Besides the small introduction, subscribers and consulting clients within this management domain have access to:
Assess the organization’s readiness for change and evaluate the PMO’s OCM capabilities.
Build an organic desire for change throughout the organization by developing a sponsorship action plan through the PMO and taking a proactive approach to change impacts.
Ensure stakeholders are engaged and ready for change by developing effective communication, transition, and training plans.
Determine accountabilities and establish a process for tracking business outcomes after the project team has packed up and moved onto the next project.
Institute an Organizational Change Management Playbook through the PMO that covers tools, processes, and tactics that will scale all of the organization’s project efforts.
Workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.
Assess the organization’s readiness for change and evaluate the PMO’s OCM capabilities.
Estimate the relative difficulty and effort required for managing organizational change through a specific project.
Create a rough but concrete timeline that aligns organizational change management activities with project scope.
A better understanding of the cultural appetite for change and of where the PMO needs to focus its efforts to improve OCM capabilities.
A project plan that includes disciplined organizational change management from start to finish.
1.1 Assess the organization’s current readiness for change.
1.2 Perform a change management SWOT analysis to assess the PMO’s capabilities.
1.3 Define OCM success metrics.
1.4 Establish and map out a core OCM project to pilot through the workshop.
Organizational Change Management Capabilities Assessment
A diagnosis of the PMO’s strengths and weaknesses around change management, as well as the opportunities and threats associated with driving an OCM strategy through the PMO
Criteria for implementation success
Project Level Assessment
Analyze the impact of the change across various dimensions of the business.
Develop a strategy to manage change impacts to best ensure stakeholder adoption.
Improved planning for both your project management and organizational change management efforts.
A more empathetic understanding of how the change will be received in order to rightsize the PMO’s OCM effort and maximize adoption.
2.1 Develop a sponsorship action plan through the PMO.
2.2 Determine the relevant considerations for analyzing the change impacts of a project.
2.3 Analyze the depth of each impact for each stakeholder group.
2.4 Establish a game plan to manage individual change impacts.
2.5 Document the risk assumptions and opportunities stemming from the impact analysis.
Sponsorship Action Plan
Organizational Change Management Capabilities Assessment
Risk and Opportunity Assessment
Define a clear and compelling vision for change.
Define roles and responsibilities of the core project team for OCM.
Identify potential types and sources of resistance and enthusiasm.
Create a stakeholder map that visualizes relative influence and interest of stakeholders.
Develop an engagement plan for cultivating support for change while eliciting requirements.
Begin to communicate a compelling vision for change.
Delegate and divide work on elements of the transition plan among the project team and support staff.
Begin developing a communications plan that appeals to unique needs and attitudes of different stakeholders.
Cultivate support for change while eliciting requirements.
3.1 Involve the right people to drive and facilitate change.
3.2 Solidify the vision of change to reinforce and sustain leadership and commitment.
3.3 Proactively identify potential skeptics in order to engage them early and address their concerns.
3.4 Stay one step ahead of potential saboteurs to prevent them from spreading dissent.
3.5 Find opportunities to empower enthusiasts to stay motivated and promote change by encouraging others.
3.6 Formalize the stakeholder analysis to identify change champions and blockers.
3.7 Formalize the engagement plan to begin cultivating support while eliciting requirements.
RACI table
Stakeholder Analysis
Engagement Plan
Communications plan requirements
Develop a realistic, effective, and adaptable transition plan, including:Clarity around leadership and vision.Well-defined plans for targeting unique groups with specific messages.Resistance and contingency plans.Templates for gathering feedback and evaluating success.
Clarity around leadership and vision.
Well-defined plans for targeting unique groups with specific messages.
Resistance and contingency plans.
Templates for gathering feedback and evaluating success.
Execute the transition in coordination with the timeline and structure of the core project.
Communicate the action plan and vision for change.
Target specific stakeholder and user groups with unique messages.
Deal with risks, resistance, and contingencies.
Evaluate success through feedback and metrics.
4.1 Sustain changes by adapting people, processes, and technologies to accept the transition.
4.2 Decide which action to take on enablers and blockers.
4.3 Start developing the training plan early to ensure training is properly timed and communicated.
4.4 Sketch a communications timeline based on a classic change curve to accommodate natural resistance.
4.5 Define plans to deal with resistance to change, objections, and fatigue.
4.6 Consolidate and refine communication plan requirements for each stakeholder and group.
4.7 Build the communications delivery plan.
4.8 Define the feedback and evaluation process to ensure the project achieves its objectives.
4.9 Formalize the transition plan.
Training Plan
Resistance Plan
Communications Plan
Transition Plan
Establish post-project benefits tracking timeline and commitment plans.
Institute a playbook for managing organizational change, including:
A process for ensuring the intended business outcomes are tracked and monitored after the project is completed.
Repeat and scale best practices around organizational change to future PMO projects.
Continue to build your capabilities around managing organizational change.
Increase the effectiveness and value of organizational change management.
5.1 Review lessons learned to improve organizational change management as a core PM discipline.
5.2 Monitor capacity for change.
5.3 Define roles and responsibilities.
5.4 Formalize and communicate the organizational change management playbook.
5.5 Regularly reassess the value and success of organizational change management.
Lessons learned
Organizational Change Capability Assessment
Organizational Change Management Playbook
PMOs, if you don't know who is responsible for org change, it's you.
"Organizational change management has been a huge weakness for IT departments and business units, putting projects and programs at risk – especially large, complex, transformational projects.
During workshops with clients, I find that the root of this problem is twofold: project planning tends to fixate on technology and neglects the behavioral and cultural factors that inhibit user adoption; further, accountabilities for managing change and helping to realize the intended business outcomes post-project are not properly defined.
It makes sense for the PMO to be the org-change leader. In project ecosystems where no one seems willing to seize this opportunity, the PMO can take action and realize the benefits and accolades that will come from coordinating and consistently driving successful project outcomes."
Matt Burton,
Senior Manager, Project Portfolio Management
Info-Tech Research Group
Make your PMO the change leader it’s already expected to be. Unless accountabilities for organizational change management (OCM) have been otherwise explicitly defined, you should accept that, to the rest of the organization – including its chief officers – the PMO is already assumed to be the change leader.
Don’t shy away from or neglect this role. It’s not just the business outcomes of the organization’s projects that will benefit; the long-term sustainability of the PMO itself will be significantly strengthened by making OCM a core competency.
The constraints that drive project management (time, scope, and budget) are insufficient for driving the overall success of project efforts.
For instance, a project may come in on time, on budget, and in scope, but…
…then that “successful project” represents a massive waste of the organization’s time and resources.
A supplement to project management is needed to ensure that the intended value is realized.
Mission (Not) Accomplished
50% Fifty percent of respondents in a KPMG survey indicated that projects fail to achieve what they originally intended. (Source: NZ Project management survey)
56% Only fifty-six percent of strategic projects meet their original business goals. (Source: PMI)
70% Lack of user adoption is the main cause for seventy percent of failed projects. (Source: Collins, 2013)
Organizational change management is the practice through which the PMO can improve user adoption rates and maximize project benefits.
Why OCM effectiveness correlates to project success:
Without OCM, IT might finish the project but fail to realize the intended outcomes.
In the long term, a lack of OCM could erode IT’s ability to work with the business.
OCM is a framework for managing the introduction of new business processes and technologies to ensure stakeholder adoption.
OCM involves tools, templates, and processes that are intended to help project leaders analyze the impacts of a change during the planning phase, engage stakeholders throughout the project lifecycle, as well as train and transition users towards the new technologies and processes being implemented.
OCM is a separate body of knowledge, but as a practice it is inseparable from both project management or business analysis.
Anytime you are starting a project or program that will depend on users and stakeholders to give up their old way of doing things, change will force people to become novices again, leading to lost productivity and added stress.
CM can help improve project outcomes on any project where you need people to adopt new tools and procedures, comply with new policies, learn new skills and behaviors, or understand and support new processes.
"What is the goal of change management? Getting people to adopt a new way of doing business." – BA, Natural Resources Company
82% of CEOs identify organizational change management as a priority. (D&B Consulting) But Only 18% of organizations characterize themselves as “Highly Effective” at OCM. (PMI)
On average, 95% percent of projects with excellent OCM meet or exceed their objectives. (Prosci) VS For projects with poor OCM, the number of projects that meet objectives drops to 15%. (Prosci)
82% of projects with excellent OCM practices are completed on budget. (Prosci) VS For projects with poor OCM, the number of projects that stay on budget drops to 51%. (Prosci)
71% of projects with excellent OCM practices stay on schedule. (Prosci) VS For projects with poor OCM practices, only 16% stay on schedule. (Prosci)
IT Processes Ranked by Effectiveness:
IT Processes Ranked by Importance:
Based on 3,884 responses to Info-Tech’s Management and Governance Diagnostic, June 2016
While the importance of change management is widely recognized across organizations, the statistics around change remain dismal.
Indeed, it’s an understatement to say that change is difficult.
People are generally – in the near-term at least – resistant to change, especially large, transformational changes that will impact the day-to-day way of doing things, or that involve changing personal values, social norms, and other deep-seated assumptions.
"There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things." – Niccolo Machiavelli
70% - Change failure rates are extremely high. It is estimated that up to seventy percent of all change initiatives fail – a figure that has held steady since the 1990s. (McKinsey & Company)
25% - In a recent survey of 276 large and midsize organizations, only twenty-five percent of respondents felt that the gains from projects were sustained over time. (Towers Watson)
22% - While eighty-seven percent of survey respondents trained their managers to “manage change,” only 22% felt the training was truly effective. (Towers Watson)
Who is accountable for change success? …anyone?...
To its peril, OCM commonly falls into a grey area, somewhere in between project management and portfolio management, and somewhere in between being a concern of IT and a concern of the business.
While OCM is a separate discipline from project management, it is commonly thought that OCM is something that project managers and project teams do. While in some cases this might be true, it is far from a universal truth.
The end result: without a centralized approach, accountabilities for key OCM tasks are opaque at best – and the ball for these tasks is, more often than not, dropped altogether.
29% - Twenty-nine percent of change initiatives are launched without any formal OCM plan whatsoever.
"That’s 29 percent of leaders with blind faith in the power of prayer to Saint Jude, the patron saint of desperate cases and lost causes." – Torben Rick
#1 Organizational resistance to change is cited as the #1 challenge to project success that PMOs face. (Source: PM Solutions)
90% Companies with mature PMOs that effectively manage change meet expectations 90% of the time. (Source: Jacobs-Long)
A centralized approach to OCM is most effective, and the PMO is already a centralized project office and is already accountable for project outcomes.
What’s more, in organizations where accountabilities for OCM are not explicitly defined, the PMO will likely already be assumed to be the default change leader by the wider organization.
It makes sense for the PMO to accept this accountability – in the short term at least – and claim the benefits that will come from coordinating and consistently driving successful project outcomes.
In the long term, OCM leadership will help the PMO to become a strategic partner with the executive layer and the business side.
Short-term gains made by the PMO can be used to spark dialogues with those who authorize project spending and have the implicit fiduciary obligation to drive project benefits.
Ultimately, it’s their job to explicitly transfer that obligation, along with the commensurate resourcing and authority for OCM activities.
