Download pptx - Change management lunch n learn session 1 09 28 2012

Got Any Change, Mister?New perspectives on change management

Part 1September 28, 2012

The Compulsory DilbertAll the right words, but …

Source: Dilbert by Scott Adams - July 11, 2010

Today’s Agenda

• Putting “change” in perspective• Where is change in the PMBOK?• Elements of change management• Tools and resources – a preview

"The rate of change is not going to slow down anytime soon.“ - John P. Kotter

What’s Change(d)?

• Your role in the Clerk’s office• Your perspective on “change”• Your goal(s) for this lunch n’ learn series

“There are still some executives who are waiting for things to return to ‘normal.’ It's not going to happen. Constant change is the new normal.” - Scott Anthony

What is Change Management?

• Change management is the process, tools and techniques to manage the people-side of change to achieve the required business outcome.

• Change management incorporates the organizational tools that can be utilized to help individuals make successful personal transitions resulting in the adoption and realization of change.

Source: Prosci

Ready … Set … Change!

Time

Resistance is … ?

• Why do people resist change?

Rational Technical side: What needs to happen?

Emotional Human side: What happens to me?

"People don't resist change. They resist being changed!"— Peter Senge

Why Do People Resist Change?

• Organizational culture and/or climate

• Job security at risk• Fear of the unknown• Fear of failure

• Rewards disconnect• Lack of trust• Previous experiences• Timing and conflicting

priorities

“Change all you want, just know that execution happens at the speed of making sense.” - Bill Jensen

Three Key Ingredients

Source: Organizational Change Management – Luc Gallopin

WTF: What the FUH … FUD?

FUD

earncertaintyoubt

Predictors of Failure?

Source: The McKinsey Quarterly (June 2006) global survey of business executives. Organizing for successful change management.

Organizations that failed to execute change management

Organizations that successfully executed change management

Predictors of Failure?


The 11 most unsuccessful companies in the McKinsey study had poor change management, which showed up as the following:

• Lack of commitment and follow through by senior executives;

• Defective project management skills among middle managers;

• Lack of training of and confusion among frontline employees.

Determinants of Success?


Organizations that failed to execute change management

Organizations that successfully executed change management

Determinants of Success?


The 11 most successful companies in the study had excellent change management programs:

• Senior and middle managers and frontline employees were all involved;

• Everyone’s responsibilities were clear;• Reasons for the project were understood and

accepted throughout the organization.

Let’s Talk PMBOK …

• Initiating• Planning• Executing

–Monitoring/Controlling• Closing

Project Risk

Medium Risk

High Risk

Low Risk

Medium Risk

Change Resistant

Change Ready

Small/Minor, Incremental

Large-scale, Disruptive

Culture

Scope/Scale

Where Does “Change” Go?

Source: Prosci

Where Does “Change” Go?

In a Nutshell …Element: Goal or objective:

"The Change" To improve the organization in some fashion - for instance reducing costs, improving revenues, solving problems, seizing opportunities, aligning work and strategy, streamlining information flow within the organization

Project Management

To develop a set of specific plans and actions to achieve "the change" given time, cost and scope constraints and to utilize resources effectively (managing the 'technical' side of the change)

Change Management

To apply a systematic approach to helping the individuals impacted by "the change" to be successful by building support, addressing resistance and developing the required knowledge and ability to implement the change (managing the 'people' side of the change)

Source: Prosci

So, Where Are WE Today?

1. Ad-hoc or absent2. Isolated or inconsistent3. Frequent, with promising practices4. Standard Operating Procedure (SOP), consistent5. A core competency and best practice model

Our use of change management is …

Another Dilbert …The project manager’s nightmare

Source: Dilbert by Scott Adams - October 23, 1994

Let’s Not …

• Start without a strategy

• Forget to make a compelling case for change

• Ignore the culture

• Confuse “stroke of the pen” with “behavioral change” initiatives

• Ignore the human element of change

• Start too late

Let’s Try This Instead …

• Develop a short-term and long-term strategy from “as is” – “to be”

• Convey a sense of urgency

• Leverage the culture

• Ensure strong sponsorship and support

• Be proactive when it comes to people

• Begin the change management process now

Preview of What’s Next

• Preparing for change• Managing the change• Reinforcing change

ADKAR (Prosci Method)

• Awareness• Desire• Knowledge• Ability• Reinforcement

The “why” of change – need Willingness to be part of the

changeThe “how” of change - skills(and) Opportunity to implementSustain the change


Awareness • Access to information (strategy, vision, goals)• Input/feedback from customers and stakeholders• Communication – not a one time event

Desire • Let go of the status quo• Demonstrate leadership, executive support• Shared vision for the future state

Knowledge • Tools and resources• Training (formal and informal)• Active involvement

Ability • Environment to apply new tools, approach• Coaching and mentoring• Accountability at the team, organization level

Reinforcement • Celebrating victories• Reward and recognition• “Total rewards” and performance management


• Awareness• Desire• Knowledge• Ability• Reinforcement

Change readiness/assessmentChange management communicationSponsor roadmapTraining and coachingResistance management

Wrap UpQuestions and answers …

September 28, 2012