““Change Management”Change Management”

How do you incorporate Change Management Best Practices in your project?How do you incorporate Change Management Best Practices in your project?

Merling SapeneMaster Human System Intervention

CSR CertificateCertified APMG International Change Management Trainer

Project Managers… what is stopping us?

Workshop Objectives

Understand the link between Project Management and People Change Management (101)Collective become aware of the Project Construction People Change Management challengesBrainstorm and discover key findings to enhance project success

Does the person create the Journey?

… or the Journey create the person?

Change is a Journey…not easyPersonal and Organizational

Transition Change

Situational Psychological

Introduction to Change Management

Change Management?

“Managing change is helping people cope with changes in the workplace and getting them through the transition period from the current to the future state with as few disruptions as possible”.

Change Management, Jeffrey M. Hiatt, Timothy J. Creasey

Organizations don’t change, individuals change

• Individuals change, one at a time, at different paces.• This collective change creates the future state.

TRANSITION FUTURECURRENT

The secret to successful change? one person at a time.

Individual Change Curve

«Change /«Change / Creativity Tension»Creativity Tension» VisionVisionCurrentCurrentRealityReality

Phases of Change

«Change /«Change / Creativity Tension»Creativity Tension» VisionVisionCurrentCurrentRealityReality

Ending“Letting Go”

Preparing

Phases of Change

Source: Bridges

«Change /«Change / Creativity Tension»Creativity Tension» VisionVisionCurrentCurrentRealityReality

Ending“Letting Go”

Transition“No-man land”

Preparing Managing

Phases of Change

«Change /«Change / Creativity Tension»Creativity Tension» VisionVisionCurrentCurrentRealityReality

Ending“Letting Go”

Transition“No-man land”

New Beginning

Preparing Managing Reinforce

Phases of Change

Impact

People are uncomfortable with …but prefer the current state

DisorientationDisorientation- Anxiety

- Self-Criticism

- Collusive Relationships

Impact

Transition stage creates stress and anxiety

ExplorationExploration- Insight

- Avoidance

- Undirected energy

ReorientationReorientation- Conflict

- Realization of loss

Impact

The future state is unknown or not well understood

EquilibriumEquilibrium- Discovery-hopeful-skeptical

- Acceptance-impatience

- Trusting-enthusiasm

Why Change Management?Increase probability of project success

Speed of adoption of the change

Ultimate utilization - buy in

Proficiency – individuals performing at the level expected

Manage resistance/adoption to change

Source: Prosci

Facts

“Over the last 15 years, the amount of major change in organizations that failed has remained constant at 70%”

Maurer (2010), Keller & Aiken, (2008)

Why project fail?

1- Sponsors don’t express, model and reinforce the change2- Change Saturation – many changes at the same time3- Success definition (time, budget) vs implementation4- Not clear change definition5- Project plan not including change management6- Don’t learn the lessons from the past7- Change agents? Change roles not clear or enough8- Lack skills to manage resistance9- Not building readiness early enough10- One way communication plans

Source: Implementation Acceleration – Implementation Management Association

Effective Change Management requires two perspectives

23

Communications

Resistance/Concern Management

Coaching

What we are trying to achieve:

having each person go

through the phases of change

What we do:

Change Management

Sponsor Roadmap- Engagement

Impact and Resistance Management

Most usually forgotten steps

Most usually neglected activities

Coaching

Education Training

Sponsor Roadmap- Engagement

Best Practices In Use

PROJECT MANAGER – YOU, AS CHANGE AGENT

Believe you can make the differenceUse yourself as an instrument of changeDetach yourself from « the system »Be passionate, patient, flexible and LISTEN!

Identify and measure the personal and organizational impact of change in your project

Change

Why change? What is changing?Where? Who is impacted? When?How?

Impact Assessment how to?

1- Define the extent of the change proposed 2- Determine key differences between the as is and to-be3- Focus on the possible effects of the key differences from step #2 & on the transition possible effects4- Sort and prioritize the possible effects (#3) from the key differences (#2) based on risk and possibility 5- Document the changes and define action plan (engagement, training, education, communication, etc)

Stakeholders Assessment

Stakeholder concept:“A stakeholder is defined as any individual, group or

organization that can affect, be affected by, or perceive itself to be affected by a change initiative”

Source: Cabinet Office 2011

High

Low High

Pow

erPo

wer

InterestInterest

Keep Satisfied

ManageClosely

Monitor KeepInformed

Power / Interest

Stakeholder Matrix

Stakeholder Analysis

None Search & Reports Creation, Workflow, Search & Reports

POWER to influence

USAGE

User Group Size

XXXX

Stakeholder Management…

“We are in the position to influence over an individual, a group or an organization, but who has

NO DIRECT POWER to make changes or implement”

“One can help a human system to help itself”

“Influence who has influence”

“Working Through Conflict”, J.Folger

Identify and deal with resistance

Actions taken by individuals and groups when they perceive an

ongoing change as a threat to them.

