ChgMgmt_fall09

7/27/2019 ChgMgmt_fall09

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Afragile world economy

has given birth to an

era of unprecedented

change. The usual nudge to manage

costs has turned into a major push.

Contact centers must pursue significantorganizational, process and technology

projects to address this business reality.

Although project management (PM) skills and

resources are obvious requirements, change

management (CM) is the key to success.

By Lori Bocklund and Lori Fraser

Integrating

into Projects

forTrueSuccess

Change Management

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FALL 2009 CUSTOMER RELATIONSHIP MANAGEMENT 15

The Limitations of Project ManagementProject management addresses the technical or task side

o a change. Project Managers use their training and experi-ence to create detailed project plans and measure progress bycompleting tasks on time and within budget. They declarevictory (and generally move on to the next thing) when

the new technology and processes are in place, the sta istrained and the organizational charts are redrawn. But is theproject really done or, more importantly, a success?

In the example shown in Figure 1, the key projectgoal is to reduce the cost-per-contact using a combina-tion o technology and process changes. The businesscase reects the usual optimism that costs will drop at theconclusion o the project. In reality, costs oten creep upas people adapt to change and establish new work habits.The business beneft occurs afterthe project completes.

Technologies, processes, organizational charts andtraining sessions may reect expert design, but its thecustomer service representatives and supervisors who

make or break the bottom-line results. They comprise 67-76% o the typical contact center budget.1They are themeans through which projects realize increased revenue,decreased cost, improved product or service delivery andreduced error rates. And theyve got to gets their headswrapped around the change and adjust personally andproessionally to make it happen. In act, you need to set

your sights beyond mere compliance with a new protocol.You want to see the business results as soon as possible.

The Importance of Change ManagementChange management is a structured process that rallies

support or change at all levels o the organization while

building the knowledge, skills and incentives to sustainit. It is thepeople side of change. Best practices data rom re-search company Proscis recently updated comprehensivebenchmark study reveals that projects with poor changemanagement stay on schedule or meet desired outcomesonly 16% o the time. Prosci ound a 95% chance o

project successdefned as meeting or exceeding projectobjectiveswhen using excellent change management.Projects with excellent change management are on orahead o schedule 72% o the time.2

I the research does not convince you to implementchange management, take a critical look at your recentprojects and ask three key questions: What were the project expectations at the start? What were the side eects during the project? What did you achieve at project completion?

I youre like most companies, you will discover poorlydefned or overly optimistic expectations, painul executionprocesses, missed deadlines, cost overruns and key sta depar-

tures. You will fnd lengthy intervals to realize benefts, orworse, missed expectations. You may even fnd that no oneollowed up to measure success ater project completion.

Change management addresses these issues and createstrue accountability or project success. To be clear: itsnot a substitute or project management. You need bothproject management and change management to addressproject needs and help people with the changes anyproject creates. Change management becomes the multi-plier, enhancing project management success by engagingpeople to make project changes a reality. By combiningproject management with change management, the sum is

greater than the individual components.

Essential CM ElementsChange management is a proactive

and comprehensive approach built intothe project, starting as early as possible. Achange management plan defnes employeeneeds regarding the change. It assessesbarriers to acceptance and addresses themthrough eective communication andeducation. It enhances employee trainingon processes and technologies by validatingemployee ability to apply newly acquired

knowledge and skills consistently. It rein-orces training through key perormanceindicator tracking to assess outcomes andadjust as needed. Finally, change manage-ment systematizes employee coaching andosters periodic success celebrations.

Now that youve got some idea o whatchange management is, lets be clear onwhat it is not. It is nota last-minute processwhereby the team gets some quick train-ing, a memo and a mug with the project

Figure 1: Typical Result Gaps Show the Realities of Project Completion

$3

$4

$5

$6

$7

Pre-project During project Project complete Benefits achieved

Project Stage

Projected

Actual

Done

here?

Done

here!

NO!

CostperContact


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name on it. It is nota meaningless exhibition o corporatecheerleading. It is notdamage control. Rather, it is themeans through which you weave your centers crucial

assetsyour peopleinto the abric o organizationaltransition to create a win-win orallstakeholders.

Figure 2 provides an example o integrated projectmanagement and change management activities, whichresearch shows leads to greater project success. The optimalteam involves a designated Project Manageranda ChangeManager, although a properly trained individual couldhave dual responsibility or smaller initiatives. However theroles are defned, they work hand-in-hand to orge a uni-fed plan. Tasks anticipate and account or the people sideo the equation. Change management ensures accountabil-ity or the business objectives that drive the tasks.

Embedding Change Management into ProjectsHere are three key steps to embed change manage-

ment into your next project:

1. Get buy-in to change managementEducate your executives on change

management and clariy the dierencebetween project management andchange management. Use researchdata to demonstrate the value o

change management. Anticipatetheir reactions and prepare your re-sponses. (See sidebar: Change Man-agement Chain Reactions, p.17)

2. Leverage staff from the trenchesEnroll an executive sponsor, key

stakeholders and rontline sta (agentsand supervisors) on your change manage-ment team. Sponsors play a vital role in

promoting the initiative across the organization. Key stake-holders acilitate all elements o change management andidentiy synergies within and between teams and depart-

ments. Frontline involvement ensures the rubber meetsthe road with all projects. They carry the real worldview o past successes and ailures and oer insights onhow to successully execute changes in your organization.(See sidebar: Diering Views, below)

3. Use a structured change management methodologyAddress executive and employee ears about touchy-

eely activities by using a proven change managementmethodology. Describe the approach, the link to measur-able outcomes and the research and examples that proveits eectiveness. (See Resources, p. 18)

Proceeding Even When Support Is LimitedIdeally, you obtain executive buy-in or applying a ull

change management methodology to minimize risks andincrease your chances o success. Unortunately, not every

DIFFERING VIEWS FROM CHANGERS AND CHANGEES

Comments about change management reveal different views of the change experience. Aligning executive and frontline employeeviews minimizes cost overruns and project delays occurring due to employee resistance, lower productivity and key staff departures.

