The only report of its kind, Prosci's 2012 edition of Best Practices in Change Management  is a benchmarking report that will help you optimize your change management approach to achieve business results on change projects with real-world research. With data from 650 project leaders and change management practitioners representing organizations from 62 countries, you will learn what is working and what is not working in the field of change management.

Key findings from this report:

• Success factors
  Uncover the 6 greatest contributors to the success of a change management program and the 7 biggest obstacles.

• Correlation data
  See the correlation between change management effectiveness and meeting project objectives, staying on schedule and staying on budget.

• Role of top management
  Learn the key activities for executive sponsors, as well as the most common mistakes they make when leading change.

• Communications
  Discover the most effective methods of communication during the project, including a list of over 100 communication channels.

• Resistance to change
  Learn the primary reasons for resistance to change and the most effective tactics to prevent and manage resistance.

• Methodology
  Read about the "must do" activities for each phase of the project.

Over the last 14 years, Prosci has conducted 7 longitudinal benchmarking studies on managing the people side of change. The 2012 report is the most comprehensive to date, with findings related to communication, sponsorship and methodology as well as new sections on change management measurement, motivation for change management, social media and detailed resource and budget information.

Questions that are answered in the 2012 benchmarking report:

• What impact does effective change management have on projects meeting objectives, staying on schedule and staying on budget?

• What are the elements of a change management job description?

• Where is the change management group located in the organization? Where should it be?

• How do you measure the effectiveness of change management?

• What can you do when applying change management at the start of a project?

• How are practitioners using social media in communications?

Answers to all of these questions and many more - order now

New sections in this year’s report

New sections have been added to the 2012 report to expand the scope and depth of this work, including:

• Motivating factors and reasons for applying change management

• Advice for new practitioners

• Change management performance measures and evaluation

• Team member attributes

• Specific change management activities at project initiation when there is incomplete information on the solution

• Advantages of having a dedicated change management resource

• Consequences of not having a dedicated change management resource

• Change management-specific training

• Change management budget components

• Advanced analysis of change management resourcing, including full time equivalents (FTE) and budget

• Tactics for creating active and visible sponsorship

• Consequences of losing a sponsor

• Tactics for dealing with a sponsor who is at the wrong level

• Biggest skill, competency or tool gap for managers and supervisors

• Preparation of managers and supervisors

• Use of social media and Web 2.0 applications

• Approaches for determining whether employees are engaging in the change

• Change management deployment efforts

• Change management job role

View a list of 2012
study participants

View the table of contents

Order the report