The document presents insights from Prosci's webinars highlighting the collaboration between project managers and change managers to ensure successful project outcomes. It emphasizes the importance of integrating change management with project management, detailing strategies for building buy-in and enhancing the adoption of change. Key points include the need for effective communication, teamwork, and utilizing various Prosci tools to facilitate this partnership.

1. Presented by
Catherine Smithson
March 2016
Prosci Community of
Practice Webinars
Project Managers and
Change Managers:
partners in project
success

2. Introducing Being Human
• Founded in 1993
• Our mission: develop
change-capable
people and
organisations so they
achieve the benefits of
change.
• Prosci Affiliate
Australia and New
Zealand.
2
“Change is the law of life. And those who look
only to the past or present are certain to miss
the future.” John F. Kennedy

3. Prosci by the numbers
• 1994 – Founded in Loveland
(Denver) Colorado, USA
• 8 global Benchmarking
Reports
• 16 years of longitudinal
research
• 3,400+ research participants
• 63 countries
• 80% Fortune 500 companies
• 30,000+ Certified practitioners
worldwide
• 4,000+ Certified practitioners
Australia/New Zealand
3

4. Build buy in for Change Management with
Project Managers:
Prosci Delivering Project Results Workshop
• 1 day
• For Project Manager and teams,
IT specialists, BAs
• Bring a current change
• Apply tools to see connection
between adoption and usage
and achieving results
• Includes $300 worth of Prosci
cloud tools
• Sydney: April 27
• Melbourne May 17
• Other dates and locations on
our website
• In house program also available
4

5. Prosci 2014 Best Practices in Change
Management Benchmarking Report
• 822 participants
• 63 countries
• Top 3 roles:
• Change Management team
leader
• External consultant
• Project team leader
• 244 pages
• 38 new topics
The largest body of Change Management knowledge in the world.
5
2% 2% 3%
5%
14%
15%
25%
34%
Middle East
Latin America
Asia and Pacific
Islands
Africa
Europe
Canada
Australia and New
Zealand
United States

6. Snapshot of participants
6

7. Agenda
• Quotable quotes
• Mythbusting
• Roles and reporting
structures
• Aligning and integrating
CM and PM
• Your common challenges
and solutions
• Q&A
7

8. Quotable quotes
8
“Change Management is the
warm and fluffy stuff, the soft
side of change ”.
“As a senior Project Manager I
would never take on a major
project without Change
Management resourcing”.
“The focus of our Executives
shouldn’t be only on building
the solution, we should also
focus on getting our staff to use
the thing!”
“My Project Manager still
thinks Change
Management will slow the
project down and cost
more… it’s hard to get buy
in to do things differently”.
“My Change Manager and I are a
team, partnering to deliver a
change that delivers benefits to the
organisation – not just deliver a
project.”
“Project Management is
about installation, change
Management is about
adoption”.

9. Busting the myths
• “Project Managers
manage change.”
• “Change Management is
part of Project
Management.”
• “Change Management is
training and
communications”.
• “Change Management is
an optional add on”.

10. Organisations change for a reason
PerformancePerformance
>
© Prosci Inc. All rights reserved www.change-management.com
Current
state
Transition
state
Future
state

11. Organisational change requires
individual change
The individual is the unit of change
© Prosci Inc. All rights reserved www.change-management.com

12. Success with individual change drives
success with organisational change
Organisational
change
Current Transition Future
Future
Current Transition Future
Current Transition Future
Individual
change
© Prosci Inc. All rights reserved www.change-management.com

13. If 100% of end users don’t change,
we lose benefits
Organisational
change
Current
Future
Current Transition
Current Transition Future
Individual
change
© Prosci Inc. All rights reserved www.change-management.com

14. Results and outcomes depend on employee
adoption and usage
Solution must be:
• Designed
• Developed
• Delivered
and
• Embraced
• Adopted
• Used
14
Future
Effectiveness = Quality x Acceptance
General Electric – 1980s
© Prosci Inc. All rights reserved www.change-management.com

15. 15
Focus:
Technical side of moving from
current state to future state
Focus:
People side of moving from
current state to future state
Process:
• Initiation
• Planning
• Executing
• Monitoring/
controlling
• Closing
Process:
Organizational:
• Preparing for
change
• Managing change
• Reinforcing
change™
Individual:
• ADKAR®
Tools:
• Statement of work
• Project charter
• Business case
• Work breakdown
structure
• Budget estimations
• Resource allocation
• Schedule
• Tracking
Tools:
• Individual change model
• Readiness assessment
• Communication plans
• Sponsor roadmaps
• Coaching plans
• Training plans
• Resistance management
• Reinforcement
Project management
Change management
Current
state
Transition
state
Future
state
Comparing Change Management
and Project Management
© Prosci Inc. All rights reserved www.change-management.com