Executive view Frontline staff viewWe change all the time around herewere good at it. Were not so good at change.

The implication: We change, therefore we are good atchange.

The implication: We struggle here in the trenches.

We already do Change Management. We dont really do much change managementall we got on our last project was a memoor training.

The implication: We apply a defined, structured methodology. The implication: We dont understand our approach tochanges, what were doing and why.

Define

PM Tasks

StrategyScopeVision

Business Case/ROI

CM Tasks

AssessmentTriggers

RisksStrategy

Plan

PM Tasks

RequirementsBuy/Build

Select/DefineRefine ROI

CM Tasks

TeamDefine Model/

Method, BarriersPlan

Communicate

Implement

PM Tasks

Project PlanDesignDevelopIntegrate

Test

PilotRollout

CM Tasks

InvolveCommunicate

TrainValidateManage

Support

PM Tasks

MonitorMaintain

Manage/ApplyValidate ROI

CM Tasks

CoachAssess KPIs

Fill GapsTake ActionCelebrate

Figure 2: Integrated Project Management and Change Management Plan


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FALL 2009 CUSTOMER RELATIONSHIP MANAGEMENT 17

organization will receive ull executive support and ap-proval or resources or change management. How do youproceed knowing you need both project management andchange management or project success?

Determine where your organization alls on theChange Management Spectrum shown in Figure 3.

Identiy the level o executive commitment and resourcesyou can leverage and map out a plan or your organiza-tion. Establish what will workor your culture, orga-nization, history and the specifc project characteristics.Apply change management to whatever degree you canwithin your environment.

When all else ails, something is better than nothing:use covert change management tactics. For example, reerto change management by another name (such as Com-munication Plan), incorporate project training intoannual training, engage rontline supervisors and manag-ers in special coaching eorts or fnd someone to step upto act as a sponsor i needed. Assess risks such as limited

leadership buy-in, inadequate resources, resistant em-ployees, key sta departuresand devise plans to addressthem. Applying change management to any degree willhelp employees navigate change and begin educating theorganization on the value o change management.

You Are the Key to Project SuccessChange is certain. In uncertain times, raise the level

o your game to make sure you achieve target outcomes

or each project in your call center. Get past the tempta-tion to merely survive. Become an advocate o changemanagement and watch your center thrive!

Consider this question the next time you implementany type o change to reduce costs or improve customer

service: Are our results derived rom new systems, processesand organizational changes or are they a result o how ouremployees can work dierently? I the answer is the latter,then every change project you do going orward should:1. Plan or change management (be a change sponsor

yoursel)2. Budget or change management as part o the project3. Begin change management earlyright at the beginning

i possible

CHANGE MANAGEMENT CHAIN REACTIONS

While reactions to change management vary, the table below provides responses to common objections.

Scenario Typical Arguments Your Response

Whats CM? I havent heard of it, so its not important tothe project

Why do we need that?

CM manages the people side of change(Remember: Staff represents 67-76% ofthe budget)

We already do CM We already do IT Change Management Project Management Training

Communication

IT change management is version control,not CM

PM focuses on technology or processtasksnot people

Training is just one CM component Communication is a multi-step process andonly one component in a multi-prongedchange management approach

We dont need CM Weve told them the plantheyll do it (orelse)

Were not going to do that touchy feely stuff

Demanding does not work over age 8 CM aids key staff retention Let me show you our structured methodology

We cant afford CM Budgets are tight Its not in the project budget

Without good CM, projects meet targetoutcomes only 17% of the time

We cant afford notto do CM

As much CM as youcan sneak in

Whatever resourcesyou can muster

No leadershipbuy-in but do whatyou can

Some CM activities

Project resources orothers pitch in

Selectively appliedwhere most needed

Structured CMprocess

Trained resources

Inherent part ofevery project

Covert Operations Nirvana

Figure 3: The CM Spectrum from Covert Operations to Nirvana


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4. Integrate change management with project management5. Declare your project fnished only when you achieve

the business resultsand celebrate that success withyour employees! CRM

notes

1. Lori Bocklund and Brian Hinton, Cost Structure and Distributionin Todays Contact Centers, White Paper, March 2008.

2. Prosci Benchmarking Report, Best Practices in Change

Management, 2009.

Lori Bocklund is President of Strategic Con-tact, an independent consulting firm thathelps companies optimize the strategicvalue of their customer contact technologyand operations. Strategic Contact helpscompanies develop and execute planstied to business goals. Lori is a recognized

industry leader in contact center strategy, technology andoperations. She has over 20 years of experience in the callcenter industry, 16 of them as a consultant. She shares herknowledge and experience through speaking engagements,articles, a two-day call center technology course and herbookCall Center Technology Demystified (Call Center Press).Lori is certified in change management with Prosci.

Lori Fraser is an enthusiastic contactcenter leader and is certified with CIAC asa Contact Center Management Consultant(CCMC) and with Prosci in Change Man-agement methodologies and tools. Herprimary focus is on contact center people,

processes and the training needed tohelp them accomplish their strategic goals with the help oftechnology and sound business processes. Lori has over20 years experience in leading sales, customer service andtechnical support teams in both the USA and in Europe.

RESOURCES

Get educated on Change Management. For moreinformation and resources on Change Management,see these web sites:

www.change-management.comwww.wmbridges.comwww.lamarsh.com

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ChgMgmt_fall09