"With organizations demanding increasing value, PMOs will need to focus more and more on strategy, innovation, agility, and stakeholder engagement. And, in particular, developing expertise in organizational change management will be essential to their success." – PM Solutions, 2014
28% PMOs that are highly agile and able to respond quickly to changing conditions are 28% more likely to successfully complete strategic initiatives (69% vs. 41%). (PMI)
In other words, without heightened competencies around org-change, the PMO of tomorrow will surely sink like a stone in the face of increasingly unstable external factors and accelerated project demands.
With the advice and tools in Info-Tech’s Drive Organizational Change from the PMO blueprint, the PMO can provide the right OCM expertise at each phase of a project.
Business strategy-oriented OCM models such as John Kotter’s 8-Step model assume the change agent is in a position of senior leadership, able to shape corporate vision, culture, and values.
General-purpose OCM frameworks such as ACMP’s Standard for Change Management, CMI’s CMBoK, and Prosci’s ADKAR model are very comprehensive and need to be configured to PMO-specific initiatives.
References and Further Reading
Info-Tech’s organizational change management model adapts the best practices from a wide range of proven models and distills it into a step-by-step process that can be applied to any IT-enabled project.
COBIT Section | COBIT Management Practice | Related Blueprint Steps |
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BAI05.01 | Establish the desire to change. | 1.1 / 2.1 / 2.2 |
BAI05.02 | Form an effective implementation team. | 1.2 |
BAI05.03 | Communicate the desired vision. | 2.1 / 3.2 |
BAI05.03 | Empower role players and identify short-term wins. | 3.2 / 3.3 |
BAI05.05 | Enable operation and use. | 3.1 |
BAI05.06 | Embed new approaches. | 4.1 / 5.1 |
BAI05.07 | Sustain changes. | 5.1 |
COBIT 5 is the leading framework for the governance and management of enterprise IT.
Screenshot of Info-Tech’s IT Management & Governance Framework.
Human behavior is largely a blind spot during the planning phase.
In IT especially, project planning tends to fixate on technology and underestimate the behavioral and cultural factors that inhibit user adoption. Whether change is project-specific or continuous, it’s more important to instill the desire to change than to apply specific tools and techniques. Accountability for instilling this desire should start with the project sponsor, with direct support from the PMO.
Don’t mistake change management for a “soft” skill.
Persuading people to change requires a “soft,” empathetic approach to keep them motivated and engaged. But don’t mistake “soft” for easy. Managing the people part of change is amongst the toughest work there is, and it requires a comfort and competency with uncertainty, ambiguity, and conflict. If a change initiative is going to be successful (especially a large, transformational change), this tough work needs to be done – and the more impactful the change, the earlier it is done, the better.
In “continuous change” environments, change still needs to be managed.
Transformation and change are increasingly becoming the new normal. While this normality may help make people more open to change in general, specific changes still need to be planned, communicated, and managed. Agility and continuous improvement are good, but can degenerate into volatility if change isn’t managed properly. People will perceive change to be volatile and undesirable if their expectations aren’t managed through communications and engagement planning.
Info-Tech’s Drive Organizational Change from the PMO blueprint can be implemented quickly and can usually be done with the PMO’s own authority, without the need for additional or dedicated change resources.
15% - The average costs for effective OCM are 10%–15% of the overall project budget. (AMR Research)
200% - Small projects with excellent OCM practices report a 200% return-on-investment. (Change First)
650% - Large projects with excellent OCM practices report a 650% return-on-investment. (Change First)
Industry Manufacturing
Source Info-Tech Client
A medium-sized manufacturing company with offices all over the world was going through a consolidation of processes and data by implementing a corporate-wide ERP system to replace the fragmented systems that were previously in place. The goal was to have consistency in process, expectations, and quality, as well as improve efficiency in interdepartmental processes.
Up to this point, every subsidiary was using their own system to track data and sharing information was complicated and slow. It was causing key business opportunities to be compromised or even lost.
The organization was not very good in closing out projects. Initiatives went on for too long, and the original business benefits were usually not realized.
The primary culprit was recognized as mismanaged organizational change. People weren’t aware early enough, and were often left out of the feedback process.
Employees often felt like changes were being dictated to them, and they didn’t understand the wider benefits of the changes. This led to an unnecessary number of resistors, adding to the complexity of successfully completing a project.
Implementing an ERP worldwide was something that the company couldn’t gamble on, so proper organizational change management was a focus.
A thorough stakeholder analysis was done, and champions were identified for each stakeholder group throughout the organization.
Involving these champions early gave them the time to work within their groups and to manage expectations. The result was savings of 2–4 weeks of implementation time and $10,000.
“Our team has already made this critical project a priority, and we have the time and capability, but some guidance along the way would be helpful.”
“Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track.”
“We need to hit the ground running and get this project kicked off immediately. Our team has the ability to take this over once we get a framework and strategy in place.”
“Our team does not have the time or the knowledge to take this project on. We need assistance through the entirety of this project.”
Diagnostics and consistent frameworks used throughout all four options
Phase 1 | Phase 2 | Phase 3 | Phase 4 | Phase 5 | |
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Best-Practice Toolkit |
1.1 Assess the organization’s readiness for change. 1.2 Define the structure and scope of the PMO’s pilot OCM initiative. |
2.1 Foster OCM considerations during the ideation phase. 2.2 Perform an organizational change impact assessment. |
3.1 Ensure stakeholders are engaged and ready for change. 3.2 Develop and execute the transition plan. 3.3 Establish HR and training plans. |
4.1 Determine accountabilities for benefits attainment. | 5.1 Institute an OCM playbook. |
Guided Implementations |
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Onsite Workshop |
Module 1: Prepare the PMO for change leadership. |
Module 2: Plant the seeds for change during planning and initiation. |
Module 3: Facilitate change adoption throughout the organization. |
Module 4: Establish a post-project benefits attainment process. |
Module 5: Solidify the PMO’s role as change leader. |
Phase 1 Results: OCM Capabilities Assessment |
Phase 2 Results: Change Impact Analysis |
Phase 3 Results: Communications and Transition Plans |
Phase 4 Results: A benefits tracking process for sponsors |
Phase 5 Results: OCM Playbook |
Contact your account representative or email Workshops@InfoTech.com for more information.
Preparation | Workshop Day 1 | Workshop Day 2 | Workshop Day 3 | Workshop Day 4 | |
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Activities |
Organize and Plan Workshop
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Assess OCM Capabilities
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Analyze Impact of the Change
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Develop Engagement & Transition Plans
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Institute an OCM Playbook
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Deliverables |
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Call 1-888-670-8889 or email GuidedImplementations@InfoTech.com for more information.
Complete these steps on your own, or call us to complete a guided implementation. A guided implementation is a series of 2-3 advisory calls that help you execute each phase of a project. They are included in most advisory memberships.
Proposed Time to Completion (in weeks): 1 week
Start with an analyst kick off call:
Then complete these activities…
With these tools & templates:
Work with an analyst to:
Then complete these activities…
With these tools & templates:
Continuous change and transition are increasingly common in organizations in 2016.
A state of constant change can make managing change more difficult in some ways, but easier in others.
By managing organizational change more effectively, the PMO can build credibility to manage both business and IT projects.
"The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday’s logic." – Peter Drucker
In this phase, we will gauge your PMO’s abilities to effectively facilitate change based upon your change management capability levels and your wider organization’s responsiveness to change.
There are many moving parts involved in successfully realizing an organizational change.
For instance, even with an effective change toolkit and strong leadership support, you may still fail to achieve project benefits due to such factors as a staff environment resistant to change or poor process discipline.
Use Info-Tech’s Organizational Change Management Capabilities Assessment to assess your readiness for change across 7 categories:
Download Info-Tech’s Organizational Change Management Capabilities Assessment.
Use the drop downs to indicate the degree to which you agree or disagree with each of the statements in the survey.
Info-Tech Insight
Every organization has some change management capability.
Even if you find yourself in a fledgling or nascent PMO, with no formal change management tools or processes, you can still leverage other categories of change management effectiveness.
If you can, build upon people-related assets like “Organizational Knowledge” and “Cultural Readiness” as you start to hone your OCM toolkit and process.
Tab 3 of the Assessment tool shows your capabilities graph.
Focus on improving the first capability dimension (from left/front to right/back) that rates below 10.
Tab 4 of the Assessment tool reveals Info-Tech’s recommendations based upon your survey responses.
Use the red/yellow/green boxes to focus your efforts.
The content in the recommendations boxes is based around these categories and the advice therein is designed to help you to, in the near term, bring your capabilities up to the next level.
Each of Info-Tech’s seven OCM capabilities match up with different steps and phases in this blueprint.
We recommend that you consume this blueprint in a linear fashion, as each phase matches up to a different set of OCM activities to be executed at each phase of a project. However, you can use the legend below to locate how and where this blueprint will address each capability.
Cultural Readiness | 2.1 / 2.2 / 3.1 / 3.2 / 3.3 |
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Leadership Support | 2.1 / 4.1 / 5.1 |
Organizational Knowledge | 2.1 / 3.1 / 3.2 |
Change Management Skills | 2.1 / 2.2 / 3.1 / 3.2 / 3.3 |
Toolkit & Templates | 2.1 / 2.2 / 3.1 / 3.2 / 3.3 / 4.1 / 5.1 |
Process Discipline | 2.1 / 2.2 / 3.1 / 3.2 / 3.3 / 4.1 / 5.1 |
KPIs & Metrics | 3.2 / 5.1 |
Info-Tech Insight
Organizational change must be planned in advance and managed through all phases of a project.
Organizational change management must be embedded as a key aspect throughout the project, not merely a set of tactics added to execution phases.
Now that you have a sense of your change management strengths and weaknesses, you can begin to formalize the organizational specifics of these.
Gather PMO and IT staff, as well as other key project and business stakeholders, and perform a SWOT analysis based on your Capabilities Assessment.
Follow these steps to complete the SWOT analysis:
Use the SWOT Analysis Template on the next slide to document results.
Use the examples provided in the SWOT analysis to kick-start the discussion.
The purpose of the SWOT is to begin to define the goals of this implementation by assessing your change management capabilities and cultivating executive level, business unit, PMO, and IT alignment around the most critical opportunities and challenges.
Strengths
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Weaknesses
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Opportunities
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Threats
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Before you move on to develop and implement your OCM processes, spend some time documenting how change management success will be defined for your organization and what conditions will be necessary for success to be achieved.
With the same group of individuals who participated in the SWOT exercise, discuss the below criteria. You can make this a sticky note or a whiteboard activity to help document discussion points.
What conditions are necessary for OCM to succeed? | How will success be defined? |
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Use the table below to document any additional factors or uncertainties that could impact implementation success.
These could be external factors that may impact the PMO, or they could be logistical considerations pertaining to staffing or infrastructure that may be required to support additional change management processes and procedures.
"[A]ll bets are off when it comes to change. People scatter in all directions. Your past experiences may help in some way, but what you do today and how you do it are the new measures people will use to evaluate you." – Tres Roeder
Consideration | Description of Need | Potential Resource Implications | Potential Next Steps | Timeline |
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e.g. The PMO will need to train PMs concerning new processes. | We will not only need to train PM staff in the new processes and documentation requirements, but we will also have to provide ongoing training, be it monthly, quarterly, or yearly. | Members of PMO staff will be required to support this training. | Analyze impact of redeploying existing resources vs. outsourcing. | Q3 2016 |
e.g. We will need to communicate new OCM requirements to the business and wider organization. | The PMO will be taking on added communication requirements, needing to advertise to a wider audience than it has before. | None | Work with business side to expand the PMO’s communications network and look into leveraging existing communication portals. | Next month |
In subsequent phases of this blueprint, we will help the PMO develop an OCM strategy that aligns with your organization’s project timelines.
