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2009 Best Practices in Change Management
 
Benchmarking report
575 organizations share best practices in change management

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Five hundred and seventy-five participants from 65 different countries took part in the 2009 Change Management Best Practices study. This report compares the most recent data with the results from the five previous studies (2007, 2005, 2003, 2000, 1998) to provide the most comprehensive body of knowledge on change management over the past decade.

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

 

Best Practices Roundtable: a small group discussion focused on the greatest contributors to success, biggest obstacles and top trends in change management.
 
Would you like to conduct a Best Practices Roundtable? Learn more

 

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

 

The most complete body of knowledge
available on change management
Order now

 

 

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

 

 

The most complete body of knowledge
available on change management
Order now

 

 

Report overview

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