Building Change Competency: Keys to Successful Change Management
Building Change
Competency
Agenda
•
Introductions
•
The importance of Building Change Competency
•
Keys to Successful Change Management
•
Change Management Approaches
•
Key Takeaways
Office of Management Services
omspmteam@dbhds.Virginia.gov
Why Change Competency is Important
In the coming years, no other competency will be more
important to an organization than the ability to manage
change.
Office of Management Services
3
Keys to building the competency to
manage change
•
Sponsorship –
organizational change or enterprise wide
change requires sponsorship at the highest levels in the
organization.
•
Structure -
building the competency to manage change is
both a project and a change.
•
Strategy -
the right deployment strategy will be unique for
your organization.
Office of Management Services
4
What does successful implementation of
successful change management look like?
Office of Management Services
5
POLL QUESTION
Office of Management Services
6
Change Management Approaches
This training presents three different approaches for building
change management competency along with action
steps, pros and cons:
•
Project-centric
approach
•
Skill-centric
approach
•
Holistic
approach
Office of Management Services
7
A Project-Centric Approach…
Is often taken when the originator of the effort wears more
of a "project hat" in the organization - such as an
experienced project manager, a member of the PMO or a
leader overseeing several projects in their own department
or organization. This is primarily because the projects in the
organization are within this person's scope of influence,
hence they drive change management first into the
projects within the organization.
Office of Management Services
8
High-level Steps
•
Select first wave of projects that will be using change
management
•
Certify the project leaders and change managers in
change management for the selected projects
•
Train the other change management 'doers' - senior
leaders, managers and supervisors
•
Implement change management strategies, follow up,
and then decide on the next wave of projects to use
change management
Office of Management Services
9
Project-Centric Pros and Cons
Pros
•
Easier to get off the ground
•
Can piggy back on project
management experience
•
Creates short-term wins that can be
leveraged for future change
management rollout
Cons
•
Senior leaders and managers can get
bombarded as multiple projects
engage them and pull them in
different directions
•
No economies of scale in building
initial foundation and understanding in
change management
•
Not all change that happens in
organizations occurs as well-defined
projects, and these 'non-project'
changes may miss out on change
management benefits
Office of Management Services
10
A Skill-Centric Approach…
Is often used when the originator of the effort has a human resources
or training background. Many of these efforts originate in HR and are
focused on developing the leadership competency to manage
change. "Skills" is typically the focus because the originator (for
example the director of training) has influence and control in the
training part of the organization.
Office of Management Services
11
High-level Steps
•
Identify "who needs to know what" through a needs
assessment relating to change management - at a
minimum project teams, senior leaders and front-line
managers and supervisors
•
Align change management into competency models
and personal development plans
•
Deliver training to targeted groups
Office of Management Services
12
Skill-Centric Pros and Cons
Pros
•
Creates the groundwork for individual
competencies that ultimately must be
evident for the organization to build
the competency
•
Courses are already developed and
ready to rollout, or can be customized
with minimal effort
•
Integrates all key roles in change
management - for instance senior
leaders as sponsors and front-line
managers as coaches to employees
Cons
•
Competencies are not internalized
into core business processes
•
Change management may or may
not be utilized on key change projects
and initiatives
•
Learning change management,
without having a specific project to
apply the tools, can make it
academic and have less impact
•
Can become "just another training
program"
Office of Management Services
13
POLL QUESTION
Office of Management Services
14
The Holistic Approach
This approach combines the project and skills-centric
approaches and addresses the elements of process and
structure. It also identifies the below five areas where tactics
should be developed to truly improve how the organization
reacts to and manages change:
•
Leadership tactics
•
Project tactics
•
Skills tactics
•
Process tactics
•
Structure tactics
Office of Management Services
15
What does success look
like for each area?
Office of Management Services
16
Leadership future state
•
All senior leaders are competent in their role as sponsors of
change
•
Each project has an assigned primary sponsor at the right
level for that project
•
Senior leaders are active and visible in their sponsorship
activities
Office of Management Services
17
Project future state
•
All projects are applying change management on a
regular basis
•
Project plans and change management plans are fully
integrated for each project
Office of Management Services
18
Skills future state
•
All change managers are
certified in change
management
•
All project teams and project
support functions are trained
in change management
•
All senior leaders consistently
demonstrate behaviors of
effective change sponsorship
•
All managers and supervisors
are trained and competent at
managing change with their
employees and coaching
them through change
Office of Management Services
19
Process future state
•
A standard change management methodology is in place
•
Change management and project management processes
are both under a process management and continuous
improvement program
•
The funding process for new projects accounts for change
management risks and requires change management plans
•
Regular reviews are conducted with the leadership team on
progress of change management deployment and on Project
Portfolio Management results
Office of Management Services
20
Structure future state
•
A team is designated for managing the deployment of
change management
•
This change management staff group reports to the primary
sponsor (as high as possible in the organization, given the
enterprise nature of the program)
•
Tools and templates are available throughout organization
•
Project Portfolio Management is part of strategy work for the
organization
Office of Management Services
21
Holistic Approach Pros and Cons
Pros
•
Fully integrated program
with highest likelihood of
success; leverages
leadership commitment to
the change
Cons
•
Does require more time
and resources up front;
requires significant
leadership presence
Office of Management Services
22
POLL QUESTION
Office of Management Services
23
Key Takeaways
•
Building competency require sponsorship, structure and strategy
•
A project-centric approach is typically driven by a project manager or a
PMO. By applying change management to a handful of projects they
begin to drive change management within the organization
•
A skill-centric approach is typically driven by a training or HR focused
individual. They approach organizational change management as a
development need for senior leaders and project team members
•
A holistic approach takes the pros of both skill and project-centric
approaches while minimizing the risks by applying more structured and
process
Office of Management Services
24
Thank You
Office of Management Services
omspmteam@dbhds.Virginia.gov
Discover the importance of building change competency and the keys to successful change management. Explore why change competency is crucial for organizational success, along with strategies for managing change effectively. Learn about different change management approaches and the benefits of a project-centric approach. Gain insights into successful implementation of change management and how to develop the competency to drive change within your organization.
