.com

Agenda

• Change saturation

• Change Portfolio Management

Acme 2008Alpha

EpsilonZeta

Six Sigma deployment

IT upgrades

ERP roll out

Cost Cutting 101New benefits package

New performance management systems

New compensation plan

Reorganization of field officesChange A

Change B

Change C

Change D

Change E

Lean manufacturing

What are the chances that, amongst all the mess, this will

be a High-Impact Change?

Change saturationWhen:

Change disruption

>Change capacity

How much can

we handle?

How much is

going on?

Saturation foundation:Why it happens?

• No one has a high-level view of the entire portfolio of change and the collective impact

Project A Project B Project C

Project D Project E Project F

Project GProject H

Project I Project JProject K

Project teams are focused solely on their solution (“key”)

Employees are the ones who feel the brunt

• Change velocity on the rise– Frequency– Number– Size– Importance

• Over ¾ of 2009 study participant expect an increase in change over the next two years

Decrease significantly

Decrease slightly

Remain unchanged

Increase slightly

Increase significantly

Benchmarking results: expected change in next two years

* From Prosci’s 2009 benchmarking study

Saturation consequences

• Individualbehaviors

• Projects and project teams

• Organizationalsymptoms

What costs of change saturation have you seen in

your organization?

Levels of saturation

0% 5% 10% 15% 20% 25% 30%

Do not know

My organization has plenty of spare capacity for change

My organization has quite a bit of spare capacity for change

My organization has some spare capacity for change

My organization is nearing the point of change saturation

My organization is at the point of change saturation

My organization is past the change saturation point

Percent of respondents

* From Prosci’s 2009 benchmarking study

Prosci Change Saturation ModelChange saturation

Change capacity Change disruptionNumber of changes

Disruption of each

Nature of the change

Change management effectiveness

History

Structure

Change mgmt competency

Culture

Perceived need for change

Change Portfolio

Management

Why we need Portfolio Management?

• Change saturation– Individual– Projects– Organization

• Change collision– Funding– Human resources

for project/change teams

– Timeframe– Mindshare– Collective impact

on people in the org

Why we need CHANGE Portfolio Management?

• There has been some progress in portfolio management coming out of the PM world

• A portfolio view must go beyond a list

• The portfolio perspective must address the cumulative and collective impact of the changes on the people in the organization

Conceptual build

Goal of Change Portfolio Management:

– Bring clarity to the entire portfolio of change impacting the organization.

– Utilize a process for understanding, evaluating and managing the portfolio.

Change Portfolio Management Process

• Step-by-step process for creating portfolio perspective

• Requires you to wear your “Sherlock Holmes” hat

Scope the portfolioIdentify changesIdentify groups

Change detailsChange assessmentsGroups impacted

Heat MapsPlotPortfolio Dashboard

Identifying risksPresenting the portfolioActing on the portfolio

Identify

Investigate

Analyze

Monitor, Manage and Control

Identify:Scope the portfolio

Identify

Investigate

Analyze

Scope of change portfolio

• Entire enterprise

• Single division

• Change source (e.g. IT changes)

Identify:Identify changes

Identify

Investigate

Analyze

AB C D E

Changes

Identify:Identify groups

Identify

Investigate

Analyze

AB C D E

Changes

Groups

1 23 64 5

AB C D E

Changes

Groups

1 23 64 5

Investigate:Change details

Identify

Investigate

Analyze

• Who is involved?• How big is it?• How much impact?• When will it cause disruption?

Investigate:Change assessments

Identify

Investigate

Analyze

Risk evaluation• Small change /

Large change• Change ready /

Change resistant

Project health• Leadership /

Sponsorship• Project Mgmt• Change Mgmt

Tool: Change Scorecard

• One-pager for each change with common data set of details and assessment results

Investigate:Groups impacted

Identify

Investigate

Analyze

AB C D E

Changes

Groups

1 23 64 5

Identify

Investigate

Analyze

AB C D E

Changes

Groups

1 23 64 5

Identify

Investigate

Analyze

AB C D E

Changes

Groups

1 23 64 5

Tool: Group Impact Matrix

Analyze:

