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Best Practices Audit - Top contributors to success
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 and giving you the hard-hitting data you need to succeed.

 

This tutorial shares a Best Practices Audit based on the the top five contributors to overall success from the 2009 study. 

 

Greatest contributors to success

575 change management practitioners and project leaders from 65 countries answered the question: What has been the single greatest contributor to the success of your change management program? The results paralleled the findings from the 2007 benchmarking study - with communication and the use of a structured approach switching spots in the rank-ordered list.

1. Active and visible executive sponsorship

2. Frequent and open communications around the need for change

3. Structured change management approach

4. Dedicated resources and funding for change management

5. Employee engagement and participation

* An upcoming tutorial will provide discussion on each of the five greatest contributors to success, or purchase the 2009 Best Practices in Change Management for a complete report and additional findings to augment each of the contributors.

 

Best Practices Audit

The Prosci Best Practices Audit presented below is based on the greatest overall contributors to success in the 2009 Best Practices in Change Management benchmarking report. Think about a current or upcoming change in your organization and complete the assessment below to see how well your change management program aligns with best practices. Score each factor on a 1 - 5 scale:

1 = Strongly disagree
2 = Disagree
3 = Neutral
4 = Agree
5 = Strongly agree

* The tool below is a simple calculator. No data is captured or transmitted.

 

Prosci Best Practices Audit calculator

Active and visible executive sponsorship
The project has an executive sponsor identified who is at the right level.
The executive sponsor has a solid understanding of his or her role.
The executive sponsor is ready, willing and able to participate actively and visibly throughout the entire project.
The executive sponsor is ready, willing and able to build a coalition with key business leaders and managers.
The executive sponsor is ready, willing and able to communicate directly with employees.
Frequent and open communications around the need for change
A communications plan is being created that identifies and segments impacted groups.
The communication plan utilizes preferred senders of change messages.
The need for change and the risks of not changing are central in the communications plan.
Communications sharing how the change benefits the organization and end-users are being prepared.
Communications are scheduled to be frequent throughout the life of the project.
Structured change management approach
A holistic, structured change management approach has been selected and applied.
A detailed change management strategy is being developed.
A complete set of change management plans are being created.
Change management activities are being integrated into the overall project plan from the very beginning.
Dedicated resources for change management
The project has an identified and dedicated resource focusing on change management.
Change management resources are available throughout the entire project - from planning through implementation.
Change management resources are adequately trained.
Employee participation
Employees have been given input into the design of the solution.
Systems are in place to proactively gather feedback.
Metrics and measurements are created to evaluate employee adoption of the change.

 

Change management best practices audit score

 

Score interpretation

Scores

 Interpretation
80 - 100 You are doing a good job of applying change management best practices on your project. According to data on change management effectiveness, projects with scores of 80 - 100 are more likely to meet their objectives and finish on schedule.
60 - 79 There is work to be done. While you are doing okay on some of the factors, the change management program overall is not performing at a level that would ensure project success.
under 59 Immediate and significant work is required to get the project on track. Research shows that projects with ineffective change management face more resistance, experience more barriers and surprise obstacles and are less likely to meet their objectives. 

 

 

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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 - $249 (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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