5 actionable and innovative insights from prosci s …€¦ · cmo !! 2011 !! 36% 2013 38% !!!!!...

5 ACTIONABLE AND INNOVATIVE INSIGHTS FROM PROSCI’S LATEST RESEARCH STUDY

TIM CREASEY PROSCI CHIEF DEVELOPMENT OFFICER

[email protected]

2014 © ACMP All Rights Reserved | #acmp2014

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LEAVE TODAY WITH:

•  Insights and data on ?ive emerging topics in change management

•  Action plans for bringing the data to life in your practice and work


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AGENDA

•  Prosci’s Research Foundation

•  2013 Study by the Numbers

•  5 Actionable and Innovative Insights


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PROSCI® RESEARCH FOUNDATION

•  8 studies •  16 years •  3400 participants

What works? What doesn’t?

What to do differently?

Study Par*cipants 1998 102 2000 152 2003 288 2005 411 2007 426 2009 575 2011 650

2013 822


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2013 STUDY BY THE NUMBERS

Par/cipant profiles:

Geography Industries Size of Organiza/on Project Respondents


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WHO CONTRIBUTED: GEOGRAPHY

US: 34%

Canada: 15% Europe:

14%

Africa: 5%

La/n America:

2% Australia and NZ: 25%

Asia and Pacific Islands: 3%

Middle East: 2%


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WHO CONTRIBUTED: SIZE OF ORGANIZATION

<$50M

$50M-‐$500M

$500M-‐$1B $1B-‐$2.5B $2.5B-‐$5B

>$5B

<1K

1K-‐5K

5K-‐10K 10K-‐20K 20K-‐35K

>35K

Employ

ees

24%

27%

13%

9% 7%

20%

19%

21%

10%

11%

10%

29% An

nual Rev

enue


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WHO CONTRIBUTED: INDUSTRIES

Banking 7.7% Health Care 7.1% Government – State 6.7% Finance 6.5% Government – Federal 5.5% Oil and Gas 5.5% Insurance 5.3% Manufacturing 4.9% U/li/es 4.7%

Top 9 industries

represented:


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WHO CONTRIBUTED: PROJECTS

<$100K

$100K-‐$500K

$500K-‐$1M

$1M-‐$5M

$5M-‐$10M

>$10M

Mul/ple Depts

Single Div

Mul/ple Divisions

En/re Enterprise

<100 employees

100-‐500

500-‐1000

1000-‐5000

5000-‐10K

>10K Project Inv

estm

ent

Project S

cope

Employ

ees Impa

cted

16%

17%

11%

11%

20%

24%

15%

25%

46%

11%

16%

22%

13%

9%

16%

24%


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WHO CONTRIBUTED: RESPONDENTS

<1 1 to 4 years

4 to 8 years

8 to 12 years

>12 years

Change management experience

Project role:

43% Change management team leader 19% External consultant 12% Project team leader 11% Change management team member

6% 23% 28% 18% 25%


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5 INSIGHTS

Role of the Change Management Office

Job Roles in Change Management

Measurement and Metrics

Integra/ng CM and PM

Resourcing for Change Management


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Insight #1:



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NEW MEASUREMENT QUESTIONS

Did you measure the effec*veness of your change management effort in

support of the project? What metrics did you use?

Did you measure whether the change was occurring at the individual level?

What metrics did you use?

Did you have to report on change management effec/veness of the project? To whom? What metrics did you use?

How did you demonstrate the value-‐add of applying change management on the project?

How did you measure the overall outcome of applying

change management on the project?


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MEASUREMENT THEMES

Project Performance

Individual Transi/ons

Change Mgmt Ac/vi/es

Early Mid Late


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PROJECT PERFORMANCE

Project Performance

Benefit realiza/on Return on Investment (ROI)

Project success Objec/ves met

Performance improvement

Results and outcomes

Objec/ves set

Readiness (Change and Business)

Key Performance Indicators

Progress to plan Performance against deliverables

Adherence to schedule

Early Mid Late


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INDIVIDUAL TRANSITIONS


Usage Compliance

Adop/on

Engagement Par/cipa/on


Buy-‐in and commitment

Readiness (Individual)

Awareness Understanding

Proficiency

Early Mid Late


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CHANGE MANAGEMENT ACTIVITIES


