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!
www.prosci.com | +1-970-203-9332
Research | Methodology | Training | Advisory Services
Prosci
®
1
June 2015
tcreasey@prosci.com @timcreasey
www.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
Poorly
Defined
Goals and
Objectives
Adequately
Defined
Well
Defined
Very
Well
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
6
Organizational
Performance
Change Mgmt
Performance
Individual
Performance
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 Results
Outputs Outcomes
Specifications Sustainment
Installation Realization
Solutions Benefits

8
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
Early Mid Late
© Prosci Inc. 2015. All rights reserved.

Agenda:
9
WHAT
HOW
WHY
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 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
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 value
of having a shared
definition of
success up front?
• What challenges
have you experienced
in score carding
project success?
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

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

WHAT
HOW
WHY
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
13
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

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

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
15
WHY
we are changing
WHAT
we can do to drive employee
adoption and usage
HOW
we 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
16
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
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
WHAT
HOW
WHY

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
17
Outcomes:
WHAT
HOW
WHY

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
18
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
Sponsors
CM
Team
Why are we
changing?
How do we define success?
What does
“done” mean?
Project
Team
WHAT
HOW
WHY

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

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
21
WHAT
HOW
WHY
Alignment
Credibility
Engagement




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
WHAT
HOW
WHY
22
Research-based
Multi-dimensional
Definition of success
(outcomes and activities)

New Measurement Questions
23
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
Organizational
Performance
Org Readiness
and Change
Requisites
Progress
to Plan
Results
and
Outcomes
29
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

WHAT
HOW
WHY
Individual
Performance
Individual
Readiness
Engagement,
Participation,
and Adoption
Usage and
Performance
30
Usage
Compliance
Adoption
Engagement
Participation
Buy-in and commitment
Readiness (Individual)
Awareness
Understanding
Proficiency

WHAT
HOW
WHY
Change Mgmt
Performance
Preparing:
Strategy and
Plans
Managing:
Implementation
Activities
Reinforcing:
Sustaining
Activities
31
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
32
Early Mid Late
WHAT
HOW
WHY

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
33
Early Mid Late
Outcome
Outcome
Activity
WHAT
HOW
WHY

WHAT
HOW
WHY
Change Scorecard Over
Real Project Timeline
34
Kickoff Introduce to
Impacted Employees
(start Individual)
Go Live
Ability for Individuals
Org Readiness
and Change
Requisites
Progress
to Plan
Results
and
Outcomes
Individual
Readiness
Engagement,
Participation,
and Adoption
Usage and
Performance
Preparing:
Strategy and
Plans
Managing:
Implementation
Activities
Reinforcing:
Sustaining
Activities

WHAT
HOW
WHY
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
35
Early Mid Late
What goes in each cell to Mobilize More People,
Think Bigger, and Focus on the Future?

WHAT
HOW
WHY
36

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

and track INDIVIDUAL PERFORMANCE (middle row)?

and track CHANGE MANAGEMENT PERFORMANCE (bottom row)?

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
WHAT
HOW
WHY
40
Research-based
Multi-dimensional
Definition of success
(outcomes and activities)




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
41
WHAT
HOW
WHY
Meet
Implement
Measure
Track

Which Cells Should You
Tackle in a Meeting?
42
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
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 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 individual transitions?
45

Why Are We Changing?
0
200
400
600
800
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
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
Job
roles
Critical
behaviors
Mindset/
Attitudes/
Beliefs
Reporting
structure
Performance
reviews
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?

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?
WHAT
HOW
WHY
50
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
Change
Catalyzing
Questions
Prosci
Change
Scorecard

WHAT
HOW
WHY
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
What you have left to do…
Create and Finalize Your Scorecard
51
Objectives
Charter
Scope
Plan
Resources
Team
Deliverables
Milestones
KPIs
Budget
Schedule
Plan
Approach
Resources
Scaling
CM Strategy
CM Plans
Integration
Top Contributor
Alignment
Activity
Execution
Activity
Effectiveness
Feedback
Sustainment
Catalyzing:
Awareness
Desire
Knowledge
Ability
Reinforcement

WHAT
HOW
WHY
Implementing Change Management
“Align Ability With Go Live”
52
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
Change Mgmt
Performance
Preparing:
Strategy and
Plans
Managing:
Implementation
Activities
Reinforcing:
Sustaining
Activities
Individual
Performance
Individual
Readiness
Engagement,
Participation,
and Adoption
Usage and
Performance
Organizational
Performance
Org Readiness
and Change
Requisites
Progress
to Plan
Results
and
Outcomes

WHAT
HOW
WHY
Implementing 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
General
Project
Lifecycle
Individual
Change Journey
Milestones
Organizational
Change Mgmt
Activities
Major events
Prosci®
ADKAR ®
Model
Prosci®
3-Phase
Process

Measuring
54
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
WHAT
HOW
WHY

Tracking Progress on
Scorecard Definition
55
WHAT
HOW
WHY

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
56
WHAT
HOW
WHY
Meet
Implement
Measure
Track




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
57
WHAT
HOW
WHY
Mobilizing More People
Thinking Bigger
Focusing on the Future
All starts with knowing
where we are trying to go!
solutions@prosci.com

However beautiful
the strategy, you
should occasionally
look at the results.
Winston Churchill

Prosci Change Scorecard - TCB Change Management 2015

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (20)

En vedette

En vedette (14)

Similaire à Prosci Change Scorecard - TCB Change Management 2015

Similaire à Prosci Change Scorecard - TCB Change Management 2015 (20)

Plus de Tim Creasey

Plus de Tim Creasey (20)

Dernier

Dernier (20)

Prosci Change Scorecard - TCB Change Management 2015