building enterprise change capability with project ecm

Building Enterprise Change Capability with Project ECM

cmcpartnership.com

Prosci® Webinars

Developing

Role-Based Change Competencies

In an ECM Framework

© Prosci. All Rights Reserved. 3

Quick reminder on why:

Enterprise Change Management Capability:

is an essential enabler of agilityreduces saturation and its costs

supports strategy execution

creates competitive advantage

multiplies the benefits of CM


37%

45%

52%

57%

Level 1

Level 2

Level 3

Level 4

Level 5

Organizations with higher changemanagement maturity have higher project success rates.

Project success rate by maturity level:

Source: Prosci Best Practices in Change Management, 2018 edition

73%

Developing


In an ECM Framework


Developing Role-Based Change Competency in an ECM Framework

Building Change Management Capability is a Journey

Where youare today

Where youwant to get

How are we goingto get there



ECMBuild

IndividualCompetencies

Integrate into Changes, Projects

and Programs

Execs &Senior Leaders

Front-Line Associates

Middle Managers & Supervisors

Initiate Plan Design Develop Deploy

“Go Live”Kick off

Phase 3: Reinforcing

Change

Phase 2: Managing

Change

Phase 1: Preparing

for Change

A D K A R

Strategy Plans Measures

GeneralProject

Lifecycle

Individual Change Journey

Milestones

OrganizationalChange Mgmt

Activities

Major events

Prosci®

ADKAR ®

Model

Prosci®

3-PhaseProcess

Initiate Plan Design Develop Deploy Sustain



Project Applications

Change Sponsors

Change Practitioner

CM Trainers

Project Managers

Project Teams

People Managers

Individual Contributors


Change Sponsors

Change Practitioner

CM Trainers

Project Managers

Project Teams

People Managers



Change Sponsors

Change Practitioner

CM Trainers

Project Managers

Project Teams

People Managers


Enterprise Deployment

Executive Sponsor

Steering Committee

Core Team

Deployment Leader

Change Champions

CM Trainers


Senior Leaders

Change Practitioner

Project Managers/Teams

People Managers

Front Line Employees



Leadership

Structure

Process Project

Skill

Prosci® ECM Strategy Map

Processe.g. Project launch, Performance management, Improvement

Leadershipe.g. Sponsor, Steering committee, Change mgmt reviews

Skille.g. Who needs to know what? Training, Coaching, Tools

Structuree.g. Organizational footprint, CMO, networks, job roles

Projecte.g. Pilots, Tiers, Departments, Regions, Triggers



5.0 4.9 4.94.7 4.8

3.2

2.4 2.42.1 2.22.1

1.9

1.11.3

1.7

0

1

2

3

4

5

Leadership Application Competencies Standardization Socialization

Level 5

Level 4

Level 3

Level 2

Level 1

Year 3 goal (May 2020)

Year 1 goal (May 2018)

Current (May 2017)

Prosci Change Management Maturity Model


Takeaways:

1. Building role-based individual change competencies is an essential aspect of growing an enterprise change capability

2. But it’s not the only thing (need for a holistic approach)

3. Building enterprise change capability is a journey and must be managed as a project and a change

Developing


In an ECM Framework



Key Change Enabling Roles

Senior Leaders

Change Practitioners

Project Teams

People Managers


Responsibilities During Change

Effectively sponsor change (ABCs)

Apply structure and empower others

Design and develop for adoption and usage

Effectively support direct reports in change (CLARC)

Engage, adopt and use change (lean forward)


Senior Leaders

In all 10 of Prosci’s studies, active and visible executive sponsorship

was the #1 contributor to success

29% 42% 54% 72%

Sponsorship correlates with projects successPercent of projects that met or exceeded objectives based on sponsor effectiveness

