ACMP2015Workshop

Copyright Prosci 2015. All rights reserved.1
Prosci Change Management
How to Build Your Change Scorecard
ACMP Global Pre-Conference Workshop
April 12, 2015
www.prosci.com | +1-970-203-9332
Prosci
®
Research | Methodology | Training | Advisory Services
Scott McAllister
smcallister@prosci.com
Tim Creasey
tcreasey@prosci.com

Copyright Prosci 2015. All rights reserved.
Intent:
Equip you to use the
Prosci Change Scorecard
to drive more successful
change outcomes
2

Scorecarding our Scorecard Workshop
3
Why
Alignment 
Credibility 
Engagement 
How
Research Foundation 
Activity-Outcome 
Connections 
What
Meeting 
Tracking 
Measuring 

Prosci Change Measurement Framework
Three Levels x Three Timeframes
6
Organizational
Performance
Change Mgmt
Performance
Individual
Performance
How much value did the project
generate (benefit realization)?
How effectively did impacted
employees bring the change to
life in their work?
How well did we “do”
change management?

Organizational
Performance
Change Mgmt
Performance
Individual
Performance
Organizational
Performance
Org Readiness
and Change
Requisites
Progress
to Plan
Results
and
Outcomes
Change Mgmt
Performance
Preparing:
Strategy and
Plans
Managing:
Implementation
Activities
Reinforcing:
Sustaining
Activities
Individual
Performance
Individual
Readiness
Engagement,
Participation,
and Adoption
Usage and
Performance
7
Early Mid Late

8
Why
Alignment 
Credibility 
Engagement 
How
Connections 
What
Meeting 
Tracking 
Measuring 

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

On a scale of 1 (atrociously) to 10 (expertly), how well is "where
you want to get to" defined on the projects you support?

Projects are more
successful with a clear
definition of what
defines success and
how to drive it.
• What is the value
of having a shared
definition of
success up front?
• What challenges
have you experienced
in scorecarding
project success?

Individual
Performance
Individual
Readiness
Engagement,
Participation,
and Adoption
Usage and
Performance
Change Mgmt
Performance
Preparing:
Strategy and
Plans
Managing:
Implementation
Activities
Reinforcing:
Sustaining
Activities
Organizational
Performance
Org Readiness
and Change
Requisites
Progress
to Plan
Results
and
Outcomes
12
WHY
we are changing
HOW
we capture the portion of project benefits that
depend on employee adoption and usage
WHAT
we can do to drive employee
adoption and usage

A Quick Case Study
13
Early Mid Late
Organizational
Performance
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
Org: $20B financial services firm
Project:
installation of new Customer Relationship
Management system
Approach:
CM lead facilitates conversation with project team
based on the framework to identify key metrics

Big picture view
Co-created, shared vision of “success”
Reconciled various existing measures
Connected of dots that were not connecting
Executive: “Now, I get it. I understand
what change management is doing.”
A Quick Case Study
14
Outcomes:

Organizational
Performance
Organizational
Performance
Org Readiness
and Change
Requisites
Progress
to Plan
Results
and
Outcomes
Change Mgmt
Performance
Preparing:
Strategy and
Plans
Managing:
Implementation
Activities
Reinforcing:
Sustaining
Activities
Individual
Performance
Individual
Readiness
Engagement,
Participation,
and Adoption
Usage and
Performance
Connecting the Dots
15
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

Engagement: Create a Shared
Definition of Success
16
Sponsors
CM
Team
Project
Team

It is not the
answer that
enlightens, but
the question.
Eugène Ionesco

Engagement: Create a Shared
Definition of Success
18
Sponsors
CM
Team
Why are we
changing?
How do we define success?
What does
“done” mean?
Project
Team

19
Why
Alignment 
Credibility 
Engagement 
How
Connections 
What
Meeting 
Tracking 
Measuring 

New Measurement Questions
20
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?

