prosci change scorecard - tcb change management 2015

Copyright Prosci 2015. All rights reserved.

Mobilize More People, Think Bigger, Focus on the Future –It All Starts Here!

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June [email protected] @timcreaseywww.linkedin.com/in/timcreasey/

Copyright Prosci 2015. All rights reserved. 2

If you don't know where you are going, you might wind up someplace else.Yogi Berra


Definition of Goals and Objectives Drives Results

3

PoorlyDefined

Goals andObjectives

AdequatelyDefined

WellDefined

VeryWell

Defined

= met objectives= exceeded objectives


Just because it is common sense

does not mean it is common practice!

Will Rogers


On a scale of 1 (muddy) to 10 (crystal), how well is the “where you are going”

defined on the projects that you support?


Prosci Change Scorecard

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Organizational Performance

Change MgmtPerformance

IndividualPerformance

Support and catalyze individual employee adoption and usage

…in order to capture the expected benefits and objectives

…by applying effective change management in a structure, intentional way


Why Are We Here?

7

Requirements ResultsOutputs Outcomes

Specifications Sustainment

Installation Realization

Solutions Benefits



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Org Readiness and Change Requisites

Progressto Plan

Resultsand

Outcomes


Preparing: Strategy and

Plans

Managing: Implementation

Activities

Reinforcing: SustainingActivities


Individual Readiness

Engagement, Participation, and Adoption

Usage and Performance

Early Mid Late

© Prosci Inc. 2015. All rights reserved.


Agenda:

9

WHAT

HOW

WHYChange MgmtPerformance


Plans


Activities




Progressto Plan

Resultsand

Outcomes










Plans


Activities




Progressto Plan

Resultsand

Outcomes





10

WHAT

HOW

WHY

Alignment

Credibility

Engagement

Mobilize More People, Think Bigger, Focus on the Future – It All Starts Here!


WHAT

HOW

WHY

11

Projects are more successful with a clear

definition of what defines success and

how to drive it.

•What is the valueof having a shared definition of success up front?

•What challengeshave you experienced in score carding project success?



Plans


Activities




Progressto Plan

Resultsand

Outcomes






What is the value of having a shared definition of success up front?


WHAT

HOW

WHY







Plans


Activities




Progressto Plan

Resultsand

Outcomes

13

WHYwe are changing

HOWwe capture the portion of project benefits that

depend on employee adoption and usage

WHATwe can do to drive employee

adoption and usage


Estimate the percent of overall project results and outcomes that depend on adoption and usage:








Plans


Activities




Progressto Plan

Resultsand

Outcomes

15

WHYwe are changing

WHATwe can do to drive employee

adoption and usage

HOWwe capture the portion of project benefits that

depend on employee adoption and usage

Gartner BPM Summit Prosci Webinar

WHAT

HOW

WHY


A Quick Case Study

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Organization: $20B financial services firm

Project: installation of new Customer Relationship Mgmt system

Approach: CM lead facilitates conversation with project team based on the framework to identify key metrics

Early Mid Late


Adoption of a nimble tool; Mobile solution;

Increased speed to market

Delivery methodology milestones met

Increase in revenue X%; Increase opportunity size Y%;

Improve win rates Z%

Individual Performance

Readiness assessments; Participation of change

agent network

Awareness surveys; Knowledge checks; Logins to system

Behavior change; User productivity increases

Change Management Performance

Change management staffing; Key stakeholder alignment

Communication tracking; Manager involvement;

Training delivery tracking

Follow-up assessments; Implementation reviews; Change outcome reviews

WHAT

HOW

WHY


Big picture view Co-created, shared vision of “success”Reconciled various existing measuresConnected of dots that were not connectingExecutive: “Now, I get it. I understand what change management is doing.”