Veryineffectivesponsors

Ineffectivesponsors

Moderatelyeffectivesponsors

Extremelyeffectivesponsors

201720152013201120092007

2005200320001998



Senior Leaders

It’s not just signing checks and charters

Actively and visiblyparticipate

throughout the project

Build a coalitionof sponsorship withpeers and managers

Communicatedirectly with employees



Senior Leaders

Active and visibleparticipation

Build a coalitionof support

Communicate directlywith employees

ExtremelyIneffective

8% 16% 28% 31% 16%0% 20% 40% 60% 80% 100%

Ineffective SomewhatEffective Effective Extremely

Effective

8% 22% 31% 26% 13%

0% 20% 40% 60% 80% 100%

8% 21% 29% 25% 12%0% 20% 40% 60% 80% 100%

None Slightunderstanding

Someunderstanding

Adequateunderstanding

Completeunderstanding

7% 18% 25% 31% 19%

0% 20% 40% 60% 80% 100%

50%less than adequate understanding of their sponsor role



Senior Leaders LEARNING OBJECTIVES

• Understand how effective CM improves organizational results

• Clarify the role of senior leaders as sponsors in times of change

• Evaluate their current change portfolio to identify project and people-side risk

• Assess their own level of competency in sponsoring and leading changes

• Learn how to position themselves and their projects for strategic success

• Learn immediately applicable tactics for becoming more active and visible

• Explore best practices research on the connection between sponsorship, the people side of change and results

• Understand how to ensure adequate resourcing for change management at the initiative and project level

• Gain an appreciation for their role as a sponsor from a senior Prosci facilitator with executive experience to reinforce learning in a peer-to-peer context

Position yourself for sponsorship success

Position your projects for strategic success

Position your organizations for change success

1

2

3


Project Teams

Project ManagementDesign, Develop and Deliver Solution Effectively

Change ManagementSolution is Embraced, Adopted and Used Proficiently

People Processes Tools


Project Teams LEARNING OBJECTIVES

• Connect employee adoption to their own project’s results and outcomes and identify impacted employee groups

• Understand how change management drives better adoption and usage

• Create a common framework for engaging with change management practitioners

• Map change management work to their project’s life cycle using the Prosci Change Management Blueprint

• Learn to identify when their project needs change management

• Defining change management within the context of a project

Intent

Objectives

Scope

Work Streams

Milestones

Deliverables

Timelines


People ManagersEach of the CLARC Roles Drives

Individual Change Through ADKARA D K A R

Answer why, why now,

what if, my impact

Results and feedback

Demonstrate commitment

Identify and address root

causes

Celebrate and sustain

Support “know how”

Support execution

Communicator

Liaison

Advocate

Resistance Manager

Coach


People Managers

Largest gap(skill, competency or tool)

1. Communication skills

2. Lack of CM training

3. Time management and saturation

4. Understanding the role of a manager during change

5. Buy-in for change

19%

Are people managers adequately prepared

for their role in change?

43%

Strongly disagree

DisagreeSource: Prosci Best Practices in Change Management, 2018 edition


People Managers LEARNING OBJECTIVES

• Gain an appreciation for the impact of CM on organizational results

• Understand foundational aspects of change management and the critical role managers play in the change process

• Learn a practical framework for processing the many changes that impact them

• Understand how to apply the Prosci ADKAR® Model to facilitate individual change and identify reasons for employee resistance

• Assess a current change impacting their team and practice using tools available to them in the Change Management Guide for Managers toolkit

• Create action plans to move employees past barrier points and to the desired future state

Preparing Yourself For Change

Leading Employees Through Change

Understanding changes underway and your roleAdapting to change that is happening to youDeveloping competencies for managing change

Introducing change to your employeesManaging employees through transitionReinforcing and celebrating successes


Front Line Employees LEARNING OBJECTIVES

• Evaluate a current change in their jobs to understand and internalize learning

• Learn how to use the Prosci ADKAR Model to identify their points of resistance

• Create proactive strategies for overcoming their own resistance

• Become confident and empowered in the change process rather than victimized by it

