Change management

  • 01 марта 2011 г.
  • 1995 Слова
Change management methodology overview
In the past, change management carried with it the connotation of being just
the soft, touchy-feely things that people in HR do. However, over the last
decade change management has emerged as a structured discipline that
business leaders are seeing as a ‘must have’ and not just a ‘nice to have’
when major project or initiatives are launched. In thisweek’s tutorial1, we
look at research findings related to change management methodologies and
provide a short explanation of Prosci’s research-based approach for managing
the people side of change.
Benchmarking results on methodology
Finding #1: A structured approach contributes to project success.
In all of Prosci’s five benchmarking studies, we asked participants about the
greatestcontributors to overall success for their programs. In each of the last
two studies, the use of a structured approach to change management was
cited as the #2 contributor to success (behind only active and visible
executive sponsorship). A structured approach to change management moves
organizations away from merely reacting to resistance to change and provides
a solid framework for engaging andmobilizing impacted employees.
Finding #2: Nearly 60% of study participants utilized a structured approach
Participants also indicated whether or not they used a structured approach to change management. The data in the
2007 study showed a continued growth in those participants following a particular change management
methodology. After a significant jump between 2003 and 2005, the increase wassmaller but still significant.
Nearly 6 in 10 projects are utilizing a structured change management methodology.
Best Practices study Percentage of participants that followed a particular
change management methodology
2003 34%
2005 55%
2007 58%
Finding #3: Top selection criteria is ease of use
Participants cited a number of factors they used when selecting a change management methodology.Overwhelmingly, the #1 selection criteria was the ease of use of the methodology. When change management is
overly complex, it fails to gain traction in the organization and is seen more as a hassle than as a tool that delivers
value to the organization and the project. However, methodologies that are easy to use and easy to explain to
others can gain serious traction and become a vital componentof the project activities. Factors for ease of use
included:
1 Read this tutorial online at http://www.change-management.com/tutorial-methodology-overview.htm
Three easy ways to begin applying
Prosci’s change management
methodology:
• Do it yourself, online option – Prosci’s
Change Management Pilot is an online
tool that has step-by-step instructions for
applying the methodology,eLearning
modules and downloadable templates,
assessments and presentations you can
use immediately.
• Do it yourself, hardcopy – Prosci’s
Change Management Toolkit presents the
entire methodology and guiding principles
in a 3-ring binder with a CD-ROM
containing templates and assessments.
• Certification program – In Prosci’s 3-day
certification program, learn the
underlying concepts andprinciples and
then apply the methodology and tools to a
project you bring with support from one
of Prosci’s experienced executive
instructors.
Change management methodology overview
© Prosci 2007. www.change-management.com – 970-203-9332 – changemanagement@prosci.com 2
Methodology selection criteria for ‘ease of use’:
• Easy to implement
• Easy to understand
• Easy to communicate to others• Simple
• Practical
• Structured and systematic
• Logical
• Comprehensive and holistic
Finding #4: When to start change management activities
Participants shared data on when they started their change management activities and when they would start their
activities on the next project. The data shows an overwhelming bias toward initiating change management early
in the project. Change...
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