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High-level table of contents

Detailed table of contents

Figures and tables

High-level table of contents

• Table of contents
• Tables and figures
• OVERVIEW
  • Executive overview
  • Greatest contributors to success
  • Greatest change management obstacles
  • What to do differently on the next project
  • Change management trends
  • Advice for practitioners
• STRUCTURE
  • Motivation for change management
  • Use of methodology
  • Change management team and structure
  • Resources and budget
  • Project management and change management integration
  • Change readiness
• METHODOLOGY AND PRACTICE AREAS
  • Change management activities
  • Sponsorship
  • Managers and supervisors
  • Communications
  • Training
  • Resistance
  • Reinforcement and feedback
  • Consultants
  • Training on change management
• ENTERPRISE CHANGE MANAGEMENT
  • Change management capability and competency
  • Change management effectiveness and measurement
  • Justifying change management
  • Change saturation and portfolio management
  • Unique change types
• APPENDICES
  • Appendix A – Participant demographics
  • Appendix B – Project profiles
  • Appendix C – Change Management Maturity Model
  • Appendix D – 2011 study participant list
  • Appendix E – 2009 study participant list
  • Appendix F – 2007 study participant list

Detailed table of contents

• Table of contents
• Tables and figures
• OVERVIEW
  • Executive overview
    • Participant profile
    • Study highlights
  • Greatest contributors to success
    • Contributors to success over time
  • Greatest change management obstacles
  • What to do differently on the next project
  • Change management trends
    • Top trends in change management
    • Trends from previous studies
  • Advice for practitioners
    • Most important activities at beginning of engagement
    • Biggest challenges or hurdles to watch out for
    • Advice for new practitioners
    • Biggest gap new practitioners would like to fill
• STRUCTURE
  • Motivation for change management
  • Use of methodology
    • Key factors in choosing the methodology
    • What methodology was used
    • Benefits of using a structured approach
    • When to start change management?
    • What you can do at initiation when there is incomplete information
    • Contributors to starting change management early in the project
    • Consequences of starting late
    • Action steps if change management started late in the project
    • Advice to a new team regarding methodology
  • Change management team and structure
    • Attributes of a great team member
    • Permanent position or job role
    • Team structure
    • Team structure preferences
    • Additional team structure considerations
    • Decisions on the number of change management resources
    • Team experience and expertise
    • Building change management knowledge
    • Advice for new change management teams on resources and structure
  • Resources and budget
    • Use of dedicated resource(s)
    • Advantages of a dedicated resource
    • Consequences of not having a dedicated resource
    • Correlating dedicated resources to effectiveness
    • Change management budget components
    • Average FTE dedicated to change management
    • Percentage of project FTE dedicated to change management
    • Average budget for change management
    • Percentage of project budget allocated to change management
  • Project management and change management integration
    • Perception of change management by project teams
    • Steps to engage project team in change management
    • Project management integration on projects
    • Obstacles with project team
    • What would you do differently on the next project regarding integrating change management into project activities?
    • Change management training for project team
  • Change readiness
    • Identifying change readiness
    • Readiness assessment factors
    • Readiness evaluation
    • Main organizational barriers or challenges
• METHODOLOGY AND PRACTICE AREAS
  • Change management activities
    • Supplemental change management activities lists
  • Sponsorship
    • Most critical activities
    • Biggest mistakes
    • Most effective tactics for creating active and visible sponsorship
    • Sponsor role understanding and fulfillment
    • Symptoms of ineffective sponsorship
    • Engaging reluctant senior leaders
    • Losing a sponsor
    • Right level of sponsor
    • Recommendations for dealing with a sponsor at the wrong level
    • How would you characterize your sponsor at the beginning of the project?
    • Sponsor access
    • Sponsor communication frequency
    • Sponsor Activity Model
  • Managers and supervisors
    • Most critical roles for managers and supervisors
    • Most common mistakes
    • Biggest skill, competency or tool gap
