The document describes Prosci's Change Management Maturity Model, which assesses an organization's change capability across five areas: Leadership, Application, Competencies, Standardization, and Socialization. Each area contains multiple factors used to describe an organization's maturity level from 1 (Ad Hoc) to 5 (Organizational Competency). Conducting a maturity assessment provides clarity on an organization's current change management practices, establishes a baseline, and helps focus efforts to improve change capabilities over time.

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Prosci Change Management Webinar
Assessing and Building Your
Organizational Change Capability
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• 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 capabilities
through development and delivery of
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tools and methodologies.
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®
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3. Copyright Prosci 2015. All rights reserved.
Agenda
Case for Change capability
Change agility
Change in the DNA
Enterprise Change Management
What is
Assessing
and Building
3
Case for Change capability
Change agility
Change in the DNA
Enterprise Change Management
What is
Assessing
and Building

4. Copyright Prosci 2015. All rights reserved.
Case for: Velocity of Change
4
Demand Side Pull
Bigger Faster
Connected Complex

5. Copyright Prosci 2015. All rights reserved.
Case for: Strategic imperative
5
Strategy is
change

6. Copyright Prosci 2015. All rights reserved.
Case for: Competitive Differentiation
6
“out-changing”
as a competitive
advantage

7. Copyright Prosci 2015. All rights reserved.
Case for: It takes a Village
7
Change
leadership
competencies
throughout

8. Copyright Prosci 2015. All rights reserved.
Agenda
Case for Change capability
Change agility
Change in the DNA
Enterprise Change Management
What is
Assessing
and Building
8

9. Copyright Prosci 2015. All rights reserved.9
“I’d like three
orders of change
agility from page
145, please.”
Change agility
takes more than
chatter, “want to”
or magic

10. Copyright Prosci 2015. All rights reserved.
What Is Change
Capability/Agility
10
CM
Build
Individual
Competencies
Integrate into
Changes, Projects
and Programs
Initiate Plan Design Develop Deploy
“Go Live”Kick off
Phase 3:
Reinforcing
Change
Phase 2:
Managing
Change
Phase 1:
Preparing
for Change
A D K A R
Strategy Plans Measures
General
Project
Lifecycle
Individual
Change Journey
Milestones
Organizational
Change Mgmt
Activities
Major events
Prosci®
ADKAR ®
Model
Prosci®
3-Phase
Process
Execs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors
Initiate Plan Design Develop Deploy Sustain

11. Copyright Prosci 2015. All rights reserved.
Individual Competencies
11
Design solutions
with adoption
and usage in mindExecs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors
Internalize ABC
of sponsors
Internalize CLARC
role in change
Expect and
Thrive in Change

12. Copyright Prosci 2015. All rights reserved.
Individual Competencies
12
Execs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors
Hiring
On-boarding
Training
Coaching
Objectives
Competency
Models
Development
Plans
Performance
Reviews

13. Copyright Prosci 2015. All rights reserved.
Individual Competencies
Research-based, Role-based Training
Prosci’s Holistic Approach Key Change Enabling Roles
Senior Leadership
Change Practitioners
Project Teams
Middle Managers
Front Line Employees
Sponsor Program (1/2 day)
Practitioner Program (3 day)
PM Program (1/2 day)
Manager Program (1 day)
Employee Program (1 day)
Role-BasedTraining
CoachingSupport
13

14. Copyright Prosci 2015. All rights reserved.
Integrate into Changes,
Projects and Programs
14
Initiate Plan Design Develop Deploy Sustain
Requirement at initiation
Inventory impacted groups
Define their changes
Integrate CM into
project gates
Integrate CM into
standard reviews
Measure success at
benefit realization,
project execution,
AND individual
transition levels
Align “people side”
and technical side
activities
Create customized
and scaled strategy
Resource CM

15. Copyright Prosci 2015. All rights reserved.
Integrate into Changes,
Projects and Programs
15
Initiate Plan Design Develop Deploy
“Go Live”Kick off
Phase 3:
Reinforcing
Change
Phase 2:
Managing
Change
Phase 1:
Preparing
for Change
A D K A R
Strategy Plans Measures
General
Project
Lifecycle
Individual
Change Journey
Milestones
Organizational
Change Mgmt
Activities
Major events
Prosci®
ADKAR ®
Model
Prosci®
3-Phase
Process

