According to PMI, Projects and programs by their very nature create change. How you manage the impact of change is a key component to realizing of the strategic benefits of your project. This session will discuss effective behavioral change management techniques and provide you with the a basic knowledge of change management, so that you anticipate and manage resistance. Effective change management involves anticipating what in the organization is changing, who is impacted, and how they'll feel about it. Change - more specifically, transition - is a process. Understanding the process can help you navigate it faster and more successfully. Planning for change and transition will take the guesswork and panic out of communications down the road.

1. Change Management Series:
PMI Downtown Meeting
Main Houston Public Library Branch
Concourse Level Meeting Room
May 29, 2014
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5:00 PM – 6:30 PM
The Impact Assessment

2. Bio - Carla Fair-Wright MCTS, PMP, CSQE
 Carla Fair-Wright is a Senior IT Project Manager
at Chevron and leads cross-functional teams of
technical experts and consultants in providing
project management and project consulting
services across Chevron.
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3. Bio – Steve Pinckney MBA, PMP, PROSCI, ITIL
 Steve Pinckney is an Organizational Change
Manager and Project Manager with over 15
years of business transformation experience in
the Investment Banking and Oil and Gas
industries.
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4. Case Study:
Berlin Hauptbahnof vs Stuttgart 21
 The Tale of Two Train Stations
 €700 million – Berlin (2005)
 €2.45 billion -Stuttgart
 Estimated Completion 1996
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5. Case Study:
Berlin Hauptbahnof
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6. Case Study: Stuttgart 21
The Vision…
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7. Case Study: Stuttgart 21
The Reality.
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8. Case Study:
Berlin Hauptbahnof vs Stuttgart 21
 Plans have been revised
 Revised estimate now €6 Billion
 Original estimate €2.45 Billion
 Scheduled to be completed 2025
 Originally scheduled to be completed in 2010
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9. Why do people resist change?
 Awareness - Employees are not made aware
of the underlying business need for change.
 Lay-offs are announced or feared
 Training – Employees doubt they have the
needed skills for success in the future state
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10. Why do people resist change?
 Status quo – people want to maintain the
personal rewards and sense of
accomplishment and fulfillment provided by
the status quo
 Inequity - Employees feel they are being
required to do more with less, or do more for
the same pay
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11. Why do people resist change?
" Project Management is like Building a Ship.
Change Management is Recruiting the Crew”
• Jeff Hiatt, CEO, Prosci
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12. What is Change Management?
 A proactive approach to…
• addressing resistance
• benefit realization
 Focus is on the “people side of
change”
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13. Goals of Change Management
 Ensure target benefits are realized
– The project goals are accomplished
 Reduce “Adoption Risk”
 Increase speed of adoption and therefore the
ROI
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14. Common tools & techniques
 Stakeholder Analysis
 Change impact assessment
 Communication & Engagement
 Learning & Development
 Pulse Surveys, Readiness Assessments
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15. Poll
 How many of you have or have had a Change
Manager on your project?
 How many of you track the realization of
benefits throughout the execution of the
project?
 How many of you have conducted an impact
assessment for your project?
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16. What is an Impact?
 What a stakeholder will have to do differently
in response to a change
 A barrier to benefit realization
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As a result of upgrading M.S. Office…
Impact Benefit at Risk
…End users will need to learn about new
functionality
• Improved productivity
...IT will need to create a new deployment package
to push installation out to end users
• Improved productivity

17. What is an Impact Assessment?
An on going, iterative process that identifies:
 how groups are impacted
 Positive and negative impacts
 the degree to which they are impacted
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18. The Impact Assessment is on going
Stakeholder Analysis
•Identify who will be impacted
•Identify potential areas of
resistance
•Influencers
Change Impact
Assessment
•Identify how groups will be
impacted
•Define mitigation strategy
•Identify additional stakeholders
Communication &
Engagement
•Mitigate impacts
•Identify additional stakeholders
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19. Sources of impacts
 Workshops
 Subject Matter Experts
 One on One conversations
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20. Impact Mitigation
 Tailored to each impact
 Tailored for environment/culture
 Example mitigation activities:
– Communication & Engagement
– Training
– Coaching
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21. Example Template
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 ID
 Title
 Description/Summary
 Stakeholder Group
 Impact Level
 Pos/Neg

22. Summary
 People resist change for a variety of reasons
 Change Management is a proactive approach
to managing resistance and realizing benefits
 The impact assessment is one tool to identify
how stakeholders will be impacted by a
change
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23. Resources - Books
Recommended books:
– William Bridges, Managing Transitions
– John P. Kotter, Leading Change
– Harvard Business School Press, Managing Change and Transition
– Peter P. Senge, The Dance of Change
– Peter P. Senge, The fifth Discipline
– Jeff Davidsion, The Complete Idiot's Guide to Change Management
Recommended magazines:
– Harvard Business Review
– ISPI (International Society for Performance Improvement) Quarterly
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24. Resources - Online
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©Prosci – www.change-management.com
John Kotter - www.johnkotter.com
Change Management Toolbook - http://www.change-management-toolbook.com
Change Management – Businessballs
http://www.businessballs.com/changemanagement.htm
Change Management Institute
http://live.change-management-institute.com
The Change Source
http://www.thechangesource.com/guest-post-managing-change-impacts-part-1-2/
http://www.thechangesource.com/managing-change-impacts-part-2/

25. Next Steps
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 Look for project with a change management
dimension. Make sure to participate.
 If you are a manager, make sure to include
change management aspects to your activities
and projects.
 Improve your skills in change management

26. Carla Fair-Wright
fair@opc-Houston.com
(800) 723 – 6120
Steve Pinckney
steve@conceptia.com
(646) 464 - 6503
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