The document describes a Change Scorecard created by Prosci to track the success of change initiatives. The scorecard measures three areas: Organizational Performance by tracking results and outcomes, Individual Performance by assessing adoption and usage, and Change Management Performance by evaluating the effectiveness of the CM approach. For each area, the scorecard provides a framework to Define goals and metrics, Track progress, and Deliver final performance outcomes. Using the scorecard allows organizations to better manage change initiatives and ensure benefits are realized.

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Change Scorecard Overview

2. The goal of the scorecard is
clarity and alignment on
what our change is aiming to
deliver so that we can more
effectively manage to outcomes

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With alignment on where we are going….

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Without alignment….

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Organizational Performance
Did the initiative deliver
what was expected?
Individual Performance
How effectively did impacted
individuals adopt and use the change?
Change Management Performance
How well did we “do”
change management?
Three big question to answer:

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Organizational Performance
Results and
outcomes
Did the initiative deliver
what was expected?
Individual Performance
Adoption
and usage
How effectively did impacted
individuals adopt and use the change?
Change Management Performance
Effective CMHow well did we “do”
change management?
Why the row matters:

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Organizational Performance
Results and outcomes
Connections
Individual Performance
Adoption and usage
CM Performance
Effective CM

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Organizational Performance
Individual Performance
Change Management Performance
How we’ll structure our Change Scorecard:
Define Track Deliver
Organizational Performance
Individual Performance
Change Management Performance

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Organizational Performance
Results and
outcomesDefine Track Deliver
Individual Performance
Adoption
and usageDefine Track Deliver
Change Management Performance
Effective CM
Define Track Deliver
Prosci Change Scorecard

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Organizational Performance
Results and
outcomesDefine
Success
Progress to Plan
(tech side)
PCT (over time)
Value
Realization
Individual Performance
Adoption
and usageDefine
Impact
ADKAR Progress
(ADKAR
Dashboard)
Adoption
Utilization
Proficiency
Change Management Performance
Effective CMDefine CM
Approach
Progress to Plan
(people side)
Best Practice Audit
CM Application
Effectiveness
Prosci Change Scorecard

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Organizational Performance
Define Track Deliver
Individual Performance
Define Track Deliver
CM Performance
Define Track Deliver
Organizational Performance / Define
Define Success
• Organizational benefits and project objectives
fully defined:
• In a high degree of clarity:
• And assigned a priority:
• With an evaluation of people dependency:
• With defined units of measure:
• With assigned benefit/objective owner:
• Ready to be socialized:
• Change requisites (charter, scope, plan,
resources, etc.):

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If you don't
know where
you are going,
you might
wind up
someplace else.
Yogi Berra

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Why Are We Changing?
-100
100
300
500
700
900
Future
Organizational Benefits Project Objectives
Revenue
Costs
Profits
Efficiencies
Compliance
Safety
Process Excellence
Customer Satisfaction
Specific metrics and
measurements for
improvement
How work will be different
after the change

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Why Are We Changing?
Project
Objectives
1. ?
2. ?
3. ?
4. ?
5. ?
Organizational
Benefits
1. ?
2. ?
3. ?
4. ?
5. ?
Your Project

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Organizational Performance
Define Track Deliver
Individual Performance
Define Track Deliver
CM Performance
Define Track Deliver
Organizational Performance / Define
Define Impact
• Impacted groups defined:
• Job aspect impact completed:
• ADKAR milestone dates identified:

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The achievements
of an organization
are the results of the
combined effort of
each individual.
Vince Lombardi

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Current Transition Future
TC F
C C C C C
C C C C C
C C C C
C C C C C
C C C C C
T T T T
T T T T T
T T T
T T T T
T T T T T
F F F
F F F F
F F
F F F
F F F F
T
T
T
F
F
F
F
F
F
F
F
Requires individuals to reach their own future state
An organizational move to a future state

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And your initiative will impact certain
aspects of how people do their jobs
Processes
Tools
SystemsCompensation
Performance Reviews
Reporting Structure
Critical Behaviors
Job Roles
Location
Mindset/Attitudes/Beliefs
Aspects of a
Person’s Job You
Can Impact

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Yesterday Job Aspect Tomorrow
Size of
impact
Processes
Systems
Tool
Job Roles
Critical Behaviors
Mindset/Attitudes/Beliefs
Reporting Structure
Performance Reviews
Compensation
Location
Defining impact across the 10 aspects

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Yesterday-Tomorrow
defines
Ability
and
Adoption
Utilization
Proficiency

