Prosci Webinar - How to Integrate Change Management and Project Management

C H A N G E M A N A G E M E N T
How to Integrate Change Management and
Project Management
Prosci Webinar

© Prosci. All Rights Reserved. 2
Essen/als of Change Management Series
Understand the Why, What and How of Change Management
How to Apply the
Prosci ADKAR®
Model

Five
Tenets of
Change
Prosci
Methodology
Overview
Phase 1:
Preparing
for Change
Phase 2:
Managing
Change
Phase 3:
Reinforcing
Change

Prosci® 3- Phase Process
Phase 3:
Reinforcing
Change
Phase 2:
Managing
Change
Phase 1:
Preparing
for Change
Change Management Strategy
Readiness
Assessments
IntegraNon into
Project Plan
CommunicaNons Plan
Sponsor Roadmap
Coaching Plan
Training Plan
Resistance Mgmt Plan
AdopNon, Usage
Measurement
Sustainment
Lessons learned
Prepare CM Team and IdenNfy
Sponsors
Strategy Plans Sustainment

Foreshadowing from Methodology Webinar
The Work Streams Are What We Can Integrate into the Project
Plan
IniAate Plan Design Develop Deploy
Kick Oﬀ "Go Live"
Phase 3:
Reinforcing
Change
Phase 2:
Managing
Change
Phase 1:
Preparing
for Change
Strategy CommunicaNons Plan Sustainment
Sponsor Roadmap
Coaching Plan
Training Plan
Resistance
Management Plan
A D K A R

#1 Sponsorship
#5 Employee
Engagement
#6 CommunicaAon
#7 Middle Management
Engagement
#2 Change Management
Approach
#3 Change Management
Resources
#4 IntegraNng with PM
The Goal:
Employee
adopAon and
usage
Top Contributors to Success – RelaAonship to AdopAon and Usage
Copyright © 2016 Prosci Inc. Best Prac*ces in Change Management – 2016 Edi*on
Greatest Contributor to Success: #4

Deﬁning
The Elements of
Successful
Change
IntegraNng
Change
Management
and Project
Management
Understanding
the Five Keys to
EﬀecAve
IntegraAon
HOW TO INTEGRATE CM AND PM

Deﬁning
The Elements of
Successful
Change
IntegraNng
Change
Management
and Project
Management
Understanding
the Five Keys to
EﬀecAve
IntegraAon

Current TransiNon Future
C C C C C
C C C C C
C C C C C
C C C C C
C C C C C
T T T T T
T T T T T
T T T T T
T T T T T
T T T T T
F F F F F
F F F F F
F F F F F
F F F F F
F F F F F
Made Up of Individual Changes
OrganizaNonal Change

Successful Change Requires
Both the Technical and People Sides
* Daryl Conner
Current
state
TransiNon
state
Future
state
Technical Side
People Side
Results
Outcomes
Success
InstallaNon*
RealizaNon*
Design
Deliver
Develop
Embrace
Use
Adopt

Comparing Change Management and Project
Management
Current
state
TransiNon
state
Future
state
Project Management
Change Management
Process:
•  IniAaAon
•  Planning
•  ExecuAng
•  Monitoring/
controlling
•  Closing
Tools:
•  Statement of work
•  Project charter
•  Business case
•  Work breakdown structure
•  Budget esAmaAons
•  Resource allocaAon
•  Schedule
•  Tracking
Process:
OrganizaNonal:
•  Preparing for change
•  Managing change
•  Reinforcing change™
Individual:
•  ADKAR®
Tools:
•  Individual change model
•  Readiness assessment
•  CommunicaAon plans
•  Sponsor roadmaps
•  Coaching plans
•  Training plans
•  Resistance management
•  Reinforcement
Focus:
Technical side of moving from
current state to future state
Focus:
People side of moving from
current state to future state


Project Management
is the discipline of iniAaAng,
planning, execuAng, controlling,
and closing the work of a team
to achieve speciﬁc goals and
meet success criteria.
Deﬁni/on Comparison

Change Management
is the applicaAon of a
structured process and set of
tools for leading the people side
of change to achieve a
desired outcome.

Successful projects require all three corners of
the Prosci® PCT™ Model
Prosci® PCT™ Model

What Are We Trying to Achieve?
OrganizaNonal
Benefits
Project
ObjecNves
•  Revenue
•  Costs
•  Profits
•  Efficiencies
•  Compliance
•  Safety
•  Process Excellence
•  Customer SaAsfacAon
•  Metrics and measurements of
specific improvements
•  What the project is trying to deliver
•  How the organizaAon will be different
afer the change is implemented

Prosci® ADKAR® Model

Deﬁning
The Elements of
Successful
Change
IntegraNng
Change
Management
and Project
Management
Understanding
the Five Keys to
EﬀecAve
IntegraAon

Project Management and
Change Management are
complementary
disciplines with a
common objecNve

Founda/on of Integra/on
* Daryl Conner
Current
state
TransiNon
state
Future
state
Technical Side
People Side
Results
Outcomes
Success
InstallaNon*
RealizaNon*
Design
Deliver
Develop
Embrace
Use
Adopt

Individual:
Awareness Desire Knowledge Ability Reinforcement
OrganizaNonal:
CommunicaNons Plan
Sponsor Roadmap
Coaching Plan
Training Plan
Resistance Mgmt
Phase 3:
Reinforcing Change
Phase 2:
Managing Change
Phase 1:
Preparing for Change

Let’s Walk Through This Together
The Work Streams Are What We Can Integrate into the Project
Plan
Kick Oﬀ "Go Live"
Phase 3:
Reinforcing
Change
Phase 2:
Managing
Change
Phase 1:
Preparing
for Change
Strategy CommunicaNons Plan Sustainment
Sponsor Roadmap
Coaching Plan
Training Plan
Resistance
Management Plan
A D K A R

