Prosci Change Management Maturity Model Audit

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1 Prosci Change Management Maturity Model Audit Prosci Learning Guide Change Management Maturity Model Audit In Brief: This preparation guide presents the Prosci Change Management Maturity Model and describes the associated Prosci Change Management Maturity Model Audit which enables the assessment of organizational change management maturity against five s. For more tools and resources: 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 Maturity Model describes the five levels of organizational maturity in managing the people side of change. The five-leveled model is shown in Figure 1. Copyright 2014 Prosci Inc. All rights reserved. 1

2 Maturity Model Levels Like many other maturity models, the Prosci Change Management Maturity Model presents five levels of maturity from Ad hoc or Absent through Organizational Competency. Level 1: Ad hoc or Absent At Level 1 of the Maturity Model, project teams are not aware of and do not consider change management as a formal approach for managing the people side of change. 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. Level 2: Isolated Projects In Level 2, 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 beginning of their project. Some elements of communication planning occur early in the live cycle. In Level 2, 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. Level 3: Multiple Projects At Level 3, 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 Level 3, 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. Level 4: Organizational Standards In Level 4, 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 Level 4, 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. Level 5: Organizational Competency Level 5 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. Copyright 2014 Prosci Inc. All rights reserved. 2

3 Benchmarking data The figure below shows the results from Prosci's last four benchmarking studies. Participants in the studies selected their level in the Prosci Change Management Maturity Model 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; 822 in 2013), there appears to be more participation from organizations just starting to apply change management so showing lower levels of maturity. Data from Prosci benchmarking report Best Practices in Change Management Edition Level 5 Level 4 Level 3 Level Level 1 0% 20% 40% 60% s: The maturity of a particular organization in change management can be described with five Areas that demonstrate change management maturity: Leadership, Application, Competencies, Standardization and Socialization. 1: Leadership The Leadership 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 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 Leadership scores low in the audit, then plans should be focused on this factor immediately. Copyright 2014 Prosci Inc. All rights reserved. 3

4 2: Application The second is Application. 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 s as an organization starts the journey of building change management capabilities and competencies. 3: Competencies Change management is ultimately done by employees, supervisors, managers, leaders, project teams and practitioners throughout the organization. The third 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 programs must be in place for all doers of change management and performance must be evaluated. 4: Standardization The Standardization 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. Standardization is the that enables effective change management to become a fixed component of how the organization introduces change. Leadership involvement is critical to advance the Standardization. 5: Socialization: Prosci Change Management Maturity Model The fifth and final, Socialization, focuses on building commitment and buy-in for Area 1: Leadership Area 2: Application Area 3: Competencies Area 4: Standardization Area 5: Socialization change management throughout the organization. Effectively building capabilities and competencies requires buy-in and commitment throughout the organization. The fifth is the focus of the idea that change management takes change management. Level 5 Level 4 Level 3 Level 2 -Factor1.1 -Factor 1.2 -Factor 1.3 -Factor 1.4 -Factor 1.5 -Factor 1.6 -Factor 1.7 -Factor 1.8 -Factor2.1 -Factor 2.2 -Factor 2.3 -Factor 2.4 -Factor 2.5 -Factor 2.6 -Factor 2.7 -Factor 2.8 -Factor3.1 -Factor 3.2 -Factor 3.3 -Factor 3.4 -Factor 3.5 -Factor 3.6 -Factor 3.7 -Factor 3.8 -Factor 3.9 -Factor Factor Factor Factor4.1 -Factor 4.2 -Factor 4.3 -Factor 4.4 -Factor 4.5 -Factor 4.6 -Factor 4.7 -Factor 4.8 -Factor 4.9 -Factor Factor Factor Factor5.1 -Factor 5.2 -Factor 5.3 -Factor 5.4 -Factor 5.5 -Factor 5.6 -Factor 5.7 -Factor 5.8 -Factor 5.9 -Factor 5.10 Level 1 Copyright 2014 Prosci Inc. All rights reserved. 4

