Session led by CIO

1

Improving Change Enablement:Program Sponsorship Awareness

Session

Agenda

2

Discuss criticality of sponsorshipReview what makes a sponsor effectiveShare program sponsorship expectationsShare more about Change Management as

a discipline

Program Sponsors

3

Regulatory & Risk Management Operations

• Re-architect Security (Phil)• Wireless Local Area Network (Barb)• File Share Access Security Remediation (Kim)• McAfee Anti-Virus (Joy)• e-Discovery (Barb)

• Re-architect Server Platform (Sam)• IT Service Management (Phil)• Go to Green (Fred)• Re-architect Desktop • Data Center Move (Phil)• Re-architect Network, Monitoring and End User

Experience (Kay)• Email Infrastructure Upgrade (Sam)

Growth Innovation

• Geographic Expansion (Barb)• ABH Integration (Bill)• Japan Local Operating Company (Sam)

• ERP Program (Phil)• SharePoint 2010 Upgrade (Kim)• Information Architecture Improvements (Fay)

Criticality of Program Sponsorship

4

Prosci’s Project Change Triangle (PCT)Copyright Prosci 2009.

Program success hinges on IT being effective in 3 competencies.

Success means reaching our objectives on time and on budget – providing value to our end users.

Your role…

Prosci’s Project Change Triangle - Copyright Prosci 2009

5

© Prosci. From Prosci’s 2009 Best Practices in Change Management benchmarking report

Correlation of sponsor effectiveness to meeting project objectives

36%40%

70%

86%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Sponsor was veryineffective

(average score <2)

Sponsor wasineffective

(average scorebetween 2 and 3)

Sponsor was effective

(average scorebetween 3 and 4)

Sponsor was veryeffective

(average score over 4)

Sponsor effectiveness rating average

Per

cen

t o

f re

spo

nden

ts t

hat

me

t or

exc

eede

d p

roje

ct o

bje

ctiv

es

Studies show..

as effective sponsorship increases…

so does the achievement of program objectives.

Criticality of Program Sponsorship

What makes a Program Sponsor effective?

6

Participate actively and visibly throughout the program / project

Hold your teams accountable for results (define objectives, conducted ongoing reviews)

Ensure program has the right team members, budget and resources for success

Build a coalition of sponsorship with peers and managersCommunicate to employees and managers

See the IT Project / Program roles and responsibilities matrix on SharePoint.

IT Quarterly Report to Executives

7

Report changed from monthly (2011), to quarterly (2012)

Updates will be due 3 business days after the close of the quarter You will receive a reminder email 5 business days

prior to the due date with directions on providing updates

Each sponsor will be asked to provide content.End Date is when users or company will realize value.

End date needs to stay consistent to build credibility.

Program Sponsorship – “How to’s”

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How does a Sponsor actively participate and remain visible throughout the program / project? Attend status meetings, be accessible to the team. Hold your teams accountable for results (define objectives, conducted ongoing

reviews). Be involved in critical decision making. Ensure program has the right team members, budget and resources for success.

How does a Sponsor build a coalition with peers and managers to help support the change? Create awareness of the need for change, built support and follow up. Create a sponsorship cascade with managers; ensure that they are building support

with their direct reports. Provided frequent updates and status information; listen to and address concerns. Sponsor the change upward

How does a sponsor effectively communicate to employees and managers? Be visible to employees; effectively communicate why change is happening, the risks

of not changing and the vision Enable communications to be two-way (allow for feedback and question/answer

sessions). Communicate frequently throughout the project. Interact effectively with managers; help them create and communicate a consistent

message to employees.

Prosci’s Effective Sponsorship of Change - Copyright Prosci 2009

SummaryIt’s extremely important that we manage

change effectively and Program Sponsors play a critical role

I’m counting on each of you to lead by example and be active and engaged sponsors for your teams

The dates we publish to executives needs to be managed to closely and reflect when value of change will be realized

9

10

Prosci Change Management Maturity Model™

People-dependent without any formal practices or plans

Many different tactics used

inconsistently

Examples of best practices evident

Selection of common approach

Continuous process

improvement in place

Highest rate of project failure, turnover and

productivity loss

Little or no change management appliedAdhoc or

AbsentLevel 1

Some elements of change management are being applied in isolated projects

Isolated

ProjectsLevel 2

Comprehensive approach for managing change is being applied in multiple projects

Multiple

ProjectsLevel 3

Organization-wide standards and methods are broadly deployed for managing and

leading change

Organizational

StandardsLevel 4

Highest profitability and responsiveness

Change management competency is evident in all levels of the organization and is part of the organization’s intellectual property and

competitive edge

Organizational CompetencyLevel 5

People-dependent without any formal practices or plans

Many different tactics used

inconsistently

Examples of best practices evident

Selection of common approach

Continuous process

improvement in place

Highest rate of project failure, turnover and

productivity loss

Little or no change management appliedAdhoc or

AbsentLevel 1

Some elements of change management are being applied in isolated projects

Isolated

ProjectsLevel 2

Comprehensive approach for managing change is being applied in multiple projects

Multiple

ProjectsLevel 3

Organization-wide standards and methods are broadly deployed for managing and

leading change

Organizational

StandardsLevel 4

Highest profitability and responsiveness

Change management competency is evident in all levels of the organization and is part of the organization’s intellectual property and

competitive edge

Organizational CompetencyLevel 5

Copyright Prosci 2009

11

Who “Does” Change Management?

Each ‘gear’ plays a specific role based on how they are related to organizational change

Middle managersand supervisors

Middle managersand supervisors

Changemanagement resource/team

Changemanagement resource/team

Executives andsenior managersExecutives andsenior managers

Project team

Project team

Projectsupport

functions

Projectsupport

functions

Copyright Prosci 2009

12

Key Roles in Change Management

Employee-facing

Executives and senior leaders – fulfilling the role of sponsors of change

Middle managers and supervisors – fulfilling the role of coach for their direct reports

Enabling

Change management resource or team – applying a structured approach and enabling others

Project team – integrating the “people side” of change

Middle managersand supervisors

Middle managersand supervisors

Changemanagement resource/team

Changemanagement resource/team

Executives andsenior managersExecutives andsenior managers

Project team

Project team

Projectsupport

functions

Projectsupport

functions

Copyright Prosci 2009

13

Integrating Project & Change Management

Complimentary disciplines with a common objective

Solution is designed, developed and delivered effectively

(Technical side)

Solution is embraced, adopted and utilized effectively

(People side)

= SUCCESS

+

Project management

Change management

Current Transition FutureCurrent Transition Future

Copyright Prosci 2009

14

Integrating Project & Change Management

Focus:Technical side of moving from current state to future state

Focus:People side of moving from current state to future state

Process:

• Initiation• Planning• Executing• Monitoring/

controlling• Closing

Process:

• Preparing for change• Managing change• Reinforcing change

Tools:

• Statement of work• Project charter• Business case • Work breakdown structure• Budget estimations• Resource allocation• Schedule • Tracking

Tools:

• Individual change model• Readiness assessment • Communication plans • Sponsorship roadmaps• Coaching plans• Training plans• Resistance management • Reinforcement

Current Transition FutureCurrent Transition Future

Project management

Change management

Prosci copyright 2009.