In this step (1.2), we will do some pre-work for you by determining a change initiative to pilot during this process and defining some of the roles and responsibilities for the OCM activities that we’ll develop in this blueprint.
In keeping with the need to align organizational change management activities with the actual timeline of the project, the next three phases of this blueprint will move from discussing OCM in general to applying OCM considerations to a single project.
As you narrow your focus to the organizational change stemming from a specific initiative, review the below considerations to help inform the decisions that you make during the activities in this step.
The need for OCM rigor will vary depending on project size and complexity.
While we recommend that every project has some aspect of change management to it, you can adjust OCM requirements accordingly, depending on the type of change being introduced.
Incremental Change | → | Transformational Change |
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Organizational change management is highly recommended and beneficial for projects that require people to:
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Organizational change management is required for projects that require people to:
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Phases 2, 3, and 4 of this blueprint will guide you through the process of managing organizational change around a specific project. Select one now that is currently in your request or planning stages to pilot through the activities in this blueprint. We recommend choosing one that involves a large, transformational change.
Use Info-Tech’s project levels to define the complexity of the project that you’ve chosen to pilot.
Defining your project level will help determine how much effort and detail is required to complete steps in this blueprint – and, beyond this, these levels can help you determine how much OCM rigor to apply across each of the projects in your portfolio.
Incremental Change | → | Transformational Change |
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Level 1 | Level 2 | Level 3 |
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For a more comprehensive assessment of project levels and degrees of risk, see Info-Tech’s Create Project Management Success blueprint – and in particular, our Project Level Assessment Tool.
What is the project changing?
How will it work?
What are the implications of doing nothing?
What are the phases in execution?
What is the desired outcome?
What can be measured? How?
When should it be measured?
List the goals.
Align with business and IT goals.
List the costs:
Software costs
Hardware costs
Implementation costs
List the risks:
Business risks
Technology risks
Implementation risks
Planned Project Activities & Milestones | Timeline | Owner(s) | Status | |
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1. | Example: Vendor Evaluation | Finish by Q4-17 | Jessie Villar | In progress |
2. | Example: Define Administrative Policies | Finish by Q4-17 | Gerry Anantha | Starting Q2 |
The key to change management success is ensuring that the right OCM activities are carried out at the right time. The below graphic serves as a quick view of what OCM activities entail and when they should be done.
Project Phase or Milestone | Estimated Start Date | Estimated End Date | Associated OCM Requirement(s) |
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e.g. Planning | e.g. Already in progress | e.g. July | e.g. Impact Assessment |
e.g. Requirements & Design | e.g. August | e.g. October | e.g. Stakeholder Engagement & Transition Planning |
Info-Tech Insight
Proactive change management is easier to execute and infinitely more effective than managing change reactively. A reactive approach to OCM is bound to fail. The better equipped the PMO is to plan OCM activities in advance of projects, the more effective those OCM efforts will be.
The PMO leader will need to delegate responsibility for many to all of these OCM activities throughout the project lifecycle.
Compile a list of PMO staff, project workers, and other stakeholders who will likely be required to support these processes at each step, keeping in mind that we will be doing a more thorough consideration of the resources required to support an OCM program in Phase 3.
OCM Activity | Resources Available to Support |
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Impact Assessment | |
Stakeholder Engagement | |
Transition Planning | |
Training | |
Communications | |
Evaluation and Monitoring |
Info-Tech Insight
OCM processes require a diverse network to support them.
While we advocate an approach to org change that is centralized through the PMO, this doesn’t change the fact that the PMO’s OCM processes will need to engage the entirety of the project eco-system.
In addition to IT/PMO directors, org change processes will engage a group as varied as project sponsors, project managers, business analysts, communications leads, and HR/training leads.
Ensure that you are considering resources and infrastructure beyond IT as you plan your OCM processes – and engage these stakeholders early in this planning process.
In many cases, the core team only has one or two people responsible for impact analysis and plan development in addition to you, the sponsor, who is accountable for leadership and benefits realization.
For larger initiatives, the core team might include several co-sponsors or advisors from different departments or lines of business, along with a handful of staff working together on analysis and planning.
Some team structure templates/examples:
Small (e.g. Office 365)
Medium-Large (e.g. business process initiative)
Complex Transformational (e.g. business model initiative, company reorg)
In keeping with the eclectic network of stakeholders that is required to support OCM processes, Phase 2 is broken up into sections that will, by turn, engage project sponsors, project managers, business analysts, communications leads, and HR/training leads.
At each step, our intention is to arm the PMO with a toolkit and a set of processes that will help foster a project culture that is proactive about change.
"It is amazing what you can accomplish if you do not care who gets the credit." – Harry Truman
Project Step | PMO | Sponsor | Project Manager | Business Analyst | Blueprint Reference |
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Make a high-level case for change. |
A |
R | R/C | C | 1.1 |
Initiate project/change planning. | A | C | R | C | 1.2 |
Analyze full breadth and depth of impact. | A | C | R | R | 1.3 |
Assess communications and training requirements. | A | C | R | R | 2.1 |
Develop communications, training, and other transition plans. | A | R | C | R | 2.2-3 |
Approve and communicate transition plans. | A | C | R | C | 2.4 |
Analyze impact and progress. | A | C | R | R | 3.1 |
Revise project/change planning. | A | C | R | C | 3.2 |
Highlight and leverage successes. | A | R | C | C | 3.3 |
Use Info-Tech’s Transition Team Communications Template to help communicate the outcomes of this step.
Download Info-Tech’s Transition Team Communications Template.
"Managers and user communities need to feel like they are a part of a project instead of feeling like the project is happening to them. It isn't just a matter of sending a few emails or putting up a page on a project website." – Ross Latham
Industry Natural Resources
Source Interview
"The hard systems – they’re easy. It’s the soft systems that are challenging... Be hard on the process. Be easy on the people." – Business Analyst, natural resources company
Take Info-Tech’s OCM capabilities questionnaire and receive custom analyst recommendations concerning next steps.
Work with a seasoned analyst to assess your PMO’s strengths, weaknesses, opportunities, and threats to becoming an org change leader.
Work with an analyst to clarify how the success of this initiative will be measured and what conditions are necessary for success.
Receive custom analyst insights on rightsizing your OCM planning efforts based on project size, timeline, and resource availability.
Harness analyst experience to develop a project-specific timeline for the PMO’s change management activities to better plan your efforts and resources.
Call 1-888-670-8889 or email GuidedImplementations@InfoTech.com for more information.
Complete these steps on your own, or call us to complete a guided implementation. A guided implementation is a series of 2-3 advisory calls that help you execute each phase of a project. They are included in most advisory memberships.
Proposed Time to Completion (in weeks): 1 week
Discuss these issues with an analyst:
Then complete these activities…
With these tools & templates:
Work with an analyst to:
Then complete these activities…
With these tools & templates:
Org Change Step #1: Make the case for change during the request phase
Initiation→Planning→Execution→Monitoring & Controlling→Closing
Even before project planning and initiation begin, sponsors and requestors have org change responsibilities around communicating the need for a change and demonstrating their commitment to that change.
In this step, we will look at the OCM considerations that need to be factored in during project ideation.
The slides ahead will cover what the PMO can do to help foster these considerations among project sponsors and requestors.
While this project may already be in the planning phase, the activities in the slides ahead will help lay a solid OCM foundation as you move ahead into the impact assessment and stakeholder engagement steps in this phase.
Strongly recommended: include the sponsor for your pilot OCM project in many of the following activities (see individual activity slides for direction).
Info-Tech Insight
Make active sponsorship a criteria when scoring new requests.
Projects with active sponsors are far more likely to succeed than those where the sponsor cannot be identified or where she/he is unable or unwilling to champion the initiative throughout the organization.
Consider the engagement level of sponsors when prioritizing new requests. Without this support, the likelihood of a change initiative succeeding is far diminished.
Somewhere along the way a stereotype arose of the project sponsor as a disengaged executive who dreams up a project idea and – regardless of that idea’s feasibility or merit – secures funding, pats themselves on the back, and does not materialize again until the project is over to pat themselves on the back again.
Indeed, it’s exaggerated, based partly on the fact that sponsors are almost always extremely busy individuals, with very demanding day jobs on top of their responsibilities as sponsors. The stereotype doesn’t capture the very real day-to-day project-level responsibilities of project sponsors.
Leading change management institute, Prosci, has developed a checklist of 10 identifiable traits and responsibilities that PMO leaders and project managers should help to foster among project sponsors. As Prosci states, the checklist “can be used as an audit tool to see if you are utilizing best practices in how you engage senior leaders on your change initiatives.”
Are your sponsors:
Many change initiatives require significant investments of political capital to garner approval, funding, and involvement from key executives. This process can take months or even years before the project is staffed and implementation begins.
Executive/Stakeholder | Degree of Support | Ability to Influence | Potential Contribution/Engagement Strategy |
---|---|---|---|
Board of Directors | Med | High | |
CEO | |||
CFO | |||
CIO | |||
CxO |
“The stakes of having poorly engaged executive sponsors are high, as are the consequences and costs. PMI research into executive sponsorship shows that one in three unsuccessful projects fail to meet goals due to poorly engaged executive sponsors.”
– PMI, 2014
Build desire for change.
The project sponsor is accountable for defining the high-level scope and benefits of the project. The PMO needs to work with the sponsor during the ideation phase to help establish the need for the proposed change.
Use the table below to begin developing a compelling vision and story of change. If you have not already defined high-level goals and deliverables for your project, download Info-Tech’s Light Project Request Form (a Detailed Project Request Form is also available).
Why is there a need to change? | |
---|---|
How will change benefit the organization? | |
How did we determine this is the right change? | |
What would happen if we didn’t change? | |
How will we measure success? |
See Info-Tech’s Optimize Project Intake, Approval, and Prioritization blueprint for more detailed advice on working with requestors to define requirements and business value of new requests.
Crucial facts, data, and figures are made more digestible, memorable, and actionable when they are conveyed through a compelling storyline.
While you certainly need high-level scope elements and a rigorous cost-benefit analysis in your business case, projects that require organizational change also need a compelling story or vision to influence groups of stakeholders.
As the PMO works with sponsors to identify and document the goals and benefits of change, begin to sketch a narrative that will be compelling to the organization’s varied audiences.
Structuring an effective project narrative:
Research shows (Research and impacts cited in Torben Rick’s “Change Management Require[s] a Compelling Story,” 2014) that when managers and employees are asked about what most inspires them in their work, their responses are evenly split across five forms of impact:
"Storytelling enables the individuals in an organization to see themselves and the organization in a different light, and accordingly take decisions and change their behavior in accordance with these new perceptions, insights, and identities." – Steve Denning
Info-Tech Insight
A micro-to-macro change narrative. A compelling org change story needs to address all five of these impacts in order to optimally engage employees in change. In crafting a narrative that covers both the micro and macro levels, you will be laying a solid foundation for adoption throughout the organization.
Using a whiteboard to capture the discussion, address the 5 levels of change impact covered on the previous slide.