5 Prosci Change Management Maturity Model Audit The Change Management Maturity Model Audit is completed by selecting Level 1, Level 2, Level 3, Level 4 or Level 5 for each factor within the five s. There are 50 factors you will be scoring in the entry screens: 8 Leadership 8 Processes and tools 12 Individual competencies 12 Standardization 10 Socialization The rubric scoring approach provides a description of a Level 1, Level 2, Level 3, Level 4 or Level 5 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. Level 5 Level 4 Level 3 Level 2 Level 1 Prosci Change Management Maturity Model Area 1: Leadership -Factor1.1 -Factor 1.2 -Factor 1.3 -Factor 1.4 -Factor 1.5 -Factor 1.6 -Factor 1.7 -Factor 1.8 Area 2: Application -Factor2.1 -Factor 2.2 -Factor 2.3 -Factor 2.4 -Factor 2.5 -Factor 2.6 -Factor 2.7 -Factor 2.8 Area 3: Competencies For each of the 50 factors, rubric scoring describes Level 1, Level 2, Level 3, Level 4, Level 5 Factor 1 Level 5 Level 4 Level 3 Level 2 Level 1 -Factor3.1 -Factor 3.2 -Factor 3.3 -Factor 3.4 -Factor 3.5 -Factor 3.6 -Factor 3.7 -Factor 3.8 -Factor 3.9 -Factor Factor Factor 3.12 Area 4: Standardization -Factor4.1 -Factor 4.2 -Factor 4.3 -Factor 4.4 -Factor 4.5 -Factor 4.6 -Factor 4.7 -Factor 4.8 -Factor Factor Factor Factor 4.12 Area 5: Socialization Level of sponsorship for institutionalizing change management across the enterprise -Factor5.1 -Factor 5.2 -Factor 5.3 -Factor 5.4 -Factor 5.5 -Factor 5.6 -Factor 5.7 -Factor 5.8 -Factor Factor 5.10 An executive sponsor (with the required authority and span of control) has been designated and is actively and visibly supporting the effort A senior level sponsor has been designated and is supporting the effort The right sponsor has been designated, but is not engaged, active or visible A sponsor has been designated, but is either not the right sponsor or is not engaged There is no sponsor for the institutionalization effort 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 Maturity Model Audit is a subscription-based tool available via the Prosci Portal ( In the Maturity Audit, you will create an organization or group to audit and then create an audit instance with a name and description. Once you have completed the Audit, you will be presented with the outputs of the Audit. Copyright 2014 Prosci Inc. All rights reserved. 5

6 Maturity Model Audit Outputs There are five output created by the Prosci Change Management Maturity Audit which you can view or print/download upon completing the audit. Overall results Maturity Model Level score between 1 and 5 Results by capability area scores for each of the five capability areas Low maturity factors all factors scored a 1 or 2 Progress over time used to track improvement and progress Full Maturity Model Audit readout of all 50 factors and your scores Overall results The Overall Change Management Maturity Model Score is a singular numeric value between 1.0 and 5.0. The overall score is based on the scores provided for each factor with weighting applied. Copyright 2014 Prosci Inc. All rights reserved. 6

7 Results by capability area A numeric score is provided for each of the five s. These are average scores for the factors in the with weighting applied. Copyright 2014 Prosci Inc. All rights reserved. 7

8 Low maturity factors A readout of all Maturity Model Audit factors that you scored a Level 1 or Level 2 so you have a quick snapshot of where to focus your effort. Progress over time With the new Prosci Change Management Maturity Model Audit, you can complete multiple audits for a particular group or organization allowing you to track progress over time. The enables you to use the Audit to establish a baseline and track improvement as you work to build organizational change capabilities. Copyright 2014 Prosci Inc. All rights reserved. 8

9 Full Maturity Model Audit The final report presents your complete Change Management Maturity Model Audit, including all 50 factors and your selections for each (both the level and the description). Copyright 2014 Prosci Inc. All rights reserved. 9

10 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. 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. Prosci ECM Boot Camp With Prosci's offerings for Enterprise Change Management, organizations are provided the direction, research, thoughtleadership, 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. 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: What and Why of ECM Change Management Maturity Model Audit 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 access to the Prosci Change Management Maturity Model Audit. Visit to learn more and see the current schedule, or download the registration form at: Copyright 2014 Prosci Inc. All rights reserved. 10

11 Inventory of s Below are the 50 factors evaluated in the Change Management Maturity Model Audit. Each factor is scored using a rubric that describes Level 1, Level 2, Level 3, Level 4 or Level 5 for that factor. 1. 1: Leadership 1.1. 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. Leadership accessibility, decision making and engagement with the project team working to institutionalize change management 1.7. Leadership 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 2. 2: Application 2.1. 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. Application of change management in change processes and deliverables 3. 3: Competencies 3.1. 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 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 Copyright 2014 Prosci Inc. All rights reserved. 11

12 4. 4: Standardization 4.1. 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.) 5. 5: Socialization 5.1. 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 Learn more about Prosci Manage Change, Maximize Performance Prosci s uniquely integrated system of models, tools and processes enables your organization to strategically execute change at three levels: 1) With individuals through the popular Prosci ADKAR Model; 2) On projects through the robust Prosci 3-Phase Process; 3) As a competency across the organization through the cutting-edge Prosci Enterprise Change Management Suite. Prosci s sole focus is helping individuals and organizations build their own change management capability. Portfolio of Solutions: Select from Prosci s suite of offerings to customize a solution for your organization Research Methodology Tools Training Books Licensing S. Garfield Ave, Loveland, CO USA Copyright 2014 Prosci Inc. All rights reserved. 12

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