Prosci Change Management

Prosci Change Management
Why should government care?

Position your projects, yourself and
your county for success during change
Prosci 2010
www.change-management.com
The dogmas of the quiet past are inadequate

to the stormy present. The occasion is piled
high with difficulty, and we must rise -- with
the occasion.
As our case is new, so we must think anew,
and act anew.
- Abraham Lincoln
Prosci 2010
Are the changes we have underway

in our organization leaving our people behind?
Prosci 2010
Prosci 2010
Prosci 2010
Organizations are reaching change saturation

Current levels of change saturation
My organization is past
the change saturation point
My organization is at the
point of change saturation
My organization is nearing the
point of change saturation
My organization has some
spare capacity for change
My organization has quite a bit
of spare capacity for change
My organization has plenty of
spare capacity for change
2009
2007
Do not know
0%
5%
10%
15%
20%
25%
30%
Percent of respondents
Prosci 2010
Prosci. From Proscis 2009 Best Practices in Change Management benchmarking report
Agenda for Today
Defining change management

Individual change management
Organizational change management
Who is involved in managing change
Change management vs. project
management what is the difference?
Arapahoe Countys change management
program
Prosci 2010
Change Exercise
Prosci 2010
Change management is:

The process, tools and techniques
to manage the people side of change to
achieve the required business results.
Prosci 2010
But what is it really?
Prosci 2010
10
Why is change so hard?

In 1995, research conducted by John Kotter
showed only 30 percent of all change
initiatives were successful.
Fast forward to 2008 that same survey
showed only 30 percent of all change
initiatives were successful.
Prosci 2010
11
TM
Prosci PCT Model

Leadership / Sponsorship
provides guidance and
governance
Project Management gives
structure to the technical side
of the change
Change Management
supports the people side of
the change
Prosci PCT Model
TM
All three elements must be present for project success

Prosci 2010
The Prosci Project Change Triangle (PCT) is a trademark of Prosci, Inc. All rights reserved.
12
Organizational change can be

represented as three states of change
States of change
Current
state
How things are

done today
Prosci 2010
Transition
state
How to move from

current to future
Future
state
How things will be

done tomorrow
13
Examples of changes organizations are

currently taking on
Current
state
Transition
state
Future
state
Ad hoc processes
Documented and managed processes
Multiple, legacy systems
One integrated database
Generalists in the call center
Specialists in the call center
No web interface for suppliers
Supplier website integrated into supply chain
Two different companies
Merged organization
Prosci 2010
14
In reality, there are both organizational

and individual future states
Organization
Current
state
Transition
state
How I will do my job after the

change is implemented
How I do my
job today
Individual
Prosci 2010
Current
state
Future
state
Transition
state
Future
state
15
The organizations future state is actually the

collection of many individual future states
Individuals
Organization
Future
state
Current
state
Transition
state
Future
state
Current
state
Transition
state
Future
state
Current
state
Transition
state
Future
state
Current
state
Transition
state
Future
state
Current
state
Transition
state
Future
state
Current
state
Transition
state
Future
state
Documented and managed processes

One integrated database
Specialists in the call center
Supplier website integrated into supply chain
Merged organization
Prosci 2010
16
The focus of change management is helping

individuals make their transition
Individuals
Change management drives project

success by supporting individual
transitions required by organizational
projects and initiatives
Prosci 2010
Current
state
Transition
state
Future
state
Current
state
Transition
state
Future
state
Current
state
Transition
state
Future
state
17
Why Change Management?

Results and outcomes depend upon
individual change
Data shows direct correlation to projects
meeting objectives, schedule and budget
Project and organizations take on costs and
risk when change is not managed
effectively
Prosci 2010
18
Change management is required to meet

project objectives
Correlation of change management effectiveness to
meeting project objectives
100%
Percent of respondents that met

or exceeded project objectives
90%
95%
80%
80%
70%
60%
50%
49%
40%
30%
20%
10%
17%
0%
Poor
(n=177)
Fair
(n=441)
Good
(n=561)
Excellent
(n=107)
Overall effectiveness of change management program

