Prosci Research Methodology Training Advisory Services

(1)

Prosci Change Management Webinar

Auditing Change Management Maturity

Research|Methodology|Training |Advisory Services

www.prosci.com |+1-970-203-9332 [email protected]

Prosci

®

1

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9 17 80% 4500+ 30,000+ 80,000+ Longitudinal studies Years of research Fortune 100 companies Research participants Certified practitioners Community members Contact Prosci: Telephone: +1-970-203-9332 Email: [email protected] Website: www.prosci.com

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 Mission

Our Principles:

• Research-based • Holistic • Easy-to-use

Our Resources:

• Published products and tools • Web-based tools and applications • Face-to-face training

• Train-the-Trainer To help individuals and organizations build

their own change management competencies

through development and delivery of research-based, holistic, and easy-to-use tools and methodologies.

Prosci

®

Webinars

• Educational • Thought provoking

• Insights into new development

• New ideas, phraseology, language, and frameworks • Give you at least an hour per week to think about

change management

………...

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Case for

_{Change capability}

Change agility

Change in the DNA

Enterprise Change Management

What is

Auditing

Case for

_{Change capability}

Change agility

Change in the DNA

Enterprise Change Management

What is

Auditing

Agenda

3

Case for:

Velocity of Change

Demand Side Pull

Bigger

Faster

(3)

Case for:

Strategic Imperative

Strategy is

change

5

Case for:

Competitive Differentiation

“out-changing”

as a competitive

advantage

(4)

Case for:

It takes a Village

Change

leadership

competencies

throughout

7

Agenda

Case for

_{Change capability}

Change agility

Change in the DNA

Enterprise Change Management

What is

Auditing

(5)

“I’d like three

orders of change

agility from page

145, please.”

Change agility

takes more than

chatter, “want to”

or magic

9

Enterprise Change Management

Org change capability

ECM

Build

Individual

Competencies

Integrate

into

Changes, Projects

and Programs

Initiate Plan Design Develop Deploy

“Go Live” Kick off Phase 3: Reinforcing Change Phase 2: Managing Change Phase 1: Preparing for Change A D K A R

Strategy Plans Measures

General Project Lifecycle Individual Change Journey Milestones Organizational Change Mgmt Activities Major events Prosci® ADKAR® Model Prosci® 3-Phase Process

Execs &

Senior Leaders

Front-Line

Associates

Middle Managers

& Supervisors

Initiate Plan Design Develop Deploy Sustain

(6)

Internalize

ABC

of sponsors

Internalize

CLARC

role in change

Expect

and

Thrive

in Change

Individual Competencies

Design solutions

with

adoption

and

usage

in mind

Execs &

Senior Leaders

Front-Line

Associates

Middle Managers

& Supervisors

11

Individual Competencies

Execs &

Senior Leaders

Front-Line

Associates

Middle Managers

& Supervisors

Hiring On-boarding Training Coaching Objectives Competency Models Development Plans Performance Reviews 12

(7)

Individual Competencies

Research-based, Role-based Training

13

Prosci’s Holistic Approach

Key Change Enabling Roles

Senior Leadership

Change Practitioners

Project Teams

Middle Managers

Front Line Employees

Sponsor Program

(1/2 day)

Practitioner Program

(3 day)

PM Program

(1/2 day)

Manager Program

(1 day)

Employee Program

(1 day)

Ro

le-Based T

raining

Co

achi

ng Suppor

t

Integrate into Changes,

Projects and Programs

Requirement at initiation

Inventory impacted groups

Define their changes

Integrate CM into

project gates

Integrate CM into

standard reviews

Measure success at

benefit realization,

project execution,

AND individual

transition levels

Align “people side”

and technical side

activities

Create customized

and scaled strategy

Resource CM

(8)

Integrate into Changes,

Projects and Programs

Initiate

Plan

Design

Develop

Deploy

“Go Live” Kick off Phase 3: Reinforcing Change Phase 2: Managing Change Phase 1: Preparing for Change