A Quick Case Study

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Outcomes:

WHAT

HOW

WHY


Organizational PerformanceOrganizational Performance


Progress to Plan

Resultsand

Outcomes


Preparing:Strategy and

Plans

Managing:Implementation

Activities

Reinforcing:SustainingActivities


IndividualReadiness


Usage andPerformance

Connecting the Dots

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Connect project mantra (that everyone could recite) to what the organization was

actually going to get out of it

Connect CM activities to successful

individual transitions

Connect tangible individual performance metrics to organizational benefits

WHAT

HOW

WHY


Creating a Shared Definition of Success

19

SponsorsCM

Team

Why are we changing?

How do we define success?

What does “done” mean?

ProjectTeam

WHAT

HOW

WHY


What are the advantages of co-creating the Change Scorecard?





Plans


Activities




Progressto Plan

Resultsand

Outcomes





21

WHAT

HOW

WHY

Alignment

Credibility

Engagement






Plans


Activities




Progressto Plan

Resultsand

Outcomes





WHAT

HOW

WHY

22

Research-based

Multi-dimensional

Definition of success (outcomes and activities)



New Measurement Questions

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Did you measure the effectiveness 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 effectiveness 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?

WHAT

HOW

WHY


WHAT

HOW

WHY


WHAT

HOW

WHY



Progressto Plan

Resultsand

Outcomes

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Benefit realizationReturn on Investment (ROI)

Project successObjectives met

Performance improvement

Results and outcomes

Objectives set

Readiness (Change and Business)

Key Performance Indicators

Progress to planPerformance against deliverables

Adherence to schedule


WHAT

HOW

WHY





30

UsageComplianceAdoption

EngagementParticipation


Buy-in and commitment

Readiness (Individual)

AwarenessUnderstanding

Proficiency


WHAT

HOW

WHY



Plans


Activities


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Applying approachDedicating resources

Scaling and customizingActivity completion

Communication deliveries


Activity effectiveness

Compliance and usage audits

Sustainment activitiesCollection of feedback

Training delivery/attendanceCommunication effectiveness

Training effectiveness






Objectives setReadiness

Progress to planDeliverables metSchedule adherenceKPIs

Benefit realizationProject successObjectives metPerformance improvement


ApproachResourcesScaling and customizing

Activity completionComm. completionTraining completion

Activity effectivenessCompliance/usage auditsCollection of feedbackSustainment activities


Buy-in and commitmentAwarenessUnderstandingReadiness

AdoptionEngagementParticipation

UsageComplianceProficiency

Prosci Change Measurement FrameworkThree Levels x Three Timeframes

32

Early Mid Late

WHAT

HOW

WHY







Progressto Plan

Resultsand

Outcomes



Plans


Activities







33

Early Mid Late

Outcome

Outcome

Activity

WHAT

HOW

WHY


WHAT

HOW

WHYChange Scorecard Over Real Project Timeline

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Kickoff Introduce toImpacted Employees (start Individual)

Go LiveAbility for Individuals


Progress to Plan

Resultsand

Outcomes

IndividualReadiness

Engagement,Participation,and Adoption

Usage andPerformance

Preparing:Strategy and

Plans

Managing:Implementation

Activities

Reinforcing:Sustaining Activities


WHAT

HOW

WHY






Progressto Plan

Resultsand

Outcomes



Plans


Activities






35

Early Mid Late


What goes in each cell to Mobilize More People, Think Bigger, and Focus on the Future?



WHAT

HOW

WHY

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Scale of 1 (poor) to 5 (excellent): how well do you define, measure and track ORGANIZATIONAL PERFORMANCE (top row)?


Scale of 1 (poor) to 5 (excellent): how well do you define, measure and track INDIVIDUAL PERFORMANCE (middle row)?


Scale of 1 (poor) to 5 (excellent): how well do you define, measure and track CHANGE MANAGEMENT PERFORMANCE (bottom row)?