Whatever story you develop to communicate the goals and the benefits of the change, ultimately it should be the sponsor who communicates this message to the organization at large.
Given the competing demands that senior leaders face, the PMO still has a pivotal role to play in helping to plan and facilitate these communications.
The PMO should help sponsors by providing insights to shape change messaging (refer to the characteristics outlined in the table below for assistance) and by developing a sponsorship action plan (Activity 2.1.4).
Tips for communicating a change story effectively: | |
---|---|
Identify and appeal to the audience’s unique frames of reference. | e.g. “Most of you remember when we…” |
Include concrete, vivid details to help visualize change. | e.g. “In the future, when a sales rep visits a customer in Wisconsin, they’ll be able to process a $100,000 order in seconds instead of hours.” |
Connect the past, present, and future with at least one continuous theme. | e.g. “These new capabilities reaffirm our long-standing commitment to customers, as well as our philosophy of continuously finding ways to be more responsive to their needs.” |
“[T]he sponsor is the preferred sender of messages related to the business reasons and organizational implications for a particular initiative; therefore, effective sponsorship is crucial in building an awareness of the need for change.
Sponsorship is also critical in building the desire to participate and support the change with each employee and in reinforcing the change.”
– Prosci
Use the below dimensions to gauge your organization’s appetite for change. Analyzing this will help determine the form and force of communications.
In the next slide, we will base aspects of your sponsorship action plan on whether an organization’s indicator is “high” or “low” across these three dimensions.
Three key dimensions determine the appetite for cultural change (Dimensions taken from Joanna Malgorzata Michalak’s “Cultural Catalysts and Barriers of Organizational Change Management: a Preliminary Overview,” 2010):
Power Distance | Refers to the acceptance that power is distributed unequally throughout the organization. Organizations with a high power distance indicator show that the unequal power distribution is accepted by the less powerful employees. |
---|---|
Individualism | Organizations that score high in individualism have employees who are more independent; those who score low in individualism fall into the collectivism side where employees are strongly tied to one another or their groups. |
Uncertainty Avoidance | Describes the level of acceptance that an organization has towards uncertainty. Those who score high in this area find that their employees do not favor “uncertain” situations, while those that score low in this area find that their employees are comfortable with change and uncertainty. |
"Societies with a high indicator of power distance, individualism, and uncertainty avoidance create vital inertial forces against transformation." – Michalak
Group | Activity | Est. Weekly Effort | Comments/Frequency |
---|---|---|---|
Project Team | Ad hoc check-in on progress | 30 mins | Try to be visible at least once a week |
Attend status meetings | 30 mins | Every second Tuesday, 9 am | |
Senior Managers | Touch base informally | 45 mins | Aim for bi-weekly, one-on-one touchpoints |
Lead steering committee meetings | 60 mins | First Thursday of the month, 3 pm | |
End Users | Organization-wide emails | Ad hoc, 20 mins | As required, with PMO assistance |
"To manage change is to tell people what to do... but to lead change is to show people how to be." – Weick & Quinn
Use Info-Tech’s Transition Team Communications Template to help communicate the outcomes of this step.
The following activities should be recorded in the template:
Activity 2.1.2
In addition, the outcome of Activity 2.1.4, the “Sponsorship Action Plan,” should be converted to a format such as Word and provided to the project sponsor.
Download Info-Tech’s Transition Team Communications Template.
"In most work situations, the meaning of a change is likely to be as important, if not more so, than the change itself."
– Roethlisberger (cited in Burke)
In the previous step, we established a process and some accountabilities to help the PMO and project sponsors make the case for change during the ideation and initiation phase of a project.
In this step, we will help with the project planning phase by establishing a process for analyzing how the change will impact various dimensions of the business and how to manage these impacts to best ensure stakeholder adoption.
Brace for Impact…
A thorough analysis of change impacts will help the PMO:
In the absence of an assigned change manager, organizational change impact assessments are typically performed by a business analyst or the project manager assigned to the change initiative.
Sample RACI for this activity. Define these accountabilities for your organization before proceeding with this step.
Project Sponsor | PMO | PM or BA | |
---|---|---|---|
Survey impact dimensions | I | A | R |
Analyze impacts across multiple stakeholder groups | I | A | R |
Assess required OCM rigor | I | A/R | C |
Manage individual impacts | I | A | R |
Info-Tech Insight
Bring perspective to an imperfect view.
No individual has a comprehensive view of the potential impact of change.
Impact assessment and analysis is most effective when multiple viewpoints are coordinated using a well-defined list of considerations that cover a wide breadth of dimensions.
Revisit and refine the impact analysis throughout planning and execution, as challenges to adoption become more clear.
Info-Tech’s Organizational Change Management Impact Analysis Tool helps to document the change impact across multiple dimensions, enabling the PMO to review the analysis with others to ensure that the most important impacts are captured. The tool also helps to effectively monitor each impact throughout project execution.
Download Info-Tech’s Organizational Change Impact Analysis Tool.
Info-Tech Insight
Anticipate the unexpected. Impact analysis is the cornerstone of any OCM strategy. By shining a light on considerations that might have otherwise escaped project planners and decision makers, an impact analysis is an essential component to change management and project success.
The “2. Set Up” tab of the Impact Tool is where you enter project-specific data pertaining to the change initiative.
The inputs on this tab are used to auto-populate fields and drop-downs on subsequent tabs of the analysis.
Document the stakeholders (by individual or group) associated with the project who will be subject to the impacts.
You are allowed up to 15 entries. Try to make this list comprehensive. Missing any key stakeholders will threaten the value of this activity as a whole.
If you find that you have more than 15 individual stakeholders, you can group individuals into stakeholder groups.
Keep in mind...
An impact analysis is not a stakeholder management exercise.
Impact assessments cover:
Stakeholder management covers:
We will cover the latter in the next step.
“As a general principle, project teams should always treat every stakeholder initially as a recipient of change. Every stakeholder management plan should have, as an end goal, to change recipients’ habits or behaviors.”
– PMI, 2015
Use the survey on tab 3 of the Impact Analysis Tool to determine the dimensions of change that are relevant.
The impact analysis is fueled by the thirteen-question survey on tab 3 of the tool.
This survey addresses a comprehensive assortment of change dimensions, ranging from customer-facing considerations, to employee concerns, to resourcing, logistical, and technological questions.
Once you have determined the dimensions that are impacted by the change, you can go on to assess how individual stakeholders and stakeholder groups are affected by the change.
Screenshot of tab “3. Impact Survey,” showing the 13-question survey that drives the impact analysis.
Ideally, the survey should be performed by a group of project stakeholders together. Use the drop-downs in column K to record your responses.
"A new system will impact roles, responsibilities, and how business is conducted within an organization. A clear understanding of the impact of change allows the business to design a plan and address the different levels of changes accordingly. This approach creates user acceptance and buy-in."
– January Paulk, Panorama Consulting
As you assess change impacts, keep in mind that no impact will be felt the same across the organization. Depth of impact can vary depending on the frequency (will the impact be felt daily, weekly, monthly?), the actions necessitated by it (e.g. will it change the way the job is done or is it simply a minor process tweak?), and the anticipated response of the stakeholder (support, resistance, indifference?).
Use the Organizational Change Depth Scale below to help visualize various depths of impact. The deeper the impact, the tougher the job of managing change will be.
Procedural | Behavioral | Interpersonal | Vocational | Cultural |
---|---|---|---|---|
Procedural change involves changes to explicit procedures, rules, policies, processes, etc. | Behavioral change is similar to procedural change, but goes deeper to involve the changing tacit or unconscious habits. | Interpersonal change goes beyond behavioral change to involve changing relationships, teams, locations, reporting structures, and other social interactions. | Vocational change requires acquiring new knowledge and skills, and accepting the loss or decline in the value or relevance of previously acquired knowledge and skills. | Cultural change goes beyond interpersonal and vocational change to involve changing personal values, social norms, and assumptions about the meaning of good vs. bad or right vs. wrong. |
Example: providing sales reps with mobile access to the CRM application to let them update records from the field. | Example: requiring sales reps to use tablets equipped with a custom mobile application for placing orders from the field. | Example: migrating sales reps to work 100% remotely. | Example: migrating technical support staff to field service and sales support roles. | Example: changing the operating model to a more service-based value proposition or focus. |
See the next slide for an accompanying screenshot of a change impact table from tab 4 of the Analysis Tool.
The stakeholder groups entered on the Set Up will auto-populate in column B of each table.
Your “yes” responses from the survey tab will auto-populate in the cells to the right of the “Change Impact” cells.
Use the drop-downs in this column to select how often the impact will be felt for each group (e.g. daily, weekly, periodically, one time, or never).
“Actions” include “change to core job duties,” “change to how time is spent,” “confirm awareness of change,” etc.
Use the drop-downs to hypothesize what the stakeholder response might be. For now, for the purpose of the impact analysis, a guess is fine. We will come back to build a communications plan based on actual responses in Phase 3 of this blueprint.
Based upon your assessment of each individual impact, the Analysis Tool will provide you with an “Overall Impact Rating” in tab 5.
Projects in the red should have maximum change governance, applying a full suite of OCM tools and templates, as well as revisiting the impact analysis exercise regularly to help monitor progress.
Increased communication and training efforts, as well as cross-functional partnerships, will also be key for success.
Projects in the yellow also require a high level of change governance. Follow the steps and activities in this blueprint closely, paying close attention to the stakeholder engagement activities in the next step to help sway resistors and leverage change champions.
In order to free up resources for those OCM initiatives that require more discipline, projects in green can ease up in their OCM efforts somewhat. With a high likelihood of adoption as is, stakeholder engagement and communication efforts can be minimized somewhat for these projects, so long as the PMO is in regular contact with key stakeholders.
"All change is personal. Each person typically asks: 'What’s in it for me?'" – William T. Craddock
Top-Five Highest Risk Impacts table: This table displays the highest risk impacts based on frequency and action inputs on Tab 4.
Top-Five Most Impacted Stakeholders table: Here you’ll find the stakeholders, ranked again based on frequency and action, who will be most impacted by the proposed changes.
Top Five Supporters table: These are the 5 stakeholders most likely to support changes, based on the Anticipated Response column on Tab 4.
The stakeholder groups entered on the Set Up Tab will auto-populate in column B of each table.
In addition to these outputs, this tab also lists top five change resistors, and has an impact register and list of potential impacts to watch out for (i.e. your “maybe” responses from tab 3).
A proper risk analysis often reveals risks and mitigations that are more important to other people in the organization than those managing the change. Failure to do a risk analysis on other people’s behalf can be viewed as negligence.
In the table below, document the risks related to the assumptions being made about the upcoming change. What are the risks that your assumptions are wrong? Can steps be taken to avoid these risks?
Risk Assumption | Magnitude if Assumption Wrong | Likelihood That Assumption Is Wrong | Mitigation Strategy | Assessment |
---|---|---|---|---|
e.g. Customers will accept shipping fees for overweight items > 10 pounds | Low | High | It's a percentage of our business, and usually accompanies a sharply discounted product. We need to extend discretionary discounting on shipping to supervisory staff to mitigate the risk of lost business. | Re-assess after each quarter. |
"One strategy to minimize the impact is to determine the right implementation pace, which will vary depending on the size of the company and the complexity of the project" – Chirantan Basu
Use the table below to brainstorm the business opportunities arising from your change initiative. Consider if the PMO can take steps to help improve the outcomes either through supporting the project execution or through providing support to the business.