A

D

K

A

R

Strategy Plans Measures

General Project Lifecycle Individual Change Journey Milestones Organizational Change Mgmt Activities

Major events

Prosci

®

ADKAR

®

Model

Prosci

®

3-Phase

Process

15

Project

Health

Change

Scorecard

Best Practice

Alignment

CMROI

Calculation

ADKAR

Progress

Adoption contribution Installation contribution 100% 50% 36%

3-Phase

Process

Preparing for ChangePhase 1: Managing ChangePhase 2: Reinforcing ChangePhase 3:

Integrate into Changes, Projects and Programs

16

(9)

Enterprise Change Management

DNA/Fabric/Norm through individual competencies and

integrated CM approaches

Enterprise Change Management

DNA/Fabric/Norm through individual competencies and

integrated CM approaches

Change Management

Catalyzing Individual Transitions to

Deliver Organizational Results

Change Management

Catalyzing Individual Transitions to

Deliver Organizational Results

17

ECM Boot Camp

FEBRUARY 25, 2016 SAN FRANCISCO, CA

Tim Creasey,

Prosci Chief Innovation Officer

Add STRUCTURE and INTENT to the organizational change management capability journey

* ECM Boot Camp fulfill requirements for Prosci Advanced Tracks

Upcoming ECM Boot Camp Opportunities:

Why ECM

Agility Saturation Strategic

Imperative

What is your ECM

Building individual competencies and embedding change practices

Your ECM Journey Current StateTransition State Future State

Current Transition Future

Technical side

People side

Additional 2016 dates ([email protected] regarding onsite):

May 19 – Dallas | Aug 11 – Prosci HQ | Nov 17 – Chicago

(10)

Agenda

Case for

_{Change capability}

Change agility

Change in the DNA

Enterprise Change Management

What is

Auditing

19

BLUF: Bottom Line Up Front

• Add clarity to

maturity

• Quantify your maturity

• Establish a baseline

• Track progress

• Focus your effort

(11)

Where you

are today

How you will

_{get there}

Where you

want to be

Leadership Proofs of success Structure and intent Sponsor messaging Charter ECM

CMO, CoE, CoP Strategically

select _{Resource and} apply CM Rigorously document Assess the Current Design the Transition Define the Future Build change capability/agility to deliver better results and outcomes of change, increase resilience and reduce saturation.

21

Prosci

®

Change Management

Maturity Model History

2004 2005 2008 March: Released Maturity Model 2012 2014 August: Released Whitepaper

ECM Summit ECM Lab _{ECM Suite:}

- CM-MM Audit - ECM Boot Camp - ECM Roadmap

Version 2 of Maturity Model Audit

(12)

Level 5 Organizational

Competency

Change management competency is evident at all levels of the organization and

is part of the organization's intellectual property and competitive edge

Continuous process improvement in place Highest profitability, responsiveness and project success rates Level 4 Organizational Standards

Organization-wide standards and methods are broadly deployed for managing and

leading change

Selection of common approach

Level 3 MultipleProjects

Comprehensive approach for managing change is being applied on multiple

projects within organization

Examples of best practices evident

Level 2 IsolatedProjects Some elements of change management are being applied in isolated projects

Many different tactics used inconsistently

Level 1 Ad hoc or

Absent Little or no change management applied

People-dependent without any formal practices or plans Highest rate of project failure, turnover and productivity loss

Prosci

®

Change Management Maturity Model

™

23

Level 1 – Ad hoc or Absent

Level 5 Level 4 Level 3 Level 2

Level 1

Seen as:

A distraction from the focus on installing technical solutions

Applied when:

Not at all, or as a last resort and as a reaction

Practiced by:

Dependent on particular individual practitioners Not at all by managers and leaders

Change management is:

(13)

Level 2 – Isolated Projects

Level 5 Level 4 Level 3

Level 2

Level 1

Seen as:

Important by some Unimportant by most

Applied when:

On few projects, from initiation

On some projects, in reaction to resistance On most projects, not at all

Practiced by:

Handful of unaffiliated practitioners

Change management is:

25

Level 3 – Multiple Projects

Level 5 Level 4

Level 3

Level 2 Level 1

Seen as:

A structured approach that adds value

Applied when:

Localized in particular parts of the organization At initiation on some projects

Still missing or as a reaction on many

Practiced by:

Practitioners who are starting to work together Some senior leaders, managers and supervisors

Change management is:

(14)

Level 4 – Organizational Standards

Level 5

Level 4

Level 3 Level 2 Level 1

Seen as:

An important success factor on all projects A common and standard approach

Applied when:

Regularly at project initiation or planning Integrated into project management approach

Practiced by:

Most practitioners and project teams

Most senior leaders, managers and supervisors Potentially a centralized functional group

Change management is:

27

Level 5 – Organizational Competency

Level 5

Level 4 Level 3 Level 2 Level 1

Seen as:

A critical core competency for the organization Essential on all projects and initiatives

Second nature and commonplace

Applied when:

At the start of projects and initiatives

On virtually all project and non-project changes Inseparable from project delivery processes

Practiced by:

Practitioners, project teams, technical professionals All senior leaders, managers and supervisors Centralized functional group

Change management is:

(15)

Competency

Standards

Level 3 MultipleProjects

Level 2 IsolatedProjects

Level 1 Ad hoc or

Absent

Prosci

®

Change Management Maturity Model

™

29

?

Where is your

organization today?

2015 Study Results

9% 40% 37% 12% 2% 0% 50% Level 1 Level 2 Level 3 Level 4 Level 5 30

Organizational maturity:

37% 45% 52% 61% 65% 0% 70% Level 1 Level 2 Level 3 Level 4 Level 5

Project success rate

by maturity level:

(16)

Building out the Maturity Model:

Capability Areas

Five Capability Areas:

1. Leadership

2. Application

3. Competencies

4. Standardization

5. Socialization

What observable

attributes can be

used to describe the

level of maturity?

What observable

attributes can be

used to describe the

level of maturity?

31

Capability Area 1: Leadership

Not general leadership, but leadership support

specifically for change management

Example factors:

Primary sponsor Sponsor coalition

Communications from key leaders Vision for deployment effort Leadership review

Business rules, policies, procedures Change management as requirement

(17)

Capability Area 2: Application

Use of change management processes and

tools on projects and initiatives

Example factors:

Percent of projects applying CM Parts of organization applying CM Common approach

Available tools

Resources availability for applying CM

33

Capability Area 3: Competencies

Competency and skill-building for “leading change”

throughout the organization

Example factors:

Training and competencies for: Practitioners

Executives and senior leaders Managers and supervisors Employees

Project teams Training effectiveness

Continuous education opportunities

(18)

Capability Area 4: Standardization

Move toward common and consistent application

of an organizational standard approach

Example factors:

Adoption of a standard approach Provision of standard tools

Continuous improvement of approach Criteria for applying CM

Integration into standard project delivery process and systems

35

Capability Area 5: Socialization

Understanding, appreciation and acknowledgement

of the necessity of change management

Example factors:

Executive charter Understanding of value Buy-in and support

Common and shared definition Viewed as competitive differentiator Cultural value

(19)

