Prosci Change Management Maturity Model Audit Preparation Guide

Transcription

1 Research-based Holistic Easy-to-use Driving Results by Managing the People Side of Change Prosci Change Management Audit Preparation Guide By Prosci, Inc. Prosci Inc. All Rights Reserved. Prosci is a registered trademark.

2 Prosci Change Management Audit Preparation Guide This preparation guide presents the Prosci Change Management and describes the associated Prosci Change Management Audit which enables the assessment of organizational change management maturity against five Areas. As organizations experience more and more change, the ability to effectively manage the people side of that change in order to deliver results and outcomes is growing. The Prosci Change Management describes the five levels of organizational maturity in managing the people side of change. The fiveleveled model is shown in Figure 1. Change management is applied on a project at this level only as a last resort when employee resistance jeopardizes the success of the project. At this level, change management is reactive and an add-on to the project. No integration with project management takes place at the beginning of the project. : Isolated Projects Levels : Absent or Ad hoc At of the, project teams are not aware of and do not consider change management as a formal approach for managing the people side of change. Prosci Change Management Audit Organizational Competency Organizational Standards Multiple Projects Isolated Projects Ad hoc or Absent Change management competency is evident at all levels of the organization and is part of the organization's intellectual property and competitive edge Organization-wide standards and methods are broadly deployed for managing and leading change Comprehensive approach for managing change is being applied on multiple projects within organization Some elements of change management are being applied in isolated projects Little or no change management applied In, elements of change management begin to emerge in isolated parts of the organization. The effort to manage the people side of change is infrequent and is not centralized. Change management is applied on a project when resistance emerges or when the project nears implementation with only isolated projects using change management at the Continuous process improvement in place Selection of common approach Examples of best practices evident Many different tactics used inconsistently People-dependent without any formal practices or plans Highest profitability, responsiveness and project success rates Highest rate of project failure, turnover and productivity loss beginning of their project. Some elements of communication planning occur early in the live cycle. In, change management is not fully integrated into project management. On projects that use change management, the project team is aware and knowledgeable of change management. In certain instances, a change management advocate can encourage the integration of change management and project management. Prosci Inc. All Rights Reserved. Page 2

3 : Multiple Projects At, groups emerge that begin using a structured change management process. Change management is still localized to particular teams or areas in the organization. Change management is initiated at the start of some projects, with a large fraction still applying change management as a reaction to employee resistance during implementation. In, teams who are successful at change management integrate change management with their overall project management methodology at the inception of the project. Communication planning is integrated at the planning phase, and other plans are developed prior to implementation. : Organizational Standards In, the organization has selected a common approach and implemented standards for using change management on every new project or change. Note: a common methodology does not mean a one-size-fits-all recipe. Effective methodologies use repeatable steps but are built on understanding the situation and using the appropriate tools for the specific change. At, teams regularly use a change management approach from the beginning of their projects. Change management work begins at the planning phase of the project. Project management and change management are integrated from the beginning, to the point where they are not separable. Project teams follow both project and change management milestones. : Organizational Competency is having change management competency as part of the skill set of the organization. Change management begins before projects begin. When organizations have developed a high level of change management competency, change management steps are completely integrated into project management. Planning and design phases have both project and change management elements and are viewed as standard practice. Benchmarking data The figure below shows the results from Prosci's last three benchmarking studies. Participants in the studies selected their level in the Prosci Change Management with descriptions of each of the levels. With the growing number of participants in each study (475 in 2007, 575 in 2009, 650 in 2011), there appears to be more participation from organizations just starting to apply change management so showing lower levels of maturity. Data from the Prosci benchmarking report Best Practices in Change Management 2012 Edition Areas: 0% 20% 40% 60% Precent of respondents The maturity of a particular organization in change management can be described with five Areas that demonstrate change management maturity:,,, and The Area focuses on the specific leadership activities around the building of change management capabilities and competencies. This is not a general description of leadership and sponsorship in the organization. This Area focuses on the leadership commitment, activities and messages around the importance and value of change management and the effort to build organizational capabilities and competencies. Who is sponsoring change management deployment? What are they doing to demonstrate that support? If scores low in the audit, then plans should be focused on this factor immediately. Prosci Inc. All Rights Reserved. Page 3

