1. Transition/Change Management How You Can Improve Project Success
Continuity Consulting, Inc.
Transition/Change Management How You Can Improve Project Success
PMO Forum – Sacramento Valley Chapter
August 26, 2009
Barry Vroom, PMP

2. Agenda
What is Transition/Change Management (TCM)?
Why do TCM?
ADKAR Model
TCM Process

3. What is Transition/Change Management (TCM)?

4. What is Transition/Change Management?
Transition/Change Management is:
The set of processes, tools, and practices used to manage the people side of change.
The effort to increase understanding, willingness, and readiness to help employees make the successful transition to change.

5. Transition/Change Management Applies to Any Business Change
Business Process Design
Technology/System upgrades
Restructuring
Expansion or downsizing
Business Model Changes
Job redesign
Changes that impact suppliers
Changes that impact customers

6. The reality we must deal with….
Personal implications and risk
Business issues and the need for change

7. What management says is not always what the employees hear…
We need to restructure the organization and change our business processes to become more efficient.
Will I still have a job?
Am I going to have to do more work?
What’s in it for me?
I don’t want to change. I’m comfortable with the way things are.

8. There are both Organizational and Individual Changes
How our organization operates today
How our organization will operate after the change is implemented
Current
Transition
Future
Organizational
Change
How I will do my job after the change is implemented
How I do my job today
Current
Transition
Future
Individual Change
You can’t manage change at an organizational level until you know how to manage change with a single individual

9. Change vs. Transition
Change is situational. Deals with an event such as restructuring an organization. Change happens whenever something stops or starts in our lives. Change is external.
Transition is psychological. The process people go through to come to terms with a new situation. Transition is internal and takes longer than change.
Change Transition
Starting the job
Moving out of home
The wedding
Adapting to your new role
Learning to live on your own
Learning to live with your spouse

10. The Transition Process
New Beginnings
Endings
Engagement
Denial
Acceptance
Anxiety
Adaptation
Hope
Testing
Understanding
Possibility
Skepticism
Hurt
Shock
Fear
Anger
Frustration
Chaos
Confusion
Stress
Ambivalence
Neutral Zone
Adapted from Bridges, William Managing Transitions – Making The Most of Change Da Capo Press

11. TCM helps move the organization through the “Neutral Zone”
New Beginnings
Endings
Neutral Zone 11 11

12. Critical Elements for Successful Change Initiatives
Leadership/
Sponsorship
Provides guidance and governance
Projects meet objectives
Projects finish on time and on budget
Return on investment (ROI) realized
Gives structure to the technical side of change
Supports the people side of change
Project Management
Transition/Change Management
All three elements must be present for project success
Adapted from Prosci Change Management Learning Center

13. TCM resides within Project Management
Project Management Process Groups
Transition/Change Management Processes
Initiation
Management Strategy
Change Management Team
Sponsorship Model
Planning
Change Management Plans
Execution
Implement Change Management Plan
Monitoring & Controlling
Feedback
Gap Analysis
Implement corrective action
Manage Resistance
Closing
Conduct after-action reviews

14. Why do Transition/Change Management?

15. Quantitative Arguments
Multiple studies show a direct correlation between:
How well an organization manages change
and
How successful they are in meeting project business objectives and project schedules

16. Correlation Analysis
Participants who met or exceeded OBJECTIVES
Participants who were on or ahead of SCHEDULE
Poor Fair Good Excellent
Poor Fair Good Excellent
Overall effectiveness of change management program
Overall effectiveness of change management program
Managing change effectively increases your chances of success
Data from Prosci Best Practices in Change Management Benchmarking Report 2007

17. Greatest Contributors to Change Management Program Success
Active and visible executive sponsorship
Structured change management approach
Frequent and open communications
Dedicated resources for change management
Employee participation
Data from Prosci Best Practices in Change Management Benchmarking Report 2007

18. Greatest Obstacles to Change Management Program Success
Ineffective change sponsorship from senior leaders
Resistance to the change from employees
Poor support and alignment with middle management
Lack of change management resources and planning
Data from Prosci Best Practices in Change Management Benchmarking Report 2007

19. Building Blocks of Successful Change
ADKAR Model
Building Blocks of Successful Change
© Prosci 2008

20. The Five Building Blocks of Successful Change
Awareness
of the need for change
Desire
to participate and support the change
Knowledge
on how to change
Ability
to implement required skills and behaviors
Reinforcement
to sustain the change
Success with change requires all elements of the ADKAR model to be present

21. Applying ADKAR to different organizational changes
Change with one person…
Or five people…
Or twenty people… R A K D
Or 1000 people…
Adapted from Prosci Change Management Learning Center

22. Not everyone changes at the same paceD K R
Person A A D K R
Person B A D K R
Person C A D K R
Person D A D K R
Person E A D K R
Person F A D K R
Person G A D K R
Person H A D K R
Person I
Adapted from Prosci Change Management Learning Center

23. Managing Change Awareness Desire (Willingness) Knowledge Ability
Desired outcomes
Awareness
Assessments
Communications
Sponsorship
Training
Coaching
Resistance Management
Evaluation
Recognition
Desire (Willingness)
Change Management Plan
Knowledge
Change Characteristics
Organizational Attributes
Ability
Reinforcement

24. Transition/Change Management Process

25. Transition/Change Management Process
A structured process for managing change
Phase Phase Phase 3
Prepare for Change
Define change management strategy
Prepare change team
Develop sponsorship model
Manage Change
Develop change management plan
Take action and implement plan
Reinforce Change
Collect and analyze feedback
Diagnose gaps and manage resistance
Implement corrective actions
Celebrate success
Adapted from Prosci Change Management Learning Center

26. Phase 1 – Prepare for Change
Outputs:
Understanding the nature of the change
Understanding the groups being changed
Creating the right sponsorship model and coalition
Identifying risks
Developing special tactics
Prepare for Change
Define change management strategy
Prepare change team
Develop sponsorship model
Adapted from Prosci Change Management Learning Center

27. Adapted from Prosci Change Management Learning Center
Phase 2 – Manage Change
Manage Change
Develop change management plan
Take action and implement plan
Outputs:
Communication plan
Sponsor roadmap
Training plan
Coaching plan
Resistance mgmt plan
Adapted from Prosci Change Management Learning Center

28. Phase 3 – Reinforce Change
Collect and analyze feedback
Diagnose gaps and manage resistance
Implement corrective actions
Celebrate successes
Outputs:
Compliance audit reports and employee feedback
Corrective action plans
After action review
Transition management
Celebrate early successes
Adapted from Prosci Change Management Learning Center

29. TCM = Business Results Change Management Strategy Development
Prepare for change
Manage change
Desired outcome
Change Management Strategy Development
Change Management Activities
Change Management Elements
Business Results
Assess the Change
Assess the Organization
Assess sponsorship
Assess risks and challenges
Design special tactics
Develop teams
Assess team readiness
Communications
Sponsorship
Training
Coaching
Resistance Management
Awareness
Desire
Knowledge
Ability
Reinforcement
On time
On budget
Achieve Business Objectives:
Lowered cost
Improved quality
Return on Investment (ROI)

30. Learn more…
Continuity Consulting hosts a variety of Free Workshops:
Values Based Leadership
Enterprise Architecture
Strategic Planning
Application Services
Organizational Change Management
Stay Connected and Informed:
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Questions?
For more information regarding this presentation please contact:
Barry Vroom, PMP
Continuity Consulting, Inc.
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