    • Preparation
    • Coaching
    • Managing resistance
    • Tactics for gaining support from managers
    • How to support managers and supervisors during change
    • Additional learning opportunities
    • Evaluating manager and supervisor change management effectiveness
  • Communications
    • Preferred sender
    • Most important messages for employees
    • Most important messages for managers and supervisors
    • Most important messages for senior managers and executives
    • Attributes of a successful change message
    • Attributes of successful communicators
    • Tactics for correcting misinformation and misunderstandings
    • What would you do differently regarding communications
    • Use of social media and Web 2.0 in communications
    • Communication vehicles
  • Training
    • Primary methods used to train employees
    • Role of change management team
  • Resistance
    • How resistance was identified
    • Most resistant group
    • Primary reasons employees resisted change
    • Steps for dealing with employee resistance
    • Avoidable employee resistance
    • Proactive steps for avoiding or preventing resistance from employees
    • Primary reasons managers resisted change
    • Steps for dealing with manager resistance
    • Avoidable manager resistance
    • Proactive steps for avoiding or preventing resistance from managers and supervisors
    • Ineffective methods for dealing with resistance
    • Impacts of using pain or fear to manage change
  • Reinforcement and feedback
    • Determining if employees are engaging in the change
    • Best provider of reinforcement and recognition
    • Individual reinforcement
    • Group reinforcement
    • Mistakes to avoid when reinforcing change
    • How can performance appraisals and measures encourage change adoption?
  • Consultants
    • Did you use an external consultant?
    • Why did you choose not to use a consultant?
    • Why did you use a consultant?
    • Primary role played by consultants
    • Criteria for choosing a change management consultant
    • Consultants used
  • Training on change management
    • Length of training
    • Change management resource training
    • Project team training
    • Executive and senior leader training
    • Manager and supervisor training
    • Employee training
• ENTERPRISE CHANGE MANAGEMENT
  • Change management capability and competency
    • Prosci Change Management Maturity Model
    • Actively working to deploy change management
    • Length of effort
    • Originator of the effort
    • Steps taken to deploy change management
    • Activities with biggest impact
    • Most important activities at launch
    • Change Management Office or functional group
    • Location of functional group
    • Size of functional group
    • Advantages of particular locations
    • Success of deployment efforts
    • Contributors to successful deployments
    • Obstacles to deployment
    • Mistakes to avoid when deploying change management
    • Definition of change management throughout organization
    • Recognition of the value and need for change management
    • Percentage of projects using change management
  • Change management effectiveness and measurement
    • Correlation between project success and change management effectiveness
    • Change management effectiveness factors
    • Overall effectiveness of change management program
    • Change management effectiveness measurement
    • Individual transition measures
    • Definition of project objectives
    • Project metrics and KPIs
    • Speed of adoption, ultimate utilization and proficiency
    • Correlating people side ROI factors
    • If your project failed or only partially met objectives, what obstacles did you encounter?
  • Justifying change management
    • Working to justify change management
  • Change saturation and portfolio management
    • Level of saturation
    • Change expected in the next two years
    • Identifying saturation
    • Addressing saturation and collision
    • Inventory and portfolio management processes
    • Tactics for managing the portfolio of change
    • Resolving project conflicts
  • Unique change types
    • Impact across various cultures
    • Long time frame
    • Layoffs or significant staff reductions
    • Merger or acquisition
• APPENDICES
  • Appendix A – Participant demographics
    • Geographic representation
    • Geographic presence
    • Industry representation
    • Size of organization
  • Appendix B – Project profiles
    • Project stage
    • Project type
    • Size of change
    • Duration of the change
    • Measures of success: meeting project objectives, schedule and budget
  • Appendix C – Change Management Maturity Model
  • Appendix D – 2011 study participant list
  • Appendix E – 2009 study participant list
  • Appendix F – 2007 study participant list

