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Covertly Leveraging CM to Enhance Project Effectiveness - 03/12/13

Presentation for PMI-MN breakfast meeting on 03/12/13
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Dan Olson

on 12 March 2013

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Transcript of Covertly Leveraging CM to Enhance Project Effectiveness - 03/12/13

APPENDIX 17 5) Behavioral Anchors Date: Date: 11 2) Current/Future State Definitions 03.12.13 Dan Olson
STAR Collaborative Covertly Leveraging Change
Management to Enhance
Project Effectiveness 31 Leadership Say’s and Do’s
Help leaders understand what and when they should be expressing, modeling and reinforcing for this project.
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.
Preliminary Communication Plan
Combining the key role map, the behavioral anchors and the communication plan strategy, this document will detail all communication milestones.
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. Conduct a change impact assessment.
Put some parameters around the breadth and depth of the impending change to help determine resource and effort levels.
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.
Construct a key role map
Identify and group all impacted audiences and their constituents. Identify detractors and champions for the coming change.
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.
Behavioral Anchors
Develop leading measures on what success and failure looks like for each impacted audience group. What should you see and hear from them as your project is deployed? Communications Activity Checklist
Here are the top 9 communication activities and how they will help you develop and deploy your project messages 27 Prosci ROI Factors: How can CM help? 24 Overall labor spend dedicated to CM activities:
(includes leaders, HR, communication team, training department, sponsors, champions, change consulting resources)
Transactional: 5-10%
Operational: 10-15%
Transformative: 15-20% 10) Costs of CM Levels – Directional Percentages 23 10) CM Levels 21 8) Communication Plan: Message Vehicles 2 20 8) Communication Plan: Message Vehicles 12 3) Key Role Map: Who’s Who? 7 Turnover of valued employees
Passive resistance
Lower productivity
Arguing about the need for change
Active resistance
Disinterest in the current or future state
More people taking sick days or not showing up
Changes not fully implemented
People finding work-arounds
People revert to the old way of doing things
The project being scrapped
‘Us’ and ‘Them’ mentality Prosci: What happens when Change is ignored? 34 Project Charter
Define what is in scope and what is not. What are the goals of the project as well as expected benefits.
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.
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.
Change Curve Scorecard
Scorecard the behavioral anchors
Project status reporting
Detail how the project team measures milestones, tasks and assignments as well as risks, issues and status reporting. Conduct a change impact assessment.
Put some parameters around the breadth and depth of the impending change to help determine resource and effort levels.
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.
Construct a key role map
Identify and group all impacted audiences and their constituents. Identify detractors and champions for the coming change.
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.
Behavioral Anchors
Develop leading measures on what success and failure looks like for each impacted audience group. What should you see and hear from them as your project is deployed? Business Readiness & Performance Management
Here are the top 10 activities to ensure that your changes will be received by the impacted audiences and will be executed and monitored 33 Behavioral Anchors
Use these leading measures 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 them as your project is deployed?
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.
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?
Talent Management Assessment
Can HR systems support the coming change? Are reinforcing leaders able to express, model and reinforce the right things?
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. 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.
Read the current state/future state document
How does the future state affect the entire talent management process? Why changes need to be made?
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.
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. Talent Management Activity Checklist
Here are the top 9 talent management activities and how they will help you create an environment where people can do their best work 32 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.
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.
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. 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.
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.
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?
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.
Review the Behavioral Anchors
Develop leading measures on what training success and failure looks like for each impacted audience group. What should you see and hear from them as your project is trained and deployed? Transfer & Training Activity Checklist
Here are the top 8 training activities and how they will help you create a culture of sustainment 30 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?
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.
Behavioral Anchors
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.
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. Conduct a change impact assessment.
Put some parameters around the breadth and depth of the impending change to help determine resource and effort levels.
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.
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.
Additional Mapping
Refine key role map by documenting additional dimensions as historical, cultural and political roadblocks. Create an issue log to track stakeholder concerns.
Behavioral Anchors
Develop leading measures on what success and failure looks like for each impacted audience group. What should you see and hear from them as your project is deployed? Culture Management Activity Checklist
Here are the top 9 culture activities, what they will do, and why they are important. 29 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?
Behavioral Anchors
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.
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.
Sponsor Contracting