Opportunity Assumption | Potential Value | Likelihood That Assumption Is Wrong | Leverage Strategy | Assessment |
---|---|---|---|---|
e.g. Customer satisfaction can increase as delivery time frames for the remaining custom products radically shrink and services extend greatly. | High | Medium | Reset the expectations of this market segment so that they go from being surprised by good service to expecting it. | Our competitors will not be able to react to this. |
Info-Tech Insight
The bigger the change, the bigger the opportunity. Project and change management has traditionally focused on a defensive posture because organizations so often fail to mitigate risk. Good change managers also watch for opportunities to improve and exploit the outcomes of the change.
Now that you’ve assessed the impacts of the change, and the accompanying risks and opportunities, use the table below to document metrics that can be used to help assess the management of the change.
Metric | Calculation | How to Collect | Who to Report to | Frequency |
---|---|---|---|---|
Price overrides for new shipping costs | It is entered as a line item on invoices, so it can be calculated as % of shipping fees discounted. | Custom report from CRM (already developed). | Project Steering Committee | Project Steering Committee |
If your organization doesn’t have a standard business case document, use one of Info-Tech’s templates. We have two templates to choose from, depending on the size of the project and the amount of rigor required:
Download Info-Tech’s Comprehensive Business Case Template for large, complex projects or our Fast Track Business Case Template for smaller ones.
Work with an analyst to exercise your storytelling muscles, building out a process to help make the case for change throughout the organization.
Utilize analyst experience to help develop a sponsorship action plan to help facilitate more engaged change project sponsors.
Get an analyst perspective on how each impact may affect different stakeholders in order to assist with the project and OCM planning process.
Rightsize your response to change impacts by developing a game plan to mitigate each one according to adoption likelihood.
Work with the analyst to translate the risks and opportunities identified during the impact analysis into points of consideration to help inform and improve the business case for the project.
Call 1-888-670-8889 or email GuidedImplementations@InfoTech.com for more information.
Complete these steps on your own, or call us to complete a guided implementation. A guided implementation is a series of 2-3 advisory calls that help you execute each phase of a project. They are included in most advisory memberships.
Proposed Time to Completion (in weeks): 4 to 6 weeks
Discuss these issues with analyst:
Then complete these activities…
With these tools & templates:
Discuss these issues with analyst:
Then complete these activities…
With these tools & templates:
Discuss these issues with analyst:
Then complete these activities…
With these tools & templates:
Empowerment: Increased worker mobility, effect of millennials in the workforce, and lower average tenure means that people are less tolerant of a hierarchical, command-and-control approach to change.
Noise: Inundation with communications and diversity of channels means the traditional “broadcast” approach to communicating change doesn’t work (i.e. you can’t expect every email to get everyone’s attention).
As a result, disciplines around organizational change tend to be less linear and deliberate than they were in the past.
"People don’t resist change. They resist being changed."
How to manage change in organizations of today and the future:
Accountabilities for change management are still required. While change management needs to adopt more collaborative and organic approaches, org change success still depends on assigning appropriate accountabilities. What’s changed in the move to matrix structure is that accountabilities need to be facilitated more collaboratively.
PMO leaders and IT experts often find themselves asked to help implement or troubleshoot technology-related business projects that are already in flight.
The PMO will end up with perceived or de facto responsibility for inadequate planning, communications, and training around technology-enabled change.
Projects led by the IT PMO tend to be more vulnerable to underestimating the impact on people and processes on the business side.
Make sure you engage stakeholders and representatives (e.g. “power users”) from user populations early enough to refine and validate your impact assessments.
Projects led by people on the business side tend to be more vulnerable to underestimating the implications of technology changes.
Make sure IT is involved early enough to identify and prepare for challenges and opportunities involving integration, user training, etc.
"A major impediment to more successful software development projects is a corporate culture that results in a lack of collaboration because business executives view the IT departments as "order takers," a view disputed by IT leaders."
– David Ramel (cited by Ben Linders)
Stakeholders will not only be highly involved in the process improvement initiative, but they also may be participants, so it’s essential that you get their buy-in for the initiative upfront.
Use Info-Tech’s Stakeholder Engagement Workbook to help plan how stakeholders rate in terms of engagement with the project.
Once you have identified where different stakeholders fall in terms of interests, influence, and support for/engagement with the change initiative, you can structure your communication plan (to be developed in step 3.2) based on where individuals and stakeholder groups fall.
Download Info-Tech’s Stakeholder Engagement Workbook.
The engagement plan is a structured and documented approach for:
Download Info-Tech’s Stakeholder Engagement Workbook.
Refer to your project level assessment from 1.2.2:
Info-Tech Insight
The more transformational the change, the more it will affect the org chart – not just after the implementation, but also through the transition.
Take time early in the project to define the reporting structure for the project/transition team, as well as any teams and roles supporting the transition.
Use the RACI table on the next slide to clarify who will be accountable, responsible, consulted, and informed for key tasks and activities around this change initiative.
Perform a RACI exercise pertaining to your pilot change initiative to clarify who to include in the stakeholder engagement activity.
Don’t reinvent the wheel: revisit the list of stakeholders and stakeholder groups from your impact assessment. The purpose of the RACI is to bring some clarity to project-specific responsibilities.
Tasks | PMO | Project Manager | Sr. Executives | Technology SME | Business Lead | Process Owner | HR | Trainers | Communications |
---|---|---|---|---|---|---|---|---|---|
Meeting project objectives | A | R | A | R | R | ||||
Identifying risks and opportunities | A | R | A | C | C | C | C | I | I |
Building the action plan | A | R | C | R | R | R | R | R | R |
Planning and delivering communications | A | R | C | C | C | C | C | R | A |
Planning and delivering training | A | R | C | C | C | C | R | A | C |
Gathering and analyzing feedback and KPIs | A | R | C | C | C | C | C | R | R |
Copy the results of this RACI exercise into tab 1 of the Stakeholder Engagement Workbook. In addition, it can be used to inform the designated RACI section in the Transition Plan Template. Revise the RACI Table there as needed.
Define key stakeholders (or stakeholder groups) who are affected by the project or are in positions to enable or block change.
In tab three of the Stakeholder Engagement Workbook, compile the list of stakeholders who are touched by the change and whose adoption of the change will be key to project success.
To save time, you can copy and paste your stakeholder list from the Set Up tab of the Organizational Change Management Impact Analysis Tool into the table below and edit the list as needed.
Formal stakeholder analysis should be:
Info-Tech Insight
Resistance is, in many cases, avoidable. Resistance is commonly provided by people who are upset about not being involved in the communication. Missed opportunities are the same: they usually could have been avoided easily had somebody known in time. Use the steps ahead as an opportunity to ensure no one has been missed.
Use tab 4 of the Stakeholder Engagement Workbook to systematically assess each stakeholder's influence, interest, and potential contribution to the project as well as to develop plans for engaging each stakeholder or stakeholder group.
Use the drop-downs to select stakeholders and stakeholder groups. These will automatically populate based on your inputs in tab 3.
Rate each stakeholder on a scale of 1 to 10 in terms of her/his influence in the organization. Not only do these rankings feed the stakeholder map that gets generated on the next slide, but they will help you identify change champions and resistors with influence.
Similar to the ranking under “Influence,” rate the “Interest” and “Potential Contribution” to help identify stakeholder engagement.
Document how you will engage each stakeholder and stakeholder group and document how soon you should communicate with them concerning the change. See the following slides for advice on eliciting change input.
Use the elicitation methods on the following slides to engage stakeholders and gather change requirements.
Method | Description | Assessment and Best Practices | Stakeholder Effort | BA/PMO Effort |
---|---|---|---|---|
Casual Observation | The process of observing stakeholders performing tasks where the stakeholders are unaware they are being observed. | Capture true behavior through observation of stakeholders performing tasks without informing them that they are being observed. This information can be valuable for mapping business process; however, it is difficult to isolate the core business activities from unnecessary actions. | Low | Medium |
Formal Observation | The process of observing stakeholders performing tasks where the stakeholders are aware they are being observed. | Formal observation allows business analysts to isolate and study the core activities in a business process because the stakeholder is aware they are being observed. Stakeholders may become distrusting of the business analyst and modify their behavior if they feel their job responsibilities or job security are at risk. | Low | Medium |
Info-Tech Insight
Observing stakeholders does not uncover any information about the target state. Be sure to use contextual observation in conjunction with other techniques to discover the target state.
Method | Description | Assessment and Best Practices | Stakeholder Effort | BA/PMO Effort |
---|---|---|---|---|
Closed-Response Survey | A survey that has fixed responses for each answer. A Likert-scale (or similar measures) can be used to have respondents evaluate and prioritize possible requirements. | Closed-response surveys can be sent to large groups and used to quickly gauge user interest in different functional areas. They are easy for users to fill out and don’t require a high investment of time. However, their main deficit is that they are likely to miss novel requirements that are not listed. As such, closed-response surveys are best used after initial elicitation or brainstorming to validate feature groups. | Low | Medium |
Open-Response Survey | A survey that has open-ended response fields. Questions are fixed, but respondents are free to populate the field in their own words. Open-response surveys take longer to fill out than closed, but can garner deeper insights. | Open-response surveys are a useful supplement (and occasionally a replacement) for group elicitation techniques, like focus groups, when you need to receive an initial list of requirements from a broad cross-section of stakeholders. Their primary shortcoming is the analyst can’t immediately follow up on interesting points. However, they are particularly useful for reaching stakeholders who are unavailable for individual one-on-ones or group meetings. | Medium | Medium |
Info-Tech Insight
Surveys can be useful mechanisms for initial drafting of raw requirements (open response) and gauging user interest in proposed requirements or feature sets (closed response). However, they should not be the sole focus of your elicitation program due to lack of interactivity and two-way dialogue with the business analyst.
Method | Description | Assessment and Best Practices | Stakeholder Effort | BA/PMO Effort |
---|---|---|---|---|
Structured One-on-One Interview |
In a structured one-on-one interview, the business analyst has a fixed list of questions to ask the stakeholder and follows up where necessary. | Structured interviews provide the opportunity to quickly hone in on areas of concern that were identified during process mapping or group elicitation techniques. They should be employed with purpose – to receive specific stakeholder feedback on proposed requirements or help identify systemic constraints. Generally speaking, they should take 30 minutes or less to complete. | Low | Medium |
Unstructured One-on-One Interview |
In an unstructured one-on-one interview, the business analyst allows the conversation to flow freely. The BA may have broad themes to touch on, but does not run down a specific question list. | Unstructured interviews are most useful for initial elicitation when brainstorming a draft list of potential requirements is paramount. Unstructured interviews work best with senior stakeholders (sponsors or power users), since they can be time consuming if they’re applied to a large sample size. It’s important for BAs not to stifle open dialogue and allow the participants to speak openly. They should take 60 minutes or less to complete. | Medium | Low |
Info-Tech Insight
Interviews should be used with “high-value targets.” Those who receive one-on-one face time can help generate good requirements, as well as allow effective communication around requirements at a later point (i.e. during the analysis and validation phases).
