Change Management 101

8/8/2019 Change Management 101

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Change ManagementChange Management101101

OverviewOverview


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Change Management OverviewChange Management Overview

Objective:Objective:

To enable you tounderstand the basic

framework and

background of the change

management approach.


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Types of Change ProjectsTypes of Change Projects

Business process design;Business process design; Six Sigma;Six Sigma; Technology/system upgrades;Technology/system upgrades;

Restructuring;Restructuring; Expansion or downsizing;Expansion or downsizing; Business model changes/newBusiness model changes/new

ventures;ventures; New marketing campaigns;New marketing campaigns; Job redesign;Job redesign; Changes that impact suppliers;Changes that impact suppliers; Changes that impact customers.Changes that impact customers.


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Primary Reasons for ChangePrimary Reasons for Change

ManagementManagement

Increase probability ofIncrease probability of

project success;project success; Manage employeeManage employee

resistance to change;resistance to change;

Build change managementBuild change management

capacity in the organization.capacity in the organization.


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Top 10:Top 10: Inadequately trained and/or inexperienced project

managers; Failure to set and manage expectations;

Poor leadership at any and all levels; Failure to adequately identify, document and track

requirements; Poor plans and planning processes; Poor effort estimation; Cultural and ethical misalignment;

Misalignment between the project team and thebusiness or other organization it serves;

Inadequate or misused methods; Inadequate communication, including progress

tracking and reporting.

Primary Reasons for ChangePrimary Reasons for Change



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Consequences to AvoidConsequences to Avoid

Project failures;

Productivity loss;

Turnover of valuedemployees;

Delayed implementation

or over-budget;

Disruption to customersand business revenue.


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Risk and Flight ModelRisk and Flight Model

Turnover of valued employees

Tangible customer impact

Active resistance

Comfort / security

Worry / uncertainty

Risk / flight

Productivity loss

Employee dissatisfaction

Passive resistance

Normal work environment

time

degree

1st communication or

1st rumor

Time

Incre

asing

fearand

res

istance

Prosci


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Goal of Change ManagementGoal of Change Management

Increasing

fearandr

esistance Turnover of valued employees


Active resistance

Comfort / security

Worry / uncertainty

Risk / flight

Productivity loss


Passive resistance


1st communication or

1st rumor

Poor change management

Excellent change management

Time

Prosci


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Potential for Different ProfilesPotential for Different Profiles

Turnover of valued employees


Active resistance

Comfort / security

Worry / uncertainty

Risk / flight

Productivity loss


Passive resistance


1st communication

1st rumor

Dept. A

Dept. B

Dept. C

Dept. D

Time

Incre

asing

fearand

res

istance

Prosci


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Consequences to AvoidConsequences to Avoid


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What is Change Management?What is Change Management?

Change Management is the

people side of projects;

Research shows that changemanagement is the #1 success

factor for project teams;

Change management is

proactively managing the people

side of change to achieve the

desired business results.


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Change Management FrameworkChange Management Framework

The psychology of changeThe psychology of change(the people process);(the people process);

Change managementChange managementprocess (initiation,process (initiation,planning, execution andplanning, execution andcontrol of changecontrol of changemanagementmanagementinterventions);interventions);

Managing change issuesManaging change issues(issue based approach).(issue based approach).


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The People ProcessThe People Process

EMPO

WERM

ENT

HIGH FRUSTRATIONFrustrationFrustration

HIGH RISKHIGH RISKRiskRisk

Task Axis

PeopleA

xis

CommitmentCommitment

to Changeto Change


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Psychology of Change (the PeoplePsychology of Change (the People

Process)Process)

Theories and perspectives;

Developed from practical

experience and basic

human truths aboutchange;

Help provide a foundation

for understanding the why

managing the change; Helps adjust and adapt to

your unique situation.


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ChangeChange


ProcessProcess


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Change as a Set of Strategic IssuesChange as a Set of Strategic Issues

Communications

Change Leadership

Ownership

Capacity


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Best PracticesBest Practices

Research from over 500

organizations, in 51

countries; What is working;

What is not working;

What mistakes can we

avoid.


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Understand Resistance to ChangeUnderstand Resistance to Change

Normal part of the change

process; Plan for resistance and manage

proactively;

Know how to identify resistance.


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Evidence of Resistance to ChangeEvidence of Resistance to Change

Managers may be unwilling toassign resources;

Managers may create negativemessages;

Employees may lose interest inwork;

Valued employees may leave;

Absenteeism may increase;

Unforeseen obstacles mayappear;

Sudden shift in executivespriorities.


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A Starting Point for ChangeA Starting Point for Change

Integrating ChangeIntegrating Change

Management with Project WorkManagement with Project Work


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Possible Entry Point ScenariosPossible Entry Point Scenarios

Project is well underway;

Project team has

completed planning and

solution design;

Project has just started.


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Possible Entry Point ScenariosPossible Entry Point Scenarios

Essential consideration(as with project

management), flexibilityflexibility

to manage the change.


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Connecting Change Management toConnecting Change Management to

ProjectsProjects

Problem or

opportunity

Planning

Design

Development

Implementation

Business

improvementprocess

Change

management

process

Assessments

Team and

sponsors

Communications

Coaching andfeedback

Resistance

management


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Connecting Change Management toConnecting Change Management to

ProjectsProjects

Business

improvement

processChange

management

process


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Highest rate of

project failure,

turnover and

productivity loss

Highest

probability of

success

People-dependent

without any formal

practices or plans

Little or no change management appliedAdhoc or

absentLevel 1

Many different

tactics usedinconsistently

Some elements of change management are

being applied in isolated projects

Isolated

projectsLevel 2

Examples of best

practices evident

Comprehensive approach for managing

change is being applied in multiple projects

Multiple

projectsLevel 3

Selection of

common approach

Organization-wide standards and methods

are broadly deployed for managing andleading change

Organizational

standardsLevel 4

Continuous

process

improvement in

place

Change management competency is evident

in all levels of the organization and is part of

the organizations culture and intellectual

property.

Organizational

competencyLevel 5

Highest rate of

project failure,

turnover and

productivity loss

Highest

probability of

success

People-dependent

without any formal

practices or plans

Little or no change management appliedAdhoc or

absentLevel 1

Many different

tactics usedinconsistently

Some elements of change management are

being applied in isolated projects

Isolated

projectsLevel 2

Examples of best

practices evident

Comprehensive approach for managing

change is being applied in multiple projects

Multiple

projectsLevel 3

Selection of

common approach

Organization-wide standards and methods

are broadly deployed for managing andleading change

Organizational

standardsLevel 4

Continuous

process

improvement in

place

Change management competency is evident

in all levels of the organization and is part of

the organizations culture and intellectual

property.

Organizational

competencyLevel 5

Change Management Maturity Model


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Change Management 101

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