Identify

Investigate

Analyze

Making sense of the

portfolio

Heat Map build

AB C D E

12 3 64 5

Changes

Groups

Heat Map build

Group 1 3

Group 2 1

Group 3

Group 4 5

Group 5

Group 6

Group 7 3

Group 8

Heat Map build

1 542 3

Saturated and disrupted

environment

Little or no change

Fully engaged in change

Group 1

Group 2 Group 3

Group 4

Group 5

Group 6

Group 7

Group 8

Group 1

Group 2 Group 3

Group 4

Group 5

Group 6

Group 7

Group 8

Group 1

Group 2 Group 3

Group 4

Group 5

Group 6

Group 7

Group 8

Group 1

Group 2 Group 3

Group 4

Group 5

Group 6

Group 7

Group 8

Group 1

Group 2 Group 3

Group 4

Group 5

Group 6

Group 7

Group 8

President / CEO

COO VP Finance

Mgr Infrastructure

Planning

Mgr Corp IT

Mgr Accounting

Supervisor Accts

Receivable

Supervisor Accts

Payable

Supervisor Cost Accting

VP HRVP IT

Mgr Finance

Mgr IT Helpdesk

Mgr Staffing

Mgr Performance

Mgr Benefits

Director of HR Consulting

Director of PMO

President Business Unit 3

BU 1 Mgr Mkting

BU 1 Mgr Sales

BU 1 Mgr Mfging

BU 1 Acct Mgr

BU 1HR

BU 2 Mgr Mkting

BU 2 Mgr Sales

BU 2 Mgr Mfging

BU 2 Acct Mgr

BU 2HR

BU 3 Mgr Mkting

BU 3 Mgr Sales

BU 3 Mgr Mfging

BU 3 Acct Mgr

BU 3HR

1 542 3

Saturated and disrupted

environment

Little or no change

Fully engaged in change

Tool: Change Heat Maps

Tool: Schedule collision plot2008Q4 2009Q1 2009Q2 2009Q3 2009Q4

Change A

Change B

Change C

Change D

Change E

Change F

Tool: Plots

Investment $$$

Importance

Disruption

$0 $2 $4 $6 $8 $10

Tool: PlotsPeople risk analysis

10 35 60Change characteristics score

Low risk

High riskMedium risk

Medium risk

Investment vs Risk vs HealthInvestment vs Risk vs Health

$0 $1 $2 $3 $4 $5 $6 $7 $8 $9 $10

Investment (in millions)

Real-time portfolio analysis

Cut out the triangles you need to show your project health and plot on

the Investment vs Risk vs Health graph in the back of your workbook

Real-time portfolio analysis data sheetProject Inv ($$$) Risk

scorePCT scores

L/S PM CM

Project: Name of the project in the portfolio

Inv ($$$): Investment in the project (estimate a value)

Risk score: Score between 1 and 9 – in the Portfolio Toolkit, this score comes from the result of two assessments: a Change characteristics assessment and an Organizational attributes assessment. For this exercise, you will assign a value:

PCT scores: These scores result from Prosci’s Project Change Triangle assessment which looks at Leadership/Sponsorship, Project Management and Change Management. For this exercise, you will be assigning one of three values:

• Jeopardy (red)• Alert (yellow)• Strength (green)

Small change tochange-ready groups

Small change tochange-resistant groups ORLarge change tochange-ready groups

Large change tochange-resistant groups

1 = Low –2 = Low3 = Low +

4 = Medium –5 = Medium6 = Medium +

7 = High –8 = High 9 = High +

Leadership / Sponsorship

corner

Project Management

corner

Change Management

corner

Largechange

People risk analysis

10 35 60

Change characteristics score

Low risk

High riskMedium risk

Medium risk

Smallchange

Changeresistant

Changeready

Leadership / Sponsorship

corner

Project Management

corner

Change Management

corner

<20 High risk / jeopardy –needs immediate action

20-25 Alert / potential risk –needs further investigation

>25 Strength – should be leveraged and maintained

Investment vs Risk vs Health

$0 $2 $4 $6 $8 $10Investment

Portfolio DashboardPortfolio Dashboard Changes in portfolio: 0

For use with Prosci's Change Portfolio Management Toolkit

Investment analysis Change efforts at risk (and why)Total investment in the portfolio: -$ % of changes fully funded NA% of changes fully resourced NANumber of "large investment" changes 0% of budget in "large investment" changes NANumber of "medium investment" changes 0% of budget in "medium investment" changes NANumber of "small investment" changes 0% of budget in "small investment" changes NA