Method | Description | Assessment and Best Practices | Stakeholder Effort | BA/PMO Effort |
---|---|---|---|---|
Focus Group | Focus groups are sessions held between a small group (typically ten individuals or less) and an experienced facilitator who leads the conversation in a productive direction. | Focus groups are highly effective for initial requirements brainstorming. The best practice is to structure them in a cross-functional manner to ensure multiple viewpoints are represented and the conversation doesn’t become dominated by one particular individual. Facilitators must be wary of “groupthink” in these meetings (the tendency to converge on a single POV). | Medium | Medium |
Info-Tech Insight
Group elicitation techniques are most useful for gathering a wide spectrum of requirements from a broad group of stakeholders. Individual or observational techniques are typically needed for further follow-up and in-depth analysis with critical power users or sponsors.
"Each person has a learning curve. Take the time to assess staff individually as some don’t adjust to change as well as others. Some never will." – CEO, Manufacturing Firm
Review all of these elicitation methods as you go through the workbook as a group. Be sure to document and discuss any other elicitation methods that might be specific to your organization.
Elicitation method | Target stakeholder group(s) | PMO staff responsible for eliciting input | Next update to PMO |
---|---|---|---|
One-on-one structured interview | HR and Sales | Karla Molina | August 1 |
Info-Tech Insight
Engagement paves the way for smoother communications. The “engagement” approach (rather than simply “communication”) turns stakeholders and users into advocates who help boost your message, sustain change, and realize benefits without constant, direct intervention.
Tab 5 of the Workbook provides an output – a stakeholder map – based on your inputs in the previous tab. Use the stakeholder map to inform your communications requirements considerations in the next tab of the workbook as well as your transition plan in the next step.
This is a screenshot of the “Stakeholder Analysis” from tab 5 of the Workbook. The four quadrants of the map are:
Top Quadrants: Supporters
Bottom Quadrant: Blockers
Use the Communications Requirements tab in the Stakeholder Engagement Workbook.
Do this as a 1–2 hour project team planning session.
The table will automatically generate a list of stakeholders based on your stakeholder analysis.
Update the assumptions that you made about the impact of the change in the Impact Analysis with results of stakeholder engagement and elicitation activities.
Use the table on this tab to refine these assumptions as needed before solidifying your communications plan.
Define the action required from each stakeholder or stakeholder group (if any) for change to be successful.
Continually refine messages and methods for communicating with each stakeholder and stakeholder group.
Note words that work well and words that don’t. For example, some buzzwords might have negative connotations from previous failed initiatives.
Designate who is responsible for developing and honing the communications plan (see details in the following section on developing the transition plan).
After completing this section you will have a realistic, effective, and adaptable transition plan that includes:
These activities will enable you to:
"Everyone loves change: take what you know and replace it with a promise. Then overlay that promise with the memory of accumulated missed efforts, half-baked attempts, and roads of abandoned promises."
Once the stakeholder engagement step has been completed, the PMO needs to facilitate the involvement of the transition team to help carry out transition planning and communications strategies.
You should have already sketched out a core transition team in step 1.2.6 of this blueprint. As with all org change activities, ensuring that individuals are made accountable for the execution of the following activities will be key for the long-term success of your change initiative.
Refer to the team structure examples from Activity 1.2.6 of this blueprint if you are still finalizing your transition team.
Download Info-Tech’s Transition Plan Template to help capture and record the outcomes of the activities in this step.
By now the project sponsor, project manager, and business analysts (or equivalent) should have defined project timelines, requirements, and other key details. Use these to start your communications planning process.
If your members of the transition team are also part of the core project team, meet with them to elicit the project timeline and requirements.
Project Milestone | Milestone Time Frame | Communications Activities | Activity Timing | Notes |
---|---|---|---|---|
Business Case Approval |
|
|||
Pilot Go-Live |
|
|||
Full Rollout Approval |
|
|||
Full Rollout |
|
|||
Benefits Assessment |
|
Info-Tech Insight
Communicate, communicate, communicate.
Staff are 34% more likely to adapt to change quickly during the implementation and adoption phases when they are provided with a timeline of impending changes specific to their department. (Source: McLean & Company)
OCM experts use terms like “Valley of Despair” to describe temporary drops in support and morale that inevitably occur with any significant change. Don’t let these temporary drops derail your change efforts.
Anticipate setbacks and make sure the project plan accommodates the time and energy required to sustain and reinforce the initiative as people move through stages of resistance.
Based on Don Kelley and Daryl Conner’s Emotional Cycle of Change.
Identify critical points in the change curve:
Leveraging the stakeholder analyses you’ve already performed in steps 2.2 and 3.1, customize your communications strategy for the individual stakeholder groups.
Think about where each of the groups falls within the Organizational Change Depth Scale (below) to determine the type of communications approach required. Don’t forget: the deeper the change, the tougher the job of managing change will be.
Procedural | Behavioral | Interpersonal | Vocational | Cultural |
---|---|---|---|---|
Position
|
Incentivize
|
Empathize
|
Educate
|
Inspire
|
Depth Levels | Stakeholder Groups | Tactics |
---|---|---|
Procedural | Position: Provide explanation of what exactly has changed and specific procedural instructions of what exactly people must do differently to ensure they remember to make adjustments as effortlessly as possible. | |
Behavioral | Incentivize: Break old habits and establish new ones by adjusting the context of formal and informal incentives (including objective rewards, contextual nudges, cues, and informal recognition). | |
Interpersonal | Empathize: Offer genuine recognition and support for disruptions of personal networks (a significant source of personal well-being) that may result from changing work relationships. Show how leadership shares the burden of such sacrifices. | |
Vocational | Educate: Provide a range of learning options (formal and self-directed) to provide the knowledge and skills people need to learn and succeed in changed roles. | |
Cultural | Inspire: Frame incentives in a vocabulary that reflects any shift in what types of things are seen as “good” or “normal” in the organization. |
Straightforward → Complex
When managing interpersonal, vocational, or cultural changes, you will be required to incorporate more inspirational messaging and gestures of empathy than you typically might in a business communication.
Communications that require an appeal to people’s emotions can be, of course, very powerful, but they are difficult to craft. As a result, oftentimes messages that are meant to inspire do the exact opposite, coming across as farfetched or meaningless platitudes, rather than evocative and actionable calls to change.
Refer to the tactics below for assistance when crafting more complex change communications that require an appeal to people’s emotions and imaginations.
"Instead of resisting any emotion, the best way to dispel it is to enter it fully, embrace it and see through your resistance."
Build upon the more high-level change story that you developed in step 1.1 by giving more specificity to the change for specific stakeholder groups.
Questions to address in your communication strategy include: How will the change benefit the organization and its people? How have we confirmed there is a need for change? What would happen if we didn’t change? How will the change leverage existing strengths – what will stay the same? How will we know when we get to the desired state?
Remember these guidelines to help your messages resonate:
Info-Tech Insight
Change thy language, change thyself.
Jargon, acronyms, and technical terms represent deeply entrenched cultural habits and assumptions.
Continuing to use jargon or acronyms after a transition tends to drag people back to old ways of thinking and working.
You don’t need to invent a new batch of buzzwords for every change (nor should you), but every change is an opportunity to listen for words and phrases that have lost their meaning through overuse and abuse.
If there are multiple messages or impacts that need to be communicated to a single group or audience, you may need to do multiple Message Canvases per group. Refer back to your Stakeholder Engagement Workbook to help inform the stakeholder groups and messages that this activity should address.
Go to tab 6 of the Organizational Change Impact Analysis Toolfor multiple message canvas template boxes that you can use. These messages can then help inform your communication plan on tab 7 of that tool.
Review your options for communicating your change. This slide covers traditional methods of communication, while the following slides cover some options for multimedia mass-communications.
Method | Best Practices |
---|---|
Email announcements are necessary for every organizational change initiative but are never sufficient. Treat email as a formalizing medium, not a medium of effective communication when organizational change is concerned. Use email to invite people to in-person meetings, make announcements across teams and geographical areas at the same time, and share formal details. | |
Team Meeting | Team meetings help sell change. Body language and other in-person cues are invaluable when trying to influence people. Team meetings also provide an opportunity to gauge a group’s response to an announcement and gives the audience an opportunity to ask questions and get clarification. |
One-on-One | One-on-ones are more effective than team meetings in their power to influence and gauge individual responses, but aren’t feasible for large numbers of stakeholders. Use one-on-ones selectively: identify key stakeholders and influencers who are most able to either advocate change on your behalf or provide feedback (or both). |
Internal Site / Repository | Internal sites and repositories help sustain change by making knowledge available after the implementation. People don’t retain information very well when it isn’t relevant to them. Much of their training will be forgotten if they don’t apply that knowledge for several weeks or months. Use internal sites and repositories for how-to guides and standard operating procedures. |
Method | Best Practices |
---|---|
User Interfaces | User interface (UI) design is overlooked as a communication method. Often a simple UI refinement with the clearer prompts or warnings is more effective and efficient than additional training and repeated email reminders. |
Social Media | Social media is widely and deeply embraced by people publicly, and is increasingly useful within organizations. Look for ways to leverage existing internal social tools. Avoid trying to introduce new social channels to communicate change unless social transformation is within the scope of the core project’s goals; the social tool itself might become as much of an organizational change management challenge as the original project. |
Posters & Marketing Collateral | Posters and other marketing collateral are common communication tools in retail and hospitality industries that change managers in other industries often don’t think of. Making key messages a vivid, visual part of people’s everyday environment is a very effective way to communicate. On the down side, marketing collateral requires professional design skills and can be costly to create. Professional copywriting is also advisable to ensure your message resonates. |
Video | Videos are well worth the cost to produce when the change is transformational in nature, as in cultural changes. Videos are useful for both communicating the vision and as part of the training plan. |
This is a screenshot from the “Stakeholder/Audience” section of Info-Tech’s Transition Plan Template. Use the template to document your communication strategy for each audience and your delivery plan.
"The role of project communication is to inspire, instigate, inform or educate and ultimately lead to a desired action. Project communication is not a well presented collection of words; rather it is something that propels a series of actions."
Info-Tech Insight
Repetition is crucial. People need to be exposed to a message 7 times before it sticks. Using a variety of delivery formats helps ensure people will notice and remember key messages. Mix things up to keep employees engaged and looking forward to the next update.
"While creating and administering a survey represent(s) additional time and cost to the project, there are a number of benefits to be considered: 1) Collecting this information forces regular and systematic review of the project as it is perceived by the impacted organizations, 2) As the survey is used from project to project it can be improved and reused, 3) The survey can quickly collect feedback from a large part of the organization, increasing the visibility of the project and reducing unanticipated or unwelcome reactions."
Use the survey and questionnaire templates on the following two slides for assistance in eliciting feedback. Record the evaluation and feedback gathering process in the Transition Plan Template.
Use email to distribute a questionnaire (such as the example below) to project stakeholders to elicit feedback.
In addition to receiving invaluable opinions from key stakeholders and the frontline workers, utilizing questionnaires will also help involve employees in the change, making them feel more engaged and part of the change process.
Interviewee | Date | ||
---|---|---|---|
Stakeholder Group | Interviewer | ||
Question | Response | Notes | |
How do you think this change will affect you? | |||
How do you think this change will affect the organization? | |||
How long do you expect the change to take? | |||
What do you think might cause the project/change to fail? | |||
What do you think are the most critical success factors? |
Similar to a questionnaire, a survey is a great way to assess the lay of the land in terms of your org change efforts and the likelihood of adoption.
