Prosci Webinar - How to Build Organizational Change Capabilities. Agenda: 1) What is Project ECM? 2) The case for Project ECM; 3) The status of Project ECM; 4) Current state, Future state, Transition state; 5) Prosci ECM Suite. Visit www.prosci.com/ecm to learn more about the Prosci ECM Suite.
How project managers, change managers, and organization leaders can drive project success by implementing change management, using the Prosci change management methodology and certification program.
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For changes to deliver results and outcomes, structured approaches are needed for both the technical side of the change (through project management) and for the people side of the change (through change management). The technical side ensures that solutions are designed, developed and delivered effectively. The people side ensures that the solution is embraced, adopted and used proficiently. These two complementary disciplines share a common objective - to improve the performance of the organisation by implementing a change. However, bringing these two disciplines together can sometimes be challenging. This webinar looks at how to integrate change management and project management across five dimensions to deliver benefit realisation and a unified value proposition for change.
Prosci Webinar - Bringing Structure and Intent to Building Your Enterprise Ch...Prosci ANZ
No core competency will be more important in the future than the ability to deliver expected results from change. Building an enterprise-wide change management capability improves agility, mitigates saturation and improves change portfolio outcomes. But an enterprise capability takes more than “want to” and chatter. In this session, learn how to bring structure and intent to building your change management capabilities.
How project managers, change managers, and organization leaders can drive project success by implementing change management, using the Prosci change management methodology and certification program.
Prosci Webinar - How to Integrate Change Management and Project ManagementProsci ANZ
For changes to deliver results and outcomes, structured approaches are needed for both the technical side of the change (through project management) and for the people side of the change (through change management). The technical side ensures that solutions are designed, developed and delivered effectively. The people side ensures that the solution is embraced, adopted and used proficiently. These two complementary disciplines share a common objective - to improve the performance of the organisation by implementing a change. However, bringing these two disciplines together can sometimes be challenging. This webinar looks at how to integrate change management and project management across five dimensions to deliver benefit realisation and a unified value proposition for change.
Prosci Webinar - Bringing Structure and Intent to Building Your Enterprise Ch...Prosci ANZ
No core competency will be more important in the future than the ability to deliver expected results from change. Building an enterprise-wide change management capability improves agility, mitigates saturation and improves change portfolio outcomes. But an enterprise capability takes more than “want to” and chatter. In this session, learn how to bring structure and intent to building your change management capabilities.
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In today's environment, few core competencies are as important as how change is managed. What is your organisation’s level of maturity in change management? In 2004, Prosci first released the Change Management Maturity Model, describing five different levels of organisational change management maturity. That model has been extended to a full-blown Maturity Model Audit that allows you to determine your organisation’s overall maturity and your maturity in five key capability areas: Leadership, Application, Competencies, Standardization and Socialization. This webinar introduces the framework and tool to evaluate where you are today and how to advance the capability in your organisation.
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Register at: http://www.change-management.com/webinars.htm. Delivered April 8 (11AM EDT) and April 9 (4PM EDT). Learn how you can use the Prosci PCT Model and PCT Analyzer to: conduct PCT Assessments, evaluate project health, identify risk factors, drive next steps, track progress, create a shared vision and examine your portfolio.
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http://www.prosci.com/webinars
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Prosci Webinar - Applying the Prosci ADKAR methodologyProsci ANZ
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http://www.prosci.com/webinars
Prosci Enterprise Change Management Boot Camp - Info WebinarCatherine Smithson
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Prosci's webinar "Change Management Value Proposition" - delivered live on Wednesday, Nov 11 11:00 AM EST and Thursday, Nov 12 4:00 PM EST. Register at www.prosci.com/webinars
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Prosci's webinar "Assessing and Building Your Organizational Change Capability" - delivered live on Wednesday, June 24 11:00 AM EDT and Thursday, June 25 4:00 PM EDT. Register at www.change-management.com/webinars.htm.
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Given May 8th, 2009 for the Ragan Corporate Communications Conference, this presentation highlights the differences between traditional corporate communications and communications associated with organizational change management.
Prosci Building Organizational Agility WebinarTim Creasey
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The Art of Optimization - Prolifics Lifecycle Tools and Methodology Practiceghodgkinson
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OpCord (Optimizing with Coordination) was founded in year 2009 and was among 15 Emerging Companies in Growth category in India in 2012 by Nasscom. It has about 50 members, working on products, services as mentioned below:
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4. Consulting & Trainings for agile methodologies. Have a pool of agile coaches and serving some MNCs.
How to Leverage a license to Build Change Capability Webinar presented by Bei...Prosci ANZ
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This 60 min Prosci webinar uncovers some tips and insights into succeeding at Upstream, Midstream and Downstream Change Management in your organisations.
Why is everyone talking about Agile Project Management?Melanie Franklin
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IBM Innovate2014 - Is Agile Compliance an Oxymoron? Dave Sharrock
Agile software development is a light framework that focusses more on early value delivery and incremental improvement than traditional tasks like detailed up-front planning, comprehensive specifications and technical documentation. But from the perspective of regulatory compliance, this planning and documentation serve a purpose. How can we reconcile agile approaches that value a working product over documentation with the need to meet regulatory requirements for, e.g. medical devices or telecommunications? I will discuss how to bring together the apparently conflicting needs of regulatory compliance and agile, and show by example how agile teams actually approach tough regulatory requirements in finance, healthcare and telecommunications.
