1 Prosci ® Image Library

2 Guidelines This library is not designed as a presentation, but rather a collection of available slides for potential use in presentations. 1.Always retain copyright on Prosci slides; but do not add Prosci copyright to slides not from Prosci in your presentation. 2.Please retain titles of the image, graph or model; if you extract the model and the title is left behind, re-add the proper title. 3.Do not add 3 rd party content to Prosci slides and please do not combine Prosci content with other 3 rd party content

3 Prosci by the numbers % 2,600 10, ,000+ Longitudinal studies Years of research Fortune 500 companies Research participants Certified practitioners Registered members

4 Prosci history Research company founded in 1994 Sponsor of the Change Management Learning Center World leader in change management research and product development Focused on building internal change management competency Copyright Prosci 2009

5 Prosci research history 1998First Change Management Study – 102 participants 2001Second Change Management Study – 152 participants 2003 Third Change Management Study – 288 participants 2005 Fourth Change Management Study – 411 participants 2007Fifth Change Management Study – 426 participants 2009Sixth Change Management Study – 575 participants 2011Seventh Change Management Study – 650 participants

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18 The number one obstacle to success for major change projects is employee resistance and the ineffective management of the people side of change. Data from 327 companies undergoing major change projects; Prosci Best Practices in Business Process Reengineering benchmarking study. Copyright Prosci 2009

19 Project Name Purpose ParticularsPeople Connecting change management to business results Why we are changing What we are changing Who will be changing What does this look like for your project? What is the project

20 Connecting change management to business results Project Name If people don’t change how they do their job, then it doesn’t matter what specific changes are implemented If people don’t change how they do their job, then we ultimately won’t achieve what we set out to do from the beginning Purpose ParticularsPeople

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28 Preparing for Change Managing Change Reinforcing Change TM Prosci ® 3-Phase Change Management Process

29 Prosci ® 3-Phase Change Management Process Input: A change to how the organization operates and does work Output: Individuals making changes to how they do work – from their own current state to their own future state Benefits to the organization realized ERP IT system New product Online HR benefits system Strategic plan Productivity improvement initiative Merger or acquisition

30 Phase 1 – Preparing for change Understanding the nature of the change Understanding the groups being changed Creating the right sponsor model Identifying risks Developing special tactics Prosci ® 3-Phase Change Management Process

31 Phase 2 – Managing change Communication plan Sponsor roadmap Training plan Coaching plan Resistance management plan Prosci ® 3-Phase Change Management Process

32 Phase 3 – Reinforcing change Compliance audits and employee feedback Corrective action and managing resistance After action review and transition management Prosci ® 3-Phase Change Management Process

33 Comparing change management and project management 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 Sponsorship roadmaps Coaching plans Training plans Resistance management Reinforcement

34 Integration of project management and change management Solution is designed, developed and delivered effectively (Technical side) Solution is embraced, adopted and utilized effectively (People side) + Project management and change management have a joint value proposition oriented toward business results. = Success

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36 Who “does” change management? Each ‘gear’ plays a specific role based on how they are related to organizational change

37 Key roles in change management Executives and senior leaders – fulfilling the role of sponsors of change Employee-facing Middle managers and supervisors – fulfilling the role of coach for their direct reports Enabling Change management resource or team – applying a structured approach and enabling others Project team – integrating the “people side” of change Support functions – providing expertise

38 Sponsor Project team Individuals from the team assigned to change management

39 Sponsor Project team External change management team dedicated to the project

40 Sponsor Project team Outside resources supporting change management leaders Change management leader(s) on project team

41 Sponsor Part or all of project team works on change management program Project team

42 Sponsor Project team Consultant(s) provide change management support

43 Sponsor Project team Communications sub-team Dedicated change management resources on project team Training sub-team Other sub-teams

44 Project team Change management team Sponsor on the team

45 Project team Change management team Mid-level manager sponsor

46 Project team Change management team Mid-level manager sponsor Executive sponsor

47 Project team Change management team Executive sponsor Steering committee

48 Project team Project sponsor Executive-level steering committee Change management team