Using a free online survey tool like Survey Monkey, Typeform, or Google Forms, surveys are quick and easy to generate and deploy. Use the below example as a template to build from.
Use survey and questionnaire feedback as an occasion to revisit the Impact Analysis Tool and reassess the impacts and roadblocks based on hard feedback.
1=Strongly Disagree, 2=Disagree, 3=Somewhat Disagree, 4=Somewhat Agree, 5=Agree, 6=Strongly Agree
1=Very Negative, 2=Negative, 3=Somewhat Negative, 4=Somewhat Positive, 5=Positive, 6=Very Positive
The slides that follow walk you through activities to assess the different “faces of change” around your OCM initiative and to perform an objections handling exercise.
Assessing people’s emotional responses to the change will enable the PMO and transition team to:
Carol Beatty’s distinction between “easy work,” “hard work,” and “tough work” can be revealing in terms of the high failure rate on many change initiatives. (“The Tough Work of Managing Change.” Queen’s University IRC. 2015.)
That is what makes organizational change “tough,” as opposed to merely hard. Managing change requires mental and emotional toughness to deal with uncertainty, ambiguity, and conflict.
Use the table below to document where different stakeholders and stakeholder groups fall within the spectrum.
Response | Symptoms | Examples |
---|---|---|
Active Subversion | Publicly or privately disparaging the transition (in some cases privately disparaging while pretending to support); encouraging people to continue doing things the old way or to leave the organization altogether. | Group/Name |
Quiet Resistance | Refusing to adopt change, continuing to do things the old way (including seemingly trivial or symbolic things). Non-participative. | Group/Name |
Vocal Skepticism | Asking questions; questioning the why, what, and how of change, but continuing to show willingness to participate and try new things. | Group/Name |
Neutrality / Uncertainty | Non-vocal participation, perhaps with some negative body language, but continuing to show tacit willingness to try new things. | Group/Name |
Vocal Approval | Publicly and privately signaling buy-in for the change. | Group/Name |
Quiet Support | Actively helping to enable change to succeed without necessarily being a cheerleader or trying to rally others around the transition. | Group/Name |
Active Leadership | Visibly championing the change and helping to rally others around the transition. | Group/Name |
Use the below tactics across the “faces of change” spectrum to help inform the PMO’s responses to sources of objection and resistance and its tactics for leveraging support.
Response | Engagement Strategies and Tactics |
---|---|
Active Subversion | Firmly communicate the boundaries of acceptable response to change: resistance is a natural response to change, but actively encouraging other people to resist change should not be tolerated. Active subversion often indicates the need to find a new role or depart the organization. |
Quiet Resistance | Resistance is a natural response to change. Use the Change Curve to accommodate a moderate degree and period of resistance. Use the OCM Depth Scale to ensure communications strategies address the irrational sources of resistance. |
Vocal Skepticism | Skepticism can be a healthy sign. Skeptics tend to be invested in the organization’s success and can be turned into vocal and active supporters if they feel their questions and concerns have been heard and addressed. |
Neutrality / Uncertainty | Most fence-sitters will approve and support change when they start to see concrete benefits and successes, but are equally likely to become skeptics and resisters when they see signs of failure or a critical mass of skepticism, resistance, or simply ambivalence. |
Vocal Approval | Make sure that espoused approval for change isn’t masking resistance or subversion. Engage vocal supporters to convert them into active enablers or champions of change. |
Quiet Support | Engage quiet supporters to participate where their skills or social and political capital might help enable change across the organization. This could either be formal or informal, as too much formal engagement can invite minor disagreements and slow down change. |
Active Leadership | Engage some of the active cheerleaders and champions of change to help deliver communications (and in some cases training) to their respective groups or teams. |
What If... | Do This: | To avoid: |
---|---|---|
You aren’t on board with the change? | Fake it to your staff, then communicate with your superiors to gather the information you need to buy in to the change. | Starting the change process off on the wrong foot. If your staff believe that you don’t buy in to the change, but you are asking them to do so, they are not going to commit to it. |
When you introduce the change, a saboteur throws a tantrum? | If the employee storms out, let them. If they raise uninformed objections in the meeting that are interrupting your introduction, ask them to leave and meet with them privately later on. Schedule an ad hoc one-on-one meeting. | A debate at the announcement. It’s an introduction to the change and questions are good, but it’s not the time for debate. Leave this for the team meetings, focus groups, and one-on-ones when all staff have digested the information. |
Your staff don’t trust you? | Don’t make the announcement. Find an Enthusiast or another manager that you trust to make the announcement. | Your staff blocking any information you give them or immediately rejecting anything you ask of them. Even if you are telling the absolute truth, if your staff don’t trust you, they won’t believe anything you say. |
An experienced skeptic has seen this tried before and states it won’t work? | Leverage their experience after highlighting how the situation and current environment is different. Ask the employee what went wrong before. | Reinventing a process that didn’t work in the past and frustrating a very valuable segment of your staff. Don’t miss out on the wealth of information this Skeptic has to offer. |
Use the Objections Handling Template on the next slide to brainstorm specific objections and forms of resistance and to strategize about the more effective responses and mitigation strategies.
Copy these objections and responses into the designated section of the Transition Plan Template. Continue to revise objections and responses there if needed.
Objection | Source of Objection | PMO Response |
---|---|---|
We tried this two years ago. | Vocal skepticism | Enabling processes and technologies needed time to mature. We now have the right process discipline, technologies, and skills in place to support the system. In addition, a dedicated role has been created to oversee all aspects of the system during and after implementation. |
Why aren’t we using [another solution]? | Uncertainty | We spent 12 months evaluating, testing, and piloting solutions before selecting [this solution]. A comprehensive report on the selection process is available on the project’s internal site [here]. |
Info-Tech Insight
There is insight in resistance. The individuals best positioned to provide insight and influence change positively are also best positioned to create resistance. These people should be engaged throughout the implementation process. Their insights will very likely identify risks, barriers, and opportunities that need to be addressed.
Highlighting quick wins or “bright spots” helps you go from communicating change to more persuasively demonstrating change.
Specifically, quick wins help:
Take the time to assess and plan quick wins as early as possible in the planning process. You can revisit the impact assessment for assistance in identifying potential quick wins; more so, work with the project team and other stakeholders to help identify quick wins as they emerge throughout the planning and execution phases.
Make sure you highlight bright spots as part of the larger story and vision around change. The purpose is to continue to build or sustain momentum and morale through the transition.
"The quick win does not have to be profound or have a long-term impact on your organization, but needs to be something that many stakeholders agree is a good thing… You can often identify quick wins by simply asking stakeholders if they have any quick-win recommendations that could result in immediate benefits to the organization."
Info-Tech Insight
Stay positive. Our natural tendency is to look for what’s not working and try to fix it. While it’s important to address negatives, it’s equally important to highlight positives to keep people committed and motivated around change.
Upon completion of the activities in this step, the PMO Director is responsible for ensuring that outcomes have been documented and recorded in the Transition Plan Template. Activities to be recorded include:
Going forward, successful change will require that many responsibilities be delegated beyond the PMO and core transition team.
Download Info-Tech’s Transition Plan Template.
"Whenever you let up before the job is done, critical momentum can be lost and regression may follow." – John Kotter, Leading Change
The PMO’s OCM approach should leverage organizational design and development capabilities already in place.
Recommendations in this section are meant to help the PMO and transition team understand HR and training plan activities in the context of the overall transition process.
Where organizational design and development capabilities are low, the following steps will help you do just enough planning around HR, and training and development to enable the specific change.
In some cases the need for improved OCM will reveal the need for improved organizational design and development capabilities.
This section will walk you through the basic steps of developing HR, training, and development plans to support and enable the change.
For comprehensive guidance and tools on role, job, and team design, see Info-Tech’s Transform IT Through Strategic Organizational Design blueprint.
Info-Tech Insight
Don’t make training a hurdle to adoption. Training and other disruptions take time and energy away from work. Ineffective training takes credibility away from change leaders and seems to validate the efforts of saboteurs and skeptics. The PMO needs to ensure that training sessions are as focused and useful as possible.
Refer back to Activity 3.2.4. Use the placement of each stakeholder group on the Organizational Change Depth Scale (below) to determine the type of HR and training approach required. Don’t impose training rigor where it isn’t required.
Procedural | Behavioral | Interpersonal | Vocational | Cultural |
---|---|---|---|---|
Simply changing procedures doesn’t generally require HR involvement (unless HR procedures are affected). | Changing behaviors requires breaking old habits and establishing new ones, often using incentives and disincentives. | Changing teams, roles, and locations means changing people’s relationships, which adds disruption to people’s lives and challenges for any change initiative. | Changing people’s roles and responsibilities requires providing ways to acquire knowledge and skills they need to learn and succeed. | Changing values and norms in the organization (i.e. what type of things are seen as “good” or “normal”) requires deep disruption and persistence. |
Typically no HR involvement. | HR consultation recommended to help change incentives, compensation, and training strategies. | HR consultation strongly recommended to help define roles, jobs, and teams. | HR responsibility recommended to develop training and development programs. | HR involvement recommended. |
22%
In a recent survey of 276 large and midsize organizations, eighty-seven percent of survey respondents trained their managers to “manage change,” but only 22% felt the training was truly effective. (Towers Watson)
Revisit the high-level project schedule from steps 1.2.4 and 3.4.1 to create a tentative timeline for HR and training activities.
Revise this timeline throughout the implementation process, and refine the timing and specifics of these activities as you move from the development to the deployment phase.
Project Milestone | Milestone Time Frame | HR/Training Activities | Activity Timing | Notes |
---|---|---|---|---|
Business Case Approval |
|
|||
Pilot Go-Live |
|
|||
Full Rollout Approval |
|
|||
Full Rollout |
|
|||
Benefits Assessment |
|
"The reason it’s going to hurt is you’re going from a state where you knew everything to one where you’re starting over again."
– BA, Natural Resources Company
Use the final tab in the Stakeholder Engagement Workbook, “7. Training Requirements,” to begin fleshing out a training plan for project stakeholders.
The table will automatically generate a list of stakeholders based on your stakeholder analysis.
If your stakeholder list has grown or changed since the stakeholder engagement exercise in step 3.1, update the “Stakeholder List” tab in the tool.
Estimate when training can begin, when training needs to be completed, and the total hours required.
Training too early and too late are both common mistakes. Training too late hurts morale and creates risks. Training too early is often wasted and creates the need for retraining as knowledge and skills are lost without immediate relevance to their work.
Brainstorm or identify potential opportunities to leverage for training (such as using existing resources and combining multiple training programs).
Review the Change Management Impact Analysis to assess skills and knowledge required for each group in order for the change to succeed.
Depending on the type of change being introduced, you may need to have more in-depth conversations with technical advisors, project management staff, and project sponsors concerning gaps and required content.
Ultimately, the training plan will have to be put into action, which will require that the key logistical decisions are made concerning content and training delivery.
“95% of learning leaders from organizations that are very effective at implementing important change initiatives find best practices by partnering with a company or an individual with experience in the type of change, twice as often as ineffective organizations.”
Source: Implementing and Supporting Training for Important Change Initiatives.
Training content should be developed and delivered by people with training experience and expertise, working closely with subject matter experts. In the absence of such individuals, partnering with experienced trainers is a cost that should be considered.