*Data from 2007, 2009 and 2011
Prosci 2010
19
Connecting change management

to business results
Correlation of change management effectiveness
to staying on schedule
100%
Percent of respondents that were

on or ahead of schedule
90%
80%
70%
71%
60%
60%
50%
40%
30%
32%
20%
10%
16%
0%
Poor
(n=134)
Fair
(n=318)
Good
(n=394)
Excellent
(n=72)

Prosci 2010
* The 2009 report includes data from the 2007 and 2009 study.
20
Connecting change management

to business results
Correlation of change management effectiveness
to staying on budget
100%
Percent of respondents that

were on or under budget
90%
80%
82%
70%
74%
60%
61%
50%
51%
40%
30%
20%
10%
0%
Poor
(n=116)
Fair
(n=299)
Good
(n=386)
Excellent
(n=71)

Prosci 2010
* The 2009 report includes data from the 2007 and 2009 study.
21
There are consequences of not managing

the people side of change
Lower productivity
Passive resistance
Active resistance
Turnover of valued employees
Disinterest in the current or future state
Arguing about the need for change
More people taking sick days or not showing up
Changes not fully implemented
People finding work-arounds
People revert to the old way of doing things
The change being totally scrapped
Divides are created between us and them
Prosci 2010
22
Primary reasons for applying change

management
Increase probability of project success
Manage employee resistance to change
Build change competency in the organization
Prosci 2010
23
Change management perspectives

Individual
perspective
Understanding how
one person makes a
change successfully
Prosci 2010
Organizational
perspective
The tools that project
teams and managers
have to support the
people side of change
24
Equip your managers and

supervisors to lead change
Introduce changes to
how the business
operates
Meet the needs

of their employees
Run the day-to-day

operation and achieve
business results
Prosci 2010
25
Why are managers so important?
Supervisors/managers are influential

Employees trust them
They are in a position to mitigate resistance
They can build support
They are a preferred sender!
Prosci 2010
26
Equip your managers and

supervisors to lead change
Provide tools for
managing individual
change:
The ADKAR Model
Prosci 2010
Awareness
Desire
Knowledge
Ability
Reinforcement
Set expectations
of roles:
Communicator
Advocate
Coach
Liaison
Resistance manager
27
Managing individual change

with ADKAR
Prosci ADKAR Model
Awareness
Desire
Knowledge
Ability
Reinforcement
ADKAR describes the

key building blocks for
successful change
Personal or professional
Success with change

requires all elements of
the ADKAR Model to be
present
2012 Prosci and Bill Cigliano
Reference: Hiatt, J. ADKAR: A model for change in business, government and our community, Learning Center Publications, 2006.
ADKAR is a registered trademark of Prosci. All Rights Reserved.
Prosci 2010
ADKAR and Awareness Desire Knowledge Ability Reinforcement are a registered trademarks of Prosci, Inc. All rights reserved.
28
The five building blocks of

successful change
Prosci ADKAR Model
Awareness
Awareness of the need for change
Desire
Desire to participate and support the change
Knowledge
Knowledge on how to change
Ability
Ability to implement required skills and behaviors

2012 Prosci and Bill Cigliano
Reinforcement
Prosci 2010
Reinforcement to sustain the change
ADKAR and Awareness Desire Knowledge Ability Reinforcement are a registered trademarks of Prosci, Inc. All rights reserved.
29
ADKAR forms the foundation of successful

organizational change
Ultimately, for a project or initiative to be successful,
individuals in the organization have to do their jobs
differently
ADKAR provides a framework for understanding how
individuals change
Managers and project teams can use ADKAR to:
Guide organizational change management plans
Diagnose gaps and root causes of resistance
Develop corrective actions
Prosci 2010
30
Prosci 3-Phase Change

Management Process
Proscis organizational
change management process
A structured process for managing
the people side of change on a
project or initiative
Research-based
Holistic
Easy-to-apply
Scalable
Prosci 2010
31
Phase 1 Preparing for change

Understanding the
nature of the change
Understanding the
groups being changed
Creating the right
sponsorship model and
coalition
Identifying risks
Developing special
tactics
Prosci 2010
32
Phase 2 Managing change
Prosci 2010
Communication plan
Sponsor roadmap
Training plan
Coaching plan
Resistance mgmt plan
33
Phase 3 Reinforcing change