Organizational
Performance
Org Readiness
and Change
Requisites
Progress
to Plan
Results
and
Outcomes
26
Benefit realization
Return on Investment (ROI)
Project success
Objectives met
Performance improvement
Results and outcomes
Objectives set
Readiness (Change and Business)
Key Performance Indicators
Progress to plan
Performance against deliverables
Adherence to schedule

Individual
Performance
Individual
Readiness
Engagement,
Participation,
and Adoption
Usage and
Performance
27
Usage
Compliance
Adoption
Engagement
Participation
Buy-in and commitment
Readiness (Individual)
Awareness
Understanding
Proficiency

Change Mgmt
Performance
Preparing:
Strategy and
Plans
Managing:
Implementation
Activities
Reinforcing:
Sustaining
Activities
28
Applying approach
Dedicating resources
Scaling and customizing
Activity completion
Communication deliveries
Activity effectiveness
Compliance and usage audits
Sustainment activities
Collection of feedback
Training delivery/attendance
Communication effectiveness
Training effectiveness

Organizational
Performance
Change Mgmt
Performance
Individual
Performance
Organizational
Performance
Objectives set
Readiness
Progress to plan
Deliverables met
Schedule adherence
KPIs
Benefit realization
Project success
Objectives met
Performance improvement
Change Mgmt
Performance
Approach
Resources
Scaling and customizing
Activity completion
Comm. completion
Training completion
Activity effectiveness
Compliance/usage audits
Collection of feedback
Sustainment activities
Individual
Performance
Buy-in and commitment
Awareness
Understanding
Readiness
Adoption
Engagement
Participation
Usage
Compliance
Proficiency
Prosci Change Measurement Framework
Three Levels x Three Timeframes
29
Early Mid Late

Organizational
Performance
Change Mgmt
Performance
Individual
Performance
Organizational
Performance
Org Readiness
and Change
Requisites
Progress
to Plan
Results
and
Outcomes
Change Mgmt
Performance
Preparing:
Strategy and
Plans
Managing:
Implementation
Activities
Reinforcing:
Sustaining
Activities
Individual
Performance
Individual
Readiness
Engagement,
Participation,
and Adoption
Usage and
Performance
30
Early Mid Late
Outcome
Outcome
Activity

Change
Scorecard
Connections

Individual
Performance
Individual
Readiness
Engagement,
Participation,
and Adoption
Usage and
Performance
Change Mgmt
Performance
Preparing:
Strategy and
Plans
Managing:
Implementation
Activities
Reinforcing:
Sustaining
Activities
Organizational
Performance
Org Readiness
and Change
Requisites
Progress
to Plan
Results
and
Outcomes
32
CMROI:
The portion of expected
project benefits that
depends on employee
adoption and usage
Showing dependency of
organizational and project
“results and outcomes” on
individual transitions is the
core of CMROI

Current Transition Future
TC F
C C C C C
C C C C C
C C C C
C C C C C
C C C C C
T T T T
T T T T T
T T T
T T T T
T T T T T
F F F
F F F F
F F
F F F
F F F F
T
T
T
F
F
F
F
F
F
F
F
Ultimately requires individuals to move
from their own current to their own future
An organizational move from the current to the future

The achievements
of an organization
are the results of
the combined
effort of each
individual.
Vince Lombardi
34

TransitionCurrent Future
Results and Outcomes Depend on
Employee Adoption and Usage
WithchangemanagementWithout
=
X project
benefits
created
Current FutureTransition
Adoption
and usage
gets bumpy
Adoption
and usage
takes longer
Adoption
and usage
incomplete
Adoption
and usage
not as expected
<X
35

How Much Depends on
Adoption and Usage?
TransitionCurrent Future
Expected benefits
Consequences
of poor adoption
and usage
is the ROI of change management
36

Take 10
Identify some of the
tangible “consequences
of poor adoption and
usage” you have
witnessed.
Consequences
of poor adoption
and usage

Identify some of the tangible “consequences of poor
adoption and usage” you have witnessed.

