Change Management – a Critical Success
Factor
•
A Real Case in Change
•
What is the Demand and Trends in Change Management
•
The Integration Elements of Change Management
•
Why Use Change Management
•
When to Use Change Management
•
Typical Roles , Skills and Competencies
The Journey Today….
A Real Case – What Users Said…
When asked what was wrong with previous IT initiatives
•
Rationale for change not clearly understood
•
Staff looked to chain of command and they were not equipped
•
Communication on the change contributed to confusion versus clarity
•
Changes not well thought through resulting in multiple revisions
•
Policies not changed in tandem with the system
•
Lack of effective support implementing the change
Where that Organization is Now…
•
Collaborative relationship on all initiatives with an IT spend
•
Business understanding, driving and taking accountability for choices
•
A clear and well understood governance model
•
Greater value for IT dollars – both real and perceived
•
A proactive support mechanism for IT changes
•
Repeatable protocols
“Considering the fact that most companies appear to be in a
perpetual state of change, it is easy to see how the need for
change management consulting is likely to continue for as
long as there are businesses”
(Independent Consulting Bootcamp website)
“The change consultant must dissect a company’s
operations and drive interventions that will result in
achieved objectives”
“…Employees are saying that, more than ever, they are
reaching their limit in their ability to handle all the
organizational change pushed at them”
(Thinking About Change, Trends in Change Management)
“…Organizations continue to underestimate the time and
resources required to help employees make sense of all this
change, which is a major factor in a project achieving its
objectives”
Trends in Change Management
•
Greater awareness of the need for and value of change management
•
Increased use of methodologies, tools, and language
•
More engagement and earlier integration with project management
•
More resources and positions devoted to change management
•
Greater demand for change management training and certification
•
Increased leadership support for change management
What are companies investing?
Companies are realizing
the importance of Change
Management to the
success of their projects at
least 10-20% FTE’s are
being allocated on average
to change management.
Perception of Change Management
54% of Project teams see
Change Management as at
least necessary and
important, with 13% seeing
it as a critical component
of the project.
Why did you use a Change Consultant?
•
Lack of internal competency or resources
•
Knowledge, expertise and experience provided by consultants
•
Support for the change management team or project team
•
Proven results
•
Part of project proposal or contract
DID YOU KNOW!!
}
Change Management is a recognized discipline
}
Change Management is HOT!
}
Change Management skills are valued
}
Change Management skills are scarce
The Value of Change Management
•
Minimizes risk of financial loss
•
Business ready when technology is ready
•
Reduces user resistance
•
Reduces support costs
•
Builds change competence into
organization
Change Management
Organization Change Management
Organization Development
Transition Management
The Change Management Discipline
Plan
Design
Build
Test
Deploy
Sustain
The Change Management Discipline
Plan
Design
Build
Test
Deploy
Sustain
Project Life Cycle
The Change Management Discipline
Plan
Design
Build
Test
Deploy
Sustain
Project Life Cycle
Commitment Continuum
Prepare
Build the case for change Vision for success Stakeholder assessment
Change planning
Design
Learning and Development Assessment & Measurement
Communication Stakeholder Management
Implement
Change Implementation Transition ManagementSustain
Support Change SustainabilityManaging the ride
Unmanaged changeSt
ak
eholder P
er
cepti
ons
Change Implementation
High expectations DespairLight at the end of the tunnel
Realization of effort and complexity
Transitioning between States
Current state
Transition
Future state
Not meeting organizational needs Aligned with organizational strategy Processes Culture Structure Competencies Technology Processes Culture Structure Competencies Technology
The Challenges …. And the Rewards
Challenging
• Managing Change is tough • Highly sensitive
• Takes time
• Not all people will be converted • Change management is the first thing to be dropped on a project when the budget is tight
Rewarding
• Managing Change is rewarding • Challenging
• Work with all levels of the organization
• Get to influence
Change Advisor or Coach
Change Lead
Change Specialist
Communications Lead
Change Discipline vs Project Discipline
Element
Goal or Objective
“The Change”
To improve the organization in some fashion - for instance reducing costs, improving revenues, solving problems, seizingopportunities, aligning work and strategy, streamlining information flow within the organization
Project Management
Develop a set of specific plans and actions to achieve “the change” given time, cost and scope constraints and to utilize resources effectively (managing the “technical” side of the change)Change Management
To apply a systematic approach to helping the individuals impacted by “the change” to be successful by building support, addressing resistance and developing the required knowledge and ability to implement the change (managing the “people” side of the change)Structure and Tools Required
Discipline
Process
Tools
Project
Management
• Initiate
• Plan
• Execute
• Monitor and Control
• Close
• Statement of work, Project charter,
Business case
• Work breakdown structure, Budget
estimations, Resource allocation, Schedule
• Tracking, Risk identification and
mitigation, Reports on performance and compliance Change Management • Prepare • Design • Implement • Sustain
• Executive Alignment, Vision and Strategy
• Engagement & Accountability
• Readiness Assessments
• Tactical Change Plans
Do you know your stakeholders?
Change sponsors Project team Change advocates Change targets Change agents External Stakeholders Learning & Development CommunicationsInternal
Stakeholders (Users)
HumanThe Why’s and When’s of CM for IT
Why Use Change Management?
To increase probability and magnitude of success
To drive greater business value from IT dollars
To make IT a valued business partner
When to Use Change Management?
On every project and initiative
When to Use a Change Expert?
On projects that have a significant impact on users
Skills & Competencies
Business Analyst
Project Manager
Change Lead
Requirements/Process Focused Communication Consulting Skills Problem Solving Collaboration Analytical Attention to Detail Facilitation Business Knowledge Creativity BA Methods/Tools Scope/Budget/Time Focused Communication Consulting Skills Problem Solving Collaboration Decisive Delegation skills Coordination Numerate Organization skills Leadership Management Negotiation PM Methods/Tools People Focused Communication Consulting Skills Problem Solving Collaboration Analytical Emotional Intelligence Facilitation Business knowledge Leadership Management Influencing Strategic thinking Coaching
Level of Skills for a Change Role
Junior Intermediate Senior
Supports Leads Leads/ Directs /Advises
• Understands the
components of change management.
• Has 1-2 years experience in one or more areas of
change on a project.
• Understands and follows a change management methodology and uses the tools required by these activities, tasks and techniques.
• Has 3-4 years experience in a change management role and 1 year lead experience of a particular area of change management or leads change management on a small project.
• Understands and follows a best practices change
management methodology.
• Has 5+ years experience in a change management role.
• Has at least 2+ years
experience leading one/more complex change projects.
CM Certification/Education Programs
Prosci
3 days, $2,100
Learning Tree (APMG Change Management Practitioner)
5 days, $3,635
AIM Methodology
2 days, $1,250
Being First “Leading Transformation”
3 days, (
price unavailable
)
Royal Roads Change Management Certificate
Books and useful links
Becoming a change consultant - www.independent-consulting-bootcamp.com
Change tools - www.mindtools.com
Breakthrough IT Change Management: How to Get Enduring Change Results
by Bennet P. Lientz and Kathryn P. Rea 2004
Thriving Through Change: A Leader’s Practical Guide to Change Mastery
by Elaine Biech 2007
Change is the Rule: Practical Actions for Change on Target, on Time, on Budget
by Winford E. Dutch Holland 2000
Managing at the Speed of Change
by Daryl R. Conner. New York: Random House, 1993
The Heart of Change: Real-Life Stones of How People Change Their Organizations
by Kotter, John P., and Cohen, Dan S., 2002
Leading Change