1. Enterprise Change Management Change Management

2. Enterprise Change Management Project Management Practice Resource Management Planning and Prioritisation Delivering Business Change

3. Enterprise Change Management Project Management Practice Resource Management Planning and Prioritisation Delivering Business Change

4. Enterprise Change Management Context The AIB Change Management methodology is an integral part of our Project Management methodology. Project management tends to focus on ‘what’ is changing - change management focuses on ‘how’, and particularly on creating the conditions that ensure people are able and willing to change. Change management tools help us to identify key risks and enablers to change - and to develop action plans to manage both effectively. Approximately 80% of our change management is founded in the changefirst © methodology.

5. Enterprise Change Management  ODR All Rights Reserved 1999 The Scope of Change Management Managing the Transition PRESENT STATE DESIRED STATE Pain Remedy “As is”“To be” Transition

6. Enterprise Change Management Why do we need Change Management? People have deeply felt needs for control and balance in their lives. ‘Major change’ occurs when people feel that these needs have been disrupted. People adapt when they develop new behaviours and/or expectations that allow them to be successful after the change is completed. Some people can tolerate greater speed and volume of change than others. Individual reactions to a specific change can vary greatly.

7. Enterprise Change Management Bargaining Immobilisation Shock Denial Anger Blame Depression TIME Emotional Response Testing Acceptance Negative Response to Change  ODR All Rights Reserved

8. Enterprise Change Management Informed Pessimism Checking Out Uninformed Optimism Hopeful Realism Informed Optimism Completion PublicPrivate TIME Pessimism Positive Response to Change  ODR All Rights Reserved

9. Enterprise Change Management CONTACT AWARENESS UNDERSTANDING POSITIVE PERCEPTION PILOT ADOPT INSTITUTIONALISE INTERNALISE Commitment Threshold LEVEL OF SUPPORT TIME Preparation Acceptance Commitment Commitment Curve

10. Enterprise Change Management Developing change sponsorship within the Senior Management Team Assuring all change programs are coordinated, integrated, and moving along the critical path Establishing mechanisms which enable change to occur Coaching and empowering stakeholders in the actions required to make the change AIB Project & Change Management Methodology

11. Enterprise Change Management Change Management Tools and Processes - Examples Stakeholder Analysis Change Agent Assessment Organisational Capacity Assessment Change Legacy / Capability Tools Resilience Scan Impact & Readiness Culture Alignment Resistance Behaviour / Reasons Assessment Communication Effectiveness Assessment Change Orientation (Polarity)