Prosci Webinar: Advancing the Discipline, Innovative Study Findings
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Prosci Change Management Webinar
Advancing the Discipline of CM:
Innovative Study Findings from Prosci
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• New ideas, phraseology, language, and frameworks
• Give you at least an hour per week to think about
change management
Copyright Prosci 2014. All rights reserved.
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Prosci Webinar: Advancing the Discipline, Innovative Study Findings
Agenda:
Now available hardcopy
or web-based
in the Prosci Portal
Measurement and metrics
Resourcing and budgeting
Integrating CM and PM
Job roles and locations
Change Management Office
Sustainment/reinforcement
Making the case for CM
3
Copyright Prosci 2014. All rights reserved.
Hot topics and
pressing issues for
change management
practitioners
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Prosci Research Foundation
®
• 8 studies
• 15 years
• 3400 participants
What works?
What doesn’t?
What to do differently?
4
Copyright Prosci 2014. All rights reserved.
Copyright 2014 Prosci. All rights reserved.
Study
1998
2000
2003
2005
2007
2009
2011
Participants
102
152
288
411
426
575
650
2013
822
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2
Prosci Webinar: Advancing the Discipline, Innovative Study Findings
Who Contributed:
Geography
Canada:
15%
US:
34%
5
Europe:
14%
Middle
East: 2%
Latin
America:
2%
Copyright Prosci 2014. All rights reserved.
Asia and Pacific
Islands: 3%
Africa:
5%
Australia
and NZ:
25%
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Where the Data Comes From
<1K
Number of Employees
1K-5K
5K-10K
10K-20K
20K-35K
38% < 2500
20% > 35,000
Industry:
>35K
<$50M
Annual Revenue
$50M-$500M
$500M-$1B
$1B-$2.5B
$2.5B-$5B
29% > $5B
>$5B
<$100K
Project Investment
$100K-$500K
$500K-$1M
$1M-$5M
$5M-$10M
24% $1M to $5M
21% > $10M
>$10M
Multiple Depts
Project Scope
Single Div
Multiple
Divisions
Entire
Enterprise
46% Entire Enterprise
25% Multiple divisions
1)
2)
3)
4)
5)
6)
7)
8)
9)
Banking
Health Care
State Gov’t
Finance
Federal Gov’t
Oil and Gas
Insurance
Manufacturing
Utilities
<100 employees
Employees Impacted
100-500
500-1000
1000-5000
5000-10K
38% less than 500
24% over 5000
>10K
6
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Copyright 2014 Prosci. All rights reserved.
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Prosci Webinar: Advancing the Discipline, Innovative Study Findings
Structure of the Report
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
7
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Overview
Overview
prosci.com/bp
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
Structure
Change
Management
Change management activities
Sponsorship
Managers and supervisors
Communications
Training
Resistance
Reinforcement and feedback
Consultants
Training on change management
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Best Practices in Change Management – 2014 Edition
Know your discipline
Leverage latest data and new research on cutting-edge topics
like measurement, resourcing and budgeting, and integrating
with project management.
Hardcopy: $349
prosci.com/bp
Know what worked for others
Gain countless insights with focused tips and suggestions that
can provide support whether you are structuring your overall
approach or customizing specific activities.
Know what not to do
Avoid mistakes and missing a crucial step or action by
acquiring the foresight that comes from practitioners who
share what they would have done differently.
Online in the
Prosci Portal
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.
8
Copyright Prosci 2014. All rights reserved.
Copyright 2014 Prosci. All rights reserved.
prosci.com/bp #cmbp14 @Prosci
4
Prosci Webinar: Advancing the Discipline, Innovative Study Findings
Prosci’s industry leading research, now
available online with new functionality
-
Intuitive, expand/collapse navigation for four click access to any finding
“Favorite” any finding for easy retrieval
Add “Notes” to any finding and associate to your projects
Create your own “Playlists” of related and relevant findings
Available now in the:
9
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Best
Practices
10
Copyright Prosci 2014. All rights reserved.
Copyright 2014 Prosci. All rights reserved.
What’s New
Fresh findings from
Prosci’s 2014 Edition
Never-before-gathered
data on hot topics and
pressing issues in
change management
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5
Prosci Webinar: Advancing the Discipline, Innovative Study Findings
Fresh Findings
Why we asked
the question
Measurement and metrics
Resourcing and budgeting
A dash of
the data
Integrating CM and PM
Job roles and locations
Change Management Office
What does
it mean?