Applying approach Dedica/ng resources Scaling and customizing Ac/vity comple/on

Communica/on deliveries


Ac/vity effec/veness

Compliance and usage audits

Sustainment ac/vi/es Collec/on of feedback

Training delivery/alendance Communica/on effec/veness

Training effec/veness

Early Mid Late


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MEASUREMENT THEMES

Project Performance



Early Mid Late

Objec/ves set Readiness

Progress to plan Deliverables met Schedule adherence KPIs

Benefit realiza/on Project success Objec/ves met Performance improvement

Buy-‐in and commitment Awareness Understanding Readiness

Adop/on Engagement Par/cipa/on

Usage Compliance Proficiency

Approach Resources Scaling and customizing

Ac/vity comple/on Communica/on comple/on Training comple/on

Ac/vity effec/veness Communica/on effec/veness Training effec/veness


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PREVALENCE OF MEASURING AND REPORTING

Measured effec/veness of change mgmt effort

Measured change at individual level

Reported on change mgmt effec/veness

39%

42%

45%


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ACTUALIZING THE DATA

1.  Start your scorecard •  Three dimensions •  Three timeframes

2.  Use across the change management lifecycle:

Upstream: Making your case

Midstream: Tracking

your progress

Downstream: Showing

your impact


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Insight #2:

Integra/ng Change Management and Project Management


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INTEGRATION MATTERS

Integration of project management and change management appeared on:

ü  Top contributors to success NEW

ü  Biggest obstacles NEW

ü  What to do differently next /me

ü  Top trends in your organiza/on ü  Top trends in the discipline

PMI®


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INTEGRATION: PREVALENCE, DOES IT MATTER, WHEN

61%

34%

“Good” or “Excellent” Change

Management

71% Integrated CM & PM

Closure Implementa/on Design Planning Ini/a/on

Significant Some

29% 44% 55% 76%

56% 33%

40% 38%

23% 38%

?

Did Didn’t Did

Didn’t


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INTEGRATING THE TECHNICAL SIDE AND PEOPLE SIDE OF PROJECTS

Project Management

Design, Develop, Deliver Solu/on Effec/vely

Solu/on is Embraced, Adopted and Used Proficiently

Change Management

People Processes Tools


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“PEOPLE” INTEGRATION

PM CM

PM CM

PM CM

CM

PM & CM

19%

20% 24%

31%

Collabora/on

Cross-‐training

Define roles and responsibili/es


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PM

CM

PM

CM

“PROCESS” INTEGRATION

Integrate plans

Align /melines

Sequence tasks

Add deliverables 2014 2015

J F M A M J J A S O N D J F M A M J J A S O N D

InitiatePlan

DesignDevelop

Deploy

P1 – Preparing for Change

P2 – Managing Change

P3 – Reinforcing Change

PM

CM


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Communica/on Plan

Project Plan

Training Plan

Schedule

Stakeholder Analysis/Assessment

Impact Analysis/Assessment

Scope

Lessons Learned

Risk Analysis/Assmt/Log

Business Case

Readiness Assessment

“TOOLS” INTEGRATION

79%

68%

65%

60%

56%

54%

52%

51%

78%

91%

81%

Communica/on Plan

Project Plan

Training Plan

Schedule



Scope

Lessons Learned


Business Case


Communica/on Plan

Project Plan

Training Plan

Schedule



Scope

Lessons Learned


Business Case



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1.  Identify opportunities to integrate at each level:

2.  Integration is easier if we are “on the same team”

Project Management

Change Management

People Processes Tools


30

Insight #3:



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PREVALENCE OF RESOURCE AND BUDGET

Had dedicated resources

Had dedicated budget

Was it sufficient?

73% 27%

43% 61%


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IMPACT OF RESOURCE AND BUDGET

“Good” or “Excellent” Change

Management

Met or Exceeded Objec/ves

Dedicated resources Dedicated budget With 63%

Without 28%

With 59%

Without 50%

With 70%

Without 48%

With 66%

Without 55%


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COST COMPONENTS OF CHANGE MANAGEMENT

Change management resource costs

Training costs

Communica/on costs

Change management materials

External consultant costs

Event costs

General expenses

Reinforcement and recogni/on costs

79%

64%

63%

61%

56%

42%

82%

80%


Training costs

Communica/on costs



Event costs

General expenses



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AVERAGE AMOUNT OF BUDGET ASSIGNED TO EACH COMPONENT


Training costs

Communica/on costs



Event costs

General expenses


21%

13%

7%

39%

9%

8%

6%

46%


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SCALING FACTORS

Scope, scale and complexity

Objec/ves and importance

Timeline and urgency

Resource availability

Resource capability

Budget availability

Past experiences


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1.  Identify your budget “buckets”

2.  Scale based on your project

3.  Secure resources and funding it matters


37

Insight #4:



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PREVALENCE OF JOB ROLES

2011 2013 Organiza/on has

permanent posi/on / job role defined for change management

< 1 year 1 to 3 years 3 to 6 years > 6 years

20% 37% 25% 17%

43% 52%


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WHERE ARE THE CHANGE MANAGEMENT JOBS?

