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Unified value proposition
Module 1 in the Integrating Change Management and Project Management Series

 

The disciplines of change management and project management understandably cross paths throughout the execution of a project or initiative. Each brings necessary and critical structure for effectively implementing change and realizing results. This tutorial series from Prosci and the Change Management Learning Center addresses integrating change management and project management. The three part series presents:

This tutorial starts the series with an examination of change management and project management and how they together present a unified value proposition for achieving successful change. The unified value proposition sets the foundation for the tactical integration which will be addressed in the second tutorial of this series.

 

Setting the stage for integration

Change, at its most basic level, is about moving from a current state, through a transition state to arrive at a new future state. The goal of change is to improve performance in some meaningful way - so that performance levels in the future state are better than they had been in the current state. Organizations - both in the public and private sectors - introduce projects or initiatives as ways to add structure to change.

The movement from the current to the future state occurs on two dimensions. From a technical perspective, a solution that will address the issue or opportunity must be designed, developed and delivered into the organization. From a people side perspective, that solution is ultimately manifested in the behaviors, processes and day-to-day activities of employees in the organization. For the solution to deliver results it must be embraced, adopted and used by those groups impacted by the solution.

Project management and change management provide structured and intentional approaches to the technical side and people side of a project or initiative, respectively. This is the foundation of the phrase "complementary disciplines with a common objective" which describes these two disciplines. The common objective, in times of change, is to improve the performance of the organization with a project or initiative - to reach a desired future state. Project management and change management are complementary disciplines because they each provide focus, processes and tools for moving through the transition toward the future state. A successful change is characterized by a solution that is effectively designed, developed and delivered (project management) and that is embraced, adopted and used by impacted employees (change management).

Without an approach for both the technical side and people side of change, organizations are unable to deliver sustainable results through change. The unified value proposition of applying both project management and change management is actually quite simple: delivering intended improvement through successfully implemented change programs.

 

Value of the joint value proposition

The joint value proposition for integrating change management and project management is successfully reaching a future state on both the technical side and people side of change. In addition to the value of integrating the disciplines, there is additional value to change management practitioners in sharing this unified value proposition. How does presenting a joint value proposition help your efforts at change management?

Presenting a joint value proposition for integrating change management and project management:

  1. Strengthens your case for change management. With the joint value proposition, you are more able to get a "seat at the table" and be involved in early discussions, and you focus your conversation on what your audience really cares about - meeting objectives, staying on budget and finishing on time.

  2. Contributes positively to the perception of change management by project teams. Prosci's benchmarking research indicates that many change management practitioners are still dealing with project teams that perceive change management as extraneous or unimportant - a major obstacle to engaging with the project team. With a concrete unified value proposition, you have a foundation for shifting the conversation and overcoming this obstacle of negative perception. In essence, you are saying "we are on the same team, both focused on delivering results and outcomes for this change, so let's see how we can work together to be successful."

  3. Appeals to the desire of project teams for structure and process. By demonstrating that change management is not just "soft and fluffy" but in fact is the application of a structured process and set of tools aimed at delivering project results, you can begin speaking the same language as the project teams you are engaging.

  4. Identifies a problem while proposing a solution. The problem, in this case, is that projects are consistently failing to realize their full benefits, despite having a well developed and planned technical solution. A perfectly designed technical solution with low adoption and engagement by end users does not deliver value. The solution presented by the joint value proposition is a holistic approach to benefit realization resulting from an integration of project management and change management. Research and experience shows that meeting objectives, on time and on budget, results from a solution that is designed, developed and delivered effectively and embraced, adopted and used by impacted employees. By integrating change management and project management in a seamless application, you solve the problem of projects failing to deliver results even though they met technical requirements.

 

Examining the disciplines side-by-side

The table below provides an overview of the change management and project management disciplines by drawing comparisons across a number of horizons including focus, definition, intent, process, tools, scaling factors, measurement of success and practitioners. While the chart highlights the differences between the disciplines, remember that the common objective is to deliver successful change.

Change Management Project Management
Definition:
Change management is the application of processes and tools to manage the people side of change from a current state to a new future state such that the desired results of the change (and expected return on investment) are achieved.
* From Prosci®
Definition:
Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements.
* From PMBOK® Guide
Intent: 
To ensure that the solution is embraced, adopted and used by employees impacted by the change
Intent: 
To ensure that the solution is designed, developed and delivered effectively
Focus:
Employees impacted by a project or initiative (those who must adopt and use the change)
Focus:
Tasks and activities required to create and implement the technical solution associated with a change
Scaling factors:
Characteristics of the change, attributes of impacted organizations, degree of "people" change required
Scaling factors:
Complexity and degree of technical change associated with the particular project or initiative
Process: 
From the Prosci® 3-Phase Process
  • Phase 1 - Preparing for change
  • Phase 2 - Managing change
  • Phase 3 - Reinforcing change TM
Process:
From PMBOK® Guide
  • Initiating
  • Planning
  • Executing
  • Monitoring and controlling
  • Closing
Tools:
Common tools used in change management
  • Individual change model
  • Readiness assessments
  • Communication plans
  • Sponsor roadmaps
  • Coaching plans
  • Training plans
  • Resistance management
  • Reinforcement mechanisms
Tools:
Common tools used in project management
  • Statement of work
  • Project charter
  • Business case
  • Work breakdown structure
  • Gantt chart
  • Budget estimations
  • Resource allocation
  • Schedule/tracking
Measurement of success:
Measurement focused on the "people side" of change elements, including:
  • Speed of adoption by impacted employees
  • Ultimate utilization by impacted employees
  • Proficiency of impacted employees
  • Achievement of results and outcomes *

