Measure Change Management

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					  Change Management:
The People Side of Change
        GSA Expo
      May 4 & 6, 2010
                            1
What is Change Management?




           Tell me . . .
                             2
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                         Wikipedia:
                  Change Management
                      is a structured
                        approach to
                       transitioning
                   individuals, teams
                   and organizations
                  from a current state
                     to a future state
                                     3
Transition requires behavior change
Change is hard & projects often fail
 Only one-third        53% of projects will          50 - 75% of
   of change            cost 189% of their        implementations
   programs             original estimates          are viewed as
    result in
                                                       failures
  bottom line
 improvement

                         Research &
                          Surveys
  I would begin                                 Failure to address
    my change                                  the human aspects
                           Change
  management                                   early enough is one
                      initiatives often
 activities earlier                           reason why changes
                        fall victim to
    instead of                                 so rarely deliver the
                          employee
 viewing it as an                               promised benefits
                         resistance
    add-on or
   afterthought
GAO Says

• “The key to a successful merger and
  transformation is to recognize the
  “people” element and implement
  strategies to help individuals maximize
  their full potential in the new
  organization, while simultaneously
  managing the risk of reduced
  productivity and effectiveness that often
  occurs as a result of the changes”
                                         6

  GAO-03-669
Describe a change you experienced
– What were the objectives of the change?

– What worked?

– What did not work?

– How did the workforce react to the change?

– What were the “benefits” of the change?

– What were the “costs?”
There is usually a performance dip

                                          Benefits of
                Initiation of            the Change
                the Change
                                                        Maximize Benefits
  Performance




                           Baseline prior to change


                         Minimize time to
                             recover




                                Time                                  8
Ownership Building

 Level of Change Readiness




                                                          Organization
                                Uncertainty                                              Readiness




                             Ownership
                             Continuum


                                     Awareness   Understanding   Acceptance   Adoption   Ownership




                                                                                                     9
Support people thru the transition
                                                                   “I confidently share
                                                                      successes and
                                                I am willing to      explain how they
                                I understand   tell others how    relate to the mission
                                   how the        the change
                                   change       contributes to
                                 contributes      the mission
                                    to the
Commitment Level




                                   mission
                   I am aware
                       of the
                    proposed
                      change




                                                                                      10

                                     Time
Get more successful implementations
 Without Change Management          With Change Management
 Users lack understanding      A framework guides
 Lack of champions and          communications, coaching, and
  support                        training
 Impacts on productivity are   Change leaders and barriers are
  not understood                 identified
 Willingness to change is      Resisters get support and
  overestimated                  training
 Structures are misaligned     Staff the right people to the right
                                 jobs
 Focus on goals is lost
                                Unbiased mechanisms monitor
 Assessment of progress is
                                 progress
  biased
 The change is not well
  implemented
Much more than e-mails and training
    Change Management Is            Change Management Is Not
Empowering leaders to          Leaders who decide to implement
 manage and direct change        a change and then disengage
Motivating employees to drop    from the project
 old behaviors and establish    Just communications and training
 new ones                       A “one size fits all” solution
Combination of several         A unique work stream walled off
 disciplines                     from the project team
Dependent on data from         Sending out a few
 stakeholders                    communications and nothing else
Measuring the impacts of the   A one time event during the
 change                          change implementation
Managing performance
Built in to the project plan
 from the beginning
Change Mgt is driven by nine “vectors”
   Focus Areas       Change Management Vectors

                        Change Strategy
     Lead             Change Leadership
 and Build Buy-in     Stakeholder Analysis
                        Communication
                        Human Capital
    Anchor             Learning & Training
   and Embed
                     Process & Infrastructure

   Manage              Project Management
  and Measure       Performance Management
Tools for Stakeholder Analysis
               Put your Stakeholders in one of the quadrants
 Protagonist
 or
 Antagonist




                Low         Power & Influence           High
                                                               14
April 15, 1947: Jackie Robinson plays
       for the Brooklyn Dodgers
"Luck is the residue of
opportunity and design."
              -Branch Rickey
Branch Rickey
Our course covers critical topics




                                    18
Q&A




      19
Presenters & Contact Information

• John Austin, PhD
   – Georgetown University
   – john.austin@thinkdsi.com
   – 610-717-1000 ext. 162
• Maria Darby, Senior Vice President
   – Booz Allen Hamilton
   – Darby_maria@bah.com
   – 703-902-4670
Presenters & Contact Information

• John Austin, PhD
   – Georgetown University
   – john.austin@thinkdsi.com
   – 610-717-1000 ext. 162
• Doug Carter, Senior Vice President
   – Booz Allen Hamilton
   – carter_douglas@bah.com
   – 703-377-4570
Optional Slide




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Our holistic approach is underway
                                                         ACCREDITATION
              CERTIFICATION
S                                                        COMPETENCIES
     • Formal Program • Independent eval
T    • Testing        • Practical demonstration
     • Standards      of skills
A
                                             • Tools          • Update TLC
N           DEVELOP NEW IC                   • Methods        • Book Club

D                                            • 3rd party training (e.g. •Speaker Series
              CONTINUING
A             EDUCATION
                                               Appreciative Inquiry, •Center of
                                               LaMarsh, Kotter)          Excellence
R
D                                                       FORM
        INDUSTRY LEADERSHIP                          ASSOCIATION
S
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                                                       PMI PMBOK
                        ARTICLES                        CHANGES

				
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