4 Prosci Change Management Audit The second Area is. The focus of this evaluation is the use of change management processes and tools on projects and initiatives in the organization. Factors for evaluation include percentage of projects applying change management, extent and breadth of application across the organization, and resource availability (both people and funding) for applying change management on projects and initiatives. This area often scores high earlier than other Areas as an organization starts the journey of building change management capabilities and competencies. Change management is ultimately done by employees, supervisors, managers, leaders, project teams and practitioners throughout the organization. The third Area is competencies and looks at the training, development and demonstrated competencies as leading change by each of these key groups that must apply change management tools and principles. While training tends to be an early focus of organizations, to score high on this Area programs must be in place for all doers of change management and performance must be evaluated. Prosci Change Management Audit The Area looks at the mechanisms and systems that can be used to institutionalize change management. This area includes the use of a common approach, integration with project management, creation of triggers for change management, and inclusion of change management in other improvement approaches. is the Area that enables Areas: Describe five observable elements of deploying change management throughout an organization Levels: Describe the level of organizational maturity on a scale from (absent or ad hoc) to Level 5 (organizational competency) Area - Factor Factor Factor Factor Factor Factor Factor Factor 1.8 Area -Factor2.1 -Factor 2.2 -Factor 2.3 -Factor 2.4 -Factor 2.5 -Factor 2.6 -Factor 2.7 -Factor 2.8 Area - Factor 3.1 -Factor 3.2 -Factor 3.3 -Factor 3.4 -Factor 3.5 -Factor 3.6 -Factor 3.7 -Factor 3.8 -Factor Factor Factor Factor 3.12 Area - Factor Factor Factor Factor Factor Factor Factor Factor Factor Factor Factor Factor 4.12 effective change management to become a fixed component of how the organization introduces change. involvement is critical to advance the Area. : Area -Factor5.1 - Factor Factor Factor Factor Factor Factor Factor Factor Factor 5.10 The fifth and final Area,, focuses on building commitment and buy-in for change management throughout the organization. Effectively building capabilities and competencies requires buy-in and commitment throughout the organization. The fifth Area is the focus of the idea that change management takes change management. Prosci Inc. All Rights Reserved. Page 4

5 Prosci Change Management Audit The Change Management Audit is completed by selecting,,, or for each factor within the five Areas. There are 50 factors you will be scoring in the entry screens: 8 8 Processes and tools 12 Individual competencies The rubric scoring approach provides a description of a,,, or organization for that particular factor. This rubric scoring approach allows you to build a more complete view of the change management maturity in your organization. At the end of this guide you will find an inventory of all 50 factors which can be used in preparation and data gathering ahead of completing the audit. Once you have scored your organization on each of the 50 factors you will be presented with the results of your audit. The Prosci Change Management Audit is available for purchase by calling Prosci at between 7:30 AM Mountain time and 4:30 PM Mountain time. Learn more at You will receive a code to access the Change Management Audit when you place an order with Prosci. Once you have completed the Audit, you will also be able to download the results when you have completed the Audit. The Change Management Audit can be accessed from: When you conclude the evaluation of the 50 factors, you will begin with a screen that collects demographic information about your organization. This information is secure and will never be connected to your audit results. In the future, you will be able to compare your results to results from organizations like yours. Prosci Change Management Audit Area -Factor1.1 - Factor Factor Factor Factor Factor Factor Factor 1.8 Area - Factor Factor Factor Factor Factor Factor Factor Factor 2.8 For each factor, we can describe a,, Area Area Area, or. To complete the CMMM Audit, select the description that best matches your -Factor3.1 organization - Factor in each 4.1 of the -factors. Factor Factor Factor Factor Factor Factor Factor Factor Adequate sponsorship - Factor for 4.4 building change management - Factor Factor 3.5 capabilities and competencies - Factor Factor Factor 3.6 Factor Factor 5.6 Excellent sponsor - right level, engaged, active and visible in - Factor 3.7 support Factor Factor Factor Factor Factor Factor 3.9 Effective sponsor - supporting Factor the 4.9effort, right level -to Factor 5.9 sponsor Project ECM - Factor Factor Factor Factor 3.11 Sponsor named, but - Factor not completely 4.11 engaged, active or - Factor 3.12 visible - may be wrong - Factor level of sponsor 4.12 Looking for a sponsor, or sponsor is identified but not sponsoring No sponsor Prosci Inc. All Rights Reserved. Page 5

6 Audit Outputs There are three output graphs created by the Prosci Change Management Audit which you can view or download upon completing the audit. Overall score Area scores Factor scores Overall score: Factor scores: The factor scores graph plots each of the factors in the five Areas. This output is helpful for targeting what aspects are working and what aspects need more attention. Prosci Change Management Audit Prosci Change Management Audit CA CA CA CA CA Overall Change Management Audit Score The Overall Change Management Score is a singular numeric value between 1.00 and The overall score is based on the scores provided for each factor with weighting applied. Area scores: At the end of the Change Management Audit you have the option to download your Change Management Audit results as a PDF file which contains the three graphs and a readout of your scores on each of the 50 factors. A numeric score is provided for each of the five Areas. These are average scores for the factors in the Area with weighting applied. Prosci Change Management Audit Prosci Inc. All Rights Reserved. Page 6