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Presentation Transcript
Building Change Competency
Agenda Introductions The importance of Building Change Competency Keys to Successful Change Management Change Management Approaches Key Takeaways Office of Management Services Office of Management Services omspmteam@dbhds.Virginia.gov omspmteam@dbhds.Virginia.gov
Why Change Competency is Important In the coming years, no other competency will be more important to an organization than the ability to manage change. Office of Management Services 3
Keys to building the competency to manage change Sponsorship organizational change or enterprise wide change requires sponsorship at the highest levels in the organization. Structure - building the competency to manage change is both a project and a change. Strategy - the right deployment strategy will be unique for your organization. Office of Management Services 4
What does successful implementation of successful change management look like? Office of Management Services 5
POLL QUESTION Office of Management Services 6
Change Management Approaches This training presents three different approaches for building change management competency along with action steps, pros and cons: Project-centric approach Skill-centric approach Holistic approach Office of Management Services 7
A Project-Centric Approach Is often taken when the originator of the effort wears more of a "project hat" in the organization - such as an experienced project manager, a member of the PMO or a leader overseeing several projects in their own department or organization. This is primarily because the projects in the organization are within this person's scope of influence, hence they drive change management first into the projects within the organization. Office of Management Services 8
High-level Steps Select first wave of projects that will be using change management Certify the project leaders and change managers in change management for the selected projects Train the other change management 'doers' - senior leaders, managers and supervisors Implement change management strategies, follow up, and then decide on the next wave of projects to use change management Office of Management Services 9
Project-Centric Pros and Cons Pros Cons Senior leaders and managers can get bombarded as multiple projects engage them and pull them in different directions Easier to get off the ground Can piggy back on project management experience No economies of scale in building initial foundation and understanding in change management Creates short-term wins that can be leveraged for future change management rollout Not all change that happens in organizations occurs as well-defined projects, and these 'non-project' changes may miss out on change management benefits Office of Management Services 10
A Skill-Centric Approach Is often used when the originator of the effort has a human resources or training background. Many of these efforts originate in HR and are focused on developing the leadership competency to manage change. "Skills" is typically the focus because the originator (for example the director of training) has influence and control in the training part of the organization. Office of Management Services 11
High-level Steps Identify "who needs to know what" through a needs assessment relating to change management - at a minimum project teams, senior leaders and front-line managers and supervisors Align change management into competency models and personal development plans Deliver training to targeted groups Office of Management Services 12
Skill-Centric Pros and Cons Pros Cons Creates the groundwork for individual competencies that ultimately must be evident for the organization to build the competency Competencies are not internalized into core business processes Change management may or may not be utilized on key change projects and initiatives Courses are already developed and ready to rollout, or can be customized with minimal effort Learning change management, without having a specific project to apply the tools, can make it academic and have less impact Integrates all key roles in change management - for instance senior leaders as sponsors and front-line managers as coaches to employees Can become "just another training program" Office of Management Services 13
POLL QUESTION Office of Management Services 14
The Holistic Approach This approach combines the project and skills-centric approaches and addresses the elements of process and structure. It also identifies the below five areas where tactics should be developed to truly improve how the organization reacts to and manages change: Leadership tactics Project tactics Skills tactics Process tactics Structure tactics Office of Management Services 15
What does success look like for each area? Office of Management Services 16
Leadership future state All senior leaders are competent in their role as sponsors of change Each project has an assigned primary sponsor at the right level for that project Senior leaders are active and visible in their sponsorship activities Office of Management Services 17
Project future state All projects are applying change management on a regular basis Project plans and change management plans are fully integrated for each project Office of Management Services 18
Skills future state All change managers are certified in change management All project teams and project support functions are trained in change management All senior leaders consistently demonstrate behaviors of effective change sponsorship All managers and supervisors are trained and competent at managing change with their employees and coaching them through change Office of Management Services 19
Process future state A standard change management methodology is in place Change management and project management processes are both under a process management and continuous improvement program The funding process for new projects accounts for change management risks and requires change management plans Regular reviews are conducted with the leadership team on progress of change management deployment and on Project Portfolio Management results Office of Management Services 20
Structure future state A team is designated for managing the deployment of change management This change management staff group reports to the primary sponsor (as high as possible in the organization, given the enterprise nature of the program) Tools and templates are available throughout organization Project Portfolio Management is part of strategy work for the organization Office of Management Services 21
Holistic Approach Pros and Cons Pros Cons Fully integrated program with highest likelihood of success; leverages leadership commitment to the change Does require more time and resources up front; requires significant leadership presence Office of Management Services 22
POLL QUESTION Office of Management Services 23
Key Takeaways Building competency require sponsorship, structure and strategy A project-centric approach is typically driven by a project manager or a PMO. By applying change management to a handful of projects they begin to drive change management within the organization A skill-centric approach is typically driven by a training or HR focused individual. They approach organizational change management as a development need for senior leaders and project team members A holistic approach takes the pros of both skill and project-centric approaches while minimizing the risks by applying more structured and process Office of Management Services 24
Thank You Office of Management Services Office of Management Services omspmteam@dbhds.Virginia.gov omspmteam@dbhds.Virginia.gov