16. 16
Successful change requires both the technical
and people sides
Current Transition Future
Technical side
People side
Design
Develop
Deliver
Embrace
Adopt
Use
+
© Prosci Inc. All rights reserved www.change-management.com

17. Prosci global Best Practices snapshot
17
71% of study participants
integrated Project
Management and Change
Management
• High Project Management
levels contribute to Change
Management success
• In a small number of
cases, high Project
Management maturity
levels cause Change
Management to be
undervalued.
• 92% of participants integrated
teams, & resources
• 68% integrated processes
• 61% integrated methodologies
• 61% integrated tools
Integrating Project Management
and Change Management
impacted achieving objectives:
• 62% of participants who
integrated, said they met or
exceeded project objectives
• Only 45% who did not
integrate said they met or
exceeded project objectives
• 99% of participants
integrated at the
implementation phase
• Only 62% integrated at
project initiation
2014 Best Practices in Change Management Report.
822 participants in 63 countries. Prosci copyright 2013.

20. 20
From the Being Human
Consulting Team
Visit our website blog for complete version of Tips for
Partnering with Project Managers from the
Being Human Consulting team

21. Tip 1: Show how CM sets them up to succeed
• Sit down with the PM and explain the
Prosci Project Change Triangle. Ask
them, to complete the PCT assessment,
compare results and discuss where we
differ (which is usually by only a point or
two). Often the Project Management
hasn’t realised how important the
Sponsor is to achieving outcomes.
• Use the Prosci 5Ps – show how it has a
people lens on what we are doing and is
not a rehash of the project plan.
• Ask them to tell you how much they think
the benefits depend on people adopting
and using the solution
• Explain what you’re trying to achieve and
how that will help them succeed as well -
using the slide that shows how project
management fits with change
management on projects
21

22. Tip 2: Involve the PM in CM activities
• I invite Project Management to
contribute to Change
Management assessments – e.g.
Prosci People Risk Assessment.
• Creates ‘buy-in’ and quality data.
• • The People Risk Assessment
also helps the PM understand the
effort required from a CM
perspective
• Also involve PM in ADKAR and
PCT assessments during project
lifecycle
• I list the adoption & usage risks to
the project outcomes (usually
from a discussion with business
and BA's). Set up preliminary
mitigation activities & get buy in
from PM for the value of change
management.
22

23. Tip 3: . Don’t let ego get in the way of
achieving your outcomes
• I never have a problem
saying I work for the PM - I’m
not into looking to have a
competition over influence or
power.
• I’m focused on outcomes and
achieving those outcomes.
• We are not just the Sponsor's
coach, we are also there to
help the PM look good (and if
that means they take all the
glory, then that's the joy of
being a change manager!).
• Work together, build their trust
in you as their project partner.
23

24. Tip 4: Present a united front
• I I book weekly catch-ups with the
Exec Sponsor/Primary Sponsor
for myself and the Project
Manager.
• This means I hear the PM’s
update to the Sponsor and they
get to hear what I’m up to. I’ve
always found that it removes the ‘I’
from the conversation and makes
us focus as a team to achieve the
desired results.
• Have regular catch-ups with the
PM to make sure we are tracking
as expected with the Ability of the
impacted people being achieved
as the PM is ready to go live
24

25. • I always make sure my CM activities
are integrated into the project schedule
and reviewed for progress
• I set up Change Management as a
work package & place all activities/
artifacts & milestones into the project
schedule.
• Develop an integrated stakeholder
identification & management plan that
includes impacted audiences.
• Include project communications in this
& then reference the change
management plan for all other
communications and activities.
25
Tip 5: Integrate PM and CM plans

26. Build buy in for Change Management with
Project Managers:
Prosci Delivering Project Results Workshop
• 1 day
• For Project Manager and teams,
IT specialists, BAs
• Bring a current change
• Apply tools to see connection
between adoption and usage
and achieving results
• Includes $300 worth of Prosci
cloud tools
• Sydney: April 27
• Melbourne May 17
• Other dates and locations on
our website
• In house program also available
26

27. Q&A

28. More info
28
Being Human
beinghuman.com.au
Visit our website blog for
complete version of Tips for
Partnering with Project
Managers from the Being
Human Consulting team
Prosci
• change-
management.com
• prosci.com
• portal.prosci.com