16. Copyright Prosci 2015. All rights reserved.16
Project
Health
Change
Scorecard
Best Practice
Alignment
CMROI
Calculation
ADKAR
Progress
Adoption
contribution
Installation
contribution
100%
50%
36%
3-Phase
Process
Phase 1:
Preparing for Change
Phase 2:
Managing Change
Phase 3:
Reinforcing Change
Initiate Plan Design Develop Deploy Sustain
Integrate into Changes, Projects and Programs

17. Copyright Prosci 2015. All rights reserved.17
Change Capability/Agility
DNA/Fabric/Norm through individual competencies
and integrated CM approaches
Change Capability/Agility
DNA/Fabric/Norm through individual competencies
and integrated CM approaches
Change Management
Catalyzing Individual Transitions to
Deliver Organizational Results
Change Management
Catalyzing Individual Transitions to
Deliver Organizational Results

18. Copyright Prosci 2015. All rights reserved.
Agenda
Case for Change capability
Change agility
Change in the DNA
Enterprise Change Management
What is
Assessing
and Building
18

19. Copyright Prosci 2015. All rights reserved.19
Where you
are today
Where you
want to be
How you will
get there
Leadership
Proofs of
success
Structure
and intent
Sponsor
messaging
Charter ECM
CMO, CoE, CoP
Strategically
select
Resource and
apply CM
Rigorously
document
Assess the
Current
Design the
Transition
Define the
Future
Build change
capability/agility to deliver
better results and outcomes
of change, increase resilience
and reduce saturation.

20. Copyright Prosci 2015. All rights reserved.
BLUF: Bottom Line Up Front
• Add clarity to maturity
• Quantify your maturity
• Establish a baseline
• Track progress
• Focus your effort
20

21. Copyright Prosci 2015. All rights reserved.
Prosci
®
Change Management
Maturity Model History
21
2004 2005 2008
March: Released
Maturity Model
2012 2014
August: Released
Whitepaper
ECM Summit ECM Lab
ECM Suite:
- CM-MM Audit
- ECM Boot Camp
- ECM Roadmap
Version 2 of
Maturity
Model Audit

22. Copyright Prosci 2015. All rights reserved.22
Level 5
Organizational
Competency
Change management competency is
evident at all levels of the organization and
is part of the organization's intellectual
property and competitive edge
Continuous
process
improvement in
place
Highest
profitability,
responsiveness
and project
success rates
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 on multiple
projects within organization
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
Ad hoc or
Absent
Little or no change management applied
People-dependent
without any formal
practices or plans
Highest rate of
project failure,
turnover and
productivity loss
Prosci
®
Change Management Maturity Model™

23. Copyright Prosci 2015. All rights reserved.
Level 1 – Ad hoc or Absent
23
Level 5
Level 4
Level 3
Level 2
Level 1
Seen as:
A distraction from the focus on
installing technical solutions
Applied when:
Not at all, or as a last resort and as a reaction
Practiced by:
Dependent on particular individual practitioners
Not at all by managers and leaders
Change management is:

24. Copyright Prosci 2015. All rights reserved.
Level 2 – Isolated Projects
24
Level 5
Level 4
Level 3
Level 2
Level 1
Seen as:
Important by some
Unimportant by most
Applied when:
On few projects, from initiation
On some projects, in reaction to resistance
On most projects, not at all
Practiced by:
Handful of unaffiliated practitioners
Change management is:

25. Copyright Prosci 2015. All rights reserved.
Level 3 – Multiple Projects
25
Level 5
Level 4
Level 3
Level 2
Level 1
Seen as:
A structured approach that adds value
Applied when:
Localized in particular parts of the organization
At initiation on some projects
Still missing or as a reaction on many
Practiced by:
Practitioners who are starting to work together
Some senior leaders, managers and supervisors
Change management is:

26. Copyright Prosci 2015. All rights reserved.
Level 4 - Organizational Standards
26
Level 5
Level 4
Level 3
Level 2
Level 1
Seen as:
An important success factor on all projects
A common and standard approach
Applied when:
Regularly at project initiation or planning
Integrated into project management approach
Practiced by:
Most practitioners and project teams
Most senior leaders, managers and supervisors
Potentially a centralized functional group
Change management is:

27. Copyright Prosci 2015. All rights reserved.
Level 5 – Organizational Competency
27
Level 5
Level 4
Level 3
Level 2
Level 1
Seen as:
A critical core competency for the organization
Essential on all projects and initiatives
Second nature and commonplace
Applied when:
At the start of projects and initiatives
On virtually all project and non-project changes
Inseparable from project delivery processes
Practiced by:
Practitioners, project teams, technical professionals
All senior leaders, managers and supervisors
Centralized functional group
Change management is:

28. Copyright Prosci 2015. All rights reserved.28
Level 5
Organizational
Competency
Level 4
Organizational
Standards
Level 3
Multiple
Projects
Level 2
Isolated
Projects
Level 1
Ad hoc or
Absent
Prosci
®
Change Management Maturity Model™
Where is your
organization today?

29. Copyright Prosci 2015. All rights reserved.
Building out the Maturity Model:
Capability Areas
Five Capability Areas:
1. Leadership
2. Application
3. Competencies
4. Standardization
5. Socialization
29
What observable
attributes can be
used to describe the
level of maturity?
What observable
attributes can be
used to describe the
level of maturity?

30. Copyright Prosci 2015. All rights reserved.
Capability Area 1:
Leadership
30
Not general leadership, but leadership support
specifically for change management
Example factors:
 Primary sponsor
 Sponsor coalition
 Communications from key leaders
 Vision for deployment effort
 Leadership review
 Business rules, policies, procedures
 Change management as requirement

31. Copyright Prosci 2015. All rights reserved.
Capability Area 2:
Application
Use of change management processes and
tools on projects and initiatives
Example factors:
 Percent of projects applying CM
 Parts of organization applying CM
 Common approach
 Available tools
 Resources availability for applying CM
31

32. Copyright Prosci 2015. All rights reserved.
Capability Area 3:
Competencies
32
Competency and skill-building for “leading change”
throughout the organization
Example factors:
 Training and competencies for:
 Practitioners
 Executives and senior leaders
 Managers and supervisors
 Employees
 Project teams
 Training effectiveness
 Continuous education opportunities

33. Copyright Prosci 2015. All rights reserved.
Capability Area 4:
Standardization
33
Move toward common and consistent application
of an organizational standard approach
Example factors:
 Adoption of a standard approach
 Provision of standard tools
 Continuous improvement of approach
 Criteria for applying CM
 Integration into standard project
delivery process and systems

34. Copyright Prosci 2015. All rights reserved.
Capability Area 5:
Socialization
34
Understanding, appreciation and acknowledgement
of the necessity of change management
Example factors:
 Executive charter
 Understanding of value
 Buy-in and support
 Common and shared definition
 Viewed as competitive differentiator
 Cultural value

35. Copyright Prosci 2015. All rights reserved.
Capability
Area 1:
Leadership
Capability
Area 2:
Application
Capability
Area 3:
Competencies
Capability
Area 4:
Standardization
Capability
Area 5:
Socialization
Level 5
Capability Area
Factors:
- Factor 1.1
- Factor 1.2
- Factor 1.3
- Factor 1.4
- Factor 1.5
- Factor 1.6
- Factor 1.7
- Factor 1.8
Capability Area
Factors:
- Factor 2.1
- Factor 2.2
- Factor 2.3
- Factor 2.4
- Factor 2.5
- Factor 2.6
- Factor 2.7
- Factor 2.8
Capability Area
Factors:
- Factor 3.1
- Factor 3.2
- Factor 3.3
- Factor 3.4
- Factor 3.5
- Factor 3.6
- Factor 3.7
- Factor 3.8
- Factor 3.9
- Factor 3.10
- Factor 3.11
- Factor 3.12
Capability Area
Factors:
- Factor 4.1
- Factor 4.2
- Factor 4.3
- Factor 4.4
- Factor 4.5
- Factor 4.6
- Factor 4.7
- Factor 4.8
- Factor 4.9
- Factor 4.10
- Factor 4.11
- Factor 4.12
Capability Area
Factors:
- Factor 5.1
- Factor 5.2
- Factor 5.3
- Factor 5.4
- Factor 5.5
- Factor 5.6
- Factor 5.7
- Factor 5.8
- Factor 5.9
- Factor 5.10
Level 4
Level 3
Level 2
Level 1
Capability
Area 1:
Leadership
Capability
Area 2:
Application
Capability
Area 3:
Competencies
Capability
Area 4:
Standardization
Capability
Area 5:
Socialization
Level 5
Level 4
Level 3
Level 2
Level 1
35
Prosci
®
Change Management Maturity Model™