‘Ability at Go Live’ Exercise
Kick Oﬀ "Go Live"
1.  Begin with key
project events
A D K A R
2.  Lay in the
individual
milestones
Phase 3:
Reinforcing
Change
Phase 2:
Managing
Change
Phase 1:
Preparing
for Change
Strategy Plans Sustainment
4. Align organizaNonal deliverables to drive individual milestones
3.  Consider diﬀerences in impacted groups

How Can We Integrate
Change Management into a Project
Project Management
Design, Develop and Deliver SoluAon EﬀecAvely
Change Management
SoluAon is Embraced, Adopted and Used Proﬁciently
People Processes Tools

Integra/ng CM & PM
Project Management
Change Management
Did Didn't
And it ma]ered:
“Good” or “Excellent” CM
71%
Integrated CM & PM
Did
Didn't
?

Integra/ng CM and PM
CollaboraNon
Cross-training
Deﬁne Roles and
ResponsibiliNes
People Dimension
PM
CM
37%
PM
CM
CM
14%
PM & CM
22%
PM CM
21%

PM
CM
PM
CM
PM
CM
Process Dimension
Integrate
Plans
Align
Timelines
Sequence
Tasks
Add
Deliverables
2017 2018
J F M A M J J A S O N D J F M A M J J A S O N D
IniAate
Plan
Design
Develop
Deploy
P2 – Managing Change
P3 – Reinforcing Change
P1 – Preparing for Change

Change Management AcNviNes Project Management AcNviNes
IniAate Project
Scope Project Conduct readiness assessments and impact analysis
IdenAfy and begin building sponsor coaliAon
Select and prepare change management team Plan Project
IdenAfy and address anAcipated resistance
Communicate why change is happening (sponsors)
Establish objecAves
Document approach
Deﬁne team and budget requirements
Develop SoluAon
IdenAfy training requirements and develop training Evaluate alternaAves
Architect soluAon ConAnue communicaAons, sponsorship and
coaching acAviAes
Design SoluAon Prepare and equip managers and supervisors
Launch group and coaching sessions
Reinforce key messages (sponsors)
ConAnue communicaAons and sponsorship acAviAes
Benchmark and gather data
Generate ideas and select concepts
Model soluAons
Document requirements
ConAnue communicaAons and sponsorship acAviAes

Tool Dimension
CommunicaAon Plan
Project Plan
Training Plan
Schedule
Stakeholder Analysis/Assessment
Impact Analysis/Assessment
Scope
Lessons Learned
Risk Analysis/Assmt/Log
Business Case
Readiness Assessment
CommunicaAon Plan
Project Plan
Training Plan
Schedule
Scope
Lessons Learned
Risk Analysis/Assmt/Log
Business Case
CommunicaAon Plan
Project Plan
Training Plan
Schedule
Scope
Lessons Learned
Risk Analysis/Assessment/Log
Business Case
68%
65%
60%
56%
54%
52%
51%
79%
78%
91%
81%

Deﬁning
The Elements of
Successful
Change
IntegraNng
Change
Management
and Project
Management
Understanding
the Five Keys to
EﬀecAve
IntegraAon

Both teams are focused on
results and outcomes
Prerequisites to Integra/on
There is a structured approach
to change management

Support and buy-in from project teams
Support from leadership
Scope, Aming and prioriAzaAon
DirecAon on how to integrate
Role deﬁniAon and clarity
1
2
3
4
5
5 Keys to Eﬀec/ve Integra/on

Make Change
Management
meaningful and real
by connecAng to what
the project team
cares about
1
Support and Buy-In from Project Teams

48%
62%
70%
81%
0%
100%
Poor Fair Good Excellent
14%
32%
52%
71%
0%
100%
15%
42%
76%
94%
0%
100%
0%
100%
•  Improve project results
and outcomes
•  Drive benefit
realizaAon and
financial return
•  Minimize risks
•  Reduce “re” costs
Met or exceeded objecNves
On schedule
On budget
Change Management EffecAveness

Support and Buy-In from Project Teams

1

Prosci® PCT™ Model
Communicate directly
with employees.
ParNcipate acNvely
and visibly throughout
the project.
Build a coaliNon of
sponsorship with peers
and managers.

Support From Leadership

2


Support From Leadership

2

ProacNve (not ﬁre ﬁghNng)
“AdopNon and usage”
from the beginning
64% 56% 49% 37%
% that met or exceeded objecAves
0%

Scope, Timing, and Priori/za/on

3

Project Management
Change Management

Direc/on on How to Integrate

4

Execs &
Senior Leaders
Front-Line
Middle Managers
& Supervisors
Change
resource/
team
Project
Team
Project
SMEs and
support
Structure
Enable
Integrate
Focus
ExperAse
Experience
OrganizaAon Structure Change Structure

Role Deﬁni/on and Clarity

5

Deﬁning
The Elements of
Successful
Change
IntegraNng
Change
Management
and Project
Management
Understanding
the Five Keys to
EﬀecAve
IntegraAon

PM
CM
IntegraAng
Change Management
& Project Management
Deﬁning Change
Management within the
context of your project
Cost Beneﬁt Analysis
Delivering Project Results (DPR) Workshop

Prosci Webinar - How to Integrate Change Management and Project Management

In this document

More Related Content

What's hot

Viewers also liked

Similar to Prosci Webinar - How to Integrate Change Management and Project Management

More from Prosci ANZ

Recently uploaded

Prosci Webinar - How to Integrate Change Management and Project Management