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- How to incorporate strict regulatory requirements within an agile development approach
- The power of agile as a risk-limiting software development approach
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How to Build Organizational Change Capabilities - Prosci Webinar
1. Copyright Prosci 2014. All rights reserved.
webinar@prosci.com
Prosci Change Management Webinar
How to Build Organizational
Change Capabilities
2. Copyright Prosci 2014. All rights reserved.
Prosci by the #s:
8
16
80%
3400+
20,000+
70,000+
Longitudinal studies
Years of research
Fortune 100 companies
Research participants
Certified practitioners
Community members
Contact Prosci:
Telephone: +1-970-203-9332
Email: webinar@prosci.com
Website: www.prosci.com
Tools or downloads referenced in this free webinar are for webinar educational
purposes; reproduction or distribution of these tools in your organization
will require additional steps on your part.
…………………………………….............................................................
Prosci’s Mission Our Principles:
• Research-based
• Holistic
• Easy-to-use
Our Resources:
• Published products and tools
• Web-based tools and applications
• Face-to-face training
• Train-the-Trainer
To help individuals and organizations build
their own change management competencies
through development and delivery of research-
based, holistic, and easy-to-use tools and
methodologies.
Prosci®
Webinars
• Educational
• Thought provoking
• Insights into new development
• New ideas, phraseology, language, and frameworks
• Give you at least an hour per week to think about
change management
…………………………………….............................................................
3. Copyright Prosci 2014. All rights reserved.
Agenda
• What is Project ECM?
• The case for Project ECM
• The status of Project ECM
• Current state, Future state, Transition state
• Prosci ECM Suite
Enterprise
Change
Management
5. Copyright Prosci 2014. All rights reserved.
House/Subdivision Framework
• Change management is
like building a house
– How do we effectively
manage the people side of
change on one project or
initiative?
6. Copyright Prosci 2014. All rights reserved.
House/Subdivision Framework
• Change management is
like building a house
– How do we effectively
manage the people side of
change on one project or
initiative?
• ECM is like designing a
subdivision
– How do we bring change
management to our entire
organization?
7. Copyright Prosci 2014. All rights reserved.
House/Subdivision Framework
• Change management is
like building a house
– How do we effectively
manage the people side of
change on one project or
initiative?
• ECM is like designing a
subdivision
– How do we bring change
management to our entire
organization?
10. Copyright Prosci 2014. All rights reserved.
ECM Components
Process
and tools
Common approach,
consistently and
constantly applied
11. Copyright Prosci 2014. All rights reserved.
ECM Components
Process
and tools
Individual
competencies
Common approach,
consistently and
constantly applied
From the CEO
to front-line
employees
12. Copyright Prosci 2014. All rights reserved.
ECM Components
Process
and tools
Individual
competencies
Strategic
capability
Common approach,
consistently and
constantly applied
From the CEO
to front-line
employees
Flexibility, durability,
agility, resilience,
core competency
14. Copyright Prosci 2014. All rights reserved.
Enterprise Change Management Is…
Institutionalizing
and embedding
change management
practices and processes
15. Copyright Prosci 2014. All rights reserved.
Enterprise Change Management Is…
Institutionalizing
and embedding
change management
practices and processes
Building organizational
change management
capabilities and competencies
16. Copyright Prosci 2014. All rights reserved.
Enterprise Change Management Is…
Institutionalizing
and embedding
change management
practices and processes
Building organizational
change management
capabilities and competencies
Deploying change
management broadly
throughout the enterprise
17. Copyright Prosci 2014. All rights reserved.
Enterprise Change Management Is…
Institutionalizing
and embedding
change management
practices and processes
Building organizational
change management
capabilities and competencies
Deploying change
management broadly
throughout the enterprise
All employees have
internalized their role in
leading change
“Great change management”
is second nature and part of
the DNA of the organization
Change management is the
organization’s Standard
Operating Procedure
Change management is
the norm on projects
and initiatives
19. Copyright Prosci 2014. All rights reserved.
Why ECM?
1. Cumulative benefits Additive nature
20. Copyright Prosci 2014. All rights reserved.
Why ECM?
1. Cumulative benefits Additive nature
2. Amount of change Required to handle load
21. Copyright Prosci 2014. All rights reserved.
Why ECM?
1. Cumulative benefits Additive nature
2. Amount of change Required to handle load
3. Capacity and saturation Minimize consequences
22. Copyright Prosci 2014. All rights reserved.
Why ECM?
1. Cumulative benefits Additive nature
2. Amount of change Required to handle load
3. Capacity and saturation Minimize consequences
4. Change agility Improve performance
23. Copyright Prosci 2014. All rights reserved.
Why ECM?
1. Cumulative benefits Additive nature
2. Amount of change Required to handle load
3. Capacity and saturation Minimize consequences
4. Change agility Improve performance
5. Standard approach Efficiency and effectiveness
24. Copyright Prosci 2014. All rights reserved.
Why ECM?