Sustainment/reinforcement
Making the case for CM
11
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How do we measure and
show the impact of the
work that we do?
Fresh Findings
Measurement and metrics
Resourcing and budgeting
Integrating CM and PM
Job roles and locations
Change Management Office
Sustainment/reinforcement
Making the case for CM
12
Copyright Prosci 2014. All rights reserved.
Copyright 2014 Prosci. All rights reserved.
Sections in the report:
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Correlation between project success and CM effectiveness
Change management effectiveness factors
Measuring the overall outcome of applying CM
Demonstrating the value-add of applying CM
Overall effectiveness of CM program
CM effectiveness measurement
Reporting on change management effectiveness
Individual transition measures
Measuring speed of adoption, ultimate utilization and
proficiency (SUP)
SUP performance
Correlating people side ROI factors
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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6
Prosci Webinar: Advancing the Discipline, Innovative Study Findings
Measurement and Metrics
New Questions:
Did you measure the effectiveness
of your change management effort in
support of the project?
What metrics did you use?
Did you measure whether the
change was occurring at the
individual level?
What metrics did you use?
Did you have to report on change management
effectiveness of the project? To whom?
What metrics did you use?
How did you measure the
overall outcome of applying change
management on the project?
13
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How did you demonstrate the
value-add of applying change
management on the project?
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Measurement and Metrics
14
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Prosci Webinar: Advancing the Discipline, Innovative Study Findings
Measurement and Metrics
Basis of Prosci Change Measurement Scorecard
Early
Mid
Late
Project
Performance
Project
Readiness
Progress
to Plan
Benefit
Realization
Individual
Transitions
Employee
Readiness
Adoption
Usage
Change Mgmt
Activities
Strategy
and Plans
Activity
Execution
Activity
Effectiveness
15
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Fresh Findings
Measurement and metrics
How many resources and
how much budget to I need
for change management?
Resourcing and budgeting
Integrating CM and PM
Job roles and locations
Change Management Office
Sustainment/reinforcement
Making the case for CM
16
Copyright Prosci 2014. All rights reserved.
Copyright 2014 Prosci. All rights reserved.
Sections in the report:
Change management resources
• Use of dedicated resources
• Correlating dedicated resources to effectiveness
• Sufficient resources
• Estimating the amount of CM resources needed
• Advantages of a dedicated resource
• Consequences of not having dedicated resource
• Decisions on the number of change management resources
• Average FTE dedicated to change management
• Percent of project FTE dedicated to CM
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
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Prosci Webinar: Advancing the Discipline, Innovative Study Findings
Resourcing and Budgeting
Had dedicated resources
73%
Had dedicated budget
27%
43%
61%
Was it sufficient?
17
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Resourcing and Budgeting
Dedicated resources
With
18
Dedicated budget
Without
63%
28%
With
Without
59%
50%
Copyright Prosci 2014. All rights reserved.
Copyright 2014 Prosci. All rights reserved.
“Good” or
“Excellent”
Change
Management
Met or
Exceeded
Objectives
With
70%
Without
48%
With
66%
Without
55%
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9
Prosci Webinar: Advancing the Discipline, Innovative Study Findings
Resourcing and Budgeting
Percent who had component in their budget
Change management resource costs
82%
Training costs
80%
Communication costs
79%
Change management materials
64%
External consultant costs
63%
Event costs
61%
General expenses
56%
Reinforcement and recognition costs
19
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42%
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Resourcing and Budgeting
Percent of budget assigned to component
Change management resource costs
46%
Training costs
Communication costs
21%
13%
Change management materials 7%
External consultant costs
39%
Event costs
9%
General expenses
8%
Reinforcement and recognition costs 6%
20
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10
Prosci Webinar: Advancing the Discipline, Innovative Study Findings
Resourcing and Budgeting
Scaling factors:
Real hard data:
FTE
21
$
Scope, scale and complexity
Budget
Objectives and importance
Sizing factors:
Timeline and urgency
- Project investment
- Employees impacted
- Organizational scope
Resource capability
Copyright Prosci 2014. All rights reserved.
Resource availability
Budget availability
Past experiences
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How do we really bring
together these
complementary disciplines?
Fresh Findings
Measurement and metrics
Resourcing and budgeting
Integrating CM and PM
Job roles and locations
Change Management Office
Sustainment/reinforcement
Making the case for CM
22
Copyright Prosci 2014. All rights reserved.
