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Demystifying Change Management: Prosci Change Management Certification Program

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How project managers, change managers, and organization leaders can drive project success by implementing change management, using the Prosci change management methodology and certification program.

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Demystifying Change Management: Prosci Change Management Certification Program

  1. 1. Copyright Prosci 2015. All rights reserved. Research | Methodology | Training | Advisory Services How to Increase Your Effectiveness as a Change Leader www.prosci.com | +1 970-203-9332 Prosci ® D. Scott Ross sross@prosci.com 1 Demystifying Change Management
  2. 2. Copyright Prosci 2015. All rights reserved. Bigger Change 2
  3. 3. Copyright Prosci 2015. All rights reserved. Faster Change3
  4. 4. Copyright Prosci 2015. All rights reserved. More Complex Change4
  5. 5. Copyright Prosci 2015. All rights reserved. More Multi- Disciplinary 5
  6. 6. Copyright Prosci 2015. All rights reserved. More Cross Functional 6
  7. 7. Copyright Prosci 2015. All rights reserved. More Connected 7
  8. 8. Copyright Prosci 2015. All rights reserved. Autonomy Accountability Empowerment Consistency Predictability Control 8
  9. 9. Copyright Prosci 2015. All rights reserved. V.U.C.A. Environment 9
  10. 10. Copyright Prosci 2015. All rights reserved.10
  11. 11. Ct Prosci 2015. All rights reserved. The achievements of an organization are the results of the combined effort of each individual. Vince Lombardi 11
  12. 12. Copyright Prosci 2015. All rights reserved. Current Transition Future TC F 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 F F F F F F F F F F F F F F F F T T T F F F F F F F F Ultimately requires individuals to move from their own current to their own future An organizational move from the current to the future 12
  13. 13. Copyright Prosci 2015. All rights reserved. Your ability to deliver on your MISSION is directly impacted by how effectively you manage change 13
  14. 14. Copyright Prosci 2015. All rights reserved.14 16% 46% 77% 96% 0% 20% 40% 60% 80% 100% Poor Fair Good Excellent (n=244) (n=653) (n=834) (n=165) Prosci 2014 Benchmarking Data Copyright © Prosci Inc. All rights reserved. Data from 2007, 2009, 2011, 2013. Percent of Study Participants Who Met or Exceeded Project Objectives Change Management Effectiveness 14
  15. 15. Copyright Prosci 2015. All rights reserved.15 16% 32% 54% 72% 0% 20% 40% 60% 80% 100% Poor Fair Good Excellent (n=293) (n=793) (n=1032) (n=181) Percent of Study Participants Who Were On or Ahead of Schedule Change Management Effectiveness Prosci 2014 Benchmarking Data Copyright © Prosci Inc. All rights reserved. Data from 2007, 2009, 2011, 2013. 15
  16. 16. Copyright Prosci 2015. All rights reserved.16 48% 63% 71% 81% 0% 20% 40% 60% 80% 100% Poor Fair Good Excellent (n=258) (n=737) (n=1001) (n=180) Percent of Study Participants Who Were On or Ahead of Budget Change Management Effectiveness Prosci 2014 Benchmarking Data Copyright © Prosci Inc. All rights reserved. Data from 2007, 2009, 2011, 2013. 16
  17. 17. Copyright Prosci 2015. All rights reserved. The Gap A great idea An innovative outreach effort An effectively managed project Results and outcomes Benefit realization Sustained improvement EMPLOYEE ADOPTION AND USAGE OF THE SOLUTION 17
  18. 18. Copyright Prosci 2015. All rights reserved. Successful change requires both the technical and people sides Current Transition Future Technical side People side Design Develop Deliver Embrace Adopt Use Results Outcomes Success =+ Installation* Realization* * Daryl Conner 18
  19. 19. Copyright Prosci 2015. All rights reserved. TransitionCurrent Future Employee Individual Transitions Impact Results and Outcomes WithchangemanagementWithout = X project benefits created Current FutureTransition Individual transitions gets bumpy Individual transitions takes longer Individual transitions incomplete Individual transitions not as expected <X 19
