A story of MAKE IT STICK! A Change Managementmydlc.com/pmi-mn/PRES/2011B04_ChangeMgmtJourney.pdf ·...

MAKE IT STICK!

A

Change

Management

Journey

A story of covert organizational transformation and overt project management interventions.

Stacey Ferguson, Mark Alt, Paul Burke, Dan Olson

04.12.11: PMI-MN Chapter Breakfast

Fighting for Mindshare

2

Too Many Competing Items, Coupled With A Lack of Prioritization, Water Down Benefits

© 2011 STAR Collaborative

• A 2006 study from Harvard Business Review found that 66% of all change initiatives fail to achieve their desired outcomes. 2

• In the same year, Accenture found that 57% of organizations experience a decline in workforce productivity during change management initiatives.3

The Difficulty and Costs of Change 4

3

Pay now or pay later. There are costs no matter when you react to change. The trick is minimizing them.


Anticipatory Change

Reactive Change

CrisisChange

Most difficult to get going

Difficult to get going

Easiest to get going

Anticipatory Change

Reactive Change

CrisisChange

LeastCost

ModerateCost

MostCost

The Difficulty of Change

The Costs of Change

Change Buckets

4© 2011 STAR Collaborative

We leverage a disciplined, measurable, behavioral-based project/change toolkit to help move the organization along

• Tools help managers sustain effort through initiatives and programs

• Helps build connection between work and organizational strategy

• Drives the importance of an individual’s job to organizational success

• Helps convey how to complete work projects. 5

Change Curves

5

Utilizing change curves will help you build an environment that will sustain your project and enhance your benefit realization.


• There are multiple audiences that are often overlooked during a project.

• Focus effort further upstream to create a culture of sustainment.

• Leverage a tollgate philosophy to track behaviors real-time.

Our Change Management Journey

© 2011 STAR Collaborative 6

SC Project

2002 2005 2006 2007 2009 2011

Discipline Build

PCM Design and Deployment

Multiple CM teams

7PCM Intermediate Training

Project & Change Management (PCM) Courses in FY11

PCM capability enables individuals, teams and the enterprise to be more efficient & effective by executing projects on time, cost and scope, while ensuring the project gains are sustained beyond the project.

(Financial and Personal ROI examples available)

Project Mgmt Change Mgmt+

PCM Capability Development Courses –Basic, Intermediate and Advanced (PMP Certification)

Project Resource

Group

Standard PCM Courses offered quarterly at BBY Corp Campus. Custom PCM Courses and Webinars offered as needed for Global and Field

Learners.


PCM Basic Classes – FY11

Top 20 Project & Change Tools

PMP Certification Preparation Course

Intermediate

PCMBasic PCM Advanced PCM

By Principles By Project Phase By Project Phase & PM Knowledge Areas

Foundation Based Level of Knowledge &…

Top 5 Project & Change Tools


Top 20 PCM Tools

Top 20 PCM Tools Project Phases

Initiate Plan Execute Control Close

Engagement Agreement X

Project Charter X

Key Role Map X

Change Magnitude Assessment X

Leadership Approach X

Impact Assessment X

Change Plan X

Work Breakdown Structure X

Project Plan X

Base Deck X

Risk Management Plan X

Issues Log X

Communication Plan X

Change Curve (Adoption) Scorecard X

Behavioral Anchors X

Scope Change Control X

Performance Reporting X

Sustain Plan and Scorecard X

Lessons Learned X

Project Performance Assessment X

Color Legend: Blue = Project Mgmt; Green = Change Mgmt; Black = Combined Project & Change; Red = Other;

Blue Highlighted = PCM Training Assignment


Mor

e Le

ss

Less MoreTime & Cost

Kn

ow

led

gePCM Development: How will you continue?

•Wiki & SharePoint

•Office Hours

•PCM Training

•Education

•Coaching

•Training

•Certification

What level of Project & Change Management

development do I want?

InternalDevelopment Options

PCM component methodology has been tested and delivered on 65+

projects, and practiced by 60+ employees.

ExternalDevelopment Options

Industry recognized certification and education, for basic to advanced

levels.

$0

$0

$TBD

$0-$600

$2,000

$3,000

$6,000+

•PCM Community $0

•Team Accelerator $75-$795


PCM Training, Coaching, Certification, & Education E

xter

nal

Inte

rnal

Basic AdvancedMastery

Port

abili

ty

PgMP sm

• Certification(Program Mgmt Professional)

• Basic PM Training

• Basic PM Education

PMP ®• Certification

(Project Mgmt Professional)

• Intermediate PM Training

• Intermediate PM Education

CAPM ®• Certification

(Certified Associate in Project Mgmt)

• Basic PM Training

• Basic PM Education

PCM Basic• Basic Training

• Basic Coaching

PCM Intermediate• Intermediate Training

• Intermediate Coaching

PCM Advanced• Advanced Training

• Advanced Coaching

Change Mgmt Only

Project & Change Mgmt (PCM)