Some Portion of Project ROI
Depends on Adoption and Usage
• Directly connect CM
impact to project results,
benefits and objectives
• No longer “resource
for CM” – becomes
“resource for X% of
project results”
39
Project ROI
CM
ROI
Project ROI
People
Dependent
ROI
(CMROI)

Future
Future
Adoption
contribution
How Much Depends on
Adoption and Usage?
Net Project Benefit
Dependent on
adoption and
usage
Not dependent
on adoption
and usage
Installation
contribution
ROI =
Expected Project Benefit – Project Cost
Project Cost
Net Project Benefit
Project Cost
=
40

Example: EHR in ACME Health
Results
Project
Objectives
1. Meaningful use incentives 4 High 35%
2. One patient, one chart 6 High 25%
3. Billing and claim error reduction 6 High 35%
4. Physician communication 5 High 10%
5. Modernization of platform 3 Low 90%
Organizational
Benefits
1. Patient throughput and experience 9 All 0%
2. Lower cost, higher revenue 6 Low 75%
3. Risk and fine reduction 7 High 35%
4. Clinical best practices 3 All 0%
5. Patient empowerment 8 Low 65%
64%
Of what you expect
from this effort
depends on employee
adoption and usage
Adoption
contribution
Installation
contribution
100%
50%
36%
41

Take 2
For a project you are
supporting, estimate the
overall percent of
expected results and
outcomes that depend
on adoption and usage.
100% 85% 50% 15% 0%
?

For your project, estimate the overall percent of expected results and outcomes that
depend on employee adoption and usage – round to the nearest 0 or 5, leave off the %:

Gartner BPM Summit
Poll Data
Word Cloud
Dec 12, 2014
Prosci Webinar
Poll Data
Word Cloud
Feb 11, 2015

CMROI Calculator Snapshot
• Cloud-based
• Quantify contribution
of adoption and usage
• Tool flow follows
CMROI logic flow
• Multiple calculations,
Multiple projects
45
CMROI Calculator
$25 USD/mo.
Full access, no
obligation 14 day trial
Free Trial
Find in Available Resources
Scroll below description to
activate your trial
TRIAL AVAILABLE

Screenshot
46
Prosci CMROI Calculator Snapshot – What is the project trying to achieve?

Prosci CMROI Calculator Snapshot – How people dependent are the benefits?

Screenshot
48
Prosci CMROI Calculator Snapshot – Results and scenario analysis

How Much Depends on
Adoption and Usage?
%
of expected project
benefits depend on
adoption and usage
is the ROI of change management
49

Individual
Performance
Individual
Readiness
Engagement,
Participation,
and Adoption
Usage and
Performance
Change Mgmt
Performance
Preparing:
Strategy and
Plans
Managing:
Implementation
Activities
Reinforcing:
Sustaining
Activities
Organizational
Performance
Org Readiness
and Change
Requisites
Progress
to Plan
Results
and
Outcomes
50
A D K A R
Mapping
ADKAR®
to Individual
Performance
How one person makes a change
What we can do to support and empower
those individual changes

Prosci
®
ADKAR
®
Model
R
A
K
D
A
Reinforcement
“I will continue to…”
Ability
“I am able to…”
Knowledge
“I know how to…”
Desire
“I have decided to…”
Awareness
“I understand why…”
51

Individual
Performance
Individual
Readiness
Engagement,
Participation,
and Adoption
Usage and
Performance
Change Mgmt
Performance
Preparing:
Strategy and
Plans
Managing:
Implementation
Activities
Reinforcing:
Sustaining
Activities
52
A D K A R
Identify
Impacted
Groups
Group 1
Group 2
Group 3
Group 4
Group 5
Group 6
Group n
Inventory Impacted Groups
What does “to adopt and use”
mean for each group?
Organizational
Performance
Org Readiness
and Change
Requisites
Progress
to Plan
Results
and
Outcomes