Level 5 Capability Area Factors: - Factor 1.1 - Factor 1.2 - Factor 1.3 - Factor 1.4 - Factor 1.5 - Factor 1.6 - Factor 1.7 - Factor 1.8 Capability Area Factors: - Factor 2.1 - Factor 2.2 - Factor 2.3 - Factor 2.4 - Factor 2.5 - Factor 2.6 - Factor 2.7 - Factor 2.8 Capability Area Factors: - Factor 3.1 - Factor 3.2 - Factor 3.3 - Factor 3.4 - Factor 3.5 - Factor 3.6 - Factor 3.7 - Factor 3.8 - Factor 3.9 - Factor 3.10 - Factor 3.11 - Factor 3.12 Capability Area Factors: - Factor 4.1 - Factor 4.2 - Factor 4.3 - Factor 4.4 - Factor 4.5 - Factor 4.6 - Factor 4.7 - Factor 4.8 - Factor 4.9 - Factor 4.10 - Factor 4.11 - Factor 4.12 Capability Area Factors: - Factor 5.1 - Factor 5.2 - Factor 5.3 - Factor 5.4 - Factor 5.5 - Factor 5.6 - Factor 5.7 - Factor 5.8 - Factor 5.9 - Factor 5.10 Level 4 Level 3 Level 2 Level 1 Capability Area 1: Leadership Capability Area 2: Application Capability Area 3: Competencies Capability Area 4: Standardization Capability Area 5: Socialization Level 5 Level 4 Level 3 Level 2 Level 1

Prosci

®

Change Management Maturity Model

™

37

Capability Area 1: Leadership Capability Area 2: Application Capability Area 3: Competencies Capability Area 4: Standardization Capability Area 5: Socialization

Level 5 Capability Area Factors: - Factor 1.1 - Factor 1.2 - Factor 1.3 - Factor 1.4 - Factor 1.5 - Factor 1.6 - Factor 1.7 - Factor 1.8 Capability Area Factors: - Factor 2.1 - Factor 2.2 - Factor 2.3 - Factor 2.4 - Factor 2.5 - Factor 2.6 - Factor 2.7 - Factor 2.8 Capability Area Factors: - Factor 3.1 - Factor 3.2 - Factor 3.3 - Factor 3.4 - Factor 3.5 - Factor 3.6 - Factor 3.7 - Factor 3.8 - Factor 3.9 - Factor 3.10 - Factor 3.11 - Factor 3.12 Capability Area Factors: - Factor 4.1 - Factor 4.2 - Factor 4.3 - Factor 4.4 - Factor 4.5 - Factor 4.6 - Factor 4.7 - Factor 4.8 - Factor 4.9 - Factor 4.10 - Factor 4.11 - Factor 4.12 Capability Area Factors: - Factor 5.1 - Factor 5.2 - Factor 5.3 - Factor 5.4 - Factor 5.5 - Factor 5.6 - Factor 5.7 - Factor 5.8 - Factor 5.9 - Factor 5.10 Level 4 Level 3 Level 2 Level 1

Prosci

®

Change Management Maturity Model

™

For each of the 50 factors, rubric scoring describes

Level 1, Level 2, Level 3, Level 4, Level 5

Factor 1 Level of sponsorship for institutionalizing change _{management across the enterprise}

Level 5 An executive sponsor (with the required authority and span of control) has been designated and is

actively and visibly supporting the effort

Level 4 A senior level sponsor has been designated _{and is supporting the effort}

Level 3 The right sponsor has been designated, _{but is not engaged, active or visible}

Level 2 A sponsor has been designated, but is either _{not the right sponsor or is not engaged}

Level 1 There is no sponsor for the institutionalization effort

(20)

Capability Area 1: Leadership

39

(21)

Reviewing Report



Overall Results



Results by Capability Area



Low Maturity Factors



Your Insights and Comments



See Progress Over Time



Full Maturity Model Audit

41

Prosci Maturity Model Audit Tour

Overall Results

(22)

Results by Capability Area

43

Low Maturity Factors

(23)

Capture your Insights and Comments

45

See Progress Over Time

(24)

Your Full Maturity Model Audit All 50 Factors With your scores

47

Prosci Maturity Model Audit

• Define

agility

• Baseline

current

Change Maturity

• Evaluate

all five

capability areas

• Identify

risk areas and

develop

next steps

• Create

comparative

reports over time

Maturity Model Audit $30 USD/mo

Full access, no obligation 14 day trial

Free Trial

Find in Available Resources

Scroll below description to activate your trial

TRIAL AVAILABLE

Create free account at:

portal.prosci.com

(25)

Where you

are today

How you will

_{get there}

Where you

want to be

Leadership Proofs of success Structure and intent Sponsor messaging Charter ECM

CMO, CoE, CoP Strategically

select _{Resource and} apply CM Rigorously document Assess the Current Design the Transition Define the Future Build change capability/agility to deliver better results and outcomes of change, increase resilience and reduce saturation.