CM Training & CertificationCM Education

Insi

de

BB

YO

uts

ide

BB

Y

Project Mgmt Only

Team Accelerator

Appendix for Reference


The Change Curve and the Key Role Map Audiences


a b c d e

Change/Project Toolkit OverviewHere are the top 18 change and project management activities


Culture Management• Change Impact Assessment• Stakeholder Analysis• Change Plan

Communication• Current & Future State Definitions• Base Deck Creation• Communication Plan

Talent Management• Org Design Assessment• Reward & Recognition Assessment• Talent Mgmt Assessment

Transfer & Training• Training Needs Analysis• Deployment Action Plan• Sustain Plan

Sponsorship & Stakeholders• Key Role Map• Engagement Agreement• Sponsor Contracting

Business Readiness & Performance Mgmt• Project Charter• Work Breakdown Structure• Behavioral Anchors

14

Transformational Change


Plan

Parallel Deploy DeployTesting

Define

Transfer and Training

Talent Management

Culture Management

Sponsor and Stakeholder Mgmt

Communication

Business Readiness and Performance Mgmt

Measure Analyze Improve Control

Analyze Design Build Test Deploy

LSS/Six Sigma

Accenture

Sponsor & Stakeholder Activity ChecklistHere are the top 10 sponsor and stakeholder activities, what they will do, and why they are important.

1. Engagement Agreement

• Drive for shared meeting on what you will do to help project leaders drive the necessary changes. Helps set the stage for sponsor contracting while ensuring you are delivering value to the project.

2. Stakeholder Assessment

• Review all players on a particular project. This is the preliminary list of all people who should be incorporated into the change plans.

3. Construct a key role map

• Using your stakeholder assessment, identify and group all impacted audiences and their constituents. Identify detractors and champions for the coming change.

4. Additional Mapping

• Refine key role map by documenting additional dimensions as historical, cultural and political roadblocks. Where are they in regards to the change? How will we move them to another state and by when?

5. Behavioral Anchors

• Develop leading measure on what success and failure looks like for each impacted audience group. What should you see and hear from as your project is deployed?

6. Leadership Approach

• How will you engage leaders on this project? How do you get your HR business partners to help the leaders create an environment where their people can do their best work and drive the necessary change?


• Create concrete observable behaviors that will indicate if each of the impacted audiences are doing and saying what they should during each step of the change journey.

8. Leadership Say’s and Do’s

• Help leaders understand what and when they should be expressing, modeling and reinforcing for this project. Break their work into manageable chunks.

9. Sponsor Contracting


10. Leadership Action Plan and Scorecard

• Build this into project and business team rhythms. Keep leadership tasks and activities visible to help drive accountability to the necessary change.


Culture Management Activity ChecklistHere are the top 9 culture activities, what they will do, and why they are important.

1. Conduct a change impact assessment.

• Put some parameters around the breadth and depth of the impending change to help determine resource and effort levels.

2. Stakeholder Assessment

• Review all players on a particular project. This is the preliminary list of all people who should be incorporated into the change plans.


• Using your stakeholder assessment, identify and group all impacted audiences and their constituents. Identify detractors and champions for the coming change.

4. Additional Mapping

• Refine key role map by documenting additional dimensions as historical, cultural and political roadblocks. Create an issue log to track stakeholder concerns.



6. Leadership Approach

• How will you engage leaders on this project? How do you get your HR business partners to help the leaders create an environment where their people can do their best work and drive the necessary change?

7. Change Plan

• Build a detailed project plan that documents all adopt and sustain activities by change bucket and project phase. Integrate this into the team’s overall program or project plan.


• Create concrete observable behaviors that will indicate if each of the impacted audiences are doing and saying what they should during each step of the change journey.




Communications Activity ChecklistHere are the top 9 communication activities and how they will help you develop and deploy your project messages



2. Write a current state/future state document

• Drive clarity within the project team on where you are starting with your project and what specific goals you want to accomplish.


• Identify and group all impacted audiences and their constituents. Identify detractors and champions for the coming change.

4. Start a communication base deck

• Prepare a baseline of communication vehicles by compiling elevator messages, future state definitions and the like. Using the key role map audiences, prepare unique messaging in the language of the recipient.




• Help leaders understand what and when they should be expressing, modeling and reinforcing for this project.

7. Communication Plan Strategy

• Develop high level goals for how you want to communicate to your audiences. Determine how frequently you will communicate and through what vehicles.

8. Preliminary Communication Plan

• Combining the key role map, the behavioral anchors and the communication plan strategy, this document will detail all communication milestones.

9. Integrated Communication Plan

• Imbedding the communication plan into the broader project plan and ensuring that it is seamlessly deployed and evaluated within the program itself.