Compliance audit reports
and employee feedback
Corrective action plans
After action review
Transition management
Prosci 2010
34
Connecting individual and organizational

change management
Change
management
tools
Individual phases
of change
(ADKAR)
Communications
Awareness
Sponsor roadmap
Desire
Coaching
Knowledge
Resistance management
Ability
Training
Reinforcement
Prosci 2010
35
Who is involved in managing change

Senior leaders
Project team
The change management

resource on a project plays
the role of enabler
The conductor of the
orchestra
The director of the play
Change
management
Managers and
supervisors
Prosci 2010
Effective change
management requires
involvement and action by
many in the organization
Employees
36
Senior Leaders
Senior leaders
Active and visible sponsorship is identified as the

top contributor to overall project success in
Proscis five benchmarking studies
Senior leaders are one of two preferred senders of
messages about change
Project team
Change
management
Managers and
supervisors
Prosci 2010
Employees
Why is this group important?
What is this groups role?

Participate actively and visibly throughout the
project
Build the needed coalition of sponsorship with
peers and other managers
Communicate the business messages about the
change effectively with employees
37
Managers and Supervisors
Senior leaders
Managers and supervisors are the other preferred

sender of messages about change
This group has a unique and well-developed
relationship with the employees being impacted
by the change
Project team
Change
management
Managers and
supervisors
Prosci 2010
Employees

Communicate the personal messages about the
change with their direct reports
Conduct group and individual coaching sessions
Identify, analyze and manage resistance
Provide feedback to the rest of the change
management gears
38
Employees
Senior leaders
Employees will ultimately make changes to how

they do their day-to-day work
Their acceptance and use of the solution
determines the success of the project and the
ongoing benefit derived from the change
Project team
Change
management
Managers and
supervisors
Prosci 2010
Employees

Seek out information related to the business
reasons for change and the personal impact of
the change
Provide feedback and reaction to the change and
the change management efforts
Take control of the personal transition (using an
individual change management model like
ADKAR)
39
Project Team
Senior leaders
The project team designs and develops the

change they are the ones who introduce new
processes, systems, tools, job roles and
responsibilities
This group provides much of the specific
information about the change to the other gears
Project team
Change
management
Managers and
supervisors
Prosci 2010
Employees

Provide timely, accurate and succinct
information about the change (or project)
Integrate change management activities into
project management plans and activities
40
Change management and

project management
Project management
Current
state
Transition
state
Future
state
Change management
Prosci 2010
Technical side
of the project
People side of
the project
41
Change management is like

project management
However, it is the people side of change
Both aim to deliver value to the business by
supporting initiatives and projects
Prosci 2010
42
Comparing processes
Project management
Initiation
Planning
Executing
Monitoring and controlling
Closing
Process groups defined in the Project

Management Institutes PMBOK
Prosci 2010
Change management
Organizational:
Preparing for change
Managing change
Reinforcing change
TM
Individual:
Awareness
Desire
Knowledge
Ability
Reinforcement
43
Comparing tools
Project management
Statement of work
Project charter
Business case
Work breakdown structure
Budget estimations
Resource allocation
Schedule
Tracking
Prosci 2010
Change management
Individual change model

Readiness assessment
Communication plans
Sponsorship roadmaps
Coaching plans
Training plans
Resistance management
Reinforcement
44
The right amount

How much project
management is needed?
Depends on the complexity
and degree of change to
processes, systems,
organization structure and
job roles
Prosci 2010
How much change

management is needed?
Depends on the amount of
disruption created in
individual employees dayto-day work and the
organization attributes like
culture, value system and
history with past changes
45
Integrating change management and

project management activities
Project management and change management
activities are most effective when they are
integrated
Unfortunately, in many instances change
management is an add-on after the project has
experienced obstacles
Prosci 2010
46
Problem or
opportunity
Planning
Business
improvement
steps
Design
Development
Implementation
Prosci 2010
47
Assessments
Team and
sponsors
Communications
Change
management
process
Coaching and
feedback
Resistance
management
Prosci 2010
48
Business
improvement
steps
Prosci 2010
Change
management
process
49
Business
improvement
steps
Change
management
process
Prosci 2010
50
Research results
When to start change management
p. 29
Project initiation
Project planning
Project design
Project implementation
When did you start CM

activities this time?
When would you start CM
activities next time?
Project closure
0%
10% 20% 30% 40% 50% 60% 70% 80% 90%

