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2012 Best Practices in Change Management
 
Benchmarking report
650 respondents share best practices in change management

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Six hundred and fifty participants from 62 different countries contributed data to the 2012 Best Practices in Change Management benchmarking study. This report compares the most recent data with the results from the six previous studies (2009, 2007, 2005, 2003, 2000, 1998) to provide the most comprehensive body of knowledge on change management over the past decade.

Download a PDF of the expanded table of contents

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

 

The most complete body of knowledge
available on change management
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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

 

The most complete body of knowledge
available on change management
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