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High-level table of contents

Detailed table of contents

Figures and tables

High-level table of contents

• Tables and figures
• Executive overview
• Greatest contributors to success
• Greatest change management obstacles
• What to do differently on the next project
• Change management effectiveness
• Methodology
• Change management activities
• Change management team and structure
• Resources and budget
• Sponsor role
• Sponsor activities
• Managers and supervisors
• Communications
• Training
• Resistance
• Reinforcement and feedback
• Consultants
• Project management and change management integration
• Change readiness
• Justifying change management
• Enterprise Change Management
• Change saturation and portfolio management
• Change management trends
• Participant demographics
• Project profiles
• Appendix A – 2009 study participant list
• Appendix B – 2007 study participant list

Detailed table of contents

• Table of contents
• Tables and figures
• Executive overview
  • Participant profile
  • Study objective
  • 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 effectiveness
  • Correlation between project success and change management effectiveness
  • Change management effectiveness factors
  • Measuring change management effectiveness
  • Change management effectiveness over time
• Methodology
  • Use of methodology
  • Key factors in choosing the methodology
  • How did you first find out about the methodology you are using?
  • When to start change management?
  • Consequences of starting late
  • Action steps if change management started late in the project
  • Contributors to starting change management early in the project
  • Most effective change management tactic or activity
  • What was the least effective change management tactic or activity?
  • What would you do differently next time regarding methodology?
• Change management activities
  • Supplemental change management activities lists
• Change management team and structure
  • Team structure
  • Structure preferences
  • Additional team structure considerations
  • Decisions on the number of change management resources
  • Change management lead
  • Team experience and expertise
  • Building change management knowledge
  • Change management training throughout the organization
  • Advice for new change management teams on resources and structure
• Resources and budget
  • Change management resources
  • Percentage of project FTE dedicated to change management
  • Change management budget
• Sponsor role
  • Sponsor roles and mistakes
  • Most important sponsor activities
  • Understanding of roles
  • Sponsor role fulfillment
  • Tactics for educating sponsors about their role
  • Most common mistakes made by executive sponsors
  • Engaging reluctant sponsors
  • How would you characterize your sponsor at the beginning of the project?
  • Sponsor access
  • Sponsor communication frequency
  • Consequences of sponsorship at the wrong level
• Sponsor activities
• Managers and supervisors
  • Importance of manager and supervisor involvement
  • Roles of managers and supervisors in times of change
  • Manager role fulfillment
  • Most common mistakes made by managers and supervisors
  • Tactics for gaining support from managers
  • How to support managers and supervisors during change
  • Formal change management training for managers
  • Additional training methods
  • Most important skills and tools needed by managers and supervisors
  • Evaluating manager and supervisor change management effectiveness
• Communications
  • Attributes of a successful change message
  • Attributes of successful communicators
  • Most effective communication methods
  • Preferred senders of change messages
  • Additional messages for managers and supervisors
  • Tactics for correcting misinformation and misunderstandings
  • What to do differently next time
  • Frequency of communications
  • Complete listing of communication methods
• Training
  • Primary methods used to train employees
  • Most effective aspects or characteristics of training
  • Role of change management team
• Resistance
  • 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
  • Identifying resistance from employees and managers
  • Who was most resistant to change?
  • Ineffective methods for dealing with resistance
  • Impacts of using pain or fear to manage change
• Reinforcement and feedback
  • Who should provide reinforcement?
  • Most effective ways to reinforce change at the group level
  • Most effective ways to reinforce change at an individual level
  • Most effective methods for determining if employees were engaged
  • Mistakes to avoid when reinforcing change
  • How can performance appraisals and measures encourage change adoption?
• Consultants
  • Use of consultants
  • Primary role played by consultants
  • Criteria for choosing a change management consultant
  • Why did you use a consultant?
  • Why did you choose not to hire a consultant?
  • Consultants used
• Project management and change management integration
  • Perception of change management by project team
  • 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
• Justifying change management
• Enterprise Change Management
  • Change Management Maturity Model
  • Percentage of projects using change management
  • Change management requirement on new projects
  • Standard change management methodology
  • Top ten steps for deploying change management across an organization
  • Most important or highest impact deployment activities
  • What would you do differently the next time on a change management deployment?
  • Group dedicated to change management deployment
  • Location of change management
  • Messages from executives about the need for change management
• Change saturation and portfolio management
  • Level of saturation
  • Change expected in next two years
  • Identifying change saturation
  • Tactics for coping with saturation
  • Inventory and portfolio management processes
  • Tactics for managing the portfolio of change
  • Resolving project conflicts
  • Number of major initiatives underway
• Change management trends
  • Top ten trends in change management
• Participant demographics
  • Geographic representation
  • Role of participants
  • Industry representation
  • Size of organization
• Project profiles
  • Project stage
  • Project type
  • Size of change
  • Meeting project objectives, schedule and budget
  • If your project failed or only partially met objectives, what obstacles did you encounter?
• Appendix A – 2009 study participant list
• Appendix B – 2007 study participant list