Plans


Activities




Progressto Plan

Resultsand

Outcomes





WHAT

HOW

WHY

40

Research-based

Multi-dimensional

Definition of success (outcomes and activities)






Plans


Activities




Progressto Plan

Resultsand

Outcomes






41

WHAT

HOW

WHY

Meet

Implement

Measure

Track


Which Cells Should You Tackle in a Meeting?

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Plans


Activities




Progressto Plan

Resultsand

Outcomes





WHAT

HOW

WHY


It is not the answer that

enlightens, but the question.

Eugène Ionesco

WHAT

HOW

WHY


Change Catalyzing Questions

Why – Who – How Much – What

WHAT

HOW

WHY


WHAT

HOW

WHY

Prosci Change Management BlueprintAchieving Results By Catalyzing Individual Change

Whyare we changing?

Whohas to do their

jobs differently?

How Muchdepends on individual

transitions?

Whatcan we do to drive and support individual transitions?

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Why Are We Changing?

0

200

400

600

800

Future

Organizational Benefits Project Objectives

RevenueCostsProfitsEfficiencies

ComplianceSafetyProcess ExcellenceCustomer Satisfaction

Specific metrics and measurements for

improvement

How work will be different after the change

46

WHAT

HOW

WHY


On a scale of 1 (muddy) to 10 (crystal), how clearly are benefits and objectives defined?


Who has to “adopt and use”?

What does “adopt and use” mean?

Processes

Systems

Tools

Jobroles

Criticalbehaviors

Mindset/Attitudes/

Beliefs

Reportingstructure

Performancereviews

Compensation

Location

Aspects of a person’s job

you can impact

WHAT

HOW

WHY


On a scale of 1 (muddy) to 10 (crystal), how clearly are individual changes defined?


Whyare we changing?

Whohas to do their

jobs differently?

How Much

depends on individual

transitions?

Whatcan we do to drive and support individual transitions?

WHAT

HOW

WHY

50



Progressto Plan

Resultsand

Outcomes



Plans


Activities






Connecting…

…to the

Change Catalyzing Questions

ProsciChange

Scorecard


WHAT

HOW

WHY



Progressto Plan

Resultsand

Outcomes



Plans


Activities






What you have left to do…Create and Finalize Your Scorecard

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ObjectivesCharter Scope

PlanResourcesTeam

DeliverablesMilestonesKPIs

BudgetSchedulePlan

ApproachResourcesScaling

CM StrategyCM PlansIntegration

Top Contributor Alignment

Activity Execution

Activity Effectiveness

FeedbackSustainment

Catalyzing:AwarenessDesireKnowledgeAbilityReinforcement


WHAT

HOW

WHYImplementing Change Management“Align Ability With Go Live”

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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

GeneralProjectLifecycle

Individual Change Journey

Milestones

OrganizationalChange Mgmt

Activities

Major events

Prosci®

ADKAR ®

Model

Prosci®

3-PhaseProcess



Plans


Activities








Progressto Plan

Resultsand

Outcomes


WHAT

HOW

WHYImplementing Change Management“Align Ability With Go Live”

53

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

GeneralProjectLifecycle

Individual Change Journey

Milestones

OrganizationalChange Mgmt

Activities

Major events

Prosci®

ADKAR ®

Model

Prosci®

3-PhaseProcess


Measuring

54

It depends! ADKAR Dashboard



Progressto Plan

Resultsand

Outcomes



Plans


Activities






eBestPracticeAudit

WHAT

HOW

WHY


Tracking Progress on Scorecard Definition

55

WHAT

HOW

WHY





Plans


Activities




Progressto Plan

Resultsand

Outcomes






56

WHAT

HOW

WHY

Meet

Implement

Measure

Track





Plans


Activities




Progressto Plan

Resultsand

Outcomes





57

WHAT

HOW

WHY

Mobilizing More PeopleThinking Bigger

Focusing on the Future

All starts with knowing where we are trying to go!

Prosci Change [email protected]


However beautiful the strategy, you

should occasionally look at the results.

Winston Churchill