Help leaders understand what and when they should be expressing, modeling and reinforcing for this project. Break their work into manageable chunks.
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. 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.
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.
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.
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?
Behavioral Anchors
Develop leading measures on what success and failure looks like for each impacted audience group. What should you see and hear from them as your project is deployed? Sponsor & Stakeholder Activity Checklist
Here are the top 10 sponsor and stakeholder activities, what they will do, and why they are important. STARcollaborative.com 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. STAR Collaborative, LLC
Partner of choice for the collaborative network 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. Utilizing change curves will help you build an environment that will sustain your project and enhance your benefit realization. 13 4) Change Curves 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. Leverage a disciplined, measurable, behavioral-based project/change toolkit to help move the organization along 8 1) Change Buckets The best business processes are ineffective if people in the organization do not understand and follow them.
The best technology in the world is inadequate if people in the organization do not use it.
Financial objectives are at risk if the people in the organization don’t understand their roles
Make sure personnel challenges don’t get in the way ~ adapted from The SAP Organizational
Change Management Toolkit 4 Each of your projects have simple
change management goals:
Get the organization ready, and
Make it stick. Why Change Management? These guidelines are general behavioral anchors and should be modified based on your culture, bandwidth, and readiness for change. 16 5) Behavioral Anchors
What Should You See and Hear? e d c b a 15 The Change Curve and the Key Role Map Audiences Date: Date: 14 2) Current/Future State Definitions Change buckets break the work into manageable units of work that enhance existing project methodologies and approaches. 9 Change Buckets Defined 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 Too Many Competing Items, Coupled With A Lack of Prioritization, Water Down Benefits 3 Fighting for Mindshare Change management practices impact rational and emotional commitment, which in turn leads to effort and the intent to stay, resulting in performance and retention. 2 “The most important capacity a[n]…organization can have is a change capability. And it’s the one capability most organizations lack today. Forward-looking organizations are building and investing in their capability to manage change, but most are not.” The Case For Change Is a Case For Change 5 Prosci recently released their 2012 Benchmark report on change management.
Here are some key concepts to consider... Change Management – Best Practices ~ Condensed from Best Practices in Change Management, Prosci Benchmarking Report, 2012. 10 Business Readiness & Performance Mgmt Sponsorship & Stakeholders Transfer & Training Talent Management Communication Culture Management The top 18 change and project management activities The Costs of Change The Difficulty of Change Pay now or pay later. 6 The Difficulty and Costs of Change Features:
Talking points or detailed messages about the benefits in the language of the audience. Benefits and Attributes:
Key messages about what the project offers from the point of view of the audience. Audiences:
What interests each audience listed in the key role map? Twitter-Sized Description:
Key words or phrases that makes this project important. Positioning:
What is the burning imperative of this project? What does future state look like? 19 7) Communication Plan: Message Framework Detail what changes need to be made to move from current to new. 6 Determine effective ways to move stakeholders to appropriate level of support. 5 Identify key individuals’ roles in change (block it, watch it, help it, make it happen) 4 Detail what changes need to be made to move from current to new. 3 Evaluate the current culture (behaviors, attitudes, contributors, detractors, watchers). 2 Identify the new desired culture you are trying to create. 1 Watchers Detractors Contributors Future Culture Current
Culture Behaviors &
Attitudes 18 6) Culture Assessment Deploy Test Build Design Analyze Control Improve Analyze Measure Business Readiness and
Performance Mgmt Communication Sponsor and
Stakeholder Mgmt Culture Management Talent Management Transfer and Training Define Plan 28 Map change activity worksheet Assist training and communication teams with planning ,execution and measurement of training & communication Assist Human Capital in Org/Team Job Design, staffing plans, Selection, Perf Mgmt, Rewards Sustain Approach Leadership Action Plans & Scorecards Impact Assessments Stakeholder Tracking Tools Communication Plan Base Deck (Creation and updates) Change Curve/Adoption Scorecard Change Management Plan Training & Performance Support Strategy Key
Role Map OD/Talent Mgmt Assessment Project Impact Assessment Project Change Roadmap Leadership Approach Communication Strategy Change Magnitude Assessment Assist in requirements specification Review blueprints and strategy plans Assist in vision and scope creation 22 9) CM High Level Activities by Project Phase From Built to Change: How to Achieve Sustained Organizational Effectiveness by Edward E. Lawler III and Christopher G. Worley, Foreword by Jerry Porras, coauthor of Built to Last. 5 Co-Founder of STAR Collaborative
Recruiter for CM, PM and IT Consultants
Change Management Consultant Demonstrate the top ten tools a project manager can covertly utilize to:
generate increased sponsorship
enhance communication
streamline training
and enable HR and leaders to create the right work environment for people to do their best work There are costs no matter when you react to change.
The trick is minimizing them. Change Impact Assessment
Stakeholder Analysis
Change Plan Current & Future State Definitions
Base Deck Creation
Communication Plan Training Needs Analysis
Deployment Action Plan
Sustain Plan Project Charter
Work Breakdown Structure
Behavioral Anchors Key Role Map
Engagement Agreement
Sponsor Contracting Org Design Assessment
Reward & Recognition Assessment
Talent Mgmt Assessment Plan Design Build Test Deploy Sustain Eureka! Time Out! Contest
Time! @STARcollabCM Pick me! #CMforthewin Three levels of Change Management: Transactional
(i.e. switching from
Office 2007 to 2010) Operational
(i.e. adding new
responsibilities to
someone's job) Transformational
(i.e. new ERP system) Goals for the presentation:
Full transcript