Transfer & Training Activity ChecklistHere are the top 8 training activities and how they will help you create a culture of sustainment

1. Review the change impact assessment.

• Look at the parameters used to define the breadth and depth of the impending change to help determine training resource and effort levels.

2. Get a copy of the current state/future state document

• Ensure that you are clear on the starting point of the project and what specific training goals you want to accomplish.

3. Review the key role map

• Identify and group all impacted audiences and their constituents. Identify detractors and champions for the coming change. What impacts does this knowledge have on training?

4. Read the communication base deck

• Leverage this baseline of communication vehicles including elevator messages, future state definitions and the like. Using the key role map audiences, prepare unique training in the language of the recipient.

5. Review the Behavioral Anchors

• Develop leading measure on what training success and failure looks like for each impacted audience group. What should you see and hear from as your project is trained and deployed?

6. Conduct a Training Needs Analysis

• Documents every audience impacted by this project, what their unique training needs are and the potential ways to support them.

7. Write a Training Deployment Action Plan

• Outline all details of the training activities for inclusion to the master project plan. Documents which audiences will be trained, as well as how and when the training will occur.

8. Develop a Training Sustain Plan

• A post-launch review/assessment plan. Go back to the audiences you trained after defined periods to test how well the material has been internalized. Formalize SME and champions who can reinforce the training and provide ongoing support.


Talent Management Activity ChecklistHere are the top 9 talent management activities and how they will help you create an environment where people can do their best work

1. Review the change impact assessment.

• Use the definitions of breadth and depth of the impending change to help determine resource and effort levels and the potential impact to the organization.

2. Read the current state/future state document

• How does the future state affect the entire talent management process? Why changes need to be made?

3. Leverage the key role map

• Identify and group all impacted audiences and their constituents. Identify detractors and champions for the coming change. This will give you insight as what leaders can be leveraged and what areas will be impacted.

4. Use the communication base deck

• These communication vehicles, elevator messages, future state definitions are your first sources of information for the assessments you will conduct as the project progresses.


• Use these leading measure to help determine what success and failure looks like for each impacted audience group and design reward systems appropriately. What should you see and hear from as your project is deployed?

6. Conduct an Org Design Assessment

• Has the transformation caused significant impact on the efficiency and effectiveness of the organization? This assessment will help you create a gap analysis and develop a roadmap to future state.

7. Rewards and Recognition Assessment

• How will reward systems reinforce the coming changes? How do you tie into the behavioral anchors and create a sustainable culture?

8. Talent Management Assessment

• Can HR systems support the coming change? Are reinforcing leaders able to express, model and reinforce the right things?

9. Integrated Action Plan

• Imbed these tasks, assessments, and interventions into the program or project plan so it is visible and gets the attention of appropriate sponsors and stakeholders.


Business Readiness & Performance ManagementHere are the top 10 activities to ensure that your changes will be received by the impacted audiences and will be executed and monitored



2. Write a current state/future state document

• Drive clarity within the project team on where you are starting with your project and what specific goals you want to accomplish.


• Identify and group all impacted audiences and their constituents. Identify detractors and champions for the coming change.

4. Start a communication base deck

• Prepare a baseline of communication vehicles by compiling elevator messages, future state definitions and the like. Using the key role map audiences, prepare unique messaging in the language of the recipient.



6. Project Charter

• Define what is in scope and what is not. What are the goals of the project as well as expected benefits.

7. Engagement Agreement

• Each member of the project team should write an engagement agreement to detail exactly what they will bring to the project, expected check-in points, milestones and goals.

8. Work Breakdown Structure

• How does the team work together to get the project implemented? Also detail roles and responsibilities for everyone on the project, governance, and scope change requests.

9. Change Curve Scorecard

• Scorecard the behavioral anchors

10. Project status reporting

• Detail how the project team measures milestones, tasks and assignments as well as risks, issues and status reporting.


STAR Collaborative, LLC Partner of choice for the collaborative network

www.STARcollaborative.com

p: 763.515.7838

twitter: STARcollab

facebook.com/STARcollaborative

References and Sources

1. Corporate Leadership Council 2004 Employee Engagement Framework and Survey, Corporate Leadership Council research

2. “The Hard Side of Change Management,” Harvard Business Review, October 2006.

3. Accenture, “The High-Performance Workforce Study 2006,” 2006. ~Sirkin, Keenan & Jackson

4. Diagrams from Leading Strategic Change: Breaking Through the Brain Barrier by J. Stewart Black and Hal B. Gregersen. © 2003.

5. “Change Management: Case for Action and Manager’s Toolkit,” Corporate Executive Board/Corporate Leadership Council Report, 2007.

6. Modified from The New Leader’s 100-day Action Plan: An On-Boarding Process for Leaders at Every Level, by George Bradt, Jayme A. Check, Jorge Pedraza. 2006.

A story of MAKE IT STICK! A Change Managementmydlc.com/pmi-mn/PRES/2011B04_ChangeMgmtJourney.pdf ·...

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