49

2015 Study Results

50

Factors that influenced movement

in organizational maturity

1. CM benefit awareness

2. Leadership and dedicated teams

3. Methodology use

4. Business growth or structural change

5. Resource allocation

(26)

Leadership

Proofs of

success

Structure

and intent

Sponsor messaging Charter ECM

CMO, CoE, CoP

Strategically select Resource and apply CM Rigorously document Assess the Current Design the Transition Define the Future Build change capability/agility to deliver better results and outcomes of change, increase resilience

and reduce saturation.

Keys to ECM Success

Enterprise Change Management

51

Project ECM as a Change

Project

ECM:

Goal/objective:

Build organizational change

management capabilities and

competencies to improve results and

outcomes of projects and initiatives

Current Transition Future

Technical side

People side

Requirements:

Charter, Sponsor, Plan, Solution, Team

Project Management

Change Management

Structure

and

Intent

52

(27)

M1 M2 M3 Rest of year 1 Year 2-3

ECM approach Select pilots

Schedule sponsor briefing Start Business Case

Training for pilot projects ½-day sponsor program 3-day cert program Sponsor briefing (2 hr)

Business Case presentation

Apply on pilot projects ADKAR

3-Phase Process Best Practices Audit

Document impact Prosci Change Scorecard Awareness building

Start Structure and Intent Design (Current, Future)

Continue Structure and Intent Deploy (Transition) - Increased application

- Individual competency development Sponsor activities Leadership Proofs of success Structure and intent Sponsor messaging Charter ECM

CMO, CoE, CoP Strategically select Resource and apply CM Rigorously document Assess the Current Design the Transition Define the Future Build change capability/agility to deliver better results and outcomes of change, increase resilience and reduce saturation.

Prosci ECM Map

Example Timeline

to learn more

53

Build change capability/agility to deliver better results and outcomes of change, increase resilience

and reduce saturation.

Prosci ECM Support

ECM Advisory Services

ECM Boot Camp

ECM Roadmap

Maturity Model Audit

Kickoff

Business Case

Development

Sponsor Briefing

Pilot Trainings

Scorecard

Development

Train-the-Trainer

Ongoing Coaching

Online guide with

instructions, guidance,

research and tools

($479)

Call +1-970-203-9332 or

email [email protected]

One-day workshop

on building your

Project ECM strategy

and plans ($889)

2016 dates

Feb 25 – San Fran May 19 – Dallas Aug 11 – Prosci HQ

Nov 17 – Chicago

Inquire re: onsite

“If you're serious about achieving true change management as one of your core organizational competencies, then find a way to get to this course.”

Web-based assessment

of maturity across 50

observable factors.

$30/mo | $300/yr

(28)

Prosci Solution

Delivering organizational results by

catalyzing individual transitions

http://www.prosci.com

|

http://blog.prosci.com

[email protected]

Build individual change competencies

Apply change management on initiatives

Embed organizational change capability

http://www.prosci.com

[email protected]

55

Getting Started

Introduction The click “Get Started”

Name the organization or group for your CM-MM audit.

(29)

Starting a CM-MM Audit

Click “Add an Audit” to start your CM-MM Audit

for this Org/Group

Give your CM-MM Audit instance a Name and a

Description

57

Completing a CM-MM Audit Navigate to each Capability Area Expand/Collapse each CM-MM Audit factor

Simple rubric scoring for each of the 50 CM-MM Audit factors