• Discover how to communicate about a change in a way that is productive and proactive

Step 1Understand theChange Process

Step 2Take Control

of Change

Step 3Engage

Now


Takeaways:

1. The research informs us about how each role uniquely contributes to adoption, usage and change results and outcomes

2. Enterprise change capability requires competencies in both the change roles (change practitioners, project teams) and the business roles (senior leaders, people managers, front line employees)

Developing


In an ECM Framework

A look at the research



Percent who received change management training

SeniorLeaders 31%

ChangePractitioners 72%

ProjectTeams 44%

PeopleManagers 37%

Front Line Employees 15%



Types of training

Formal classroom

training

Informal information

sharing or coaching

Self-pacedtraining

materials

Web-based/CBT/

eLearning


Types of trainingFormal Classroom

TrainingInformal info

sharing or coachingSelf-paced

training materialsWeb-based/CBT/

eLearning Other

SeniorLeaders 46% 66% 10% 3% 8%

ChangePractitioners 69% 60% 21% 15% 4%

ProjectTeams 49% 71% 12% 8% 6%

PeopleManagers 61% 61% 14% 11% 6%

Front Line Employees 65% 52% 25% 24% 9%



Length of training Actual days of training delivered

Recommendeddays

SeniorLeaders 1.22 2.13

ChangePractitioners 3.73 5.06

ProjectTeams 2.41 3.44

PeopleManagers 2.04 2.95

Front Line Employees 1.70 2.52

How much more is

needed?

+75%

+36%

+43%

+45%

+48%Source: Prosci Best Practices in Change Management, 2016 edition


Research: Do differently next time

Increase training for additional groups (org roles)

Deliver training differently (interactive, adult learning, technology, eLearning)

Tailor content to individuals (around a change)

Plan for earliertraining

2

4

1

3




Principles of Adult Learning

• Adult learners are:– autonomous and self-directed

– goal oriented

– relevancy oriented

– practical and expect respect

• Adults have accumulated a foundation of life experiences

Adult Learning Theory

• Adult learners need:– realistic goals and objectives

that and important to them

– direct/concrete experiences

– to receive feedback

– to participate in small group activities

• Adult learning has ego involved

Adult Learning



Building competency as a change (ADKAR)

Reinforcement® to sustain the change

Ability to implement required skills and behaviors

Knowledge on how to change

Desire to participate and support the change

Awareness of the need for change

Ability to apply change management

Knowledge on how to apply change management

Desire to participate and support change management

Awareness of the need for change management

Reinforcement® to sustain change management

ADKAR for the change of “change management”


Building competency as a change (ADKAR) Why do I need to build my change competency?Why do I need to build my competency now? What happens if I don’t build my change competency?

A

D

K

A

R

What are my personal motivators for building change competency?What are the organizational motivators for building change competency?What’s in it for me (WIIFM) to build my change competency?

What do I need to know while building change competency?What do I need to know to leverage my change competency?How will I build my change competency knowledge?

What mechanisms are in place for me to keep up my new competency?How will I measure my change competency? What will I do to sustain my change competency?

How large is my Knowledge-Ability gap for my change competency?Are there any barriers inhibiting my change competency?Will I be able to practice and where can I get coaching?



Waved training

deployment

Nested in change

initiatives

Three deployment approaches:

Attached to existing

programs


Waved training deployment

Key Change Enabling Roles

Senior Leadership

Change Practitioners

Project Teams

Middle Managers


Training Deployment Waves

40

15

15

100

1000

60

25

80

460

5200

Wave 1 Wave 2 Wave 3

20

10

40

200

2000

25

160

2200


Nested in change initiatives

Nested Change

Management Training Project

3

Project

4

Project

1

Project

2


“Leading change” in new leadership blueprint

competency model

New leadership framework with

“leading change” as 1 of 12 competencies

“Change” identified as critical competency across 3 leadership levels in new model

