1. 1 Change Management: The People Side of Change GSA Expo May 4 & 6, 2010

2. 2 What is Change Management? Tell me...

3. Hot Topic: 256,000,000 Hits! 3 Wikipedia: Change Management is a structured approach to transitioning individuals, teams and organizations from a current state to a future state

4. Transition requires behavior change

5. Change is hard & projects often fail Only one-third of change programs result in bottom line improvement 53% of projects will cost 189% of their original estimates 50 - 75% of implementations are viewed as failures Failure to address the human aspects early enough is one reason why changes so rarely deliver the promised benefits Change initiatives often fall victim to employee resistance I would begin my change management activities earlier instead of viewing it as an add-on or afterthought Research & Surveys

6. GAO Says “The key to a successful merger and transformation is to recognize the “people” element and implement strategies to help individuals maximize their full potential in the new organization, while simultaneously managing the risk of reduced productivity and effectiveness that often occurs as a result of the changes” 6 GAO-03-669

7. Describe a change you experienced –What were the objectives of the change? –What worked? –What did not work? –How did the workforce react to the change? –What were the “benefits” of the change? –What were the “costs?”

8. There is usually a performance dip 8 Initiation of the Change Baseline prior to change Performance Benefits of the Change Minimize time to recover Maximize Benefits Time

9. Ownership Building Level of Change Readiness Uncertainty Readiness Awareness Understanding Acceptance AdoptionOwnership Ownership Continuum Organization 9

10. Support people thru the transition 10 Commitment Level Time “I confidently share successes and explain how they relate to the mission I am aware of the proposed change I understand how the change contributes to the mission I am willing to tell others how the change contributes to the mission

11. Get more successful implementations Without Change Management  Users lack understanding  Lack of champions and support  Impacts on productivity are not understood  Willingness to change is overestimated  Structures are misaligned  Focus on goals is lost  Assessment of progress is biased  The change is not well implemented With Change Management  A framework guides communications, coaching, and training  Change leaders and barriers are identified  Resisters get support and training  Staff the right people to the right jobs  Unbiased mechanisms monitor progress

12. Much more than e-mails and training Change Management Is  Empowering leaders to manage and direct change  Motivating employees to drop old behaviors and establish new ones  Combination of several disciplines  Dependent on data from stakeholders  Measuring the impacts of the change  Managing performance  Built in to the project plan from the beginning Change Management Is Not  Leaders who decide to implement a change and then disengage from the project  Just communications and training  A “one size fits all” solution  A unique work stream walled off from the project team  Sending out a few communications and nothing else  A one time event during the change implementation

13. Change Mgt is driven by nine “vectors” Change Strategy Stakeholder Analysis Human Capital Communication Learning & Training Change Leadership Process & Infrastructure Performance Management Project Management Lead and Build Buy-in Anchor and Embed Manage and Measure Change Management VectorsFocus Areas

14. Tools for Stakeholder Analysis 14 Low Power & Influence High Antagonist or Protagonist Put your Stakeholders in one of the quadrants

15. April 15, 1947: Jackie Robinson plays for the Brooklyn Dodgers

16. "Luck is the residue of opportunity and design." -Branch Rickey

17. Branch Rickey

18. 18 Our course covers critical topics

19. Q & A 19

20. Presenters & Contact Information John Austin, PhD –Georgetown University – john.austin@thinkdsi.comjohn.austin@thinkdsi.com – 610-717-1000 ext. 162 Maria Darby, Senior Vice President –Booz Allen Hamilton –Darby_maria@bah.comDarby_maria@bah.com –703-902-4670

21. Presenters & Contact Information John Austin, PhD –Georgetown University – john.austin@thinkdsi.comjohn.austin@thinkdsi.com – 610-717-1000 ext. 162 Doug Carter, Senior Vice President –Booz Allen Hamilton –carter_douglas@bah.comcarter_douglas@bah.com –703-377-4570

22. Optional Slide 22

23. 23 Our holistic approach is underway STANDARDSSTANDARDS CERTIFICATION ACCREDITATION Formal Program Testing Standards Independent eval Practical demonstration of skills COMPETENCIES CONTINUING EDUCATION 3 rd party training (e.g. Appreciative Inquiry, LaMarsh, Kotter) Speaker Series Center of Excellence INDUSTRY LEADERSHIP FORM ASSOCIATION PMI PMBOK CHANGES ARTICLES DEVELOP NEW IC Tools Methods Update TLC Book Club