This document provides an overview of change management concepts and best practices. It discusses how change management addresses the human side of change to help people successfully transition through change. It outlines common reasons for resistance to change and identifies clear communication, leadership commitment, training, and reinforcement as key factors for successful change implementation. The document also introduces the ADKAR change management model and framework as a systematic approach for preparing for and managing organizational change.

1. Got Any Change, Mister?
New perspectives on change management
Part 1
September 28, 2012

2. The Compulsory Dilbert
All the right words, but …
Source: Dilbert by Scott Adams - July 11, 2010

3. Today’s Agenda
• Putting “change” in perspective
• Where is change in the PMBOK?
• Elements of change management
• Tools and resources – a preview
"The rate of change is not going to slow down anytime
soon.“ - John P. Kotter

4. What’s Change(d)?
• Your role in the Clerk’s office
• Your perspective on “change”
• Your goal(s) for this lunch n’ learn series
“There are still some executives who are waiting for
things to return to „normal.‟ It's not going to happen.
Constant change is the new normal.” - Scott Anthony

5. What is Change Management?
• Change management is the process, tools and
techniques to manage the people-side of change
to achieve the required business outcome.
• Change management incorporates the
organizational tools that can be utilized to help
individuals make successful personal transitions
resulting in the adoption and realization of change.
Source: Prosci

6. Ready … Set … Change!

7. Time

9. Resistance is … ?
• Why do people resist change?
Rational Technical side: What needs to happen?
Emotional Human side: What happens to me?
"People don't resist change. They resist being changed!"
— Peter Senge

10. Why Do People Resist Change?
• Organizational culture • Rewards disconnect
and/or climate • Lack of trust
• Job security at risk • Previous experiences
• Fear of the unknown • Timing and conflicting
• Fear of failure priorities
“Change all you want, just know that execution happens at
the speed of making sense.” - Bill Jensen

11. Three Key Ingredients
Source: Organizational Change Management – Luc Gallopin

12. WTF: What the FUH … FUD?
F ear
U ncertainty
D oubt

13. Predictors of Failure?
Organizations that failed to execute change management
Organizations that successfully executed change management
Source: The McKinsey Quarterly (June 2006) global survey of business
executives. Organizing for successful change management.

14. Predictors of Failure?
The 11 most unsuccessful companies in the McKinsey
study had poor change management, which showed up
as the following:
• Lack of commitment and follow through by senior
executives;
• Defective project management skills among
middle managers;
• Lack of training of and confusion among frontline
employees.
Source: The McKinsey Quarterly (June 2006) global survey of business
executives. Organizing for successful change management.

15. Determinants of Success?
Organizations that failed to execute change management
Organizations that successfully executed change management
Source: The McKinsey Quarterly (June 2006) global survey of business
executives. Organizing for successful change management.

16. Determinants of Success?
The 11 most successful companies in the study had
excellent change management programs:
• Senior and middle managers and frontline
employees were all involved;
• Everyone’s responsibilities were clear;
• Reasons for the project were understood and
accepted throughout the organization.
Source: The McKinsey Quarterly (June 2006) global survey of business
executives. Organizing for successful change management.

17. Let’s Talk PMBOK …
• Initiating
• Planning
• Executing
– Monitoring/Controlling
• Closing

18. Project Risk
Change
Resistant Medium High
Risk Risk
Culture
Low Medium
Change
Ready Risk Risk
Small/Minor, Large-scale,
Incremental Disruptive
Scope/Scale

19. Where Does “Change” Go?
Source: Prosci

20. Where Does “Change” Go?

21. In a Nutshell …
Element: Goal or objective:
"The Change" To improve the organization in some fashion - for instance reducing
costs, improving revenues, solving problems, seizing opportunities,
aligning work and strategy, streamlining information flow within the
organization
Project To develop a set of specific plans and actions to achieve "the change"
Management given time, cost and scope constraints and to utilize resources
effectively (managing the 'technical' side of the change)
Change To apply a systematic approach to helping the individuals impacted by
Management "the change" to be successful by building support, addressing
resistance and developing the required knowledge and ability to
implement the change (managing the 'people' side of the change)
Source: Prosci

22. So, Where Are WE Today?
Our use of change management is …
1. Ad-hoc or absent
2. Isolated or inconsistent
3. Frequent, with promising practices
4. Standard Operating Procedure (SOP), consistent
5. A core competency and best practice model

23. Another Dilbert …
The project manager‟s nightmare
Source: Dilbert by Scott Adams - October 23, 1994

24. Let’s Not …
• Start without a • Confuse “stroke of the
strategy pen” with “behavioral
• Forget to make a change” initiatives
compelling case for • Ignore the human
change element of change
• Ignore the culture • Start too late

25. Let’s Try This Instead …
• Develop a short-term • Ensure strong
and long-term strategy sponsorship and support
from “as is” – “to be” • Be proactive when it
• Convey a sense of comes to people
urgency • Begin the change
• Leverage the culture management process
now

26. Preview of What’s Next
• Preparing for change
• Managing the change
• Reinforcing change

27. ADKAR (Prosci Method)
• Awareness The “why” of change – need
• Desire Willingness to be part of the change
• Knowledge The “how” of change - skills
• Ability (and) Opportunity to implement
• Reinforcement Sustain the change

28. ADKAR (Prosci Method)
Awareness • Access to information (strategy, vision, goals)
• Input/feedback from customers and stakeholders
• Communication – not a one time event
Desire • Let go of the status quo
• Demonstrate leadership, executive support
• Shared vision for the future state
Knowledge • Tools and resources
• Training (formal and informal)
• Active involvement
Ability • Environment to apply new tools, approach
• Coaching and mentoring
• Accountability at the team, organization level
Reinforcement • Celebrating victories
• Reward and recognition
• “Total rewards” and performance management

29. ADKAR (Prosci Method)
• Awareness Change readiness/assessment
• Desire Change management communication
• Knowledge Sponsor roadmap
• Ability Training and coaching
• Reinforcement Resistance management

30. Wrap Up
Questions and answers …
September 28, 2012