Attached to existing programs aim at building change leadership competencies

Change management for managers embedded

into existing yearly leadership program


Waved training deployment

Nested in change initiatives

Attached to existing programs

Three deployment approaches:

Advantages:

Challenges:

Advantages:

Challenges:

Advantages:

Challenges:


Takeaways:

1. What the research says on CM training

2. Adult learning principles and theory matter

3. Building competency is a change (ADKAR)

4. There are multiple approaches to building individual change competencies throughoutthe enterprise (waved, nested, attached)


Developing Role-Based Change Competencies

In an ECM Framework

1. What the research says on CM training

2. Adult learning principles and theory matter

3. Building competency is a change (ADKAR)

4. There are multiple approaches to building individual change competencies throughoutthe enterprise (waved, nested, attached)

1. Each role uniquely contributes to adoption, usage and change results and outcomes

2. The research informs each of the roles

3. We need competencies in both the change roles (change practitioners, project teams) and the business roles (senior leaders, people managers, front line employees)

1. Building an enterprise change capability is critical to future success

2. Individual competency building is an essential aspect

3. But it is not the only aspect in a holistic approach

4. Building change capability is a journey

Summary and Conclusion

cmc PARTNERSHIP

Why Prosci® Change Management training?

Whether you are new or experienced in the field of Change Management, Prosci will provide you with a structured approach to effectively manage the people side of change.

What makes the Prosci Change Management approach unique?

► A holistic approach that integrates both the individual and

► ►

►

organisational aspects of change A clear framework, effective for any type or size of change

Practical, easy-to-use eToolkit for practitioners with tools, templates, assessments and checklists Contextualised training; assessing and building change management plan for real projects

* Prosci's research has shown that projects

with excellent change management are:

6x more likely tomeet or exceed their objectives

5x more likely to beon schedule

2x more likely to be under budget

* Prosci® Best Practice Research 2018

The ADKAR Model is a framework for understanding change at an individual level.

The Model addresses each of the ADKAR factors: Awareness, Desire Knowledge, Ability and Reinforcement so that we can successfully employ it to facilitate individual change.

Contact us

www.cmcpartnership.com

[email protected]

Why CMC and Prose[?

Why CMC, to help build your Change Management capability?

Owned and managed by Change Practitioners, CMC is licensed to deliver Prosci Change Management Training worldwide. Our courses are delivered by highly qualified instructors who also have practical experience in change, programme and project delivery.

,,-

- � CMC's Prosci Certification training has been approved by ,J the Association of Change Management Professionals®

�·

CMC offers a wide range of change management training, advisory and support to suit you and your organisations needs:

► Prosci Change Management Practitioner Certification course forchange professionals

► Workshops for sponsors, managers, project teams and employees

► Advanced training for change professionals, including EnterpriseChange Management Boot Camp, Experienced Practitioner,Train-the-Trainer and other applied learning support

► A range of complementary workshops designed to support andprogress your change projects

► Advisory support, coaching and flexible access to changemanagement expertise

Locations

►

►

CMC is the sole provider of public training across the UK& Ireland, Italy and Singapore Private courses can be facilitated on a client site or at a venue of choice, anywhere in the world

"It's been 3 days of light bulb moments!"

Rachel Vipond

Portfolio Manager, lshoni

The Prosci Change Management

Methodology

• Draws upon continual field research with more than 4.500participants worldwide

• The most widely used change management methodology inthe world

• Based on Prosci's 3-Phase Change Management Process as aleading framework for managing the people side of change:- Phase 1: Preparing for change

- Phase 2: Managing change

- Phase 3: Reinforcing change

• ••· ·•·• •••• cmc

Copyright CMC Partnership ©

· ·••• ••

PARTNERSHIP

glfk. Prosci and ADKAR are trademarks of Prosci, Inc.,

registered in the US and other countries

building enterprise change capability with project ecm

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