Figures and tables

Figure 1 – Geographic distribution of participants
Figure 2 – Role of participants
Figure 3 – Correlation of change management effectiveness to meeting or exceeding objectives
Table 1 – Contributors to success over time
Figure 4 – Use of particular methodology
Figure 5 – Use of particular methodology by region
Figure 6 – Use of particular methodology by industry
Figure 7 – Impact of use of particular methodology on overall change management effectiveness
Figure 8 – Methodology used
Figure 9 – When did change management activities begin?
Figure 10 – Organization has a change management permanent position / job role
Figure 11 – Team structures used
Figure 12 – Level of experience and expertise of change management resources
Figure 13 – Project had dedicated change management person or group
Figure 14 – Relationship between dedicated resource and overall effectiveness
Figure 15 – Average FTE vs project investment
Figure 16 – Average FTE vs project scope
Figure 17 – Average FTE vs employees impacted
Figure 18 – Average FTE vs duration
Figure 19 – Percentage of project FTE dedicated to change management vs project investment
Figure 20 – Percentage of project FTE dedicated to change management vs project scope
Figure 21 – Percentage of project FTE dedicated to change management vs employees impacted
Figure 22 – Percentage of project FTE dedicated to change management vs duration
Figure 23 – Average budget vs project investment
Figure 24 – Average budget vs project scope
Figure 25 – Average budget vs employees impacted
Figure 26 – Average budget vs duration
Figure 27 – Percentage of project budget vs project investment
Figure 28 – Percentage of project budget vs project scope
Figure 29 – Percentage of project budget vs employees impacted
Figure 30 – Percentage of project budget vs duration
Figure 31 –Project teams’ view of the role of change management
Figure 32 – Did the project you reported on for this study apply project management?
Figure 33 –Integrated change management activities into the project activities?
Figure 34 – Percentage of project team with change management training
Figure 35 – Took steps to evaluate change readiness
Figure 36 – Change Management Activity Model
Table 2 – Change management start-up activities
Table 3 – Change management design activities
Table 4 – Change management implementation activities
Figure 37 – Sponsors’ understanding of roles and responsibilities
Figure 38 – Ineffective or extremely ineffective sponsor role fulfillment
Figure 39 – Correlation of sponsor effectiveness to meeting objectives
Figure 40 – Sponsor symptoms
Figure 41 – Sponsor left during the course of the project reported on
Figure 42 – Sponsor at right level in the organization
Figure 43 – Sponsor characterization at beginning of the project
Figure 44 – Access to sponsor
Figure 45 – Correlation of sponsor access to meeting objectives
Figure 46 – Frequency of meeting with sponsors - actual and desired
Figure 47 – Sponsor communication frequency
Figure 48 – Sponsor Responsibilities Model
Table 5 – Sponsor start-up activities
Table 6 – Sponsor design activities
Table 7 – Sponsor implementation activities
Figure 49 – Adequately prepare managers and supervisors
Figure 50 – Effectiveness at coaching employees through personal transitions
Figure 51 – Effectiveness at managing resistance
Figure 52 – Preferred senders of messages
Figure 53 – Use of social media / Web 2.0
Figure 54 –Most resistant groups
Figure 55 – Percentage of employee resistance seen as avoidable
Figure 56 – Percentage of manager resistance seen as avoidable
Figure 57 – Best provider of recognition
Figure 58 – Used consultant
Figure 59 – Provision of training on change management
Table 8 – Average days of change management training
Figure 60 – Days of training for change management resources
Figure 61 – Days of training for project team members
Figure 62 – Days of training for executives and senior leaders
Figure 63 – Days of training for managers and supervisors
Figure 64 – Days of training for impacted employees
Figure 65 – Prosci Change Management Maturity Model
Table 9 – Maturity Model results by region
Figure 66 – Maturity Model data for the United States
Figure 67 – Maturity Model data for Australia and New Zealand
Figure 68 – Maturity Model data for Canada
Figure 69 – Maturity Model data for Europe
Figure 70 – Maturity Model data for Africa
Figure 71 – Maturity Model data for Asia and Pacific Islands
Figure 72 – Maturity Model data for Latin America
Figure 73 – Maturity Model data for Middle East
Table 10 – Maturity Model results by industry
Figure 74 – Actively working to deploy change management
Table 11 – Maturity Model ranking for those actively working to deploy
Figure 75 – Participants actively working to deploy by region
Figure 76 – Participants actively working to deploy by industry
Figure 77 – Participants actively working to deploy by organization size
Figure 78 – How long has deployment been underway
Figure 79 – Originator of the effort
Figure 80 – Have change management office or functional group
Figure 81 – Location of change management office or functional group
Figure 82 – Number of employees in the functional group
Figure 83 – Success of deployment effort
Figure 84 – Single, common, shared definition
Figure 85 – Project leaders and project managers recognition
Figure 86 – Executives and senior leaders recognition
Figure 87 – Middle managers recognition
Figure 88 – Front-line managers and supervisors recognition
Figure 89 – Solution developers and designers recognition
Table 12 – Percentage of projects applying change management
Figure 90 – Percentage of projects applying change management
Figure 91 – Correlation with meeting objectives
Figure 92 – Correlation with staying on or ahead of schedule
Figure 93 – Correlation with staying on or under budget
Table 13 – Change management effectiveness factors
Figure 94 – Overall effectiveness of change management program
Figure 95 – Measured change management effectiveness
Figure 96 – Measured whether change was occurring at individual level
Figure 97 – How well were project goals and objectives defined
Figure 98 – Speed of adoption
Figure 99 – Ultimate utilization
Figure 100 - Proficiency
Figure 101 – In line or better than expected speed of adoption vs change management effectiveness
Figure 102 – In line or better than expected ultimate utilization vs change management effectiveness
Figure 103 – In line or better than expected proficiency vs change management effectiveness
Figure 104 –Participants who had to justify change management to leadership team
Figure 105 – Level of change saturation
Table 14 – Change saturation by region
Table 15 – Change saturation by industry
Figure 106 – Amount of change expected in the next two years
Figure 107 – Kept an inventory of all changes underway
Figure 108 – Have a structured process for managing the portfolio of change
Figure 109 – Unique change types
Figure 110 – Geographic representation of participants
Figure 111 – Geographic presence
Figure 112 – Industry segment
Figure 113 – Size of organization (annual revenue)
Figure 114 – Project stage
Figure 115 – Project type
Table 16 – Combination project types
Figure 116 – Scope of the change
Figure 117 – Project investment
Figure 118 – Employees impacted
Figure 119 – Duration of the change effort
Figure 120 – Meeting objectives
Figure 121 – Projects on schedule
Figure 122 – Projects on budget

Report overview

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