7 Increasing organizational change management maturity To increase organizational change management maturity, a concerted effort must take place to institutionalize change management practices, processes, capabilities and competencies. Prosci calls this effort Enterprise Change Management. Enterprise Change Management (ECM) is the structured, intentional and holistic effort to deploy change management broadly across and throughout an organization. With Enterprise Change Management, effectively managing the people side of change becomes more than a business practice; it becomes a core competency, competitive differentiator and cultural value of the organization. Institutionalizing change management takes a concerted effort and a view of "institutionalizing change management practices, processes, capabilities and competencies" as a project and a change to be managed. With Prosci's offerings for Enterprise Change Management, organizations are provided the direction, research, thought-leadership, and tools for creating breakthrough performance by building a change management core competency. Learn more about Prosci s Enterprise Change Management offerings at Prosci ECM Roadmap The ECM Roadmap is an online tool providing guidance for building organizational change management capabilities and competencies. Through the ECM Roadmap, you will create a strategy and set of plans for moving from where you are today in terms of maturity to a higher level of maturity in change management. The ECM Roadmap is built on the premise that "institutionalizing change management" is a project and a change to be managed. The ECM Roadmap contains complete descriptions and action steps for six core elements: Project ECM Overview, Assess Current State, Define Future State, Design Transition State: Technical Side, Design Transition State: People Side and Manage Project ECM as a project. Order the Prosci ECM Roadmap: Introductory price $479 Price includes one Audit Prosci ECM Boot Camp In this highly interactive and hands-on program, learn how to create your own, customized change management deployment strategy and approach at the ECM Boot Camp. Agenda: 1. What and Why of ECM 2. Change Management Audit 3. Project ECM Schedule: 8:00 Continental Breakfast 8:30 Kick-off 12:30 Lunch 5:00 Finish Tuition: $889 Tuition includes single user license to the Prosci ECM Roadmap and three access codes to the Prosci Change Management Audit (a value of $656). ECM Boot Camp Calendar: Feb 22, Chicago April 18, Los Angeles June 28, Washington DC Visit to learn more and see the current schedule, or download the registration form at: Prosci Inc. All Rights Reserved. Page 7

8 Audit Preparation: Inventory of Areas Factors Below are the 50 factors evaluated in the Change Management Audit. Each factor is scored using a rubric that describes,,, or for that factor. The results of the scoring of these 50 factors are shown in the overall Change Management score and the scores for each of the five Areas Level of sponsorship for institutionalizing change management across the enterprise 1.2. Communications from key leaders about the importance of managing the people side of change 1.3. Strength of sponsor coalition for change management deployment 1.4. Vision for the change management deployment effort 1.5. Funding and resources for the change management capability and competency building project 1.6. accessibility, decision making and engagement with the project team working to institutionalize change management 1.7. review of change management practices in project reviews and evaluations 1.8. Creation of business rules, policies and procedures that establish change management requirements and enforcement of change management application Percentage of projects applying a structured change management approach 2.2. Common and consistent approach (methodology and tools) to apply change management 2.3. Functions, divisions, or units applying change management 2.4. Types of projects applying change management 2.5. Availability of tools for managing the people side of change 2.6. Resource availability for application of processes and tools on projects (change management practitioners) 2.7. Budget and funding availability for change management on projects and initiatives 2.8. of change management in change processes and deliverables Change management practitioner training delivered 3.2. Change management practitioner competencies demonstrated 3.3. Executive and senior leader training on change management and sponsorship delivered 3.4. Executive and senior leader sponsorship competencies demonstrated 3.5. Manager and supervisor training on change management and coaching during change delivered 3.6. Manager and supervisor change coaching competencies demonstrated Prosci Inc. All Rights Reserved. Page 8

9 3.7. Employee training delivered 3.8. Employee competencies in change management demonstrated 3.9. Project team training on change management delivered (including design team and technical professionals) Project team competencies in change management demonstrated Effectiveness of training programs for change management Availability of continuing education opportunities in change management Adoption of a standard approach to change management 4.2. Provision of a standard set of change management tools 4.3. Establishment of criteria for applying change management 4.4. Continuous improvement process in place for change management approach 4.5. Establishment of a change management functional group or Change Management Office (CMO) 4.6. Creation of change management positions and job roles 4.7. Creation of change management subject matter experts or super user group 4.8. Facilitation of change management networks 4.9. Establishment of a complete change management training curriculum Integration into standard project delivery process (including project management methodology, budgeting, resourcing and project activities) Embedded into ongoing improvement systems (i.e. change management has been hardwired into process improvement, continuous improvement, performance reviews, upgrade rollouts, etc.) Integration with change-initiating processes and systems (programs that cause a change project such as Lean, Six Sigma, Strategic Planning, BPR, etc.) Executive charter for building change management capabilities and competencies 5.2. Understanding of value of change management within the organization 5.3. Buy-in and support for applying change management within the organization 5.4. Shared definition of change management across the organization 5.5. Communication about change management developments 5.6. Capturing, publicizing and sharing of change management successes 5.7. Evaluation of change management effectiveness and success during change 5.8. Reinforcement for sustained change management application 5.9. View of change management as a competitive differentiator and core competency Cultural value of managing change effectively, beyond simply a practice area Prosci Inc. All Rights Reserved. Page 9