  20. 20. Copyright Prosci 2015. All rights reserved. How do we support INDIVIDUALS through their changes to achieve RESULTS? 20
  21. 21. Copyright Prosci 2015. All rights reserved. How does this person make a successful personal change? 21
  22. 22. Copyright Prosci 2015. All rights reserved. R A K D A Reinforcement “I will continue to…” Ability “I am able to…” Knowledge “I know how to…” Desire “I have decided to…” Awareness “I understand why…” 23 Individual Change Management
  23. 23. Copyright Prosci 2015. All rights reserved. R A K D A Reinforcement To sustain the change Ability To implement required skills and behaviors Knowledge On how to change Desire To participate and support the change Awareness Of the need for change 22 Individual Change Management
  24. 24. Copyright Prosci 2015. All rights reserved. Prosci® ADKAR® Model 24 What is the nature of the change? Why is the change happening? Why now? What happens if we don’t change? Change begins with understanding why R A K D A Awareness IS: Awareness of the NEED for change Awareness is NOT: Awareness that a change is happening
  25. 25. Copyright Prosci 2015. All rights reserved. Desire is tricky because You cannot MAKE Desire, but… You can INFLUENCE Desire Prosci® ADKAR® Model 25 What’s in it for me (WIIFM)? What are the personal motivating factors? What are the organizational motivations? Change involves personal decisions R A K D A
  26. 26. Copyright Prosci 2015. All rights reserved. Prosci® ADKAR® Model 26 Training on and learning new behaviors, skills, processes and tools During and after the change occurs Change requires knowing how R A K D A Knowledge is NECESSARY but not SUFFICIENT for creating change This is what Knowledge without Awareness and Desire looks like
  27. 27. Copyright Prosci 2015. All rights reserved. Prosci® ADKAR® Model 27 Demonstrated capability to implement the change in performance or behavior Change requires action in the right direction R A K D A There can be a Knowledge-Ability Gap Knowledge = Ability/ Knowledge Knowledge Knowledge Ability Ability Ability
  28. 28. Copyright Prosci 2015. All rights reserved. Prosci® ADKAR® Model 28 Actions that increase the likelihood that the change will be continued Recognition and rewards to sustain Change must be reinforced to be sustained R A K D A Without Reinforcement, it is our tendency to revert back: • Natural • Physical • Psychological
  29. 29. Copyright Prosci 2015. All rights reserved. Awareness • Why is the change needed? • Why now? • What if we don’t? Awareness • Why is the change needed? • Why now? • What if we don’t? Desire • Personal motivators • Organizational motivators • Inhibiters Awareness • Why is the change needed? • Why now? • What if we don’t? Desire • Personal motivators • Organizational motivators • Inhibiters Knowledge • Needed skills and competencies Awareness • Why is the change needed? • Why now? • What if we don’t? Desire • Personal motivators • Organizational motivators • Inhibiters Knowledge • Needed skills and competencies Ability • Demonstrated capability • Overcoming barriers Awareness • Why is the change needed? • Why now? • What if we don’t? Desire • Personal motivators • Organizational motivators • Inhibiters Knowledge • Needed skills and competencies Ability • Demonstrated capability • Overcoming barriers Reinforcement ® • Mechanisms, Rewards, Celebrations, Measurement 29 Awareness Desire Knowledge Ability Reinforcement ® 29 Individual Change Management
  30. 30. Copyright Prosci 2015. All rights reserved. 1. Making sense of change 2. Guiding change management plans 3. Measuring progress 4. Diagnosing gaps 5. Developing corrective actions 6. Enabling managers and supervisors 30 Individual Change Management ADKAR in Action
  31. 31. Copyright Prosci 2015. All rights reserved. Real Life Examples of ADKAR 31 SAVE OUR PLANET Dear Guest, Every day millions of gallons of water are used to wash towels that have only been used once. YOU MAKE THE CHOICE: A towel on the rack means “I will use again.” A towel on the floor means: “Please replace.”
