What does it mean to be a CHANGE

Our Challenge In the world of business and industry… • We have the ability to improve products, services, processes and technologies with amazing speed • Organizations need to rapidly react and adapt to ever-changing external influences • We understand more than ever what motivates individuals • Yet we often fail to achieve expected project success because we don’t plan for the human side of change 2

Your Takeaways This presentation will challenge you to: • Understand the relationship between individuals and organizational change success • Recognize the relationship between types of change and how people react • Utilize a framework for facilitating individual change • Develop essential change agent capabilities • Apply key tools for creating transition success • See yourself as a change agent delivering organizational change 3

Key Questions Are you challenged in your projects to: • engage impacted individuals in the planned project transition • develop involved and recognizable project sponsorship • achieve 100% adoption and proficiency • address resistance 4

Change Management Defined Change Management is an enabling framework for managing the people side of change across an organization, through each individual. 5

Recognizing Types of Change Type Scope Scale of Change People Portfolio Transformational Process Program Operational Technology Policy Physical Infrastructure Project Process Improvement Transactional 6

Organizational Change Means Individual Change Current state Transition Future state Organizational perspective: Existing process Process improvement or elimination Legacy technology Enhanced capabilities Separate organizations Merged operations and culture In-house capability Outsourcing Individual perspective: How I do my job today? How will I do my job after the change? Will I have a job? How do I sustain success? Do I fit in to the new way? 7

Project Management and Change Management Project Management Current state Transition Future state Change Management On the technical side, PM represents the application of knowledge, process, skills, tools and techniques to project activities with the purpose of meeting requirements. ‘The change’—with the intent of improving organizational performance, migrating people/processes/technologies from a current state to a future state. On the people side, CM represents the application of knowledge, process, skills, tools and techniques to manage human engagement and performance to achieve the expected business outcome. 8

Methodology for Change PLAN Ø Define Change IMPLEMENT OPERATE Ø Training Ø Metrics Ø Sponsorship Ø Monitoring IMPROVE Ø Change the Change Ø Assess Ø Knowledge Readiness Ø Communication Ø Feedback Capture and Culture Ø Coaching Ø Remediation Ø Best Practices Ø Design Ø Advising Ø Rewards Strategy Ø Industry Ø Resistance Ø Sustainment Leadership Management Transformation Methodology 9

Integrating Project Management and Change Management PM Activities CM Activities Initiate project Define change Scope project Assess readiness Plan project Design change mgmt strategy Design solution Build sponsorship Develop solution Prepare change mgmt team Implement solution Evaluate solution Final acceptance Communicate change purpose Equip managers/supervisors Provide coaching Reinforce key messages via sponsors Design and deliver education Address resistance Measure and evaluate Reward 10

Change Agents Have Essential Capabilities Successful Change Agents possess: • Great analytical skills to interpret assessment data i. e. , ü When to use which tools and skills ü Scale of change ü Pace of change ü Client capacity to absorb change ü Tailoring approach to change • Effective listening and coaching skills to lead teams and clients • Excellent facilitation and mediation skills to lead and influence clients through transition • Skill to build commitment and synergy • Ability to translate sponsor messages to impacted employees and vice versa 11

Change Agents Benefit From Key Attributes Effective Change Agents: • Are collaborative • Are comfortable with ambiguity • Are flexible • Can adapt and pivot their approach based on need • Can see situations and environments through different perspectives • Have courage to speak honestly to senior leaders/sponsors • Believe in the project and its benefits • Have credibility with key sponsors • Are trusted by impacted employees • Have knowledge of affected business unit • Have successful organizational and personal histories 12

Change Agents Apply Proven Tools • Assessments and Planning Tools • Change culture • Change readiness • Strategy Development Tools • Design Models and Methods • Implementation Tools • • • Sponsorship identification and coaching plans Team member identification and development Communication plan Training & Education plan Resistance Management • Sustaining Tools • • • Metrics Monitoring and Feedback Rewards • Improvement Tools 13

Becoming a Change Agent • Develop your own change resiliency • Become familiar with proven change management methodology and tools • View yourself as a multi-purpose tool • Continually add to and use your capabilities • Share what you know with others 14

Steps to Transformation Success Add the people dimension to ensure success Use a framework for change Develop Change Agent capabilities Apply proven change tools 15

Rewards • Projects have a much larger degree of success • Faster adoption of change • Greater individual engagement • Change success builds resiliency and change capacity increases • Change tools and methods have a way of replicating themselves 16

Be the Change! “Do you have a project team delivering change or a change team delivering a project? ” Esther Cameron, Making Sense of Change Management Questions? 17