Figures and tables

Figure 1 – Geographic distribution of participants
Table 1 – Contributors to success over time
Figure 2 – Correlation with meeting objectives
Figure 3 – Correlation with staying on or ahead of schedule
Figure 4 – Correlation with staying on or under budget
Table 2 – Change management effectiveness factors
Figure 5 – Change management effectiveness scores
Figure 6 – Participants using a particular change management methodology
Figure 7 – When did change management activities begin?
Figure 8 – Change Management Activity Model
Table 3 – Team start-up activities
Table 4 – Team design activities
Table 5 – Team implementation activities
Figure 9 – Team structures used
Figure 10 – Level of experience and expertise of the change management resources on the project
Table 6 – Change management resources relative to project investment
Table 7 – Change management resources relative to number of employees impacted
Table 8 – Change management resources relative to scope of change
Figure 11 – Change management FTE relative to project investment
Figure 12 – Change management budget relative to project investment
Figure 13 – Change management FTE relative to number of employees impacted
Figure 14 – Change management budget relative to number of employees impacted
Figure 15 – Change management FTE relative to scope
Figure 16 – Change management budget relative to scope
Figure 17 – Change management FTE as percent of total project FTE
Figure 18 – Change management budget
Figure 19 – Sponsors’ understanding of roles and responsibilities
Figure 20 – Percentage of participants that indicated ineffective or extremely ineffective sponsor role fulfillment
Figure 21 – Sponsor characterization at beginning of the project
Figure 22 – Access to sponsor
Figure 23 – Frequency of meeting with sponsors - actual and desired
Figure 24 – Sponsor communication frequency
Figure 25 – Sponsor Responsibilities Model
Table 9 – Sponsor start-up activities
Table 10 – Sponsor design activities
Table 11 – Sponsor implementation activities
Figure 26 – Importance of manager and supervisor involvement in success of change effort
Figure 27 – Percentage of participants indicating ineffective or extremely ineffective manager role fulfillment
Figure 28 – Provided formal change management training to managers and supervisors
Figure 29 – Duration of manager and supervisor change management training
Figure 30 – Preferred senders of change messages
Figure 31 – Communications frequency
Figure 32 – Percentage of employee resistance seen as avoidable
Figure 33 – Percentage of manager resistance seen as avoidable
Figure 34 – Most resistant groups
Figure 35 – Preferred providers of reinforcement
Figure 36 –Project teams’ view of the role of change management
Figure 37 – Did the project you reported on for this study apply project management?
Figure 38 – Did you integrate change management activities into the project activities?
Figure 39 – Percentage of project team with change management training
Figure 40 – Took steps to evaluate change readiness
Figure 41 – Percentage of participants who had to justify change management to leadership team
Figure 42 – Level in the Prosci Change Management Maturity Model
Figure 43 – Percentage of projects using change management
Figure 44 – Change management requirement on new projects
Figure 45 – Adopted standard change management methodology
Figure 46 – Participants with group dedicated to change management deployment
Figure 47 – Where does the change management group reside in the organization?
Figure 48 – Where should change management reside?
Figure 49 – Current levels of change saturation
Figure 50 – Amount of change expected in the next two years
Figure 51 – Kept an inventory of all changes underway
Figure 52 – Have a structured process for managing the portfolio of change
Figure 53 – Number of major initiatives underway
Figure 54 – Geographic distribution of study participants
Figure 55 – Role of participants
Figure 56 – Industry segment
Figure 57 – Size of organization (annual revenue)
Figure 58 – Project stage
Figure 59 – Project type
Figure 60 – Scope of the change
Figure 61 – Project investment
Figure 62 – Employees impacted
Figure 63 – Meeting objectives
Figure 64 – Projects on schedule
Figure 65 – Projects on budget

Report overview

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