Individual
Performance
Individual
Readiness
Engagement,
Participation,
and Adoption
Usage and
Performance
Change Mgmt
Performance
Preparing:
Strategy and
Plans
Managing:
Implementation
Activities
Reinforcing:
Sustaining
Activities
53
A D K A R
Sponsor Roadmap
Coaching Plan
Training Plan
Resistance Mgmt
Connecting
Prosci
3-Phase
Process to
ADKAR
Communications
Organizational
Performance
Org Readiness
and Change
Requisites
Progress
to Plan
Results
and
Outcomes

Take 5
In what ways do you
use the “inventory of
impacted groups” in
your change
management work?

In what ways do you use the “inventory of impacted
groups” in your change management work?

Your
Change
Scorecard
Build

Change Mgmt
Performance
Preparing:
Strategy and
Plans
Managing:
Implementation
Activities
Reinforcing:
Sustaining
Activities
Organizational
Performance
Org Readiness
and Change
Requisites
Progress
to Plan
Results
and
Outcomes
Individual
Performance
Individual
Readiness
Engagement,
Participation,
and Adoption
Usage and
Performance
Copyright © 2015 Prosci Inc. All rights reserved.
portal.prosci.com
www.prosci.com
blog.prosci.com
+1 970-203-9332
Early Mid Late
Organizational
Performance
Organization Readiness and Change Requisites. Progress to Plan. Results and Outcomes.
Organization Readiness.
__ Definition of benefits and objectives.
__ Adoption and usage dependency.
Capacity
__ Evaluation of capacity
Change Requisites:
__ Charter
__ Scope
__ Strategy alignment
__ Team
__ Resources
__ Plan
__ Overall progress to plan
__ Schedule adherence
__ Budget adherence
__ Milestone adherence
__ Deliverable adherence.
__ KPI Performance
__ Organizational benefits achieved
__ Unit of measure
__ Performance
__ Project objectives achieved
__ Unit of measure
__ Performance
__ Sustained results
Individual
Performance
Individual Readiness. Engagement, Participation, and Adoption. Usage and Performance
__ Impacted group inventoried
__ “To adopt and use” defined
__ Aspects of job impacted identified.
__ Understanding and Commitment.
__ Awareness. level
__ Desire level
__ Engagement level measured
__ Unit of measure
__ Participation level measured
__ Unit of measure
__ Adoption level measured
__ Unit of measure
__ Knowledge level
__ Ability level
__ Usage measured
__ Unit of measure
__ Performance measured
__ Unit of measure
__ Compliance measured
__ Unit of measure
__ Sustainment measured
__ Unit of measure
__ Reinforcement level
Change
Management
Performance
Preparing: Strategy and Plans Managing: Implementation Activities Reinforcing: Sustaining Activities.
__ Use of structured approach
__ Use of dedicated resources
__ Integration with project plan
__ CM strategy developed
__ Scaled and customized
__ CM plans developed
__ Communications plan
__ Sponsor roadmap
__ Coaching plan
__ Training plan
__ Resistance mgmt plan
__ CM plan execution
__ Sponsor roadmap
__ Coaching plan
__ Training plan
__ Impact on individual
transitions tracked
__ Alignment with best practices evaluated
__ Evaluation of activity effectiveness
__ Compliance audits
__ Feedback mechanisms
__ Rewards and recognition
__ Sustainment activities

Organizational
Performance
Org Readiness
and Change
Requisites
Progress
to Plan
Results
and
Outcomes
Cell-By-Cell Overview
59
Change Mgmt
Performance
Preparing:
Strategy and
Plans
Managing:
Implementation
Activities
Reinforcing:
Sustaining
Activities
Individual
Performance
Individual
Readiness
Engagement,
Participation,
and Adoption
Usage and
Performance
Org Readiness and
Change Requisites
 Objectives set
 Capacity evaluated
 Requisites in place
__ Charter
__ Scope
__ Team
__ Resources
__ Plan
__ PCT Health
Organizational Performance