The long-term success of the change is contingent on having the resources to maintain and support the tool, process, or business change being implemented. Otherwise, resourcing shortfalls could threaten the integrity of the new way of doing things post-change, threatening people’s trust and faith in the validity of the change as a whole.
Use the table below to assess and record skills requirements. Refer to the tactics on the next slide for assistance in filling gaps.
Skill Required | Description of Need | Possible Resources | Recommended Next Steps | Timeline |
---|---|---|---|---|
Mobile Dev | Users expect mobile access to services. We need knowledge of various mobile platforms, languages or frameworks, and UX/UI requirements for mobile. |
|
|
Probably Q1 2015 |
DBAs | Currently have only one DBA, which creates a bottleneck. We need some DBA redundancy to mitigate risk of single point of failure. |
|
|
Q3 2014 |
Options: | Benefits: | Drawbacks: |
---|---|---|
Redeploy staff internally |
|
|
Outsource |
|
|
Contract |
|
|
Hire externally |
|
|
Info-Tech Insight
Try more ad hoc training methods to offset uncertain project timelines.
One of the top challenges organizations face around training is getting it timed right, given the changes to schedule and delays that occur on many projects.
One tactic is to take a more ad hoc approach to training, such as making IT staff available in centralized locations after implementation to address staff issues as they come up.
This will not only help eliminate the waste that can come from poorly timed and ineffective training sessions, but it will also help with employee morale, giving individuals a sense that they haven’t been left alone to navigate unfamiliar processes or technologies.
Industry Manufacturing
Source Info-Tech Client
"The cause of slow adoption is often not anger or denial, but a genuine lack of understanding and need for clarification. Avoid snap decisions about a lack of adoption until staff understand the details." – IT Manager
Move away from a command-and-control approach to change by working with the analyst to develop a strategy that engages stakeholders in the change, making them feel like they are a part of it.
Work with the analyst to fine-tune the stakeholder messaging across various stakeholder responses to change.
Utilize analyst experience and perspective in order to develop strategy for effectively evaluating stakeholder feedback early enough that resistance and suggestions can be accommodated with the OCM strategy and project plan.
Utilize analyst experience and perspective in order to develop an objections handling strategy to deal with resistance, objections, and fatigue.
Receive custom analyst insights on rightsizing training content and timing your training sessions effectively.
Call 1-888-670-8889 or email GuidedImplementations@InfoTech.com for more information.
Complete these steps on your own, or call us to complete a guided implementation. A guided implementation is a series of 2-3 advisory calls that help you execute each phase of a project. They are included in most advisory memberships.
Proposed Time to Completion (in weeks): 1 to 2 weeks
Discuss these issues with analyst:
Then complete these activities…
With these tools & templates:
Organizations rarely close the loop on project benefits once a project has been completed.
With all this in mind, in this step we will round out our PMO-driven org change process by defining how the PMO can help to better facilitate the benefits realization process.
This section will walk you through the basic steps of developing a benefits attainment process through the PMO.
For comprehensive guidance and tools, see Info-Tech’s Establish the Benefits Realization Process.
Info-Tech Insight
Two of a kind. OCM, like benefits realization, is often treated as “nice to have” rather than “must do.” These two processes are both critical to real project success; define benefits properly during intake and let OCM take the reigns after the project kicks off.
Benefits realization ensures that the benefits defined in the business case are used to define a project’s expected value, and to facilitate the delivery of this value after the project is closed. The process begins when benefits are first defined in the business case, continues as benefits are managed through project execution, and ends when the loop is closed and the benefits are actually realized after the project is closed.
Benefits Realization | ||
---|---|---|
Define | Manage | Realize |
Initial Request | Project Kick Off | *Solution Is Deployed |
↓ | ↓ | ↓ |
Business Case Approved | Project Execution | Solution Maintenance |
↓ | ↓ | ↓ |
PM Assigned | *Project Close | Solution Decommissioned |
*For the purposes of this step, we will limit our focus to the PMO’s responsibilities for benefits attainment at project close-out and in the project’s aftermath to ensure that responsibilities for tracking business outcomes post-project have been properly defined and resourced.
As the project closes, responsibility for benefits tracking passes from the project team to the project sponsor. In many cases, the PMO will need to function as an intermediary here, soliciting the sponsor’s involvement when the time comes.
The project manager and team will likely move onto another project and the sponsor (in concert with the PMO) will be responsible for measuring and reporting benefits realization.
As benefits realization is measured, results should be collated by the PMO to validate results and help flag lagging benefits.
The PMO should ensure the participation of the project sponsor, the project manager, and any applicable members of the business side and the project team for this step.
Ideally, the CIO and steering committee members should be involved as well. At the very least, they should be informed of the decisions made as soon as possible.
Initiation-Planning-Execution-Monitoring & Controlling-Closing
The post-project phase is the most challenging because the project team and sponsor will likely be busy with other projects and work.
Conducting a post-implementation review for every project will force sponsors and other stakeholders to assess actual benefits realization and identify lagging benefits.
If the project is not achieving its benefits, a remediation plan should be created to attempt to capture these benefits as soon as possible.
Agenda Item | |
---|---|
Assess Benefits Realization |
|
Assess Quality |
|
Discuss Ongoing Issues |
|
Discuss Training |
|
Assess Ongoing Costs |
|
Assess Customer Satisfaction |
|
The realization stage is the most difficult to execute and oversee. The project team will have moved on, and unless someone takes accountability for measuring benefits, progress will not be measured. Use the sample RACI table below to help define roles and responsibilities for post-project benefits attainment.
Process Step | Responsible | Accountable | Consulted | Informed |
---|---|---|---|---|
Track project benefits realization and document progress | Project sponsor | Project sponsor | PMO (can provide tracking tools and guidance), and directors or managers in the affected business unit who will help gather necessary metrics for the sponsor (e.g. report an increase in sales 3 months post-project) | PMO (can collect data and consolidate benefits realization progress across projects) |
Identify lagging benefits and perform root cause analysis | Project sponsor and PMO | Project sponsor and PMO | Affected business unit | CIO, IT steering committee |
Adjust benefits realization plan as needed | Project sponsor | Project sponsor | Project manager, affected business units | Any stakeholders impacted by changes to plan |
Report project success | PMO | PMO | Project sponsor | IT and project steering committees |
Info-Tech Insight
A business accountability: Ultimately, the sponsor must help close this loop on benefits realization. The PMO can provide tracking tools and gather and report on results, but the sponsor must hold stakeholders accountable for actually measuring the success of projects.
While project sponsors should be accountable for measuring actual benefits realization after the project is closed, the PMO can provide monitoring tools and it should collect measurements and compare results across the portfolio.
Steps in a benefits tracking process.
"Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information."
– Peter Drucker
Download Info-Tech’s Portfolio Benefits Tracking Tool to help solidify the process from the previous step.
Simply publishing a set of best practices will not have an impact unless accountability is consistently enforced. Increasing accountability should not be complicated. Focus on publicly recognizing benefit success. As the process matures, you should be able to use benefits as a more frequent input to your budgeting process.
Info-Tech Insight
Don’t forget OCM best practices throughout the benefits tracking process. If benefits are lagging, the PMO should revisit phase 3 of this blueprint to consider how challenges to adoption are negatively impacting benefits attainment.
Get custom insights into how the benefits tracking process should be carried out post-project at your organization to ensure that intended project outcomes are effectively monitored and, in the long run, achieved.
Let our analysts customize a home-grown benefits tracking tool for your organization to ensure that the PMO and project sponsors are able to easily track benefits over time and effectively pivot on lagging benefits.
Call 1-888-670-8889 or email GuidedImplementations@InfoTech.com for more information.
Complete these steps on your own, or call us to complete a guided implementation. A guided implementation is a series of 2-3 advisory calls that help you execute each phase of a project. They are included in most advisory memberships.
Proposed Time to Completion (in weeks): 1 to 2 weeks
Discuss these issues with an analyst:
Then complete these activities…
With these tools & templates:
We return to a question that we started with in the Executive Brief of this blueprint: who is accountable for organizational change?
If nobody has explicit accountability for organizational change on each project, the Officers of the corporation retained it. Find out who is assumed to have this accountability.
Info-Tech Insight
Will the sponsor please stand up?
Project sponsors should be accountable for the results of project changes. Otherwise, people might assume it’s the PMO or project team.
Change Management Capabilities
Progressively build a stable set of core capabilities.
The basic science of human behavior underlying change management is unlikely to change. Effective engagement, communication, and management of uncertainty are valuable capabilities regardless of context and project specifics.
Organizational Context
Regularly update recurring activities and artifacts.
The organization and the environment in which it exists will constantly evolve. Reusing or recycling key artifacts will save time and improve collaboration (by leveraging shared knowledge), but you should plan to update them on at least a quarterly or annual basis.
Future Project Requirements
Approach every project as unique.
One project might involve more technology risk while another might require more careful communications. Make sure you divide your time and effort appropriately for each particular project to make the most out of your change management playbook.
Info-Tech Insight
Continuous Change. Continuous Improvement. Change is an ongoing process. Your approach to managing change should be continually refined to keep up with changes in technology, corporate strategy, and people involved.
1. With your pilot OCM initiative in mind, retrospectively brainstorm lessons learned using the template below. Info-Tech recommends doing this with the transition team. Have people spend 10-15 minutes brainstorming individually or in 2- to 3-person groups, then spend 15-30 minutes presenting and discussing findings collectively.
What worked? | What didn't work? | What was missing? |
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2. Develop recommendations based on the brainstorming and analysis above.
Continue... | Stop... | Start... |
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Perform the Organizational Change Management Capabilities Assessment in the wake of the OCM pilot initiative and lessons learned exercise to assess capabilities’ improvements.
As your OCM processes start to scale out over a range of projects across the organization, revisit the assessment on a quarterly or bi-annual basis to help focus your improvement efforts across the 7 change management categories that drive the survey.
Info-Tech Insight
Continual OCM improvement is a collaborative effort.
The most powerful way to drive continual improvement of your organizational change management practices is to continually share progress, wins, challenges, feedback, and other OCM related concerns with stakeholders. At the end of the day, the PMO’s efforts to become a change leader will all come down to stakeholder perceptions based upon employee morale and benefits realized.
Info-Tech Insight
Avoid creating unnecessary fiefdoms.
Make sure any permanent roles are embedded in the organization (e.g. within the PMO) and have leadership support.
Copy the RACI table from Activity 3.1.1. and repurpose it to help define the roles and responsibilities.
Include this RACI when you formalize your OCM Playbook.
Download Info-Tech’s Organizational Change Management Playbook.
Use the Value tab in the Organizational Change Management Capabilities Assessment to monitor the value and success of OCM.
Measure past performance and create a baseline for future success:
As you scale out an OCM program for all of the organization’s projects based on your pilot initiative, work with the analyst to investigate and define the right accountabilities for ongoing, long-term OCM.
Formalize a programmatic process for organizational change management in Info-Tech’s playbook template.
Develop a Project Portfolio Management Strategy
Optimize Project Intake, Approval, and Prioritization
Develop a Resource Management Strategy for the New Reality
Establish the Benefits Realization Process
Project Portfolio Management Diagnostic Program: The Project Portfolio Management Diagnostic Program is a low effort, high impact program designed to help project owners assess and improve their PPM practices. Gather and report on all aspects of your PPM environment in order to understand where you stand and how you can improve.
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