Percent of respondents
Prosci 2010
51
Case for Change Management

In order to implement change individuals
are going to have to do their jobs in a new
way.
What amount of project benefits depend
upon employee adoption and usage?
Prosci 2010
52
What is the adoption, usage and

proficiency for your change?
Who has to adopt and use the change?
What does adoption and usage mean?
How will we know if they have adopted and
are using?
Prosci 2010
53
The cost of NOT doing

Change Management
REwork, REvisit, REdo, REdesign, REscope,
REschedule, REvamp, REquip, REenter,
Reexamine, REcover
Prosci 2010
54
Remember the Big Picture:

The amount of Project Benefits are
dependent on adoption and usage.
This is what we can CAPTURE and
DRIVE with change management.
Prosci 2010
55
Prosci Measurement Matrix

Measuring Change Management Effectiveness
Prosci 2010
Process
Individual
Speed of
adoption
Utilization rate
Proficiency
ADKAR
Outcome
Organization
Business
performance
against
objectives
Individual
performance
for each job
role
56
Prosci Measurement Matrix

Measuring Change Management Effectiveness
Outcome
Process
Organization
Prosci 2010
Speed of adoption (ADKAR)

Utilization rate (ADKAR)
Proficiency (ADKAR)
Individual
ADKAR
Measured by group, function,

location
Assessment by immediate
supervisors as part of their role
in leading change
(measurement using web-based

ADKAR assessments)
(measurement using ADKAR

instruments)
Business performance against

objectives
Financial performance
Quality of product
Quality of service
Quality of work life
Speed of implementation
(schedule adherence)
Individual performance for

each job role
Performance against objectives
as defined in personal objectives
with immediate supervisor
57
Applying Change Management

to our Payroll/HRIS Project
Started the Payroll/HRIS project without change
management
We began applying it in May/June.
Increased communication/electronic and print
Increased face-to-face meetings and training
Mailing communication pieces home
Created prhrfeedback@arapahoegov.com
Solicited input E-team, A-team, employees
Here is the reaction
Prosci 2010
58
Payroll/HRIS Comments
Thank you for the excellent communication youve been providing regarding the
payroll changes. You started the communication early in the process which allows
employees ample time to prepare. I also appreciate the excel tool you designed to help
with the transition, as well as the offers to assist with navigating through the change. I
really appreciate all the efforts that have been made to make this transition as smooth as
possible! - Lori Oswald, Human Services
I like the way this was written. Very clear and simple language, Debbie Atkinson,
Information Technology
Excellent Write Up! Thanks! Grant Miller, Human Services
I wanted to let you all know how impressed I am with how this change is being
managed. The efforts, communications, training sessions and overall coordination
exhibited and offered to ensure our success with this major shift is amazing. Im proud
to be part of an organization who treats its employees with this level of consideration
and respect. Thank you. Eve Torney, Information Technology
Prosci 2010
59
Arapahoe Countys
Change Management Program
Program Offerings:
Employee-Only Course
Coaching Course
3-Day Practitioner Course
Sponsorship Course
Nearly 300 Employees since February 2013
BOCC Administration, Communication Services, Human Resources,
Human Services, Information Technology, Facilities and Fleet
Management, Finance, Community Resources, Open Spaces, Clerk
and Recorders Office, Sheriffs Office, Public Works and
Development and Performance Management
Prosci 2010
60
Employee Program Goals

Prepare employees for changes that are impacting them
personally.
Team them how to engage their manager and leadership
team.
Demonstrate effective ways to surface concerns about the
change
Help them understand the change process
Provide knowledge of how to take control of the change
(and take accountability for their success)
Prosci 2010
61
Coaching Program Goals

Managers, supervisors and project leaders learn
what it takes to become great change leaders.
Prepare managers for changes that are impacting
them personally
Prepare managers to lead and coach their
employees through change
Prosci 2010
62
3-Day Certification Program