Organizational
Performance
Org Readiness
and Change
Requisites
Progress
to Plan
Results
and
Outcomes
60
Change Mgmt
Performance
Preparing:
Strategy and
Plans
Managing:
Implementation
Activities
Reinforcing:
Sustaining
Activities
Individual
Performance
Individual
Readiness
Engagement,
Participation,
and Adoption
Usage and
Performance
Progress to
Plan
 Overall progress to plan
 Schedule adherence
 Budget adherence
 Milestone adherence
 Deliverable adherence
 KPI performance

Organizational
Performance
Org Readiness
and Change
Requisites
Progress
to Plan
Results
and
Outcomes
61
Change Mgmt
Performance
Preparing:
Strategy and
Plans
Managing:
Implementation
Activities
Reinforcing:
Sustaining
Activities
Individual
Performance
Individual
Readiness
Engagement,
Participation,
and Adoption
Usage and
Performance
Results and
Outcomes
 Org benefits achieved
__ Unit of measure
__ Performance
 Project objectives achieved
__ Unit of measure
__ Performance

Results and Outcomes
Why Are We Changing?
0
200
400
600
800
1000
Future
Organizational Benefits Project Objectives
Revenue
Costs
Profits
Efficiencies
Compliance
Safety
Process Excellence
Customer Satisfaction
Specific metrics and
measurements for
improvement
How work will be different
after the change
62

On a scale of 1 (muddy) to 10 (crystal): how clearly are organizational benefits
and project objectives defined on your efforts?

Results and Outcomes
Why Are We Changing?
Project
Objectives
1. ?
2. ?
3. ?
4. ?
5. ?
Your Project
Organizational
Benefits
1. ?
2. ?
3. ?
4. ?
5. ?
64

Take 15
Pick a project.
Capture notes and
status for top layer:
Organizational
Performance
portal.prosci.com
www.prosci.com
blog.prosci.com
+1 970-203-9332
Early Mid Late
Organizational
Performance
Capacity
Change Requisites:
__ Charter
__ Scope
__ Team
__ Resources
__ Plan
__ Budget adherence
__ KPI Performance
__ Unit of measure
__ Performance
__ Unit of measure
__ Performance
Individual
Performance
__ Awareness. level
__ Desire level
__ Unit of measure
__ Unit of measure
__ Unit of measure
__ Knowledge level
__ Ability level
__ Usage measured
__ Unit of measure
__ Unit of measure
__ Unit of measure
__ Unit of measure
Change
Management
Performance
__ Sponsor roadmap
__ Coaching plan
__ Training plan
__ Sponsor roadmap
__ Coaching plan
__ Training plan
transitions tracked

Organizational
Performance
Org Readiness
and Change
Requisites
Progress
to Plan
Results
and
Outcomes
66
Change Mgmt
Performance
Preparing:
Strategy and
Plans
Managing:
Implementation
Activities
Reinforcing:
Sustaining
Activities
Individual
Performance
Individual
Readiness
Engagement,
Participation,
and Adoption
Usage and
Performance
Org Readiness and
Change Requisites
 Impacted groups inventoried
 “To adopt and use”
defined for each group
 Aspects of job impacted identified
 Awareness level
 Desire level
Individual Performance

Individual Readiness
Who Has to Do Their Jobs Differently?
Future
F F F F
F F F F
F F F
F F F
F F F F
F
F
F
F
F
F
F
Future
Organizational
Benefits
and Project
Objectives
Individual
Transitions
(adoption and usage)
depend on
and require
Project
Objectives
1.
2.
3.
4.
5.
Organizational
Benefits
1.
2.
3.
4.
5.
67

Who Has to Do Their
Jobs Differently?
Group
What “to adopt
and use” means?
How big of
an impact?
Aspects of
job impacted
Processes
Systems
Tools
Job roles
Critical behaviors
Mindset/Attitude/Belief
Reporting structure
Performance reviews
Compensation
Location
68

On a scale of 1 (never) to 10 (always): do you define
change at the granular, individual level?