+

68%

18%

8%

6%

PMO 22%

HR 21%

Ops/BUs 14%

IT 14%

Corp/Shared 12%

OD 10%

Independent 7%


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WHAT IS THE JOB DESCRIPTION?

1.  Apply a structured methodology and lead change management activities

2.  Support change management at the organizational level

3.  Support communication efforts

4.  Assess the change impact

5.  Support training efforts !

Secondary: •  Support others •  Strategy development •  Execu/on and integra/on •  Adop/on and measurement


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HOW MANY PROJECTS ARE SUPPORTED AT ONE TIME?

One project 19%

Two to Four 54%

Five to Eight 16%

More Than Eight 11%


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WHAT ARE THE SALARIES? Average: $105,700

3% 4% 6%

8%

13%

7%

16%

5%

17%

2% 3%

10%

6%

<50

50-‐59

60-‐69

70-‐79

80-‐89

90-‐99

100-‐109

110-‐119

120-‐129

130-‐139

140-‐149

150-‐159

>160


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Level 5 – Org competency

Level 4 – Org standard

Level 3 – Mul/ple

Level 2 – Isolated

Level 1 – Ad hoc or absent

ARE THERE CAREER PATHS?

No No, but in development Yes

Overall

69%

73%

33%

50% 21% 29%


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1.  To describe what you do

2.  To benchmark your experience

3.  To guide your searches


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Insight #5:

Role of the Change Management

Office (CMO)


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PREVALENCE OF CMO

!!!!2011

36% 2013

38%

!!!!!!!!!!

Level 5 Organiza/onal competency

77%

Level 4 Organiza/onal standards

56%

Level 3 Mul/ple projects

45%

Level 2 Isolated projects

29%

Level 1 Ad hoc or absent

15%

Organiza/on has CMO (dedicated func/onal group)


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WHAT IT DOES? PRIMARY RESPONSIBILITIES

Own and maintain the CM methodology

Own and maintain the CM tools

Provide consulta*ve support to project teams



Provide consulta*ve support to project teams Maintain a change management community

Provide CM resources on specific projects



Provide consulta*ve support to project teams Maintain a change management community

Provide CM resources on specific projects

Track change management progress on projects

Provide coaching to sponsors

Provide coaching to managers/supervisors

Own the change management curriculum

Track and manage the change porMolio

77%

76%

76%

68%

67%

58%

55%

53%

50%

44%


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!!!

!!! !!! !!! !!!

!!! !!!!!!

WHERE DOES IT LIVE?

21%

PMO

18%

HR

14%

IT

10%

Corp, Shared Services

10%

OD

9%

Strategy, Transforma/on,

Planning

6%

Opera/ons, Within Bus

3%

Exec, C-‐Level report


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WHERE SHOULD IT LIVE?

!! !!!!

!! !! !!!!

!!27%

PMO

7%

HR

1%

IT

6%

Corp, Shared Services

9%

OD

23%

Strategy, Transforma/on,

Planning

10%


12%



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PMO HR IT Corp, Shared Services

OD Strategy, Transforma/on,

Planning



COMPARISON DOES TO SHOULD

!! !!!!

!! !! !!!!

!! !!!

!!! !!! !!! !!!

!!! !!!!!!


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WHERE IT LIVES?

+ O -‐-‐ Cross-‐organiza/onal reach Access to projects/change (early) Alignment with purpose Reputa/on, credibility, respect Aligned with direc/on and culture Proximity to execu/ves

PMO HR St, Tr, Pl

Ops OD

Decision Variables:


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1.  Is now the time?

2.  Three questions to answer: –  Where should it live? –  What should it do? –  How should it look?


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5 INSIGHTS

Role of the Change Management Office



Integra/ng CM and PM



HMMM… QUESTIONS?

OR FIND ME OVER

THE NEXT TWO DAYS!


THANK YOU! TIM CREASEY

PROSCI CHIEF DEVELOPMENT OFFICER [email protected]

WWW.PROSCI.COM


5 actionable and innovative insights from prosci s …€¦ · cmo !! 2011 !! 36% 2013 38% !!!!!...

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