1. Cumulative benefits Additive nature
2. Amount of change Required to handle load
3. Capacity and saturation Minimize consequences
4. Change agility Improve performance
5. Standard approach Efficiency and effectiveness
6. Everyone else is doing it Lemming pitch
25. Copyright Prosci 2014. All rights reserved.
Why ECM?
1. Cumulative benefits Additive nature
2. Amount of change Required to handle load
3. Capacity and saturation Minimize consequences
4. Change agility Improve performance
5. Standard approach Efficiency and effectiveness
6. Everyone else is doing it Lemming pitch
7. Well, it worked on Project X Proof of success
27. Copyright Prosci 2014. All rights reserved.
Your ECM Value Proposition
• Concise statement for why your organization
needs to invest the time, energy and resources
to build change management capabilities
28. Copyright Prosci 2014. All rights reserved.
Your ECM Value Proposition
• Concise statement for why your organization
needs to invest the time, energy and resources
to build change management capabilities
“We as an organization should work to institutionalize
change management and build organizational
capabilities and competencies because…”
29. Copyright Prosci 2014. All rights reserved.
Your ECM Value Proposition
• Concise statement for why your organization
needs to invest the time, energy and resources
to build change management capabilities
“We as an organization should work to institutionalize
change management and build organizational
capabilities and competencies because…”
Strategy
Mission
Pain points
Concerns
Values
Aspirations
30. Copyright Prosci 2014. All rights reserved.
The Status of ECM
16%
13%
21%
22%
14%
15%
Over three years
Between two and three…
Between one and two years
Between six and 12 months
Less than six months
Just startedActively working
to deploy
For how long
Prosci’s 2014
Best Practice
in Change
Management
46%
53%
2011 2013
31. Copyright Prosci 2014. All rights reserved.
Data from Prosci Change Management Webinars
Aug 2010, March 2011, July 2011, May 2012 , Oct 2012, April 2013:
1016 data providers
Where Are You in Your ECM Journey?
16%
9%
25%
35%
15%
We are over a year into deployment
We are in the first year of deployment
We've started to mobilize
Early discussions taking place
We haven't even thought about itWe haven’t even thought about it
Early discussions taking place
We’ve started to mobilize
We are in the first year of deployment
We are over a year into deployment
32. Copyright Prosci 2014. All rights reserved.
Publish Research Training
2004
2005
2006
2007
2008
2009
2011
2012
2013
Where Prosci Is in the ECM Journey
33. Copyright Prosci 2014. All rights reserved.
Publish Research Training
2004
2005
2006
2007
2008
2009
2011
2012
2013
Where Prosci Is in the ECM Journey
Maturity Model
Study section ECM Study ECM Summit
34. Copyright Prosci 2014. All rights reserved.
Publish Research Training
2004
2005
2006
2007
2008
2009
2011
2012
2013
Where Prosci Is in the ECM Journey
Maturity Model
Study section ECM Study ECM Summit
ECM Summit
ECM Summit
ECM Summit
Study section
Study section ECM Lab
Whitepaper
Study section
Added to Advanced
35. Copyright Prosci 2014. All rights reserved.
Publish Research Training
2004
2005
2006
2007
2008
2009
2011
2012
2013
Where Prosci Is in the ECM Journey
Maturity Model
Study section ECM Study ECM Summit
ECM Summit
ECM Summit
ECM Summit
Study section
Study section ECM Lab
Whitepaper
Study section
Added to Advanced
ECM Boot Camp
ECM Boot Camp
ECM Roadmap
CMMMA
Study section
ACMP Workshop
36. Copyright Prosci 2014. All rights reserved.
Prosci ECM Suite
Change Management
Maturity Model Audit
Web-based self assessment ($89)
ECM Roadmap
Online instructional guide ($479) ECM Boot Camp
One-day workshop ($889)
1.89
0
1
2
3
4
5
Prosci
®
Change Management Maturity Model Audit
Level
Level
Level
Level
Level
Overall Change Management Maturity Model Audit Score
2.50
1.88
1.58
2.08
1.40
0
1
2
3
4
5
Capability
Area 1:
Leadership
Capability
Area 2:
Application
Capability
Area 3:
Competencies
Capability
Area 4:
Standardization
Capability
Area 5:
Socialization
Prosci
®
Change Management Maturity Model Audit
Level
Level
Level
Level
Level
Prosci
May 9: Chicago, IL
June 13: Washington DC
Aug 8: Portland, OR
Sept 12: Denver, CO
Oct 16: Cleveland, OH
Nov 7: Houston, TX
AdPro / Canada
May 2: Calgary, AB
July 11: Trinidad
Activities, research,
templates, and tools
www.prosci.com/ecm
37. Copyright Prosci 2014. All rights reserved.
Two approaches
“We want to build change
management capabilities
and competencies so I
guess we’ll try …”
38. Copyright Prosci 2014. All rights reserved.
Two approaches
“We want to build change
management capabilities
and competencies so I
guess we’ll try …”
Create a CMO
Train some people on
change management?!?
Apply it on a few projects?!?
Develop an integrated project
management and change
management process?!?