36. Copyright Prosci 2015. All rights reserved.
Capability
Area 1:
Leadership
Capability
Area 2:
Application
Capability
Area 3:
Competencies
Capability
Area 4:
Standardization
Capability
Area 5:
Socialization
Level 5
Capability Area
Factors:
- Factor 1.1
- Factor 1.2
- Factor 1.3
- Factor 1.4
- Factor 1.5
- Factor 1.6
- Factor 1.7
- Factor 1.8
Capability Area
Factors:
- Factor 2.1
- Factor 2.2
- Factor 2.3
- Factor 2.4
- Factor 2.5
- Factor 2.6
- Factor 2.7
- Factor 2.8
Capability Area
Factors:
- Factor 3.1
- Factor 3.2
- Factor 3.3
- Factor 3.4
- Factor 3.5
- Factor 3.6
- Factor 3.7
- Factor 3.8
- Factor 3.9
- Factor 3.10
- Factor 3.11
- Factor 3.12
Capability Area
Factors:
- Factor 4.1
- Factor 4.2
- Factor 4.3
- Factor 4.4
- Factor 4.5
- Factor 4.6
- Factor 4.7
- Factor 4.8
- Factor 4.9
- Factor 4.10
- Factor 4.11
- Factor 4.12
Capability Area
Factors:
- Factor 5.1
- Factor 5.2
- Factor 5.3
- Factor 5.4
- Factor 5.5
- Factor 5.6
- Factor 5.7
- Factor 5.8
- Factor 5.9
- Factor 5.10
Level 4
Level 3
Level 2
Level 1
36
Prosci
®
Change Management Maturity Model™
For each of the 50 factors, rubric scoring describes
Level 1, Level 2, Level 3, Level 4, Level 5
Factor 1
Level of sponsorship for institutionalizing change
management across the enterprise
 Level 5
An executive sponsor (with the required authority
and span of control) has been designated and is
actively and visibly supporting the effort
 Level 4
A senior level sponsor has been designated
and is supporting the effort
 Level 3
The right sponsor has been designated,
but is not engaged, active or visible
 Level 2
A sponsor has been designated, but is either
not the right sponsor or is not engaged
 Level 1 There is no sponsor for the institutionalization effort

37. Copyright Prosci 2015. All rights reserved.
Capability Area 1: Leadership
37

38. Copyright Prosci 2015. All rights reserved.38

39. Copyright Prosci 2015. All rights reserved.39
Prosci Maturity Model Audit Tour
Reviewing Report
 Overall Results
 Results by Capability Area
 Low Maturity Factors
 Your Insights and Comments
 See Progress Over Time
 Full Maturity Model Audit

40. Copyright Prosci 2015. All rights reserved.40
Prosci Maturity Model Audit Tour
Overall Results

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Prosci Maturity Model Audit Tour
Results by Capability Area

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Prosci Maturity Model Audit Tour
Low Maturity Factors

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Prosci Maturity Model Audit Tour
Capture your Insights and Comments

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Prosci Maturity Model Audit Tour
See Progress Over Time

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Prosci Maturity Model Audit Tour
Your Full Maturity
Model Audit
All 50 Factors
With your scores

