Download Change Management - PMI Metrolina Chapter

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Implementing Change
Takes more than pulling the switch!
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We Pulled the Switch – And Nothing Changed!
Tips for Successful Business Transformations
Prepared for the Red Cross
Prepared for the PMI
Chapter
April Metrolina
2013
Sept 2014
The ABEO Group, a division of Project Managers, Inc.
212 S. Tryon St. Suite 1770, Charlotte, NC 28281
704-790-5200
www.WeManageChange.com
Objectives
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Share some tips for successful and sustainable business
transformation
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Discuss what can go ‘wrong’ and how to prevent it
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Share a recognized methodology for Change Management
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Wrap up with Q&A
Agenda
• Set the Stage
• Decide What to Do
• Make it Happen
• Make it Stick
• Thinking Differently
• Feeling Differently
• One Methodology Review for Change Management
• Risk Mitigation Strategies
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Set the Stage
• What’s the Urgency?
• Why do we Need to Change – what’s the change
‘driver’?
• Why Now?
• What’s in it for me?
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Identify the Key Players
• Who are the leadership at the top and their role?
• Who are the core team?
• Who are the ancillary ‘cheer-leaders’ of change?
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Identify the Key Players
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Important Skills: Communication, Leadership, Credibility,
Authority, Analytical, Organization, Persistence and Sense of
Urgency
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Plan Messaging that ensures Consistency
Decide What to Do
• Craft a Vision and the Strategy to get there
• Identify how the future will be different from
the past – what’s the gap?
• Identify how we are making the future a
reality – closing the gap – what it will take
• Identify ‘quick wins’ for change – small
change – big impact
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Make it Happen
• Communicate, Communicate,
Communicate (and vet/control the
communications)
• Measure understanding and buy-in
• Identify the biggest resisters and
spend more time with them or
develop an exit strategy for them
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Make it Happen
• Empower Action
• Celebrate and communicate ‘quick-wins’ that reenforce success of change
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Remember……
An organization cannot eat a 500 pound marshmallow in one sitting!
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Make it Happen
• Don’t rest on your laurels after the ‘quick wins’ – keep
working to make further change happen to achieve the vision
• Create a comprehensive, executable plan and track it
• Identify and ensure Issues and Risks are addressed
throughout the change process
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Make it Stick
• Transition to the new ways of behavior
• Recognize success
• Assess if and when more change is needed
• Demonstrate old ways are ‘history’ – can be metrics,
recognizable behavior changes
• Audit the change behavior results
• Identify resistance and the reasons for it
• Collect Feedback
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Thinking Differently
• Collect data and analyze it
• Present the data logically to change people’s thinking
• Changed thinking can change behavior
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Feeling Differently
• Create surprising, compelling and if possible, Visible
experiences
• Experiences change HOW people FEEL about a situation
• Changes in feelings can lead to significant changes in behavior
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Methodologies
Building Blocks of Change:
Questions Answered:
Awareness
 Awareness of the need for Change - Why is the
change happening? Why is the change happening
now? What is the risk of not changing?
Desire
 Desire to participate and support the change –
What are the personal motivators and organizational
drives that would cause me to support the change?
Knowledge
 Knowledge on how to change – What knowledge,
skills and behaviors are required during and after the
change is implemented?
Ability
 Ability to implement required skills and
behaviors – How do I demonstrate the ability to do
my job the new way? What barriers may inhibit me
making the change?
Resistance
 Sustain Change – How to reinforce the
accountability for behavioral changes?
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Where and When to Start
Early and at the beginning – some planning options:
• Develop a separate Change Management Plan from the
Project Plan that fully aligns with the Project Plan
• Develop a fully integrated Project and Change Management
Plan
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There is Risk with Every Change
• Risk Assessments should be performed on-going
(not one time events) to ensure mitigation,
assumption of risk and communication of both
• Risks associated with Change can impact:
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
Clients
Reputation
Vendors
Shareholders
Careers
Media
 Operations
 Employees
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Mitigation Strategies
• Governance – Comprised of Senior Leadership and
Stakeholders
• Oversight – To ensure the schedules of changes are not
impacting each other if there are dependencies
• Gate-Keeper – To prevent the ‘500 Pound Marshmallow’
scenario, have someone or a team provide the scheduling to
ensure the same people are not experiencing change overload
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Mitigation Strategies
• Metrics for Adoption – Define (up front) the criteria for
measuring adoption of change and how it will be tracked, and
reported
• Leverage ‘dress rehearsals’, ‘soft launches’, pilots to provide a
practice session for those experiencing the change, test the
training, new processes, security and procedures before
‘going live’
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Wrap Up
• Plan ahead – plan early and track the plan
• Create Change Agents
• Communicate to those impacted – early, often, the why, when
and what’s in it for me
• Be consistent in the communication messaging
• Identify what is to be measured
• Identify ‘quick hits’
• Resistors to change need more time or an exit
• Recognize behavior changes and collect feedback
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Wrap Up
• Create compelling, visible experiences to impact people’s
feelings
• Adopt a Change Management methodology and follow it
• Mitigate Risk
• Create a process and structure around Change Management –
change is no longer event driven
• Manage the deployment of change to prevent the ‘500 pound
marshmallow’ scenario
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Q&A
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Questions to ask your team…..
• Who is impacted by the change?
• How are they impacted by the change?
• What are we doing to close the gap regarding the
impact of change?
• How will we know the change is adopted?
• What does success look like and how will we
measure it?
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