39. Copyright Prosci 2014. All rights reserved.
Two approaches
“We want to build change
management capabilities
and competencies so I
guess we’ll try …”
“We want to build change
management capabilities
and competencies AND we
are going to manage the
project for success”
Create a CMO
Train some people on
change management?!?
Apply it on a few projects?!?
Develop an integrated project
management and change
management process?!?
40. Copyright Prosci 2014. All rights reserved.
Two approaches
“We want to build change
management capabilities
and competencies so I
guess we’ll try …”
“We want to build change
management capabilities
and competencies AND we
are going to manage the
project for success”
• Treat and manage it as a change
• Treat and manage it as a project
What we will call “Project ECM”
Create a CMO
Train some people on
change management?!?
Apply it on a few projects?!?
Develop an integrated project
management and change
management process?!?
Structure
and
Intent
42. Copyright Prosci 2014. All rights reserved.
Failure Modes
1. Not treating ECM as a project and a change
Current Transition FutureTransition
43. Copyright Prosci 2014. All rights reserved.
Failure Modes
1. Not treating ECM as a project and a change
2. Not defining the future state
Current Transition FutureTransition
44. Copyright Prosci 2014. All rights reserved.
Failure Modes
1. Not treating ECM as a project and a change
2. Not defining the future state
3. Not using a multi-faceted approach
Current Transition FutureTransition
46. Copyright Prosci 2014. All rights reserved.
Project ECM as a Change
Project
ECM:
Current Transition Future
Technical side
People side
47. Copyright Prosci 2014. All rights reserved.
Project ECM as a Change
Project
ECM:
Goal/objective:
Build organizational change
management capabilities and
competencies to improve results and
outcomes of projects and initiatives
Current Transition Future
Technical side
People side
48. Copyright Prosci 2014. All rights reserved.
Project ECM as a Change
Project
ECM:
Goal/objective:
Build organizational change
management capabilities and
competencies to improve results and
outcomes of projects and initiatives
Current Transition Future
Technical side
People side
Requirements:
Charter, Sponsor, Plan, Solution, Team
Project Management
Change Management
49. Copyright Prosci 2014. All rights reserved.
Project ECM as a Change
Project
ECM:
Goal/objective:
Build organizational change
management capabilities and
competencies to improve results and
outcomes of projects and initiatives
Current Transition Future
Technical side
People side
Requirements:
Charter, Sponsor, Plan, Solution, Team
Project Management
Change Management
Structure
and
Intent
50. Copyright Prosci 2014. All rights reserved.
Project ECM: Current State
Current Transition Future
Technical side
People side
Project ECM:
51. Copyright Prosci 2014. All rights reserved.
Project ECM: Current State
Current Transition Future
Technical side
People side
Project ECM:
What is the state of
change management in
the organization today?
52. Copyright Prosci 2014. All rights reserved.
Project ECM:
Current State Assessment
Current State
Assessment
53. Copyright Prosci 2014. All rights reserved.
Project ECM:
Current State Assessment
Current
Maturity
Current State
Assessment
54. Copyright Prosci 2014. All rights reserved.
Project ECM:
Current State Assessment
Current
Maturity
How changes
happen
Current State
Assessment
55. Copyright Prosci 2014. All rights reserved.
Project ECM:
Current State Assessment
Current
Maturity
How changes
happen
Help/hinder
factors
Current State
Assessment
56. Copyright Prosci 2014. All rights reserved.
Project ECM:
Current State Assessment
Current
Maturity
How changes
happen
Help/hinder
factors
People side
analysis
Current State
Assessment
57. Copyright Prosci 2014. All rights reserved.
How Are We
Doing Today?
Current
Maturity
Current State
Assessment
1.89
0
1
2
3
4
5
Prosci
®
Change Management Maturity Model Audit
Level
Level
Level
Level
Level
Overall Change Management Maturity Model Audit Score
2.50
1.88
1.58
2.08
1.40
0
1
2
3
4
5
Capability
Area 1:
Leadership
Capability
Area 2:
Application
Capability
Area 3:
Competencies
Capability
Area 4:
Standardization
Capability
Area 5:
Socialization
Prosci
®
Change Management Maturity Model Audit
Level
Level
Level
Level
Level
0
1
2
3
4
5
CA1
1.1
1.2
1.3
1.4
1.5
1.6
1.7
1.8
CA2
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
CA3
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
3.10
3.11
3.12
CA4
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
4.9
4.10
4.11
4.12
CA5
5.1
5.2
5.3
5.4
5.5
5.6
5.7
5.8
5.9
5.10
Prosci
®
Change Management Maturity Model Audit
Level
Level
Level
Level
Level
Capability
Area 2:
Application
Capability
Area 3:
Competencies
Capability
Area 4:
Standardization
Capability
Area 5:
Socialization
Capability
Area 1:
Leadership
www.prosci.com/ecm1/maturity-audit/
58. Copyright Prosci 2014. All rights reserved.
Using the Maturity Model
Capability Areas
Maturity Model
Capability Areas
Leadership
Application
Competencies
Standardization
Socialization
59. Copyright Prosci 2014. All rights reserved.
Using the Maturity Model
Capability Areas
Evaluate
where you
are today
Maturity Model
Capability Areas
Leadership
Application
Competencies
Standardization
Socialization
Current
60. Copyright Prosci 2014. All rights reserved.
Using the Maturity Model
Capability Areas
Evaluate
where you
are today
Identify
gaps
Maturity Model
Capability Areas
Leadership
Application
Competencies
Standardization
Socialization
Current Transition
61. Copyright Prosci 2014. All rights reserved.
Using the Maturity Model
Capability Areas
Evaluate
where you
are today
Identify
gaps
Guide
definition
Maturity Model
Capability Areas
Leadership
Application
Competencies
Standardization
Socialization
Current Transition Future
62. Copyright Prosci 2014. All rights reserved.
Using the Maturity Model
Capability Areas
Evaluate
where you
are today
Identify
gaps
Guide
definition
Maturity Model
Capability Areas
Leadership
Application
Competencies
Standardization
Socialization
Current Transition Future
Over time: Track progress
63. Copyright Prosci 2014. All rights reserved.
Project ECM: Future State
Current Transition Future
Technical side
People side
Project ECM:
64. Copyright Prosci 2014. All rights reserved.
Project ECM: Future State
Current Transition Future
Technical side
People side
Project ECM:
What will it look like
when you’ve built the
capabilities and
competencies?
65. Copyright Prosci 2014. All rights reserved.
EnterpriseEnterprise Change Management
Future State of Organizational Capability
Project/
Initiative
Individual
66. Copyright Prosci 2014. All rights reserved.
EnterpriseEnterprise Change Management
Future State of Organizational Capability
Project/
Initiative
Individual
• We consistently meet and exceed expectations in change
• We are able to handle the change our organization is experiencing
• We have created an organizational footprint for change management
67. Copyright Prosci 2014. All rights reserved.
EnterpriseEnterprise Change Management
Future State of Organizational Capability
Project/
Initiative
Individual
• We consistently meet and exceed expectations in change
• We are able to handle the change our organization is experiencing
• We have created an organizational footprint for change management
• We share a common language for change
• We have a standard change management methodology and full set of
tools to support its common and consistent application
• We have integrated change management into the project management
approach and our improvement processes and systems
68. Copyright Prosci 2014. All rights reserved.
EnterpriseEnterprise Change Management
Future State of Organizational Capability
Project/
Initiative
Individual
• We consistently meet and exceed expectations in change
• We are able to handle the change our organization is experiencing
• We have created an organizational footprint for change management
• We share a common language for change
• We have a standard change management methodology and full set of
tools to support its common and consistent application
• We have integrated change management into the project management
approach and our improvement processes and systems
• We appropriately budget for and resource change management on all projects
• We have change management present at the start of every project
• We are measuring the impact of change management and are showing the
Return on Investment of managing the people side of change
69. Copyright Prosci 2014. All rights reserved.
EnterpriseEnterprise Change Management
Future State of Organizational Capability
Project/
Initiative
Individual
• We consistently meet and exceed expectations in change
• We are able to handle the change our organization is experiencing
• We have created an organizational footprint for change management
• We (all employees) expect change and are excited by it and
engaged in it, not fearful of it
• We all see “leading change” as part of our job; we have the skills to
do it and we are measured on how well we do it
• We share a common language for change
• We have a standard change management methodology and full set of
tools to support its common and consistent application
• We have integrated change management into the project management
approach and our improvement processes and systems
• We appropriately budget for and resource change management on all projects
• We have change management present at the start of every project
• We are measuring the impact of change management and are showing the
Return on Investment of managing the people side of change
70. Copyright Prosci 2014. All rights reserved.
Project ECM
Transition: Technical Side
Current Transition Future
Technical side
People side
Project ECM:
71. Copyright Prosci 2014. All rights reserved.
Project ECM
Transition: Technical Side
• Systems and mechanisms that
make change management
“how we do change”
• Designing, developing and
deploying “the solution”
• Might be a new task for you:
– From “change management on a
solution” to “designing the change
management capability solution”
Current Transition Future
Technical side
People side
Project ECM:
72. Copyright Prosci 2014. All rights reserved.
Leadership
Structure
Process Project
Skill
Prosci®
ECM Strategy Map
• Five tactic areas
• Planned in phases
ECM Strategy Map
73. Copyright Prosci 2014. All rights reserved.
Leadership
Structure
Process Project
Skill
Prosci®
ECM Strategy Map
• Five tactic areas
• Planned in phases
Current Future&Based on:
ECM Strategy Map
74. Copyright Prosci 2014. All rights reserved.
Leadership
Structure
Process Project
Skill
Prosci®
ECM Strategy Map
Leadership e.g. Sponsor, Steering committee, Change mgmt reviews
• Five tactic areas
• Planned in phases
Current Future&Based on:
ECM Strategy Map
75. Copyright Prosci 2014. All rights reserved.
Leadership
Structure
Process Project
Skill
Prosci®
ECM Strategy Map
Leadership e.g. Sponsor, Steering committee, Change mgmt reviews
Project e.g. Pilots, Tiers, Departments, Regions, Triggers
• Five tactic areas
• Planned in phases
Current Future&Based on:
ECM Strategy Map
76. Copyright Prosci 2014. All rights reserved.
Leadership
Structure
Process Project
Skill
Prosci®
ECM Strategy Map
Leadership e.g. Sponsor, Steering committee, Change mgmt reviews
Project e.g. Pilots, Tiers, Departments, Regions, Triggers
Skill e.g. Who needs to know what? Training, Coaching, Tools
• Five tactic areas
• Planned in phases
Current Future&Based on:
ECM Strategy Map
77. Copyright Prosci 2014. All rights reserved.
Leadership
Structure
Process Project
Skill
Prosci®
ECM Strategy Map
Leadership e.g. Sponsor, Steering committee, Change mgmt reviews
Project e.g. Pilots, Tiers, Departments, Regions, Triggers
Skill e.g. Who needs to know what? Training, Coaching, Tools
Structure e.g. Organizational footprint, CMO, networks, job roles
• Five tactic areas
• Planned in phases
Current Future&Based on:
ECM Strategy Map
78. Copyright Prosci 2014. All rights reserved.
Leadership
Structure
Process Project
Skill
Prosci®
ECM Strategy Map
Leadership e.g. Sponsor, Steering committee, Change mgmt reviews
Project e.g. Pilots, Tiers, Departments, Regions, Triggers
Skill e.g. Who needs to know what? Training, Coaching, Tools
Structure e.g. Organizational footprint, CMO, networks, job roles
Process e.g. Project launch, Performance management, Improvement
• Five tactic areas
• Planned in phases
Current Future&Based on:
ECM Strategy Map
79. Copyright Prosci 2014. All rights reserved.
Example Approach
Approaches to
embedding change
management can be
mapped to the
ECM Strategy Map
Examples to follow…
Leadership
Structure
Process
Skill
Project
Prosci®
ECM Strategy Map
?
80. Copyright Prosci 2014. All rights reserved.
Example Approach
Require change
management plans
for every project in
excess of $500K in
order to receive
funding
Leadership
Structure
Process
Skill
Project
Prosci®
ECM Strategy Map
?
81. Copyright Prosci 2014. All rights reserved.
Example Approach
Require change
management plans
for every project in
excess of $500K in
order to receive
funding
Leadership
Structure
Process
Skill
Project
Prosci®
ECM Strategy Map
82. Copyright Prosci 2014. All rights reserved.
Example Approach
HR initiates an
educational campaign
and then transfers
ownership to internal
training group for
open enrollment
courses
Leadership
Structure
Process Project
Skill
Prosci®
ECM Strategy Map
?
83. Copyright Prosci 2014. All rights reserved.
Example Approach
HR initiates an
educational campaign
and then transfers
ownership to internal
training group for
open enrollment
courses
Leadership
Structure
Process Project
Skill
Prosci®
ECM Strategy Map
84. Copyright Prosci 2014. All rights reserved.
Example Approach
Integrate change
management process
elements into the
standard project
delivery process
Leadership
Structure
Project
Skill
Process
Prosci®
ECM Strategy Map
?
85. Copyright Prosci 2014. All rights reserved.
Example Approach
Integrate change
management process
elements into the
standard project
delivery process
Leadership
Structure
Project
Skill
Process
Prosci®
ECM Strategy Map
86. Copyright Prosci 2014. All rights reserved.
Example Approach
Train every new
project team on
change management
Leadership
Structure
Process Project
Skill
Prosci®
ECM Strategy Map
?
87. Copyright Prosci 2014. All rights reserved.
Example Approach
Train every new
project team on
change management
Leadership
Structure
Process Project
Skill
Prosci®
ECM Strategy Map
88. Copyright Prosci 2014. All rights reserved.
Example Approach
Create a change
management staff
group at a corporate
level that has
oversight on change
management for all
projects
Leadership
Structure
Process Project
Skill
Prosci®
ECM Strategy Map
?
89. Copyright Prosci 2014. All rights reserved.
Example Approach
Create a change
management staff
group at a corporate
level that has
oversight on change
management for all
projects
Leadership
Structure
Process Project
Skill
Prosci®
ECM Strategy Map
90. Copyright Prosci 2014. All rights reserved.
Leadership
Project
Skill
Structure
Process
ECM Strategy Map:
Adding Timing
Leadership
Structure
Process Project
Skill
Prosci®
ECM Strategy Map
91. Copyright Prosci 2014. All rights reserved.
Leadership
Project
Skill
Structure
Process
ECM Strategy Map:
Adding Timing
Getting started
Leadership
Project
Skill
Structure
Process
92. Copyright Prosci 2014. All rights reserved.
Leadership
Project
Skill
Structure
Process
ECM Strategy Map:
Adding Timing
Getting started
Leadership
Project
Skill
Structure
Process
Getting started Building momentum
Leadership
Project
Skill
Structure
Process
93. Copyright Prosci 2014. All rights reserved.
Leadership
Project
Skill
Structure
Process
ECM Strategy Map:
Adding Timing
Getting started
Leadership
Project
Skill
Structure
Process
Getting started Building momentum
Leadership
Project
Skill
Structure
Process
Getting started Building momentum Sustaining
Leadership
Project
Skill
Structure
Process
94. Copyright Prosci 2014. All rights reserved.
Leadership
Project
Skill
Structure
Process
ECM Strategy Map:
Adding Timing
Getting started
Leadership
Project
Skill
Structure
Process
Getting started Building momentum
Leadership
Project
Skill
Structure
Process
Getting started Building momentum Sustaining
Leadership
Project
Skill
Structure
Process
Getting started Building momentum Sustaining
Leadership
Project
Skill
Structure
Process
95. Copyright Prosci 2014. All rights reserved.
Leadership
Project
Skill
Structure
Process
ECM Strategy Map:
Adding Timing
Getting started
Leadership
Project
Skill
Structure
Process
Getting started Building momentum
Leadership
Project
Skill
Structure
Process
Getting started Building momentum Sustaining
Leadership
Project
Skill
Structure
Process
Getting started Building momentum Sustaining
Leadership
Project
Skill
Structure
Process
Getting started Building momentum Sustaining
Leadership
Project GET A WIN!
Skill
Structure
Process
96. Copyright Prosci 2014. All rights reserved.
Project ECM
Transition: People Side
Current Transition Future
Technical side
People side
Project ECM:
97. Copyright Prosci 2014. All rights reserved.
Project ECM
Transition: People Side
• Change management takes
change management
• How will you ensure that
impacted employees
embrace, adopt and use
change management
Current Transition Future
Technical side
People side
Project ECM:
98. Copyright Prosci 2014. All rights reserved.
Review: Unified Value
Proposition of CM and PM
99. Copyright Prosci 2014. All rights reserved.
Review: Unified Value
Proposition of CM and PM
Current Transition Future
Technical side
People side
100. Copyright Prosci 2014. All rights reserved.
Review: Unified Value
Proposition of CM and PM
Current Transition Future
Technical side
People side
Design
Develop
Deliver
Embrace
Adopt
Use
= Success+
101. Copyright Prosci 2014. All rights reserved.
Review: Unified Value
Proposition of CM and PM
Current Transition Future
Technical side
People side
Design
Develop
Deliver
Embrace
Adopt
Use
= Success+
Leadership
Structure
Process
Skill
Project
Prosci®
ECM Strategy Map
102. Copyright Prosci 2014. All rights reserved.
Review: Unified Value
Proposition of CM and PM
Current Transition Future
Technical side
People side
Design
Develop
Deliver
Embrace
Adopt
Use
= Success+
Leadership
Structure
Process
Skill
Project
Prosci®
ECM Strategy Map
Change
management
103. Copyright Prosci 2014. All rights reserved.
“Change Management Takes
Change Management”
104. Copyright Prosci 2014. All rights reserved.
“Change Management Takes
Change Management”
Who has to embrace, adopt and use?
What does “to adopt and use”?
Audience
Identification
and
Definition
105. Copyright Prosci 2014. All rights reserved.
“Change Management Takes
Change Management”
Who has to embrace, adopt and use?
What does “to adopt and use”?
How are we going to
encourage the adoption and
usage of change management?
Audience
Identification
and
Definition
Apply
change
management
106. Copyright Prosci 2014. All rights reserved.
Reinforcement®
to sustain the change
ADKAR®
for the Change:
“Doing Change Management”
“Change management takes change management”
ECM from an ADKAR perspective
Ability to implement required skills and behaviors
Knowledge on how to change
Desire to participate and support the change
Awareness of the need for change
107. Copyright Prosci 2014. All rights reserved.
Reinforcement®
to sustain the change
ADKAR®
for the Change:
“Doing Change Management”
“Change management takes change management”
ECM from an ADKAR perspective
Ability to implement required skills and behaviors
Knowledge on how to change
Desire to participate and support the change
Awareness of the need for change
Ability to apply change management
Knowledge on how to apply change management
Desire to participate and support change management
Awareness of the need for change management
Reinforcement®
to sustain change management
111. Copyright Prosci 2014. All rights reserved.
1.89
0
1
2
3
4
5
Prosci
®
Change Management Maturity Model Audit
Level
Level
Level
Level
Level
Overall Change Management Maturity Model Audit Score
2.50
1.88
1.58
2.08
1.40
0
1
2
3
4
5
Capability
Area 1:
Leadership
Capability
Area 2:
Application
Capability
Area 3:
Competencies
Capability
Area 4:
Standardization
Capability
Area 5:
Socialization
Prosci
®
Change Management Maturity Model Audit
Level
Level
Level
Level
Level
0
1
2
3
4
5
CA1
1.1
1.2
1.3
1.4
1.5
1.6
1.7
1.8
CA2
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
CA3
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
3.10
3.11
3.12
CA4
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
4.9
4.10
4.11
4.12
CA5
5.1
5.2
5.3
5.4
5.5
5.6
5.7
5.8
5.9
5.10
Prosci
®
Change Management Maturity Model Audit
Level
Level
Level
Level
Level
Capability
Area 2:
Application
Capability
Area 3:
Competencies
Capability
Area 4:
Standardization
Capability
Area 5:
Socialization
Capability
Area 1:
Leadership
4.27
0
1
2
3
4
5
Prosci
®
Change Management Maturity Model Audit
Level
Level
Level
Level
Level
Overall Change Management Maturity Model Audit Score
4.50
4.13 4.17 4.33 4.20
0
1
2
3
4
5
Capability
Area 1:
Leadership
Capability
Area 2:
Application
Capability
Area 3:
Competencies
Capability
Area 4:
Standardization
Capability
Area 5:
Socialization
Prosci
®
Change Management Maturity Model Audit
Level
Level
Level
Level
Level
0
1
2
3
4
5
CA1
1.1
1.2
1.3
1.4
1.5
1.6
1.7
1.8
CA2
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
CA3
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
3.10
3.11
3.12
CA4
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
4.9
4.10
4.11
4.12
CA5
5.1
5.2
5.3
5.4
5.5
5.6
5.7
5.8
5.9
5.10
Prosci
®
Change Management Maturity Model Audit
Level
Level
Level
Level
Level
Capability
Area 2:
Application
Capability
Area 3:
Competencies
Capability
Area 4:
Standardization
Capability
Area 5:
Socialization
Capability
Area 1:
Leadership
Project ECM:
Current Transition Future
Technical side
People side
112. Copyright Prosci 2014. All rights reserved.
Prosci ECM Suite:
Change Management
Maturity Model Audit
Web-based self assessment
($89 per audit)
ECM Roadmap
Online guide with instructions,
guidance, research and tools ($479)
ECM Boot Camp
One-day workshop on building your
Project ECM strategy and plans ($889)
Site Licenses
Customize, Integrate, Translate
Support Capability Deployment
Train the Trainer
Groom internal trainers to teach
Prosci’s acclaimed programs
www.prosci.com/ecm
113. Copyright Prosci 2014. All rights reserved.
• Web-based self assessment
• Assess current overall
change management
maturity and maturity in
five specific Capability Areas
– Leadership
– Application
– Competencies
– Standardization
– Socialization
3.00
4.25
2.50 2.58
1.50
0
1
2
3
4
5
Capability
Area 1:
Leadership
Capability
Area 2:
Application
Capability
Area 3:
Competencies
Capability
Area 4:
Standardization
Capability
Area 5:
Socialization
Prosci
®
Change Management Maturity Model Audit
Level
Level
Level
Level
Level
0
1
2
3
4
5
CA1
1.1
1.2
1.3
1.4
1.5
1.6
1.7
1.8
CA2
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
CA3
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
3.10
3.11
3.12
CA4
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
4.9
4.10
4.11
4.12
CA5
5.1
5.2
5.3
5.4
5.5
5.6
5.7
5.8
5.9
5.10
Prosci
®
Change Management Maturity Model Audit
Level
Level
Level
Level
Level
Capability
Area 2:
Application
Capability
Area 3:
Competencies
Capability
Area 4:
Standardization
Capability
Area 5:
Socialization
Capability
Area 1:
Leadership
Prosci ECM Suite:
Change Management Maturity Model Audit
2.77
0
1
2
3
4
5
Prosci
®
Change Management Maturity Model Audit
Level
Level
Level
Level
Level
Overall Change Management Maturity Model Audit Score
$89 per audit
www.prosci.com/ecm1/maturity-audit/
114. Copyright Prosci 2014. All rights reserved.
Prosci ECM Suite:
ECM Roadmap
• Online instructional tool for Project ECM
• Step-by-step process plus tools
• Templates and assessments to use now
$479 for single
user license
* Includes one Change
Management Maturity
Model Audit
www.prosci.com/ecm1/ecm-roadmap/
115. Copyright Prosci 2014. All rights reserved.
Prosci ECM Suite:
ECM Boot Camp
• 1-day workshop
– What and Why of ECM
– Change Management Maturity Model
– Project ECM
On the calendar
May 2: Calgary
May 9: Chicago
June13: WashingtonDC
July 11: Trinidad
Aug 8: Portland
Sept 12: Denver
Oct 16: Cleveland
Nov 7: Houston
Inquire about onsite
$889 tuition
“If you're serious about achieving true change
management as one of your core organizational
competencies, then find a way to get to this course.” - Jeff
“Any first steps on the ECM journey will be all the more
surefooted for a day spent here.” - Graeme
“The ECM Boot Camp will kick your organization's Change
Management practices into high gear...” - Janice
www.prosci.com/ecm1/ecm-boot-camp/
116. Copyright Prosci 2014. All rights reserved.
Prosci’s Solution for an
Organizational Standard
• Enterprise Site Licenses enables:
– Customization
– Integration
– Translation & Terminology
– Organizational Deployment
• Three types of Site Licenses:
1. Complete site license
2. Site license for online Pilot Professional
3. Manager’s site license
Contact an Account Manager at
+1-970-203-9332 or
changemanagement@prosci.com
117. Copyright Prosci 2014. All rights reserved.
Conclusion
Have you assessed the current state?
Have you defined the future state?
Have you designed the transition state
for the technical side?
Have you designed the transition state
for the people side?
Are you lined up to deliver results and
outcomes on Project ECM?
Could you use research-based,
holistic support and guidance?
Project ECM:
Are you treating and
managing “institutionalizing
change management” as a
project and as a change?
Current Transition Future
Technical side
People side
Learn more at: www.prosci.com/ecm