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Prosci Maturity Model Audit
46
• Define agility
• Baseline current
Change Maturity
• Evaluate all five
capability areas
• Identify risk areas and
develop next steps
• Create comparative
reports over time
Maturity Model Audit
$30 USD/mo
Full access, no
obligation 14 day trial
Free Trial
Find in Available Resources
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47. Copyright Prosci 2015. All rights reserved.47
Where you
are today
Where you
want to be
How you will
get there
Leadership
Proofs of
success
Structure
and intent
Sponsor
messaging
Charter ECM
CMO, CoE, CoP
Strategically
select
Resource and
apply CM
Rigorously
document
Assess the
Current
Design the
Transition
Define the
Future
Build change
capability/agility to deliver
better results and outcomes
of change, increase resilience
and reduce saturation.

48. Copyright Prosci 2015. All rights reserved.
Leadership
Proofs of
success
Structure
and intent
Sponsor
messaging
Charter ECM
CMO, CoE, CoP
Strategically
select
Resource and
apply CM
Rigorously
document
Assess the
Current
Design the
Transition
Define the
Future
Build change
capability/agility to deliver
better results and outcomes
of change, increase resilience
and reduce saturation.
Prosci ECM Map
Enterprise Change Management
48

49. Copyright Prosci 2015. 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
49

50. Copyright Prosci 2015. All rights reserved.
M1 M2 M3 Rest of year 1 Year 2-3
ECM approach
Select pilots
Schedule sponsor briefing
Start Business Case
Training for pilot projects
½-day sponsor program
3-day cert program
Sponsor briefing (2 hr)
Business Case presentation
Apply on pilot projects
ADKAR
3-Phase Process
Best Practices Audit
Document impact
Prosci Change Scorecard
Awareness building
Start Structure and Intent
Design (Current, Future)
Continue Structure and Intent
Deploy (Transition)
- Increased application
- Individual competency development
Sponsor activities
Leadership
Proofs of
success
Structure
and intent
Sponsor
messaging
Charter ECM
CMO, CoE, CoP
Strategically
select
Resource and
apply CM
Rigorously
document
Assess the
Current
Design the
Transition
Define the
Future
Build change
capability/agility to deliver
better results and outcomes
of change, increase resilience
and reduce saturation.
50
Prosci ECM Map
Example Timeline
Email solutions@prosci.com
to learn more

51. Copyright Prosci 2015. All rights reserved.
Leadership
Proofs of
success
Structure
and intent
Sponsor
messaging
Charter ECM
CMO, CoE, CoP
Strategically
select
Resource and
apply CM
Rigorously
document
Assess the
Current
Design the
Transition
Define the
Future
Build change
capability/agility to deliver
better results and outcomes
of change, increase resilience
and reduce saturation.
51
Prosci ECM Support
ECM Advisory Services ECM Boot Camp
ECM Roadmap Maturity Model Audit
Kickoff
Business Case
Development
Sponsor Briefing
Pilot Trainings
Scorecard
Development
Train-the-Trainer
Ongoing Coaching
Online guide with
instructions, guidance,
research and tools
($479)
Call +1-970-203-9332 or
email solultions@prosci.com
One-day workshop
on building your
Project ECM strategy
and plans ($889)
2015 dates
Sept 22 - Denver, CO
Sept 25 - Calgary, AB
Oct 8 - London
Oct 15 - Portland, OR
Inquire re: onsite
“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.”
Web-based assessment
of maturity across 50
observable factors.
$30/mo | $300/yr

52. Copyright Prosci 2015. All rights reserved.52
Prosci Maturity Model Audit Tour
Getting Started
Introduction
The click
“Get Started”
Name the organization or group
for your CM-MM audit.

53. Copyright Prosci 2015. All rights reserved.53
Prosci Maturity Model Audit Tour
Starting a CM-MM Audit
Click “Add an Audit” to
start your CM-MM Audit
for this Org/Group
Give your CM-MM Audit
instance a Name and a
Description

54. Copyright Prosci 2015. All rights reserved.54
Prosci Maturity Model Audit Tour
Completing a CM-MM Audit
Navigate to each
Capability Area
Expand/Collapse
each CM-MM
Audit factor
Simple rubric scoring
for each of the 50
CM-MM Audit factors