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Copyright Prosci 2014. All rights reserved.
ADKAR Milestone
Date Targets
Project Phases:
Timescale (weeks, months, quarters):
Groups: A D K A R
ADKAR Milestone
Date Targets
Project Phases:
Timescale (weeks, months, quarters):
Groups: A D K A R J F M A M J J A S O N D
Example Group 1 3/18 4/19 5/26 7/12 10/15
Initiate Plan Design/Develop Deploy Sustain
Prosci®
ADKAR®
Map: Timeline
ADKAR Your Change Effort to Capture People-Dependent ROI
© Prosci Inc. 2015. All rights reserved.
Project/Initiative:
A D K A R
solutions@prosci.com
+1-970-203-9332
www.prosci.com
Mapping ADKAR Milestones to the Project Lifecycle
Initiate Plan Design/Develop Deploy Sustain
A D K A R
Ocg Nov Dec Jan Feb March April May June July Aug Sept
A D K A R
A D K A R
Example Group 1/5 2/10 3/25 4/30 7/29
Example Group
Example Group 10/25 11/21 12/20 1/5 6/15
Example Group 12/20 1/20 2/16 3/2 8/10
Example Group 12/12 1/12 3/10 4/23 7/15
A D K A R
A D K A R
1/5 2/10 3/25 4/30 7/29

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Organizational Performance
Define Track Deliver
Individual Performance
Define Track Deliver
CM Performance
Define Track Deliver
CM Performance / Define
Define CM Approach
• Structured CM approach selected and applied:
• Approach scaled and customized:
• Sufficient dedicated resource(s):
• Sufficient dedicated CM budget in place:
• Team adequately prepared:
• Sponsor coalition evaluated:
• Integration with project plan
scheduled/planned:
• Change management plans created:

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Phase 1
in the Prosci
Methodology

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Organizational Performance
Define Track Deliver
Individual Performance
Define Track Deliver
CM Performance
Define Track Deliver
Organizational Performance / Track
Progress to Plan | PCT Assessment
Progress to Plan
• Technical Side Milestone Adherence
• People Side Milestone Adherence
• Schedule Adherence
• Budget Adherence
• KPI Adherence
PCT Assessment
• Leadership/Sponsorship
• Project Management
• Change Management
Over time

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Prosci PCT
Assessment
and Analyzer

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Organizational Performance
Define Track Deliver
Individual Performance
Define Track Deliver
CM Performance
Define Track Deliver
Organizational Performance / Track
ADKAR Assessment
• ADKAR progress
• By group
• Over time
• Toward defined milestones

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ADKAR
Dashboard

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Organizational Performance
Define Track Deliver
Individual Performance
Define Track Deliver
CM Performance
Define Track Deliver
CM Performance / Track
Progress to Plan | Best Practices Audit
Progress to Plan
• Sponsor roadmap implementation
• Communication plan implementation
• Coaching plan implementation
• Training plan implementation
• Resistance management plan implementation
Best Practices Alignment Audit
1. Sponsorship
2. Approach
3. Resources
4. Integration
5. Employee engagement
6. Communications
7. Middle manager
engagement

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Phase 2 in the
Prosci
Methodology

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Best Practices
Audit

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However beautiful
the strategy, you
should occasionally
look at the results.
Winston Churchill

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Organizational Performance
Define Track Deliver
Individual Performance
Define Track Deliver
CM Performance
Define Track Deliver
Organizational Performance / Deliver
Value Realization
• Top 3 Metrics
• Metric 1
• Metric 2
• Metric 3
• Additional Metrics
• Performance
• Date
• Unit of measure
• Current value
• Target value

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Organizational Performance
Define Track Deliver
Individual Performance
Define Track Deliver
CM Performance
Define Track Deliver
Organizational Performance / Deliver
Adoption, Utilization, Proficiency
• Key Adoption Metric
• Performance, unit of measure,
current value, target value
• Key Utilization Metric
• Performance, unit of measure,
current value, target value
• Key Proficiency Metric
• Performance, unit of measure,
current value, target value
• Additional Metrics

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Organizational Performance
Define Track Deliver
Individual Performance
Define Track Deliver
CM Performance
Define Track Deliver
CM Performance / Deliver
CM Application Effectiveness
• Top 3 Metrics
• Performance
• Date
• Unit of measure
• Current value
• Target value
• Additional Metrics
• Focus:
• Reinforcement, Sustainment,
Lesson Learned

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Organizational Performance
Results and
outcomesDefine Track Deliver
Individual Performance
Adoption
and usageDefine Track Deliver
Change Management Performance
Effective CM
Define Track Deliver
Prosci Change Scorecard

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How to access the Prosci Change Scorecard:
All Access Portal Subscription (portal.prosci.com)
Advanced Immersion (Aug 16-17 at Prosci HQ)
Change Scorecard Advisory Workshop
Change Management Project Support Engagement
support@prosci.com

45. Prosci Solution
Delivering organizational results by
catalyzing individual transitions
http://www.prosci.com | http://blog.prosci.com
changemanagement@prosci.com
Build individual change competencies
Apply change management on initiatives
Embed organizational change capability
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