Prosci’s Best Practices in Change Management – 2014 Edition
Research History
Value to Practitioners
Year
Participants
Pages
1998
102
32
2000
152
64
2003
288
44
2005
411
52
2007
426
72
2009
575
112
2011
650
164
2013
822
250
250+
Know your discipline
Leverage
g latest data and new
research on cutting-edge topics
like measurement, resourcing and
budgeting, and integrating with
project management.
Know what not to do
Each study, advancing the discipline
of change management with new
topics and added depth.
Avoid mistakes and missing a
p or action byy acquiring
q
g
crucial step
the foresight that comes from
practitioners who share what they
would have done differently.
Know what worked for others
i countless
l
iinsights
i h with
i h ffocused
d tips
i and
d
Gain
suggestions that can provide support whether
you are structuring your overall approach or
customizing specific activities.
Know what to do next
Plan concrete steps with actionable findings
to guide both how you structure your change
management approach and how you execute
specific practice areas.
<$100K
Most represented industries:
1. Banking
2. Health Care
3. State Gov’t
4. Finance
5. Federal Gov’t
$500M-$1B
$1B-$2.5B
$2.5B-$5B
>$5B
Most reported on changes:
1. IT software upgrade/installation
2. ERP system
3. Culture change
4. Reorganization
5. Process documentation/optimization
/ p
Multiple Depts
$100K-$500K
Single Div
$500K-$1M
Multiple
Divisions
$1M-$5M
$5M-$10M
>$10M
Prroject Scope
$50M-$500M
Prroject Investment
An
nnual Revenue
<$50M
Entire
Enterprise
Project role:
43% change mgmt team leader
19% external consultant
12% project team leader
11% change mgmt team member
Em
mployees Impacted
Study Participant Profile
<100 employees
100-500
500-1000
1000-5000
5000-10K
>10K
10K
Experience:
25% > 12 yrs
18% 8 to 12 yrs
28% 4 to 8 yrs
23% 1 to 4 yrs
6% < 1 yr
Report Structure
Motivation for CM
Use of methodology
Change management job roles
CM team and structure
CM resources
CM budget
PM and CM integration
Change readiness
CM effectiveness and measurement
CM capability and competency
Justifying change management
Change saturation
Portfolio management
Unique change types
Aligning CM with specific approaches
Overview
Overview
Executive overview
Greatest contributors to success
Greatest change management obstacles
What to do differently
Change management trends
Advice for practitioners
Structure
Structure
Methodology
and
Overview
Practice Areas
Enterprise
Change
Structure
Management
Change management activities
Sponsorship
Managers and supervisors
Communications
Training
Resistance
Reinforcement and feedback
Consultants
Training on change management
New topics:
• Measurement and metrics
• Resourcing and budgeting
• Job roles and locations
• CMO – responsibilities
ibiliti and
d llocations
ti
• Integrating CM and PM
• Making the case for change management
Engage:
prosci.com/bp
#cmbp14
@Prosci
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