  32. 32. Copyright Prosci 2015. All rights reserved. A Few More Real Life Examples 32 Same change, different Desires
  33. 33. Copyright Prosci 2015. All rights reserved. ADKAR Defines Success: For One Person or Organization-Wide Changes 33 R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D AR A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D AR A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A Change with one person Or five people… Or twenty people… Or 1000 people…
  34. 34. Copyright Prosci 2015. All rights reserved. How do we leverage INDIVIDUAL change to achieve OGANIZATIONAL results? 34
  35. 35. Copyright Prosci 2015. All rights reserved.35 Organizational Change Management What processes and tools exist for a project team to support individuals? Deliverables Define your change management strategy Prepare your change management team Develop your sponsorship model Phase 1 - Preparing for changePhase 1 - Preparing for change Develop change management plans Take action and implement plans Phase 2 - Managing changePhase 2 - Managing change Collect and analyze feedback Diagnose gaps and manage resistance Implement corrective actions and celebrate successes Phase 3 - Reinforcing change™Phase 3 - Reinforcing change™ Prosci’s Proven 3-Phase Process Organizational Change Management
  36. 36. Copyright Prosci 2015. All rights reserved. Define your change management strategy Prepare your change management team Develop your sponsorship model Phase 1 - Preparing for changePhase 1 - Preparing for change Prosci® 3-Phase Change Management Process Develop change management plans Take action and implement plans Phase 2 - Managing changePhase 2 - Managing change Collect and analyze feedback Diagnose gaps and manage resistance Implement corrective actions and celebrate successes Phase 3 - Reinforcing change™Phase 3 - Reinforcing change™ Process guidance Templates Assessments Checklists Benchmarking data New IT System New Customer Experience New Learning Management System New Market/ New Product Process Optimization Reorganization New Acquisition Integration 36
  37. 37. Copyright Prosci 2015. All rights reserved. Define your change management strategy Prepare your change management team Develop your sponsorship model Phase 1 - Preparing for changePhase 1 - Preparing for change Develop change management plans Take action and implement plans Phase 2 - Managing changePhase 2 - Managing change Phase 3 - Reinforcing change™Phase 3 - Reinforcing change™ Collect and analyze feedback Diagnose gaps and manage resistance Implement corrective actions and celebrate successes 37 Change resistant Change ready Small, incremental Large, disruptive Change characteristics Organizational attributes Medium risk High risk Medium riskLow risk Mfg Dist IT BU 1 BU 2 PMPMCMCM PMPM CMCM PMPMCMCM CMCM PM & CM PM & CM Situational Awareness Supporting Structures Leadership Support and Capabilities
  38. 38. Copyright Prosci 2015. All rights reserved.38 Develop change management plans Take action and implement plans Phase 2 - Managing changePhase 2 - Managing change Define your change management strategy Prepare your change management team Develop your sponsorship model Phase 1 - Preparing for changePhase 1 - Preparing for change Phase 3 - Reinforcing change™Phase 3 - Reinforcing change™ Collect and analyze feedback Diagnose gaps and manage resistance Implement corrective actions and celebrate successes External and visible change management activities Training Coaching Resistance management Reinforcement ® Ability Individual outcomes Communications Sponsor roadmap Awareness Desire Knowledge Future Project Objectives
  39. 39. Copyright Prosci 2015. All rights reserved. Define your change management strategy Prepare your change management team Develop your sponsorship model Phase 1 - Preparing for changePhase 1 - Preparing for change Develop change management plans Take action and implement plans Phase 2 - Managing changePhase 2 - Managing change Phase 3 - Reinforcing change™Phase 3 - Reinforcing change™ Collect and analyze feedback Diagnose gaps and manage resistance Implement corrective actions and celebrate successes 39 Compliance audits Gap identification Success celebration Reinforcement mechanisms Transfer of ownership
  40. 40. Copyright Prosci 2015. All rights reserved. Change Management Activities Drive Milestones Individual: Awareness Desire Knowledge Ability Reinforcement Communication plan Sponsor roadmap Coaching plan Training plan Resistance Mgmt Organizational: 40
  41. 41. Copyright Prosci 2015. All rights reserved. What Can We Do To Drive and Support Individual Transitions? 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 41
  42. 42. Copyright Prosci 2015. All rights reserved. PUNCHLINE With an understanding and a framework for how individuals make a change successfully, you can catalyze and support employees’ individual transitions to capture results and outcomes 42
  43. 43. Copyright Prosci 2015. All rights reserved. Earn Industry Recognized Change Management Certification 43 3-day full-emersion program Tools, Assessments and Templates Benchmarking data Gain Awareness and Desire, start applying Knowledge and Ability
  44. 44. Copyright Prosci 2015. All rights reserved. +1 970-203-9332 www.prosci.com www.change-management.com 44 To register for our Change Management Certification Program, contact us:

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