Resistance

Team Dynamics

• Who are the resisters

• How to deal with resistance

Dealing with resistance

10%

80% 10%Innovators Early

AdoptersLate

AdoptersResisters

The Driver The FrontPassenger

The Rear Passenger The Tag-Along

The Driver:“The innovator who is waiting for change”

The Passenger:“Early adopter who will listen and get onboard if there is good leadership”

The Rear Passenger:“Late adopter who will stay in the backseat and wait and see”

The Tag-Along:“Resists change, disengages and eventually leaves”

Fortune 500 says 3 things about RESISTANCE

1. Resistance is the primary reason changes failed; not technical skills, not resources

2. People don’t see that they are resisting; they often see it as survival

3. Resistance is often a reaction to the way the change is led

In a survey done in 2007

Four Types of Resistance to Change…

People truly believe, based on their own information and that the diagnosis and action plan are wrong.

CognitivePeople believe that the proposed change violates fundamental values that have made the organization what it is.

Ideological

People are reticent to try new things based on their emotions due to past experience they have a low level of tolerance for the uncertainty.

PsychologicalPeople perceive that the proposed change will lead to a loss of power or autonomy.

Power Driven

Team Dynamics

Tactics for Managing Resistance

Type of Resistance

Cognitive (Information)

Ideological(Values)

Power Driven(Lost of power)

Psychological(Emotions)

How-to Guide

• Listen with an open mind – they might be right• Provide them with information: ex: Case for change• Answer their questions

• Make the new values positive • Reformulate organizational strengths to fit the new

direction• Anchor your change in forgotten historical values

• Validate if it is a perception or a real lost of power• If real build support with the senior executive group to

address it properly – build plan for the future

• Make clear “what’s in it for me”• Provide moral support• Celebrate early success

Team Dynamics

Resistance Management Tips

Invest in documenting and analyzing impacts - analyze (role, function, process, job)Diagnose why people are resisting, adapt your strategyDon’t underestimate middle management!LISTEN

7 Tips for Managing Resistance

Team Dynamics

1. Expect it

APPLY CHANGE MANAGEMENT EARLY IN A PROJECT

2. Identify the Root Cause 3. Address it Formally

4. Active and Visible Participation of Sponsor5. Communicate: Need for Change, Impacts &Benefits (WIIFM)

6. Include Middle Management in an active role

7.

Engage your Sponsor

Executive Leader who has overall authority:

- Legitimizes and approves change- Has control (or power) over necessary

people and resources.

Sponsor

Why is the Sponsor so important?

WHAT HAPPENS WITHOUT STRONG SPONSORSHIP?Delay in the project due to misalignment

More user resistance, more difficult adoption

Lack of Business ownership, more effort from the project team

Overall, no achievement of the expected return on investment

Sponsor Roadmap-Engagement

• Identify key leaders - Sponsors • Link leader’s heart/values/interest with

the « core » of your project•Show them « the way »•Have one-on-one and face-to-face

customized meetings, to ensure buy-in•Nurture a « coalition of sponsors »

Example of a Sponsor Engagement Roadmap with Implementation Quality Gates within our IT PLM Projects

GATE 1 GATE 2 GATE 3 GATE 4(as many as required)

GATE 5 GATE 6

Preliminary Project Charter

Detailed Solution Selection

Final Project Charter

Detailed People Change Mgt Plan

Deployment Go / no-go

Transition to Sustainment

Detailed Analysis Implementation

Problem documented (High-level requirement)Preliminary Stakeholder list, including sponsorHigh-Level Case for Change, includes value statement & impactEnsure it’s a Business PriorityAlign on governance

Recommended detailed Solution : benefits / value defined, impacts, risks, key success factors, KPI defined for value identification Stakeholder list with an evaluated level of Business engagementGovernance in place

Overall Change Management StrategyProject Statement with plan & budget agreement, with level of involvement of the Business going forward and RASCIStakeholder list with level of engagement measured

Change Management detailed Strategy & drafted plan

Satisfactory UAT resultSupport Model ready for stabilization & sustainmentGo / No Go for deployment (Business readiness)

Stabilization completed, Support Model in Sustainment in place within the Business Usage & KPI measure by the Business (did we solve the Business problem?)

