Managing Change. Change Essentials for the S.E.O.

Transcription

1 Managing Change Change Essentials for the S.E.O. July 2017

2 Objectives To give an awareness of the difference between Change Management and Project Management. Understand some introductory Change Management fundamentals. Introduce the Prosci Change Management model. Provide some simple Change Management tools and resources when managing change throughout the project lifecycle. 2

3 3 Change and Project Management a happy partnership

4 What is Organisational Change Management? Change Management a topic and a discipline as large as Project Management. Organisational Change Management is a structured yet flexible process for transitioning individuals, teams, and organisations from a current state to a desired future state. At a project level its is a structured process and a set of tools and at an organisational level it is a leadership competency designed to sustain change and deliver improved R.O.I. Current Working Situation Future Working Situation 4 Eliminate barriers and minimise resistance to change Enable people to work confidently and effectively during transition Promote genuine acceptance and ownership of the new way of working Securing the right environment for business benefits to be realised

5 Change Management vs Project Management Project management and Change Management are sometimes used interchangeably. This is not correct as each discipline has quite distinct and different roles to play. These disciplines, if managed correctly, compliment and enhance one another. Project Management Change Management Prioritises Technical People Manages Scope Time Quality Budget Adoption Resistance Disruption Engagement Outcome Technical solution People adoption 5

6 6 Change Management concepts

7 Importance of Change Management People factors are the biggest barriers in implementing change: o o o o o The top barriers to change are all people related. Change Programmes do not engage earlier enough with impacted end users. Change Programmes do not validate change impacts and change activities with real end users. Stakeholder identification is often poor. Don't confuse S.M.Es with real end users both are critical stakeholders. 7

8 Change Experience Outcomes A successfully managed change program gives you reduced highs and lows and a better end result. This is cool! 2. High expectations That was so worth it! 7. Project benefits Do I have to?! 3. Realisation of effort and complexity 6. Acceptance It s okay now 1. Start of change I m unsure Overwhelmed I can t do this! 5. Committed to change I can do this! Time 8

9 Change Fundamentals The powerful current state The current state defines who we are. The current state is where we have been successful. The current state is comfortable. The current state is predictable. Our current personal and professional plans are based on the current state. The transition state is Messy Disorganized Less productive Emotionally charged The uncertainty of the future state The future state is not fully defined. The future state is worrisome. The future state may not match my personal and professional goals. 9 ǃ Resistance is a natural human reaction to change. You should expect resistance and not be surprised by it.

10 The Change Iceberg 10 Individuals reactions to change are influenced by their perceptions and their experiences of change.

11 The Change Equation (Beckhard & Harris) x x > Dissatisfaction with the status quo (the cost of inaction to their values/priorities/needs) Vision of the new future (the benefits to their values/priorities/needs) First steps in getting to the vision (concrete first steps they can take) Resistance to change This is a guideline for when your prepare for change. There is no silver bullet. Change is not sequential or linear. This is NOT a once off activity, needs constant review. 11

12 12 Prosci Change Management model

13 13 Procsi Change Management process - overview

14 Procsi Prepare for change Aim of this phase is to get ready. It answers the question how much change management is needed for this specific project? Creates situational awareness. ASB Tool BTOPPC. 14 Is the burning platform and reason for change clear and supported by ALL the leaders? Is the vision for the future clear?

15 Procsi Managing Change Creating change plans and integrating them into the overall project activities. There are five main plans that should be created to help individuals move through the change. We use the ADKAR Model. ASB Tools Stakeholder impact assessment, change, communication and training plans and Transition readiness assessment. 15 Make sure that you validate the impacts of the change with the impacted stakeholder groups directly.

16 Procsi Reinforcing Change Critical phase, but most often overlooked Creates action plans to sustain the change. Measures and mechanisms to see if change has taken hold. Celebrate success! ASB Tool Post Implementation Review. You get what you measure. Make sure that the desired behaviour are captured in individual KPI s where possible. 16

17 The ADKAR Model Helping an individual change can be ambiguous, and ADKAR provides direction and structure. To build commitment to a change, individuals must go through five stages. People will be at different stages individuals, teams, business units, the whole organisation. Awareness A What is the nature of the change? Why is the change needed? What is the risk of not changing? Desire D What s in it for me (WIIFM)? Why should I engage/participate? Knowledge K What do I need to do to participate in the change? Will I be trained on new processes, tools and skills? Ability A Will I have the capability to implement the change? What will help me to achieve the performance or behaviour? Reinforcement R What actions will be taken to ensure I make change stick? What recognition and rewards will I receive for changing?

18 18 Practical application key tools

19 High Level Change Impact Assessment: BTOPPC Lens BTOPPC: What is changing? Scoping the change effort. Used for time and resource planning as well. Will guide the nature of the change approach. Impact ratings (for each category) High Medium Low Business vision & strategy Technology & systems Organisation & roles Processes & procedures People & metrics Community Industry driven change New strategic direction for learning and education across all years New hardware, applications Security, service continuity requirements User support changes Administration impacts New roles, recruitment Values New competencies and behaviours New policy Business rules, working practices i.e. enrolment Forms/ documentation Operational efficiency Internet activity history and traceability New I.T capability for many Teaching behaviours need to change New student learning behaviours and practices I.T literacy Net safety practices Internet access impacts Affordability

20 Stakeholder Impact Assessment The Detailed Change Impact Assessment is a waste of time if you do not validate this with your impacted stakeholders. They are all different: Schools, teacher roles, administration roles, students, parents etc. Outlines stakeholders and impacts including: Who is impacted Number impacted Area of impact Impact rating for each group Informs your Stakeholder management plan. Outlines mitigations to address impacts: Specific change for each stakeholder group Recommended actions to manage Informs your Change management plan.

21 Stakeholder Management Approach & Plan Not all stakeholders are created equal! It would be a BIG mistake to treat them as such. The engagement approach for each stakeholder groups should be carefully considered based on their Impact and Importance rating. Plans are then tailor made based on their profile. This is best done in a workshop where the whole project team and change leaders are present. Once you agreed the approach for each stakeholder group, draft a management plan for each group. Customise plans. Relationship owner is key. Ensure consistency of messages to and from stakeholder. Review the profile and feedback from relationship owner at least every few months.

22 Transition Readiness Assessment The objective of the Transition Readiness Assessment is to track the progress stakeholder groups are making toward being ready for the change. This can start 4 6 weeks before the change. The readiness status of each group are measured weekly against the ideal readiness state (to be ready by a the due date). Categories that are being measured are key aspects that has to be in place for the change to be successful. The report is a snapshot in time that the project team can review to adjust their stakeholder management plan should a stakeholder group lag behind. In worst case scenarios it can be a used to delay the change if all or most stakeholder groups are not ready.

23 ASB Change Toolkit for S.E.O.