Organizational Change Management

1. Organizational Change Management Prepared for Sacramento Chapter PMI I-80 Roundtable May 12, 2011 Presented by Linda M Pietraczyk, PMP Lpietraczyk@yahoo.com

2. the purpose of managing change on a project A structured approach to change management: • was cited as the # 2 contributor to project success (behind only active and visible executive sponsorship)* • moves organizations away from merely reacting to resistance to change to actively managing it • provides a solid framework for engaging and mobilizing impacted employees * Prosci 2007, www.change-management.com

3. the purpose of managing change on a project Why do I need organizational change management for my project? on time + on budget + in scope = project completion organizational adoption of the change = project success & sustainability

4. when to start change management activities • initiate change management early in the project • with any change there is an inevitable dip in productivity during transition • manage the change and lessen the resistance • decrease the depth and duration of the performance dip • increase the speed to achieve a higher level of performance

5. when to start change management activities initiate change management early in the project Initiation Planning Execution Monitoring & Controlling Closing PMLC Readiness Preparation Implementation Sustainability Assessing and gaining sufficient level of awareness and understanding of the change Attaining sufficient capability to deploy the change Effectively transitioning and operationalizing the change (including performance metrics) Effectively maintaining performance

6. its about the individual, not the organization • as people we learn habits or simple routines • when this structure is changed it impacts us in many ways • when change is imposed on people, they feel they have little ownership in the decision and feel out of control • as humans we all have a choice – our role is to enable change and encourage people to make a choice or decision to support the change

7. how do you respond to change? • Your first awareness of the change… • Thoughts • Feelings • Actions D. When it was over…… Thoughts Feelings Actions • Early on in the change….. • Thoughts • Feelings • Actions C. When it was half way through…… Thoughts Feelings Actions

8. organizational change management • everyone moves through the change process for every type of change • each person moves through a change at a different pace • if circumstances change, a person may regress • follow the 80:20 rule – work on getting the majority of people supporting the change

9. recognizing the change phases – (the phase titles are suggestions only and can be modified to fit an organization’s culture) Sustainability Focus on the change What people say: Nothing – silence is golden “It will never happen” “It won’t happen to me” “All we need to do is…” What people do: Avoid the topic Appear unconcerned Refuse to take initiative Act like nothing is happening Do only routine work What people say: “How can I contribute?” “Lets get on with it” “We can do it even better” What people do: Take action to move the change forward Become comfortable and excited Take time to affirm and recognize efforts Reflect on what they have learned Awareness Commitment Past Future What people say: “What about these issues?” “Whatever” “It won’t work” “It used to be….” “I’d like more data” What people do: Does not participate or become passive Express frustration Is exhausted and overwhelmed May become preoccupied with the change What people say: “I’ve got an idea” “Lets try…” “What if…” What people do: Experiment, take risk Generate ideas Accomplish intermediate goals and celebrate milestones Have trouble staying focused Acceptance Understanding Focus on self

10. preparation for change • All the work necessary to prepare for deploying the solution • As the project prepares the new solution for deployment, the people who manage the new solution need to be prepared for their role • Engagement plan • A set of activities organized on a schedule in sync with the project plan

11. engagement plan • Answer the following: • Who will be impacted • What will change • Where/when with the change take place (system, process, etc.) • How will it change • WIFM • Engagement activities • Communication, training, organizational design, etc • Timing of each activity • Owner • Incorporate into the project plan

12. sample engagement plan

13. change management models The change management model provides a vehicle for use to engage a conversation. The best change facilitators use the one which best matches the culture of the organization they are working in at the time. • Kubler Ross transition (grief) cycle • Denial, resistance, exploration, acceptance or commitment • Prosci’s ADKAR • Awareness, desire, knowledge, ability, reinforcement • Lewin Change Model • Unfreeze, change, freeze • Internal variation or adaption of any or all of the above

14. organizational change management Questions?