MAKE IT STICK! A Change Management Journey A story of covert organizational transformation and overt project management interventions. Stacey Ferguson, Mark Alt, Paul Burke, Dan Olson 04.12.11: PMI-MN Chapter Breakfast
Fighting for Mindshare 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 2011 STAR Collaborative 2
The Difficulty and Costs of Change 4 Anticipatory Change Reactive Change Crisis Change Most difficult to get going Difficult to get going Easiest to get going Anticipatory Change Least Cost Reactive Change The Costs of Change Moderate Cost Most Cost The Difficulty of Change Crisis Change Pay now or pay later. There are costs no matter when you react to change. The trick is minimizing them. 2011 STAR Collaborative 3
Change Buckets 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. 5 We leverage a disciplined, measurable, behavioral-based project/change toolkit to help move the organization along 2011 STAR Collaborative 4
Change Curves 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. 2011 STAR Collaborative 5
Our Change Management Journey 2002 2005 2006 2007 2009 2011 SC Project Multiple CM teams Discipline Build PCM Design and Deployment 2011 STAR Collaborative 6
Project & Change Management (PCM) Courses in FY11 Project Mgmt + Change Mgmt PCM Capability Development Courses Basic, Intermediate and Advanced (PMP Certification) PCM capability enables individuals, teams and the enterprise to be more efficient & effective by executing projects on time, cost and scope, while ensuring the project gains are sustained beyond the project. (Financial and Personal ROI examples available) Project Resource Group PCM Intermediate Training Standard PCM Courses offered quarterly at BBY Corp Campus. Custom PCM Courses and Webinars offered as needed for Global and Field Learners. 7
PCM Basic Classes FY11 Basic PCM Intermediate PCM Advanced PCM Top 5 Project & Change Tools Top 20 Project & Change Tools PMP Certification Preparation Course By Principles Foundation Based Level of Knowledge & By Project Phase By Project Phase & PM Knowledge Areas PCM Intermediate Training 8
Top 20 PCM Tools Top 20 PCM Tools Project Phases Initiate Plan Execute Control Close Engagement Agreement Project Charter Key Role Map Change Magnitude Assessment Leadership Approach Impact Assessment Change Plan Work Breakdown Structure Project Plan Base Deck Risk Management Plan Issues Log Communication Plan Change Curve (Adoption) Scorecard Behavioral Anchors Scope Change Control Performance Reporting Sustain Plan and Scorecard Lessons Learned Project Performance Assessment PCM Intermediate Training Color Legend: Blue = Project Mgmt; Green = Change Mgmt; Black = Combined Project & Change; Red = Other; Blue Highlighted = PCM Training Assignment 9
Less Knowledge More PCM Development: How will you continue? What level of Project & Change Management development do I want? Training Education Certification $2,000 $3,000 $6,000+ External Development Options Industry recognized certification and education, for basic to advanced levels. Team Accelerator $75-$795 PCM Training $0-$600 Coaching $TBD Office Hours $0 Internal Development Options PCM component methodology has been tested and delivered on 65+ projects, and practiced by 60+ employees. PCM Community $0 Wiki & SharePoint $0 Less Time & Cost More PCM Intermediate Training 10
Internal Portability External PCM Training, Coaching, Certification, & Education Inside BBY Outside BBY CAPM Certification (Certified Associate in Project Mgmt) Basic PM Training Basic PM Education Project Mgmt Only PMP Certification (Project Mgmt Professional) Intermediate PM Training Intermediate PM Education Change Mgmt Only CM Training & Certification CM Education PgMP sm Certification (Program Mgmt Professional) Basic PM Training Basic PM Education PCM Basic Basic Training Basic Coaching Project & Change Mgmt (PCM) PCM Intermediate Intermediate Training Intermediate Coaching Team Accelerator PCM Advanced Advanced Training Advanced Coaching Basic Mastery Advanced PCM Intermediate Training 11
Appendix for Reference 2011 STAR Collaborative 12
The Change Curve and the Key Role Map Audiences a b c d e 2011 STAR Collaborative 13
Change/Project Toolkit Overview Here are the top 18 change and project management activities Culture Management Change Impact Assessment Stakeholder Analysis Change Plan Communication Current & Future State Definitions Base Deck Creation Communication Plan Talent Management Org Design Assessment Reward & Recognition Assessment Talent Mgmt Assessment Transfer & Training Training Needs Analysis Deployment Action Plan Sustain Plan Sponsorship & Stakeholders Key Role Map Engagement Agreement Sponsor Contracting Business Readiness & Performance Mgmt Project Charter Work Breakdown Structure Behavioral Anchors 2011 STAR Collaborative 14
Transformational Change Testing Parallel Deploy Deploy Accenture Plan Analyze Design Build Test Deploy LSS/Six Sigma Define Measure Analyze Improve Control Communication Sponsor and Stakeholder Mgmt Business Readiness and Performance Mgmt Culture Management Talent Management Transfer and Training 2011 STAR Collaborative 15
Sponsor & Stakeholder Activity Checklist Here are the top 10 sponsor and stakeholder activities, what they will do, and why they are important. 1. 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. 2. 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. 3. 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. 4. 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? 5. Behavioral Anchors 6. 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? 7. 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. 8. 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. 9. Sponsor Contracting Help leaders understand what and when they should be expressing, modeling and reinforcing for this project. Break their work into manageable chunks. 10. 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. Develop leading measure on what success and failure looks like for each impacted audience group. What should you see and hear from as your project is deployed? 2011 STAR Collaborative 16