Copyright 2014 Prosci. All rights reserved.
Sections in the report:
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Integration on projects
Prevalence of integration
Impact of integration
Steps to integrate
Reasons for integrating
Reasons for not integrating
Dimensions of integration
Tool integration
Process integration
Integration across the project lifecycle
Perception of CM by project teams
Steps to engage project team in CM
Obstacles with project team
What would you do differently on the next project?
Impact of PM maturity on CM
Impact of PM maturity on integration
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11
Prosci Webinar: Advancing the Discipline, Innovative Study Findings
Integrating CM and PM
71% Integrated
CM & PM
?
Project Management
Didn’t
Design, Develop, Deliver Solution Effectively
People
Did
And it mattered:
Tools
Processes
“Good” or
“Excellent” CM
Solution is Embraced, Adopted and Used Proficiently
61%
Change Management
Did
23
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34%
Didn’t
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Integrating CM and PM
People dimension
31%
19%
PM
PM
CM
PM
Cross-training
24%
20%
CM
Collaboration
CM
PM & CM
Define roles and
responsibilities
CM
24
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12
Prosci Webinar: Advancing the Discipline, Innovative Study Findings
Integrating CM and PM
Process dimension
Integrate plans
Align timelines
Sequence tasks
PM
CM
Add deliverables
PM
CM
PM
CM
25
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Integrating CM and PM
Tool
dimension
91%
Communication Plan
81%
Project Plan
Training Plan
79%
Schedule
78%
68%
Stakeholder Analysis/Assessment
65%
Impact Analysis/Assessment
Scope
26
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60%
Lessons Learned
56%
Risk Analysis/Assmt/Log
54%
Business Case
52%
Readiness Assessment
51%
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13
Prosci Webinar: Advancing the Discipline, Innovative Study Findings
Where are the change
management job roles and
what are they doing?
Fresh Findings
Measurement and metrics
Resourcing and budgeting
Integrating CM and PM
Job roles and locations
Change Management Office
Sections in the report:
•
•
•
•
•
•
•
•
Most important skills for a great CM practitioner
Permanent position or job role
Duration of permanent position
Org locations of permanent position or job role
Projects supported
Annual salary
Job description
Change management career paths
Sustainment/reinforcement
Making the case for CM
27
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Job Roles and Locations
Organization has
permanent position /
job role defined for
change management
20%
< 1 year
28
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37%
1 to 3 years
2011
43%
25%
3 to 6 years
2013
52%
17%
> 6 years
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14
Prosci Webinar: Advancing the Discipline, Innovative Study Findings
Job Roles and Locations
68%
29
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IT
Ops/BUs
21%
14%
8%
6%
HR
22%
18%
+
PMO
Corp/Shared
12%
14%
OD
10%
Independent
7%
prosci.com/bp #cmbp14 @Prosci
Job Roles and Locations
1. Apply a structured
methodology and lead
change management activities
2. Support change management at
the organizational level
3. Support communication efforts
Secondary:
• Support others
• Strategy
development
• Execution and
integration
• Adoption and
measurement
4. Assess the change impact
5. Support training efforts
30
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Job Roles and Locations
Average: $105,700
17%
16%
13%
10%
31
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140-149
150-159
3%
130-139
110-119
2%
>160
6%
5%
100-109
80-89
50-59
70-79
<50
60-69
3%
4%
90-99
7%
6%
120-129
8%
prosci.com/bp #cmbp14 @Prosci
Fresh Findings
Where are the CMOs and
what are they doing?
Measurement and metrics
Resourcing and budgeting
Integrating CM and PM
Job roles and locations
Change Management Office
Sustainment/reinforcement
Making the case for CM
32
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Copyright 2014 Prosci. All rights reserved.