Organizational
Performance
Org Readiness
and Change
Requisites
Progress
to Plan
Results
and
Outcomes
70
Change Mgmt
Performance
Preparing:
Strategy and
Plans
Managing:
Implementation
Activities
Reinforcing:
Sustaining
Activities
Individual
Performance
Individual
Readiness
Engagement,
Participation,
and Adoption
Usage and
Performance
Engagement, Participation
and Adoption
 Engagement level measured
__ Unit of measure
 Participation level measured
__ Unit of measure
 Adoption level measured
__ Unit of measure
 Knowledge level
 Ability level

Organizational
Performance
Org Readiness
and Change
Requisites
Progress
to Plan
Results
and
Outcomes
71
Change Mgmt
Performance
Preparing:
Strategy and
Plans
Managing:
Implementation
Activities
Reinforcing:
Sustaining
Activities
Individual
Performance
Individual
Readiness
Engagement,
Participation,
and Adoption
Usage and
Performance
Usage and
Performance
 Usage measured
__ Unit of measure
 Performance measured
__ Unit of measure
 Compliance measured
__ Unit of measure
 Sustainment measured
__ Unit of measure
 Reinforcement level

Coming Soon – ADKAR Dashboard
72
See where people
are in ADKAR
Segment impacted
groups
Create
custom,
innovative
surveys Individuals – Groups – History

Take 15
Pick a project.
Capture notes and
Individual
Performance
portal.prosci.com
www.prosci.com
blog.prosci.com
+1 970-203-9332
Early Mid Late
Organizational
Performance
Capacity
Change Requisites:
__ Charter
__ Scope
__ Team
__ Resources
__ Plan
__ Budget adherence
__ KPI Performance
__ Unit of measure
__ Performance
__ Unit of measure
__ Performance
Individual
Performance
__ Awareness. level
__ Desire level
__ Unit of measure
__ Unit of measure
__ Unit of measure
__ Knowledge level
__ Ability level
__ Usage measured
__ Unit of measure
__ Unit of measure
__ Unit of measure
__ Unit of measure
Change
Management
Performance
__ Sponsor roadmap
__ Coaching plan
__ Training plan
__ Sponsor roadmap
__ Coaching plan
__ Training plan
transitions tracked

Organizational
Performance
Org Readiness
and Change
Requisites
Progress
to Plan
Results
and
Outcomes
74
Change Mgmt
Performance
Preparing:
Strategy and
Plans
Managing:
Implementation
Activities
Reinforcing:
Sustaining
Activities
Individual
Performance
Individual
Readiness
Engagement,
Participation,
and Adoption
Usage and
Performance
Preparing:
Strategy and Plans
 Use of structured approach
 Use of dedicated resources
 Integration with project plan
 CM strategy developed
 CM plans developed
__ Sponsor roadmap
__ Coaching plan
__ Training plan
Change Mgmt Performance

Aligning CM to Project Lifecycle
75
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
General
Project
Lifecycle
Individual
Change Journey
Milestones
Organizational
Change Mgmt
Activities
Major events
Prosci®
ADKAR ®
Model
Prosci®
3-Phase
Process

76
Phase 2:
Plans
General
Project
Lifecycle
Individual
Change Journey
Milestones
Organizational
Change Mgmt
Activities
Major events
Prosci®
ADKAR ®
Model
Prosci®
3-Phase
Process
AD RKA

A D K A RAK AKAccounting
77

A D K A R
A
A
N. America
Europe
Asia
A D K
A D K
R
R
78

1
A D RProgram
Project 1 K R
Project 2
Project 3
Project 4
A
R
R
R
2
A
4
A
3
A
K
K
K
79

80
Phase 3:
Reinforcing
Change
Phase 2:
Managing
Change
Phase 1:
Preparing
for Change
A D K A R
Strategy Plans Measures
General
Project
Lifecycle
Individual
Change Journey
Milestones
Organizational
Change Mgmt
Activities
Major events
Prosci®
ADKAR ®
Model
Prosci®
3-Phase
Process