Culture Management Activity Checklist Here are the top 9 culture activities, what they will do, and why they are important. 1. Conduct a change impact assessment. Put some parameters around the breadth and depth of the impending change to help determine resource and effort levels. 2. 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. 3. 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. 4. Additional Mapping Refine key role map by documenting additional dimensions as historical, cultural and political roadblocks. Create an issue log to track stakeholder concerns. 5. Behavioral Anchors Develop leading measure on what success and failure looks like for each impacted audience group. What should you see and hear from as your project is deployed? 6. 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? 7. 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. 8. 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. 9. 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. 2011 STAR Collaborative 17
Communications Activity Checklist Here are the top 9 communication activities and how they will help you develop and deploy your project messages 1. Conduct a change impact assessment. Put some parameters around the breadth and depth of the impending change to help determine resource and effort levels. 2. 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. 3. Construct a key role map Identify and group all impacted audiences and their constituents. Identify detractors and champions for the coming change. 4. 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. 5. Behavioral Anchors Develop leading measure on what success and failure looks like for each impacted audience group. What should you see and hear from as your project is deployed? 6. Leadership Say s and Do s Help leaders understand what and when they should be expressing, modeling and reinforcing for this project. 7. 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. 8. Preliminary Communication Plan Combining the key role map, the behavioral anchors and the communication plan strategy, this document will detail all communication milestones. 9. 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. 2011 STAR Collaborative 18
Transfer & Training Activity Checklist Here are the top 8 training activities and how they will help you create a culture of sustainment 1. 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. 2. 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. 3. 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? 4. 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. 5. Review the Behavioral Anchors Develop leading measure on what training success and failure looks like for each impacted audience group. What should you see and hear from as your project is trained and deployed? 6. 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. 7. 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. 8. 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. 2011 STAR Collaborative 19
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 1. 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. 2. Read the current state/future state document How does the future state affect the entire talent management process? Why changes need to be made? 3. 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. 4. 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. 5. Behavioral Anchors Use these leading measure 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 as your project is deployed? 6. 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. 7. 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? 8. Talent Management Assessment Can HR systems support the coming change? Are reinforcing leaders able to express, model and reinforce the right things? 9. 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. 2011 STAR Collaborative 20
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 1. Conduct a change impact assessment. Put some parameters around the breadth and depth of the impending change to help determine resource and effort levels. 2. 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. 3. Construct a key role map Identify and group all impacted audiences and their constituents. Identify detractors and champions for the coming change. 4. 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. 5. Behavioral Anchors Develop leading measure on what success and failure looks like for each impacted audience group. What should you see and hear from as your project is deployed? 6. Project Charter Define what is in scope and what is not. What are the goals of the project as well as expected benefits. 7. 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. 8. 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. 9. Change Curve Scorecard Scorecard the behavioral anchors 10. Project status reporting Detail how the project team measures milestones, tasks and assignments as well as risks, issues and status reporting. 2011 STAR Collaborative 21
STAR Collaborative, LLC Partner of choice for the collaborative network www.starcollaborative.com p: 763.515.7838 twitter: STARcollab facebook.com/starcollaborative 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.