Sign Preliminary Project Charter

Approve Solution Selection

Sign Final Project Charter

Approve the Strategy

Give the Go to deploy

Approve Closure Project Statement

Now what?Define a detailed

solution

Now what?Plan the project

Now what?Develop & Plan Implementation

Now what?Continue Development & Execute Implementation

Now what?Deploy

Now what?Close the project & Sustain the solution

Other Change Management aspects

Communications

Strong Case for ChangeUse same key messages through the projectBe creative and systematicMaximize tools and venues in placeUse videos, media… teasers. Etc.

Education and Training

Don’t underestimate the effort/investment requiredExperience LearningInteractive approach

Coaching & Support Model

Ask the right questionsSupport with your “heart” Be genuine – no personal interestThink “sustainment” and “turn-over”

Develop a change management plan integrated with your project plan

Change Management Plan integrated with the Project Plan

CONFIDENTIAL –

PMO Phases

Lean Methodology

Leadership Engagement & Project Scoping

Business Analysis

Communication

Education & Training

Phase 2Phase 2

Customer Customer Solution StrategySolution Strategy

Phase 4

Realization

Phase 5

FinalPreparation

Phase 6

Stabilization

Phase 7

Project Closure

Phase 3Phase 3

BlueprinBlueprintt

Realization & Final PreparationEvaluation Delta Requirements

Project Readiness

Go-Live & Support

Build CM Strategy &

Project Plan

Define Detailed Requirements& Solution

Define Engagement

Strategy

Define & Communicate People Impacts

Build and Deploy Communication Strategy & Action Plan

Support Site’s Engagement Activities

Define Education & Training Strategy

Test

Assess End-User Readiness

On-board Power-Users

Develop and / or Update Training Material

Sus

tain

men

t

Prepare and Deploy Training

BA CM

Phase 1Phase 1

OpportunityOpportunity

Gate 1 Gate 2 Gate 3 Go-Live

Define High-Level Requirements &

Solution

Requirements & Solution Sign-Off

Phase 0Phase 0

DemandDemand

Explore & Influence Business Opportunities

Build Case for Change

Define Stakeholder & Impact Map

On-Site Support

LessonsLearned

User “How To”Support

Change Management Plan integrated with the Project Plan(example in IT projects)

Knowledge Area Process A.Initiating Process Group

B.Planning C.Executing D.Monitoring and

ControlingE.Closing

4

Project Management Integration A.4.1 Provide CM input for project charter A.4.2 Build CM case for+D5 change

B.4.1 Develop CM project plan, integrated with

the PM

C.4.1 High Level Impact Analysis C.4.2 Leadership commitment assessment (readiness) C.4.3 Build an education -training strategy (if applicable)- plan an deployment

D.4.1 Readiness

assessment

H.4.1 Post project CM assessment

5

Project Scope Management B.5.2 Stakeholder

analysis B.5.3 High level

Change Management

Strategy

C.4.2 Change Management Scope Assessment

E.5 Lessons Learned

6Project Time Management

7

Project Cost Management B.7.4 Cost estimating

Change Management

Activities

8Project Quality Mangement

On-Going

9

Project Human Ressource Management

10

Project Communication Management

B.7.5 Short Term communicatin

Activities

F.10.1 Develop a communication strategy

#NAME?

11Project Risk Management

B.5 Change Management Risk Analysis

12Project Procurement Management

11 ll

Project Management Process Groups

Key Change Management Elements in your projects

Case for changeChange Management Strategy/planStakeholder mapImpact Analysis/riskCommunication- Leadership engagement strategyEducation and Training –strategy – planFrom Learning to Action planSupport and sustainment planChange Readiness

Change

Why change? Case for Change What is changing? Impact AnalysisWhere? Impact AnalysisWho is impacted? Stakeholder Map – Org Impact AnalysisWhen? CM and PM PlansHow? Change Management Strategy –Transition strategy definition - Communication, Education & engagement

Insights…

“ The secret of making something work in your life is the deep desire to make it work – the faith and belief that it can work- then to hold that clear

definite vision and see it working out step by step without doubt or disbelief. ”

-Eileen Caddy