Organizational
Performance
Org Readiness
and Change
Requisites
Progress
to Plan
Results
and
Outcomes
81
Change Mgmt
Performance
Preparing:
Strategy and
Plans
Managing:
Implementation
Activities
Reinforcing:
Sustaining
Activities
Individual
Performance
Individual
Readiness
Engagement,
Participation,
and Adoption
Usage and
Performance
Managing:
Implementation Activities
 CM plan execution
__ Sponsor roadmap
__ Coaching plan
__ Training plan
 Impact on individual
transitions tracked

Implementation Activities
Drive Individual Milestones
Individual:
Awareness Desire Knowledge Ability Reinforcement
Communication plan
Sponsor roadmap
Coaching plan
Training plan
Resistance Mgmt
Organizational:
82

Organizational
Performance
Org Readiness
and Change
Requisites
Progress
to Plan
Results
and
Outcomes
83
Change Mgmt
Performance
Preparing:
Strategy and
Plans
Managing:
Implementation
Activities
Reinforcing:
Sustaining
Activities
Individual
Performance
Individual
Readiness
Engagement,
Participation,
and Adoption
Usage and
Performance
Reinforcing:
Sustaining Activities
 Alignment with best practices
evaluated
 Evaluation of activity effectiveness
 Compliance audits
 Feedback mechanisms
 Rewards and recognition
 Sustainment activities

Change Management Performance
Top Contributors to Success
84
Sponsorship
Communications
Middle Management
Engagement
Employee
Engagement
Change Management
Approach
Change Management
Resources
Integrating with PM
The Goal:
Employee
adoption
and
usage
Top Contributors to Success – Relationship to Adoption and Usage
Copyright © 2014 Prosci Inc. Best Practices in Change Management – 2014 Edition

Take 15
Pick a project.
Capture notes and
Change Mgmt
Performance
portal.prosci.com
www.prosci.com
blog.prosci.com
+1 970-203-9332
Early Mid Late
Organizational
Performance
Capacity
Change Requisites:
__ Charter
__ Scope
__ Team
__ Resources
__ Plan
__ Budget adherence
__ KPI Performance
__ Unit of measure
__ Performance
__ Unit of measure
__ Performance
Individual
Performance
__ Awareness. level
__ Desire level
__ Unit of measure
__ Unit of measure
__ Unit of measure
__ Knowledge level
__ Ability level
__ Usage measured
__ Unit of measure
__ Unit of measure
__ Unit of measure
__ Unit of measure
Change
Management
Performance
__ Sponsor roadmap
__ Coaching plan
__ Training plan
__ Sponsor roadmap
__ Coaching plan
__ Training plan
transitions tracked

86
Why
Alignment 
Credibility 
Engagement 
How
Research Foundation 
Activity-Outcome 
Connections 
What
Meeting 
Tracking 
Measuring 

Which Cells Should You
Tackle in a Meeting?
87
Change Mgmt
Performance
Preparing:
Strategy and
Plans
Managing:
Implementation
Activities
Reinforcing:
Sustaining
Activities
Organizational
Performance
Org Readiness
and Change
Requisites
Progress
to Plan
Results
and
Outcomes
Individual
Performance
Individual
Readiness
Engagement,
Participation,
and Adoption
Usage and
Performance

Change
Catalyzing
Questions
Why – Who – How Much – What

Change Management Blueprint
Achieving Results By Catalyzing Individual Change
Why
are we changing?
Who
has to do their
jobs differently?
How
Much
depends on
individual
transitions?
What
can we do to drive and support adoption and usage?
89

