Prosci Best Practices in Change Management – 2014 Edition
Expanded Table of Contents
Overview
Structure
Executive overview
Motivation for change management
Participant profile
New sections in the report
Study highlights
Greatest contributors to success
Sponsorship tops the list for the
8th time in 8 studies
Contributors to success over time
Greatest change management obstacles
Use of methodology
Impact of methodology on effectiveness
How the methodology was used
Benefits of using a structured approach
Key factors in choosing the methodology
Which type of methodology was used
Type vs. change management effectiveness
Internally developed methodology
Combination/hybrid methodology
Scaling and customizing the methodology
What to do differently on the next project
Accommodating for organizational culture in the
change management approach
Change management trends
When to start change management
Top trends in change management
Trends from previous studies
Projected trends over the next five years
Advice for practitioners
Most important activities at beginning of
engagement
Biggest challenges or hurdles
Advice for new practitioners
Biggest gap new practitioners would like to fill
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Starting change management early
improves project outcomes
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Change management job roles
Most important skills for a great change
management practitioner
Permanent position or job role
Significant increase in CM job roles
with data on where they are
Duration of permanent position
Org locations of permanent position or job role
Projects supported
Annual salary
Job description
Change management career paths
Change management team and structure
Attributes of a great team member
Team structure
Team structure vs. effectiveness
What you can do at initiation when there is
incomplete information
Reasons for using the team structure
Contributors to starting change management
early in the project
Additional team structure considerations
Consequences of starting late
Action steps if change management is started
late in the project
Team structure advantages
Building change management knowledge
Change agent network
Prosci Best Practices in Change Management – 2014 Edition
Expanded Table of Contents
Change management resources
Use of dedicated resources
Project management and change
management integration
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Change management effectiveness
and measurement
Correlating dedicated resources to effectiveness
Integration on projects
Sufficient resources
Prevalence of integration
Correlation between project success and change
management effectiveness
Estimating the amount of CM resources needed
Impact of integration
Change management effectiveness factors
Advantages of a dedicated resource
Steps to integrate
Measuring the overall outcome of applying CM
Consequences of not having dedicated resource
Reasons for integrating
Demonstrating the value-add of applying CM
Decisions on the number of change
management resources
Reasons for not integrating
Overall effectiveness of CM program
Dimensions of integration
CM effectiveness measurement
Average FTE dedicated to change management
Tool integration
Reporting on change management effectiveness
Percent of project FTE dedicated to CM
Process integration
Integration across the project lifecycle
Brand new data on factors for
estimating CM resource and
budget needs
Change management budget
Use of dedicated budget
Was the change management budget sufficient?
Estimating the change management budget
Average budget for change management
Percent of project budget allocated to CM
Change management budget components
Budget profiles
Perception of CM by project teams
Steps to engage project team in CM
Individual transition measures
Obstacles with project team
Measuring speed of adoption, ultimate
utilization and proficiency
What would you do differently on the next
project regarding integrating?
Impact of PM maturity on CM
Speed of adoption, ultimate utilization and
proficiency performance
Impact of PM maturity on integration
Correlating people side ROI factors
Change readiness
Readiness evaluation
Readiness assessment factors
Identifying change readiness
Evaluating readiness at individual/group levels
Main organizational barriers or challenges
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First time: metrics for reporting
change management effectiveness
Definition of project objectives
Project metrics and KPIs
If your project failed or only partially met
objectives, what obstacles did you encounter?
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Expanded Table of Contents
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Methodology and practice areas
Change management activities
Managers and supervisors
Communications
Change management activities grid
Most critical roles for managers and supervisors
Preferred sender
Supplemental CM activities lists
Most common mistakes
Most important messages for employees
Role fulfillment by managers and supervisors
Most important messages for
managers and supervisors
Sponsorship
Most critical activities
Biggest mistakes
Most effective tactics for creating active and
visible sponsorship
Sponsor role understanding and fulfillment
Formal evaluation of sponsor role fulfillment
Engaging the sponsor
Coaching
Managing resistance
Evaluating manager and supervisor change
management role fulfillment
Most important messages for
senior managers and executives
Attributes of a successful change message
Biggest skill, competency or tool gap
Attributes of successful communicators
Tactics for ensuring managers spend adequate
time managing change
Tactics for correcting misinformation and
misunderstandings
Sponsor access
Steps to get managers and supervisors on board
with the change
What would you do differently regarding
communications?
Frequency of CM meetings with sponsor
Preparation
Use of social media in communications
Sponsor communication frequency
How to support managers and supervisors
during change
Symptoms of ineffective sponsorship
How would you characterize your sponsor at the
beginning of the project?