Scope distribution Count % of portfolio5 = entire enterprise 0 NA4 = multiple divisions 0 NA

Strategic importance distribution Count % of portfolio5 = top 5 projects 0 NA4 = critical buisness initiative 0 NA Change efforts that are not fully funded

Gap distribution Count % of portfolio5 = no resemblance to today 0 NA4 = dramatically different 0 NA

People risk distribution Count % of portfolioHigh risk quadrant 0 NA Change efforts that are not fully resourced (human perspective)Medium risk quadrant 0 NALow risk quadrant 0 NA

Project health from PCT Assessment Count % of portfolioChanges with 0 jeopardy areas (red) 0 NAChanges with 1 jeopardy area (red) 0 NAChanges with 2 jeopardy areas (red) 0 NA Groups in organization at risk (and why)Changes with 3 jeopardy areas (red) 0 NA

Leadership/Sponsorship health Count % of portfolioLeadership/Sponsorship as strength 0 NALeadership/Sponsorship as alert 0 NALeadership/Sponsorship as jeopardy 0 NA

Project Management health Count % of portfolioProject Management as strength 0 NA Points in time facing risk from schedule collisionProject Management as alert 0 NAProject Management as jeopardy 0 NA

Change Management health Count % of portfolioChange Management as strength 0 NAChange Management as alert 0 NAChange Management as jeopardy 0 NA

• Identifying risks

• Presenting the portfolio

• Acting on the portfolio

Identify

Investigate

Analyze

Act:Risks you can identify

• To projects

• To groups

• At points-in-time

• To entire organization

Identify

Investigate

Analyze

Monitor, Manage and Control• Projects entering

– What impact would this initiative have on the current portfolio of change in the organization?

• Projects exiting– Removing the change from

the portfolio– Evaluating change impacts– Learning from changes

leaving the portfolio

Identify

Investigate

Analyze

Prosci’s newChange Portfolio Toolkit

• The toolkit enables you to:– Inventory the change efforts underway in the organization– Segment effected groups throughout the organization– Map changes to the groups being impacted– Collect a common set of data on each initiative– Assess the risk and health of each change effort– Create Heat Maps to illustrate change saturation– Produce numerous plots showing portfolio positioning– Identify change efforts, groups and points in time at risk

Someone needs to make sense of the portfolio of change

Acme 2008Alpha

EpsilonZeta

Six Sigma deployment

IT upgrades

ERP roll out

Cost Cutting 101New benefits package

New performance management systems

New compensation plan

Reorganization of field officesChange A

Change B

Change C

Change D

Change E

Lean manufacturing

Prosci1367 South Garfield Ave

Loveland, CO, USA 80537970-203-9332

www.change-management.comchangemanagement@prosci.com

Managing the portfolio of change - Home - AIMC · Managing the portfolio of change Tim Creasey ... the change saturation point Percent of respondents ... Heat Map build Change A Change

Documents

Managing Change Open Forum: Embracing change

Managing Stability & Managing Change

Creasey ADKAR Track Gartner BPM Sept 2015

Managing Change

Leading and Managing Organizational Change and...

Creasey Cabin Series

John Creasey - Az Ember, Aki Nem Jött Meg

Managing yourself, managing change, managing time Pauline...

People and Change and Managing Change

MANAGING CHANGE INSTRUCTOR MANUAL...MANAGING CHANGE...

Managing Change in Organizations - Nick...

gredos.usal.es - Gestión del Repositorio Documental...

MANAGING CHANGE IN SMEs – APPROACHING NEW...

Leading and Managing Change [Change Management]

Leading & Managing Change - PDST & Managing Change... ·...