session led by cio 1 improving change enablement: program sponsorship awareness session
TRANSCRIPT
Session led by CIO
1
Improving Change Enablement:Program Sponsorship Awareness
Session
Agenda
2
Discuss criticality of sponsorshipReview what makes a sponsor effectiveShare program sponsorship expectationsShare more about Change Management as
a discipline
Program Sponsors
3
Regulatory & Risk Management Operations
• Re-architect Security (Phil)• Wireless Local Area Network (Barb)• File Share Access Security Remediation (Kim)• McAfee Anti-Virus (Joy)• e-Discovery (Barb)
• Re-architect Server Platform (Sam)• IT Service Management (Phil)• Go to Green (Fred)• Re-architect Desktop • Data Center Move (Phil)• Re-architect Network, Monitoring and End User
Experience (Kay)• Email Infrastructure Upgrade (Sam)
Growth Innovation
• Geographic Expansion (Barb)• ABH Integration (Bill)• Japan Local Operating Company (Sam)
• ERP Program (Phil)• SharePoint 2010 Upgrade (Kim)• Information Architecture Improvements (Fay)
Criticality of Program Sponsorship
4
Prosci’s Project Change Triangle (PCT)Copyright Prosci 2009.
Program success hinges on IT being effective in 3 competencies.
Success means reaching our objectives on time and on budget – providing value to our end users.
Your role…
Prosci’s Project Change Triangle - Copyright Prosci 2009
5
© Prosci. From Prosci’s 2009 Best Practices in Change Management benchmarking report
Correlation of sponsor effectiveness to meeting project objectives
36%40%
70%
86%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Sponsor was veryineffective
(average score <2)
Sponsor wasineffective
(average scorebetween 2 and 3)
Sponsor was effective
(average scorebetween 3 and 4)
Sponsor was veryeffective
(average score over 4)
Sponsor effectiveness rating average
Per
cen
t o
f re
spo
nden
ts t
hat
me
t or
exc
eede
d p
roje
ct o
bje
ctiv
es
Studies show..
as effective sponsorship increases…
so does the achievement of program objectives.
Criticality of Program Sponsorship
What makes a Program Sponsor effective?
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Participate actively and visibly throughout the program / project
Hold your teams accountable for results (define objectives, conducted ongoing reviews)
Ensure program has the right team members, budget and resources for success
Build a coalition of sponsorship with peers and managersCommunicate to employees and managers
See the IT Project / Program roles and responsibilities matrix on SharePoint.
IT Quarterly Report to Executives
7
Report changed from monthly (2011), to quarterly (2012)
Updates will be due 3 business days after the close of the quarter You will receive a reminder email 5 business days
prior to the due date with directions on providing updates
Each sponsor will be asked to provide content.End Date is when users or company will realize value.
End date needs to stay consistent to build credibility.
Program Sponsorship – “How to’s”
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How does a Sponsor actively participate and remain visible throughout the program / project? Attend status meetings, be accessible to the team. Hold your teams accountable for results (define objectives, conducted ongoing
reviews). Be involved in critical decision making. Ensure program has the right team members, budget and resources for success.
How does a Sponsor build a coalition with peers and managers to help support the change? Create awareness of the need for change, built support and follow up. Create a sponsorship cascade with managers; ensure that they are building support
with their direct reports. Provided frequent updates and status information; listen to and address concerns. Sponsor the change upward
How does a sponsor effectively communicate to employees and managers? Be visible to employees; effectively communicate why change is happening, the risks
of not changing and the vision Enable communications to be two-way (allow for feedback and question/answer
sessions). Communicate frequently throughout the project. Interact effectively with managers; help them create and communicate a consistent
message to employees.
Prosci’s Effective Sponsorship of Change - Copyright Prosci 2009
SummaryIt’s extremely important that we manage
change effectively and Program Sponsors play a critical role
I’m counting on each of you to lead by example and be active and engaged sponsors for your teams
The dates we publish to executives needs to be managed to closely and reflect when value of change will be realized
9
10
Prosci Change Management Maturity Model™
People-dependent without any formal practices or plans
Many different tactics used
inconsistently
Examples of best practices evident
Selection of common approach
Continuous process
improvement in place
Highest rate of project failure, turnover and
productivity loss
Little or no change management appliedAdhoc or
AbsentLevel 1
Some elements of change management are being applied in isolated projects
Isolated
ProjectsLevel 2
Comprehensive approach for managing change is being applied in multiple projects
Multiple
ProjectsLevel 3
Organization-wide standards and methods are broadly deployed for managing and
leading change
Organizational
StandardsLevel 4
Highest profitability and responsiveness
Change management competency is evident in all levels of the organization and is part of the organization’s intellectual property and
competitive edge
Organizational CompetencyLevel 5
People-dependent without any formal practices or plans
Many different tactics used
inconsistently
Examples of best practices evident
Selection of common approach
Continuous process
improvement in place
Highest rate of project failure, turnover and
productivity loss
Little or no change management appliedAdhoc or
AbsentLevel 1
Some elements of change management are being applied in isolated projects
Isolated
ProjectsLevel 2
Comprehensive approach for managing change is being applied in multiple projects
Multiple
ProjectsLevel 3
Organization-wide standards and methods are broadly deployed for managing and
leading change
Organizational
StandardsLevel 4
Highest profitability and responsiveness
Change management competency is evident in all levels of the organization and is part of the organization’s intellectual property and
competitive edge
Organizational CompetencyLevel 5
Copyright Prosci 2009
11
Who “Does” Change Management?
Each ‘gear’ plays a specific role based on how they are related to organizational change
Middle managersand supervisors
Middle managersand supervisors
Changemanagement resource/team
Changemanagement resource/team
Executives andsenior managersExecutives andsenior managers
Project team
Project team
Projectsupport
functions
Projectsupport
functions
Copyright Prosci 2009
12
Key Roles in Change Management
Employee-facing
Executives and senior leaders – fulfilling the role of sponsors of change
Middle managers and supervisors – fulfilling the role of coach for their direct reports
Enabling
Change management resource or team – applying a structured approach and enabling others
Project team – integrating the “people side” of change
Middle managersand supervisors
Middle managersand supervisors
Changemanagement resource/team
Changemanagement resource/team
Executives andsenior managersExecutives andsenior managers
Project team
Project team
Projectsupport
functions
Projectsupport
functions
Copyright Prosci 2009
13
Integrating Project & Change Management
Complimentary disciplines with a common objective
Solution is designed, developed and delivered effectively
(Technical side)
Solution is embraced, adopted and utilized effectively
(People side)
= SUCCESS
+
Project management
Change management
Current Transition FutureCurrent Transition Future
Copyright Prosci 2009
14
Integrating Project & Change Management
Focus:Technical side of moving from current state to future state
Focus:People side of moving from current state to future state
Process:
• Initiation• Planning• Executing• Monitoring/
controlling• Closing
Process:
• Preparing for change• Managing change• Reinforcing change
Tools:
• Statement of work• Project charter• Business case • Work breakdown structure• Budget estimations• Resource allocation• Schedule • Tracking
Tools:
• Individual change model• Readiness assessment • Communication plans • Sponsorship roadmaps• Coaching plans• Training plans• Resistance management • Reinforcement
Current Transition FutureCurrent Transition Future
Project management
Change management
Prosci copyright 2009.