Learn how to lead change effectively, and what it means to
manage the people side of change.
Participants learn how to define a change management
strategy, prepare a change management plan and connect
change management to business results.
Participants spend time working on a real-life project and
walk away with the knowledge, tools and processes to
successfully guide employees through change.
Prosci 2010
63
Our Change Management Vision

We should work to build change management
competencies and capabilities because we care
about our employees.
But, ultimately its about the customers we serve
the citizens of Arapahoe County.
We owe it to them to provide the BEST County
government in the State of Colorado.
Prosci 2010
64
How will we know

when we get there?
Great change management is second nature and
part of the DNA of Arapahoe County
Change Management is our standard operating
procedure
Change Management is the norm on projects and
initiatives
All employees have internalized their role in
leading change
Prosci 2010
65
Position Arapahoe County for success

Level 5
Organizational
Competency
Change management competency is

evident in all levels of the organization and
is part of the organizations intellectual
property and competitive edge
Continuous
process
improvement in
place
Level 4
Organizational
Standards
Organization-wide standards and methods

are broadly deployed for managing and
leading change
Selection of
common approach
Level 3
Multiple
Projects
Comprehensive approach for managing

change is being applied in multiple projects
Examples of best
practices evident
Level 2
Isolated
Projects
Some elements of change management

are being applied in isolated projects
Many different
tactics used
inconsistently
Level 1
Adhoc or
Absent
Little or no change management applied
People-dependent
without any formal
practices or plans
Prosci 2010
Prosci Change Management Maturity Model
Highest
profitability and
responsiveness
Highest rate of
project failure,
turnover and
productivity loss
66
If you want to make enemies,

try to change something.
- Woodrow Wilson
Prosci 2010
67
I am all for progress.

I just don't like change.
- Jack Bush
Prosci 2010
68
Its not so much that were afraid of

change or so in love with the old ways, but
its like that place in between that we fear
Its like being between trapezes.
Its Linus when his blanket is in the dryer.
Theres nothing to hold on to.
Marilyn Ferguson
Prosci 2010
69
Change Management
Focuses on the people side of organizational change
Involves both an individual and an organizational perspective
Requires action and involvement by leaders and managers
throughout the organization
And project management are both tools that support project
benefit realization project management is the technical side
and change management is the people side
Is most effective when it is launched at the beginning of a
project and integrated into the project activities
Prosci 2010
70
Prosci 2010
71
What sound do you want to hear when

your project is completed?
Prosci 2010
72
Prosci
1367 South Garfield Ave
Loveland, Colorado, USA 80537
970-203-9332
Andrea Rasizer
Director
BOCC Administration/Communication Services
Prosci Certified Change Management Professional
Train the Trainer
arasizer@arapahoegov.com
303-795-4284
Prosci 2010
73

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Prosci Change Management

Why should government care?

The dogmas of the quiet past are inadequate

Are the changes we have underway

Organizations are reaching change saturation

Agenda for Today

Defining change management

Change management is:

But what is it really?

Why is change so hard?

Prosci PCT Model

All three elements must be present for project success

Organizational change can be

How things are

How to move from

How things will be

Examples of changes organizations are

Documented and managed processes

Multiple, legacy systems

One integrated database

Generalists in the call center

Specialists in the call center

No web interface for suppliers

Supplier website integrated into supply chain

Two different companies

In reality, there are both organizational

How I will do my job after the

The organizations future state is actually the

Documented and managed processes

The focus of change management is helping

Change management drives project

Why Change Management?

Change management is required to meet

Percent of respondents that met

Overall effectiveness of change management program

Connecting change management

Percent of respondents that were

Overall effectiveness of change management program

Connecting change management

Percent of respondents that

Overall effectiveness of change management program

There are consequences of not managing

Primary reasons for applying change

Change management perspectives

Equip your managers and

Meet the needs

Run the day-to-day

Why are managers so important?

Supervisors/managers are influential

Equip your managers and

Managing individual change

Prosci ADKAR Model

ADKAR describes the

Success with change

2012 Prosci and Bill Cigliano

The five building blocks of

Awareness of the need for change

Desire to participate and support the change

Knowledge on how to change

Ability to implement required skills and behaviors

Reinforcement to sustain the change

ADKAR forms the foundation of successful

Prosci 3-Phase Change

Phase 1 Preparing for change