Organizational
Performance
Org Readiness
and Change
Requisites
Progress
to Plan
Results
and
Outcomes
Change Mgmt
Performance
Preparing:
Strategy and
Plans
Managing:
Implementation
Activities
Reinforcing:
Sustaining
Activities
Individual
Performance
Individual
Readiness
Engagement,
Participation,
and Adoption
Usage and
Performance
Connecting…
…to the
Why
are we changing?
Who
has to do their
jobs differently?
How
Much
depends on
individual
transitions?
What
can we do to drive and support individual transitions?
4
Change
Catalyzing
Questions
Prosci
Change
Scorecard

Why
are we changing?
Who
has to do their
jobs differently?
How
Much
depends on
individual
transitions?
What
Change Mgmt
Performance
Preparing:
Strategy and
Plans
Managing:
Implementation
Activities
Reinforcing:
Sustaining
Activities
Organizational
Performance
Org Readiness
and Change
Requisites
Progress
to Plan
Results
and
Outcomes
Individual
Performance
Individual
Readiness
Engagement,
Participation,
and Adoption
Usage and
Performance

Sample Scorecard Meeting Agenda
93

Organizational
Performance
Org Readiness
and Change
Requisites
Progress
to Plan
Results
and
Outcomes
Change Mgmt
Performance
Preparing:
Strategy and
Plans
Managing:
Implementation
Activities
Reinforcing:
Sustaining
Activities
Individual
Performance
Individual
Readiness
Engagement,
Participation,
and Adoption
Usage and
Performance
After the Meeting
Create and Finalize Your Plans
94
Objectives
Charter
Scope
Plan
Resources
Team
Deliverables
Milestones
KPIs
Budget
Schedule
Plan
Approach
Resources
Scaling
CM Strategy
CM Plans
Integration
Top Contributors
Best Practice Audit
Activity Execution
ActivityEffectiveness
Feedback
Sustainment
Catalyzing:
Awareness
Desire
Knowledge
Ability
Reinforcement

Tracking Progress on
Scorecard Definition
95
Do we know what we are going to measure?

Measuring
96
It depends!
ADKAR Dashboard
Organizational
Performance
Org Readiness
and Change
Requisites
Progress
to Plan
Results
and
Outcomes
Change Mgmt
Performance
Preparing:
Strategy and
Plans
Managing:
Implementation
Activities
Reinforcing:
Sustaining
Activities
Individual
Performance
Individual
Readiness
Engagement,
Participation,
and Adoption
Usage and
Performance
eBest
Practice
Audit

97
Why
Alignment 
Credibility 
Engagement 
How
Research Foundation 
Activity-Outcome 
Connections 
What
Meeting 
Tracking 
Measuring 

Take 2 minutes
Write down what
you are going to do
next with this.
98

Lewis Carroll, Alice in Wonderland
Would you tell me,
please, which way I
ought to go from here?
That depends a good
deal on where you
want to get to.
I don't much
care where –
Then it doesn't
matter which
way you go.
99

Organizational
Performance
Change Mgmt
Performance
Individual
Performance
Organizational
Performance
Org Readiness
and Change
Requisites
Progress
to Plan
Results
and
Outcomes
Change Mgmt
Performance
Preparing:
Strategy and
Plans
Managing:
Implementation
Activities
Reinforcing:
Sustaining
Activities
Individual
Performance
Individual
Readiness
Engagement,
Participation,
and Adoption
Usage and
Performance
100
Early Mid Late
…and that’s a wrap…

1367 South Garfield Ave
Loveland, Colorado, USA 80537
+1 970-203-9332
www.prosci.com
www.change-management.com
101
The following are trademarks or registered trademarks of Prosci, Inc. All rights reserved. Prosci®; Project Change Triangle™ (PCT™); Awareness Desire Knowledge Ability Reinforcement®;
ADKAR®; Prosci® Change Management Maturity Model™; Preparing for Change, Managing Change, Reinforcing Change™

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