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New additions to the 2009 study
2009 edition of Best Practices in Change Management

 

Prosci's 2009 edition of the Best Practices in Change Management benchmarking report is the most complete body of knowledge available on change management. The 2009 study is the sixth benchmarking effort Prosci has conducted over the last twelve years. The objective of this study is to uncover lessons learned from practitioners and consultants so current change management teams can benefit from these experiences - it is a forward looking, action-oriented report aimed at improving your change management work.

This tutorial shares some of the new topics added to the 2009 study. Each time Prosci conducts a study, we evaluate which questions we would like to ask again, which questions we are retiring for that study and which questions we would like to add to the survey. Below are some highlights from the new topics addressed in the 2009 benchmarking report.

 

 

 

Fifty-nine new findings from the 2009 study

The list below represents the new questions and topics addressed in the 2009 benchmarking study. The items in bold are expanded upon in the callouts in the right-hand column of the table. For the complete findings, order the 2009 edition of Prosci's Best Practices in Change Management benchmarking report.

  1. Methods for measuring change management effectiveness

  2. Consequences of starting change management late

  3. Action steps if change management was started late

  4. Contributors to starting change management early in the project

  5. Team structure used

  6. Structure preferences and advantages

  7. Decisions on the number of change management resources -
    influencing and constraining factors

  8. Level of experience and expertise of change management resources

  9. Building change management knowledge

  10. Change management FTE as a percentage of project FTE

    11.
Team structure used - 62% of participants used a structure where the change management resource was part of the project team; 28% used a structure where the change management resource was external to the project team; 10% used an alternative or hybrid structure. The top advantage of being part of the project team was increased project knowledge while the top advantage of using a resource external to the team was access to leadership.

  1. Change management resourcing levels relative to project size
    (scope, investment, impacted employees)

  2. Change management budget data relative to project size
    (scope, investment, impacted employees)

  3. Sponsor role challenges

  4. Tactics for educating sponsors about their roles

  5. Engaging reluctant senior leaders

  6. Sponsor role perspective at beginning of project

  7. Access to sponsors

  8. Sponsor communication frequency

  9. Importance of manager and supervisor involvement in success

  10. Manager role challenges

    11.
Sponsor role challenges - The role sponsors struggled with the most was communicating directly with employees, followed by building the coalition of support and then participating actively and visibly.

 

Manager role challenges - Managers struggled the most with managing resistance and coaching employees through transitions.

  1. Tactics for gaining support from managers

  2. How to support managers and supervisors during change

  3. Duration of manager and supervisor training

  4. Additional knowledge building approaches

  5. Evaluating manager and supervisor effectiveness

  6. Attributes of a successful change message

  7. Attributes of successful communicators

  8. Tactics for correcting misinformation and misunderstandings

  9. Steps for dealing with employee resistance

  10. Avoidable employee resistance

    11.
Tactics for correcting misinformation and misunderstandings - Participants identified six tactics for correcting misinformation and misunderstandings. The top three tactics were enabling open discussion time, identifying and addressing current rumors immediately and engaging sponsors.

  1. Proactive steps for avoiding or preventing resistance from employees

  2. Steps for dealing with manager resistance

  3. Avoidable manager resistance

  4. Proactive steps for avoiding or preventing resistance from managers

  5. Criteria for choosing a change management consultant

  6. Perception of change management by project teams

  7. Steps to engage project team in change management

  8. Project management integration on projects

  9. Obstacles with project team

  10. What would you do differently on the next project regarding integration

    11.
Steps to engage project team in change management - The number one step for engaging the project team in change management was working collaboratively with the team - including having project team participation in change management planning and having change management team participation in project activities.

  1. Change management training for project team

  2. Identifying change readiness

  3. Readiness assessment factors

  4. Readiness evaluation

  5. Main organizational barriers or challenges

  6. Justifying change management

  7. Tactics for justifying to senior leaders

  8. Conditions that resulted in not having to justify

  9. Percentage of projects in the organization using change management

  10. Group dedicated to change management deployment

    11.
Tactics for justifying change management to senior leaders - Participants identified over a dozen tactics for justifying change management to senior leaders. The top three tactics were: 1) lessons learned from past failures, 2) showed the negative consequences of poorly managed change and 3) translated change management into tangible financial impacts.

  1. Location of group

  2. Desired location of group and advantages

  3. Identifying change saturation

  4. Inventory kept of all changes

  5. Portfolio process in place

  6. Tactics for managing the portfolio of change

  7. Resolving project conflicts

  8. Number of major initiatives underway

  9. Change management trends in 2009

    10.
Inventory and portfolio management process - Just over one-third of participants (34%) kept an inventory of all changes underway. Just under one-fourth of participants (24%) had a process in place for managing the portfolio of change.

 

 

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2009 edition of Best Practices in Change Management now available
The 2009 edition of Best Practices in Change Management is a one-of-a-kind benchmarking report detailing how to succeed at managing the people-side of change. The report builds on Prosci's six longitudinal studies (2009, 2007, 2005, 2003, 2000, 1998) and presents hard-hitting data and action steps for succeeding at change management.

Find out more:

Report overview

Full Table of contents

Participants list

Best Practices Roundtable
Discussion Guide

 

“The 2009 report presents the most complete body of knowledge available on change management. Each successive study builds on the foundation of what makes change successful from a people side perspective and what should be done differently to improve implementation. For a practitioner, this new report is an essential how-to guide for succeeding at change management.”
  -  Tim Creasey, Prosci Director of Research and Development

 

Report by the numbers:

  • Sixth Longitudinal study
  • 575 Participants
  • 112 Pages
  • 65 Countries
  • 25 Sections
  • 65 Figures
  • 11 Tables

 

Order now - $289 (quantity discounts available)

 

Report sections:

  • 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 mgmt and change mgmt integration
  • Change readiness
  • Justifying change management
  • Enterprise Change Management
  • Change saturation and portfolio management
  • Change management trends
  • Participant demographics
  • Project profiles

 

“Given the economic climate and vast amount of change within organizations, business leaders and government leaders need to be able to learn from others to succeed at change. The 2009 benchmarking report provides the most comprehensive view of what effective change management looks like and the specific activities project teams must complete to build engagement and support for change efforts.”
  -  Adrienne Boyd, Prosci Chief Operating Officer

 

 

 

 

 

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