Overcoming Common Challenges of Change Management

Transcription

1 Speaker: Beena Patel Company: Halcon & Crane Management Consulting Website: Overcoming Common Challenges of Change Management HalconAndCrane.com Welcome to the PMI Houston Conference & Expo and Annual Job Fair 2015 Please put your phone on silent mode This will be an interactive session There will be time at the end of this presentation for you to take a few moments to complete the session survey. We value your feedback which allows us to improve this annual event.

2 Change Management (CM) -A term used to explain the method used to manage the people side of change as we transition from the current state to the future state. BCM is used to shift individuals behaviors in order to achieve long term change Most people don t like change. We re comfortable with the way things are currently done, and it takes a lot to change our minds. We view: + - +/- Current State Any Change Future State Through strategic Change Management, people s perceptions shift to: 1. Current state as negative (because they understand how it can be improved and the value associated with changing) 2. Any change as neutral (because they re reassured that the deployment and subsequent adoption will be well-managed) 3. Future with change as positive (because they want to capture successes that the change will bring) Change is Inevitable! Embrace It! Adopt It! Utilize it! 2

3 It All Looks Good On Paper and in Theory 3

4 Typical Responses to Change Any Change Panics at the sight or sound of change Victim Critic Bystander Vocally oppose the change Change Navigator Avoids getting involved Resilient & able to adapt to the new circumstances 4

5 Change Management Challenges from different perspectives Leadership Change Manager Training Project Sponsors on their role in project success Project risks not assessed or managed Scope creep (& associated costs) Roles & Responsibilities not clearly defined No CM processes in place Lack of commitment & dedicated resources No Change Management buy-in Employees Change is imposed from the top down Not feeling like they are a part of the decision making process or the solution Lack of ongoing training or building organizational capability Business requirements not well documented Project Manager Lack of Project Management Skills Lack of Resources with Communications / Presentation / Business Analysis / Critical Thinking Skills Recognize that change management is important yet unsure of how to build it into the existing program Lack of Leadership Alignment and Sponsorship Poor communication and transparency 5

6 Impact of and Commitment to Change Adoption Communication Change Mgmt Involve Internalization Level of Commitment Inform Clarify Engage Adoption Involvement & Understanding Awareness Positive Time Managed Changed Impact Realization of Effort & Complexity X Unmanaged Changed Negative Despair Time

7 It Doesn t Happen Overnight or Alone Change Management is not a one time event Is NOT optional Cultural transformation takes time IBM PC's & multiple first "killer other application options (1980 s) 7

8 Overcoming the Challenges of Change Management Skills Needed 8

9 Overcoming the Challenges The Approach and the Toolkit 1. Identify and define the change 4. Develop a detailed Communications Plan and key messages for each audience 5. COMMUNICATE!! 6. Monitor 2. Know Who, What, Where, When, Why and How 3. Establish a Main Point of Contact 7. Train Prepare Comms Main Identify Monitor Point TRAINING & Communications Know Engagement the Progress of the: Change Contact Plan Who Templates What When Facilitate For each Training Where phase Planning of Why the project Sessions One With Person Regular Define should Touch-points it well be the main How Build point Prepare Organizational of contact Newsletters a Include: Training from Strategy Capabilities the various Who: Participate IDENTIFY Go Create Live work-streams Communications a in Tasks the Stakeholder the Nay Readiness Sayers Analysis (identify Monthly to Determine avoid Roles the Updates miscommunication that Beneficiaries, Reviews the will Training complete to Leadership Influencers, Needs task and IDENTIFY Resistors, Role confusion that etc. the Leadership) will Influencers deliver Conduct Listen Train Planned to the Feedback Trainer Date Sessions Conduct a Completion Change Impact Date Analysis The IDENTIFY Incorporate CM Communicate should Leadership into be appropriate a Often vital on role both in Prepare Categorize a Detailed Audience the Training Impact Plan Communicate the Be deployment Transparent strategies Communications (H, details sides M, & work-stream L) (audience of plans the Training (When, Where, dependent) How to Register, etc.) Create Communicate When Develop an the internal change a detailed change to will appropriate take Change agent place group Management who Account cascades work-streams for Refresher Approach the communication Training for each How: between Sessions Phase Develop staff of based a and the Leadership management on Project needs Action Plan (H/M) 9. Evaluations / Pulse Checks 8. Follow Up Regularly 9 Baseline Assessment Change Management Approach Role & Responsibilities Stakeholder Analysis Change Impact Analysis Leadership Action Plan Risk & Issues Tracking Communications & Engagement Plan Communications Templates Readiness Review Training Needs Analysis Training Strategy & Plan Train the Trainer Approach Training Templates & Evaluation Transition Plan

10 What s In Your Toolkit? 10

11 We ve Covered a Lot 11

12 Contact Information Beena Patel Providing the right resources that have the expertise, experience, and results driven focus on excellence Thank You!