Prosci Change Triangle

Why do some change initiatives fail while others succeed? The answer is not as complex as you might think. Prosci's research with organizations from public and private sectors reveals that the secret behind successful transformations can be distilled into a simple yet powerful model described by the Prosci Project Change Triangle (PCT). This tutorial series presents this model and will help you assess if you have the necessary ingredients for success. Module 1 introduced the Prosci Project Change Triangle (PCT), and module 2 defined each of the elements. This module provides an assessment for evaluating your current projects.

Using the Prosci Project Change Triangle (PCT) to assess your projects

The Prosci Project Change Triangle (PCT) is a powerful tool for evaluating the different aspects of a project you are currently working on in your organization. Successful change requires that all three elements are present - leadership/sponsorship, project management and change management. The assessment tables below will help you evaluate where your projects are right now, and where you need to put effort in getting your project up to speed and ready to succeed.

1. The change has an executive sponsor.
2. The executive sponsor has the necessary authority over the people, processes and systems to authorize the change.
3. The executive sponsor is willing and able to build a sponsorship coalition for the change.
4. The executive sponsor will actively and visibly participate with the project team throughout the entire project.
5. The executive sponsor will resolve issues and make decisions relating to the project schedule, scope and resources.
6. The executive sponsor can establish the need for the change (why the change is happening) directly with employees.
7. The organization has a clearly defined vision and strategy.
8. This change is aligned with the strategy and vision for the organization.
9. Priorities have been set and communicated between this change and other competing initiatives.
10. The executive sponsor will manage resistance from other managers and supervisors and celebrate successes with the team and organization.
Score: (total possible is 30)

1. The change is clearly defined including who is changing and what the change will look like.
2. The project has a clearly defined scope.
3. The project has specific objectives that define success.
4. Project milestones have been identified and a project schedule has been created.
5. A project manager has been assigned to manage the project resources and tasks.
6. A work breakdown structure has been completed and deliverables have been identified.
7. Resources for the project team have been identified and acquired based on the work breakdown structure.
8. Periodic meeting are conducted with the project team to track progress and resolve issues.
9. Issues that impact dates, scope or resources are worked directly with the executive sponsor.
10. The project plan has been integrated with the change management plan.
Score: (total possible is 30)

1. An assessment of the change and its impact on the organization has been completed.
2. An assessment of the organization's readiness for change has been completed.
3. Anticipated areas of resistance have been identified and special tactics have been developed.
4. A change management strategy including the necessary sponsorship model and change management team model has been created.
5. Change management team members have been identified and trained.
6. An assessment of the strength of the sponsorship coalition has been created.
7. Change management plans including communications, sponsorship, coaching, training and resistance management have been created.
8. The change management plans have been integrated into the project plan and these plans have been implemented.
9. Feedback processes have been established to identify areas of resistance and areas of success.
10. Resistance to change is managed effectively and change successes are celebrated.
Score: (total possible is 30)

The results of the Prosci Project Change Triangle (PCT) assessment can be shown using a radar chart. Below is an image showing the base-level chart, and an example of one assessment done on a project currently underway.

The Prosci Project Change Triangle (PCT) is presented in Prosci's 3-day change management certification program. Find out more about this interactive program at the training page or by calling 970-203-9332 or emailing a Prosci training analyst.

Assessments should deliver two distinct values to the project and organization. 1) a view of how the project is positioned and if the right pieces are in place for project success and 2) direction on what steps should be taken going forward. Once you have completed the Prosci Project Change Triangle (PCT) assessment, list out the factors that have scored a '1'. These are the specific project issues you need to address to sure up your project governance and put yourself in a position to succeed.

Leadership factors that scored a '1':	Tactics for addressing this issue:





Project mgmt factors that scored a '1':	Tactics for addressing this issue:





Change mgmt factors that scored a '1':	Tactics for addressing this issue:

How is your project stacking up?

In this simple yet powerful model, you can identify where you may be missing a critical component for successful change. To understand the Prosci Project Change Triangle (PCT) in more depth, stay tuned. The next tutorials in this series will look at how the different components of the Prosci Project Change Triangle (PCT) interact with one another. If you would like to discuss the Prosci Project Change Triangle (PCT) immediately, please email a Prosci analyst or call 970-203-9332.

Prosci Project Change Triangle (PCT)

Introduction

Using the Prosci Project Change Triangle (PCT) to assess your projects

How is your project stacking up?

Tools for applying change management:

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