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•
Tid
Produktivitet
L
H
Varighed af
produktivitetsfald
Dybde af
produktivitets-
fald
God
koordineret
forandring
Dårlig
koordineret
forandring
Ukoordineret
forandring
 IBM Global Services 2001
Tid
Produktivitet
L
H
Varighed af
produktivitetsfald
Dybde af
produktivitets-
fald
God
koordineret
forandring
Dårlig
koordineret
forandring
Ukoordineret
forandring
 IBM Global Services 2001
Tid
Produktivitet
L
H
Varighed af
produktivitetsfald
Dybde af
produktivitets-
fald
God
koordineret
forandring
Dårlig
koordineret
forandring
Ukoordineret
forandring
 IBM Global Services 2001
Tid
Produktivitet
L
H
Varighed af
produktivitetsfald
Dybde af
produktivitets-
fald
God
koordineret
forandring
Dårlig
koordineret
forandring
Ukoordineret
forandring
 IBM Global Services 2001



© Prosci.From Prosci’s 2009 BestPractices in Change Managementbenchmarkingreport
Correlation of change management effectiveness
to meeting project objectives
16%
51%
80%
95%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Poor
(n=111)
Fair
(n=259)
Good
(n=313)
Excellent
(n=65)
Percentofrespondentsthatmet
orexceededprojectobjectives
Overall effectiveness of change management program
© Prosci.From Prosci’s 2009 BestPractices in Change Managementbenchmarkingreport
Correlation of change management effectiveness
to staying on budget
51%
61%
74%
82%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Poor
(n=116)
Fair
(n=299)
Good
(n=386)
Excellent
(n=71)
Percentofrespondentsthat
wereonorunderbudget
Overall effectiveness of change management program
Correlation of change management effectiveness
to staying on schedule
16%
32%
60%
71%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Poor
(n=134)
Fair
(n=318)
Good
(n=394)
Excellent
(n=72)
Percentofrespondentsthatwere
onoraheadofschedule
Overall effectiveness of change management program
•
•
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