Transition/Change Management How You Can Improve Project Success Continuity Consulting, Inc. Transition/Change Management How You Can Improve Project Success PMO Forum – Sacramento Valley Chapter August 26, 2009 Barry Vroom, PMP

Agenda What is Transition/Change Management (TCM)? Why do TCM? ADKAR Model TCM Process

What is Transition/Change Management (TCM)?

What is Transition/Change Management? Transition/Change Management is: The set of processes, tools, and practices used to manage the people side of change. The effort to increase understanding, willingness, and readiness to help employees make the successful transition to change.

Transition/Change Management Applies to Any Business Change Business Process Design Technology/System upgrades Restructuring Expansion or downsizing Business Model Changes Job redesign Changes that impact suppliers Changes that impact customers

The reality we must deal with…. Personal implications and risk Business issues and the need for change

What management says is not always what the employees hear… We need to restructure the organization and change our business processes to become more efficient. Will I still have a job? Am I going to have to do more work? What’s in it for me? I don’t want to change. I’m comfortable with the way things are.

There are both Organizational and Individual Changes How our organization operates today How our organization will operate after the change is implemented Current Transition Future Organizational Change How I will do my job after the change is implemented How I do my job today Current Transition Future Individual Change You can’t manage change at an organizational level until you know how to manage change with a single individual

Change vs. Transition Change is situational. Deals with an event such as restructuring an organization. Change happens whenever something stops or starts in our lives. Change is external. Transition is psychological. The process people go through to come to terms with a new situation. Transition is internal and takes longer than change. Change Transition Starting the job Moving out of home The wedding Adapting to your new role Learning to live on your own Learning to live with your spouse

The Transition Process New Beginnings Endings Engagement Denial Acceptance Anxiety Adaptation Hope Testing Understanding Possibility Skepticism Hurt Shock Fear Anger Frustration Chaos Confusion Stress Ambivalence Neutral Zone Adapted from Bridges, William Managing Transitions – Making The Most of Change Da Capo Press

TCM helps move the organization through the “Neutral Zone” New Beginnings Endings Neutral Zone 11 11

Critical Elements for Successful Change Initiatives Leadership/ Sponsorship Provides guidance and governance Projects meet objectives Projects finish on time and on budget Return on investment (ROI) realized Gives structure to the technical side of change Supports the people side of change Project Management Transition/Change Management All three elements must be present for project success Adapted from Prosci Change Management Learning Center

TCM resides within Project Management Project Management Process Groups Transition/Change Management Processes Initiation Management Strategy Change Management Team Sponsorship Model Planning Change Management Plans Execution Implement Change Management Plan Monitoring & Controlling Feedback Gap Analysis Implement corrective action Manage Resistance Closing Conduct after-action reviews

Why do Transition/Change Management?

Quantitative Arguments Multiple studies show a direct correlation between: How well an organization manages change and How successful they are in meeting project business objectives and project schedules

Correlation Analysis Participants who met or exceeded OBJECTIVES Participants who were on or ahead of SCHEDULE Poor Fair Good Excellent Poor Fair Good Excellent Overall effectiveness of change management program Overall effectiveness of change management program Managing change effectively increases your chances of success Data from Prosci Best Practices in Change Management Benchmarking Report 2007

Greatest Contributors to Change Management Program Success Active and visible executive sponsorship Structured change management approach Frequent and open communications Dedicated resources for change management Employee participation Data from Prosci Best Practices in Change Management Benchmarking Report 2007

Greatest Obstacles to Change Management Program Success Ineffective change sponsorship from senior leaders Resistance to the change from employees Poor support and alignment with middle management Lack of change management resources and planning Data from Prosci Best Practices in Change Management Benchmarking Report 2007

Building Blocks of Successful Change ADKAR Model Building Blocks of Successful Change © Prosci 2008

The Five Building Blocks of Successful Change Awareness of the need for change Desire to participate and support the change Knowledge on how to change Ability to implement required skills and behaviors Reinforcement to sustain the change Success with change requires all elements of the ADKAR model to be present

Applying ADKAR to different organizational changes Change with one person… Or five people… Or twenty people… R A K D Or 1000 people… Adapted from Prosci Change Management Learning Center

Not everyone changes at the same pace D K R Person A A D K R Person B A D K R Person C A D K R Person D A D K R Person E A D K R Person F A D K R Person G A D K R Person H A D K R Person I Adapted from Prosci Change Management Learning Center

Managing Change Awareness Desire (Willingness) Knowledge Ability Desired outcomes Awareness Assessments Communications Sponsorship Training Coaching Resistance Management Evaluation Recognition Desire (Willingness) Change Management Plan Knowledge Change Characteristics Organizational Attributes Ability Reinforcement

Transition/Change Management Process

Transition/Change Management Process A structured process for managing change Phase 1 Phase 2 Phase 3 Prepare for Change Define change management strategy Prepare change team Develop sponsorship model Manage Change Develop change management plan Take action and implement plan Reinforce Change Collect and analyze feedback Diagnose gaps and manage resistance Implement corrective actions Celebrate success Adapted from Prosci Change Management Learning Center

Phase 1 – Prepare for Change Outputs: Understanding the nature of the change Understanding the groups being changed Creating the right sponsorship model and coalition Identifying risks Developing special tactics Prepare for Change Define change management strategy Prepare change team Develop sponsorship model Adapted from Prosci Change Management Learning Center

Adapted from Prosci Change Management Learning Center Phase 2 – Manage Change Manage Change Develop change management plan Take action and implement plan Outputs: Communication plan Sponsor roadmap Training plan Coaching plan Resistance mgmt plan Adapted from Prosci Change Management Learning Center

Phase 3 – Reinforce Change Collect and analyze feedback Diagnose gaps and manage resistance Implement corrective actions Celebrate successes Outputs: Compliance audit reports and employee feedback Corrective action plans After action review Transition management Celebrate early successes Adapted from Prosci Change Management Learning Center

TCM = Business Results Change Management Strategy Development Prepare for change Manage change Desired outcome Change Management Strategy Development Change Management Activities Change Management Elements Business Results Assess the Change Assess the Organization Assess sponsorship Assess risks and challenges Design special tactics Develop teams Assess team readiness Communications Sponsorship Training Coaching Resistance Management Awareness Desire Knowledge Ability Reinforcement On time On budget Achieve Business Objectives: Lowered cost Improved quality Return on Investment (ROI)

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