Additional learning opportunities
Learn how CM practitioners are
using social media
Engaging reluctant senior leaders
Why social media was used in change
management communications
Losing a sponsor
Benefits of social media in communications
Right level of sponsor
Recommendations for dealing with a sponsor at
the wrong level
Sponsor Activity Model
Data on how to engage senior
leaders and managers
– the face and voice of change –
to drive results
How social media was used
Frequency of social media usage
Social media tools used
Social media effectiveness
Recommendations regarding social media
Communication vehicles
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Prosci Best Practices in Change Management – 2014 Edition
Expanded Table of Contents
Training
Reinforcement and feedback
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Training on change management
Role of change management team in projectspecific training
Determining if employees are engaging
in the change
Groups trained in change management
Primary vehicles used to train employees
Change management training topics
Attributes of effective training
Planning for reinforcement and
sustainment activities
Percentage of impacted employees that received
project-specific training
Resourcing for reinforcement and
sustainment activities
When training was delivered
Resistance
How resistance was identified
When resistance was encountered
Most resistant group
Primary reasons employees resisted change
Steps for dealing with employee resistance
Avoidable employee resistance
Proactive steps for avoiding or preventing
resistance from employees
Primary reasons managers resisted change
Steps for dealing with manager resistance
New findings on sustainment
planning, resourcing and tactics
Tactics to reinforce and sustain change
Roles in reinforcement and sustainment
Individual reinforcement
Group reinforcement
Mistakes to avoid when reinforcing change
How reinforcement was handled after closure
Using performance appraisals and measures to
encourage adoption
Consultants
Avoidable manager resistance
Did you use an external consultant?
Proactive steps for avoiding or preventing
resistance from managers and supervisors
Why did you use a consultant?
Ineffective methods for dealing with resistance
Primary role played by consultants
Impacts of using pain or fear to manage change
Criteria for choosing a CM consultant
Why did you choose not to use a consultant?
Consultants used
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Training vehicles used
Length of training
Change management resource training
Project team training
Executive and senior leader training
Manager and supervisor training
Employee training
What will you do differently next time regarding
change management training?
Data on how to build individual
CM competencies throughout org
Prosci Best Practices in Change Management – 2014 Edition
Expanded Table of Contents
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Enterprise Change Management
Change management capability
and competency
Change management maturity
Justifying change management
Justifying CM to project teams
Spanning wide geographic areas
Justifying CM to leadership teams
Impact across various cultures
Consistent CM methodology or approach
Actively working to deploy change management
Length of effort
Unique change types
Data on how to justify CM – focus
on results and adoption
Long time frame
Little or no WIIFM
Union environment
Originator of the effort
Justifying change management to other groups
Layoffs or significant staff reductions
Steps taken to deploy change management
Using risk mitigation as justification for CM
Merger or acquisition
Activities with biggest impact
Using cost avoidance as justification for CM
Most important activities at launch
Success of deployment efforts
Contributors to successful deployments
Obstacles to deployment
Mistakes to avoid when deploying CM
Change Management Office or functional group
Primary responsibilities of functional group
Location of functional group
Location criteria
Advantages of particular locations
Size of functional group
Name of functional group
Definition of CM throughout organization
Recognition of the value and need for CM
Percent of projects applying change
management
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Change saturation and
portfolio management
Level of saturation
Universal and localized saturation
Aligning change management with
specific approaches
First time: findings on Program CM
and CM in Agile Projects
Change expected in the next two years
Program change management
Identifying saturation
CM actions taken to address saturation
Aligning change management and
Continuous Process Improvement
Addressing saturation and collision
Aligning change management and Lean
Inventory and portfolio management processes
Aligning change management and Agile
Primary motivations for managing the
portfolio of change
Tactics for managing the portfolio of change
Resolving project conflicts
Aligning change management and Six Sigma
Prosci Best Practices in Change Management – 2014 Edition
Expanded Table of Contents
Appendix A – Participant demographics
Geographic representation
Geographic presence
Industry representation
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Appendix D – 2013 study participant list
Appendix E – 2011 study participant list
Appendix F – 2009 study participant list
Annual revenue of the organization
Total number of employees in the organization
Number of projects underway
Percentage of projects applying CM
Percentage of projects considered successful
Participant experience
Roles in change management
Appendix B – Project profiles
Project stage
Type of change
Project classification
Size of change
Duration of the change
Measures of success: meeting project objectives,
schedule and budget
Appendix C – Prosci® Change
Management Maturity Model™
Level 1 – Ad hoc or absent
Level 2 – Isolated projects
Level 3 – Multiple projects
Level 4 – Organizational standards
Level 5 – Organizational competency
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