Sections in the report:
•
•
•
•
•
•
•
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
Plus:
• Change management maturity
• Actively working to deploy change management
• Steps taken to deploy change management
• Success of deployment efforts
• Mistakes to avoid when deploying CM
• Definition of CM throughout organization
• Recognition of the value and need for CM
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16
Prosci Webinar: Advancing the Discipline, Innovative Study Findings
Change Management Office
Own and maintain the CM methodology
77%
Own and maintain the CM tools
76%
Provide consultative support to project teams
76%
Maintain a change management community
68%
Provide CM resources on specific projects
67%
58%
Track change management progress on projects
Provide coaching to sponsors
55%
Provide coaching to managers/supervisors
53%
50%
Own the change management curriculum
44%
Track and manage the change portfolio
33
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Change Management Office
Where does it live
Where should it live
PMO
21%
27%
HR
18%
7%
HR
IT
14%
1%
IT
Corp/Shared
10%
6%
Corp/Shared
OD
10%
9%
OD
Strategy/Transforma
tion/Planning
9%
23%
Strategy/Transforma
tion/Planning
Operations, Bus
6%
10%
Operations, Bus
Exec, C-Level report
3%
12%
Exec, C-Level report
34
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Copyright 2014 Prosci. All rights reserved.
PMO
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17
Prosci Webinar: Advancing the Discipline, Innovative Study Findings
Change Management Office
Decision variables:
+ O --
Cross-organizational reach
Access to projects/change (early)
Alignment with purpose
Reputation, credibility, respect
Aligned to direction and culture
Proximity to executives
*Supportive sponsor
35
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What can I do to encourage
sustainment so results are
truly achieved?
Fresh Findings
Measurement and metrics
Resourcing and budgeting
Integrating CM and PM
Job roles and locations
Change Management Office
Sections in the report:
•
•
•
•
•
•
•
•
•
•
Determining if employees are engaging in the change
Planning for reinforcement and sustainment activities
Resourcing for reinforcement and sustainment activities
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
Sustainment/reinforcement
Making the case for CM
36
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Prosci Webinar: Advancing the Discipline, Innovative Study Findings
Sustainment and Reinforcement
Planned for:
Resourced for:
61% Did
44% Did
?
?
Did
Didn’t
Did
And it mattered:
And it mattered:
Met or exceeded
objectives
Met or exceeded
objectives
61%
Did
37
Didn’t
60%
48%
Didn’t
Did
53%
Didn’t
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Copyright Prosci 2014. All rights reserved.
Sustainment and Reinforcement
Who was responsible
for reinforcement and
sustainment
Leaders/managers
50%
CM resource/team
38%
Project leader
26%
Tactics for reinforcement
and sustainment
1. Ongoing and consistent
communication
2. Support mechanisms
Project team member
12%
3. Tracking
No one
12%
4. Rewards and recognition
Other
8%
* Participants could select more than one *
38
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Copyright 2014 Prosci. All rights reserved.
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19
Prosci Webinar: Advancing the Discipline, Innovative Study Findings
How do I justify change
management to leaders
and project teams?
Fresh Findings
Measurement and metrics
Resourcing and budgeting
Integrating CM and PM
Sections in the report:
Justifying CM to project teams
Justifying CM to leadership teams
Justifying change management to other groups
Using risk mitigation as justification for CM
Using cost avoidance as justification for CM
Job roles and locations
•
•
•
•
•
Change Management Office
Plus:
• Measuring the overall outcome of applying CM
• Demonstrating the value-add of applying CM
Sustainment/reinforcement
Making the case for CM
39
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Making the Case for CM
To senior leaders
To project teams
• Benefit realization and
financial outcomes
• Project impact
• Risk management
• Increase project
results and outcomes
• Focus on adoption
and usage
• Minimize risks
60%
40
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Had to justify
change management
to some degree
65%
prosci.com/bp #cmbp14 @Prosci
20
Prosci Webinar: Advancing the Discipline, Innovative Study Findings
Best Practices in Change Management – 2014 Edition
Hardcopy: $349
prosci.com/bp
Know your discipline
Leverage latest data and new research on cutting-edge topics
like measurement, resourcing and budgeting, and integrating
with project management.
Know what worked for others
Gain countless insights with focused tips and suggestions that
can provide support whether you are structuring your overall
approach or customizing specific activities.
Know what not to do
Online in the
Prosci Portal
Avoid mistakes and missing a crucial step or action by
acquiring the foresight that comes from practitioners who
share what they would have done differently.
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.
41
Copyright Prosci 2014. All rights reserved.
prosci.com/bp #cmbp14 @Prosci
Fresh Findings
Conclusion
Measurement and metrics
Resourcing and budgeting
Integrating CM and PM
Job roles and locations
Change Management Office
Sustainment/reinforcement
Making the case for CM
42
Copyright Prosci 2014. All rights reserved.
Copyright 2014 Prosci. All rights reserved.
prosci.com/bp #cmbp14 @Prosci
21