* Because results and outcomes are dependant on individuals adopting the change, this is a primary focus

Measurement of success:
Measurement focused on the "technical side" of change elements, primarily:
  • On time
  • On budget
  • Meets technical requirements
  • Achievement of results and outcomes *

* In some cases, intended results and outcomes take a secondary role behind time and budget targets

Practiced by:
Change management includes a system of "doers" throughout the organization, not just change management practitioners, including:
  • Executives and senior leaders: sponsoring the change
  • Managers and supervisors: coaching their direct reports through the change
Practiced by:
Project management is typically practiced by a project manager and a project team assigned to a specific project or initiative.
  • Project managers: manage the tasks, activities and resources to execute the technical side of the effort
  • Project team: comprised of subject matter experts and representatives from the organization

 

Conclusion

Project management and change management each contribute a critical ingredient to successful change. Although they vary in terms of focus and approach, each are essential in order to navigate the transition state to reach a future state. This tutorial lays the foundation of integrating change management and project management. The next two tutorials will address the tactical and relational elements of effectively integrating change management and project management.

 

Next: Module 2: Dimensions of integration

 

Interested in seeing change management and project management integrated on more projects? Learn how to bring Prosci's methodologies to your organization.

Prosci offers site licenses that allow you to leverage Prosci's world-leading research and methodologies in your organization. With enterprise site licenses, you are able to customize Prosci's processes and tools to fit your organization, integrate Prosci's models into existing processes and project management approaches, translate into multiple languages, lower the cost of training delivery and truly build your organization's change management capabilities and competencies.

Contact a Prosci Account Manager at +1-970-203-9332 or changemanagement(at)prosci(dot)com to discuss your change management needs and how Prosci's research-based, holistic, easy-to-use solutions can work for you.

 

 

 

 


 

 

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Offerings for applying Prosci's change management methodologies:

Licensing:

  • Prosci's site licenses are a great solution for building change management capabilities and competencies throughout your organization. With a site license, you can customize and integrate Prosci's world-leading research and methodologies to fit your organization and begin building the individual competencies necessary for true change capability. Contact a Prosci Account Manager at +1-970-203-9332 or changemanagement@prosci.com to discuss your change management needs and how Prosci's research-based, holistic, easy-to-use solutions can work for you.

Training:

  • Change management certification ($2800) - attend Prosci's 3-day certification program where you bring your own current change project to the session and learn to use Prosci's tools through practical application - taught by former fortune 500 executives at locations across the US - includes over $1000 in products, including the Best Practices in Change Management benchmarking report, the Change Management Toolkit and the Change Management Pilot Pro 2012
  • Train-the-trainer ($3500) - learn how to teach Prosci change management training programs in your organization
  • Onsite training - bring Prosci to your location for 3-day certification programs, 4-6 hour executive briefings, 1-day manager programs or 1-day employee programs - call +1-970-203-9332 for more information

Methodology tools:

  • Change Management Toolkit ($389) - hardcopy 3-ring binder presenting the Prosci Change Management Methodology, includes templates, checklists and assessments for managing the people side of change (includes USB)
  • Change Management Pilot Pro 2012 ($489) - online tool including the Prosci Change Management Methodology, eLearning modules and downloadable templates, assessments, presentations and checklists
  • Change Management Guide for Managers and Supervisors ($209) - tools to help supervisors engage and coach their direct reports through change
  • PCT Analyzer ($149/$349) - web-based tool for collecting PCT Assessment data, analyzing results, identifying risks and developing action steps

References and books:

  • Best Practices in Change Management benchmarking report ($289 / quantity discounts available) - journal-style report with lessons learned and best practices from 650 participants, presented in an easy-to-use format - reads as a checklist of what to do and what not to do
  • Change Management: the people side of change ($18.95 / quantity discounts available) - a primer for anyone involved in organizational change that addresses why manage change, individual change management and organizational change management
  • ADKAR: a model for change ($18.95 / quantity discounts available) - the definitive work on the Prosci ADKAR® Model
  • Employee's Survival Guide to Change ($14.95 / quantity discounts available) - a handbook to help employees survive and thrive during change, answers frequently asked questions and empowers employees to take charge of change

 

 

*** Prosci also offers leadership packages - groupings of products at discounts that offer you some of the most helpful and common combinations of Prosci change management resources

 

 

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