Organizational Change Management: The key differentiator for process improvement
March 15, 2012
Julie L. Calfin Sr. CMMI Consultant Broadsword, an SEI Partner CMMI Questions? http://AskTheCMMIAppraiser.com
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Welcome and Introductions
• Julie Calfin
Sr. CMMI Consultant
Broadsword Solutions Corporation
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Broadsword Resources
CMMI® Micro-Assessment
http://www.broadswordsolutions.com/resources http://research.net/s/SEPG2012
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3
Learning Objectives
At the conclusion of today’s session, you will be able to:
1. Describe the 7 key elements of an Organizational Change
Management (OCM) strategy.
2. Begin integrating some of the OCM strategy elements into your
organization’s process improvement plans.
3. Use OCM tools and techniques to get people in your
organization to change their behavior.
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Topics
• What is Organizational Change Management?
• Key Elements of an OCM Strategy
• Example Process Improvement Plan
5
What is Organizational Change Management (OCM)?
• OCM is a structured approach for transitioning an
organization from its current state to a desired
future state.
• OCM typically begins with defining a change
management strategy that will bring the organization
through the changes with minimal disruption to
the business.
• OCM is often referred to as “the people side of change”.
• OCM does not stop until the change becomes rooted
in the culture of the organization.
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The Journey to Commitment
7
Contact
Awareness
Positive Perception
Understanding
Adoption
Institutionalization
Internalization
Time
Level
of
Co
mm
itm
en
t
Un
ders
tan
d
Accep
t C
om
mit
Preliminary
information
has been
disseminated
Knowledge
of the
change has
occurred
Personal
identification
with the
change has
occurred
Decision
made to
perceive
change as
beneficial
Ownership of
the change
transitions from
leadership to
practitioners
The change is
accepted as
the way of
doing business
The change is part
of the new culture
and continuous
improvement has
begun
Topics
• What is Organizational Change Management?
• Key Elements of an OCM Strategy
• Example Process Improvement Plan
8
9
Executive
Sponsorship
Communication
Training &
Mentoring
Stakeholder
Involvement Vision
Change
Leadership
Recognition
& Rewards
Key Elements of an OCM Strategy
Key Elements of an OCM Strategy: Executive Sponsorship
• The Program Sponsor’s Role is to be
the Process Improvement Program’s: – Leader
– Resource Provider
– Obstacle Remover
– Champion
• The Process Improvement
Program cannot succeed
without an involved
Program Sponsor.
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Executive
Sponsorship
Communication
Training
Stake-
holder
Inv.
Vision
Change
Ldrshp.
R&R’s
CMMI Reference:
GP2.1 Establish an
Organizational Policy
Program Sponsor Roles and Responsibilities • Serving as the “champion” of the program and its results
• Aligning the goals and objectives of the program to the
organization’s vision and strategic business objectives
• Allocating resources to the program, including people, equipment,
and tools
• Reviewing the actual performance of the process improvement
program against its plans and estimates
• Removing obstacles that may hinder the program from achieving
its goals and performing according to its plans
• Providing authority for the policies that require the organization’s
process assets to be followed by their intended users
• Overseeing the performance and maturation of the organization’s
processes, and ultimately, the optimization of these processes
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Key Elements of an OCM Strategy: Change Leadership
• Leadership is the most critical
factor for successful change
• Change Leaders are:
– Executives who are accountable for
achieving program goals
– Middle and line managers who can
lead and motivate their people
– Informal change agents who have
informal influence and respect
• Change Leaders need to serve as
SEPG Members, Process Owners,
and PAT Leaders
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Executive
Sponsorship
Communication
Training
Stake-
holder
Inv.
Vision
Change
Ldrshp.
R&R’s
What characteristics make a change leader effective?
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Authority Skills
Knowledge Character • Credible
• Respectful
• Authentic
• Trustworthy
• Leadership
Skills
• Managerial
Skills
• Internal to
the org
• External to
the org
• Position
Power
Key Elements of an OCM Strategy: Stakeholder Involvement
• People support changes that they influence or own
• Identify Stakeholders
– Describe relevant characteristics
• Understand Stakeholders
– How are they impacted?
– How can they influence others?
• Influence Stakeholders
– How can they contribute to the program?
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Executive
Sponsorship
Communication
Training
Stake-
holder
Inv.
Vision
Change
Ldrshp.
R&R’s
CMMI Reference:
• GP2.7 Identify and Involve
Relevant Stakeholders
• Integrated Project Management PA
Tool: Stakeholder Analysis Template
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Stakeholder Group
Description of Group
Impact Level of Influence
Buy-In and Involvement Strategies
Action Owner
Time Frame
Enter the name of
the Stakeholder
Group, such as
Senior
Management,
SEPG, Engineers.
Enter a brief
description of the
stakeholder group.
Consider including
the jobs or roles
that are part of this
group; the average
length of
employment of the
group members;
their previous
change history;
their current
involvement in
other potentially
competing
initiatives, etc.
High – Key player
directly impacted by
change requiring
personal attention
from sponsor
Medium – Key
player influenced by
the next level of
leadership or direct
reports; requires
communication and
information.
Low – important
player impacted by
change, followers of
high and medium
stakeholders;
requires
communication and
information.
High - has the
ability to make the
change a success
or a failure.
Medium - can gain
support from others
for or against the
change.
Low - little or no
ability to influence
the change.
List strategies for gaining
buy-in from the members of
this stakeholder group.
Identify ways to involve this
group in the program.
Identify any key
communication points that
this group may need..
Enter the name
of the person
who is
responsible for
implementing
each “Buy-In
and
Involvement
Strategy” listed
in the previous
column.
Enter the
phase of the
program or
the date
when the
“Buy-In and
Involvement
Strategies
must be
executed.
Key Elements of an OCM Strategy: Vision
• Motivates and inspires people
• Enables you to coordinate large
groups of people without using
endless directives
• Results in the high energy level
that is needed to accomplish
difficult tasks
• Establishes a standard of
excellence
• Essential for moving quickly
• Bridges the present and the
future
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Executive
Sponsorship
Communication
Training
Stake-
holder
Inv.
Vision
Change
Ldrshp.
R&R’s
• Imaginable: Conveys a picture of what the future will
look and feel like
• Desirable: Appeals to the organization’s
stakeholders
• Feasible: Comprises realistic, attainable goals
• Focused: Is clear enough to provide guidance in
decision making
• Flexible: Is general enough to allow alternative
responses to changing conditions
• Communicable: Can be explained within 5 minutes
Characteristics of a Good Vision
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Key Elements of an OCM Strategy: Communication
• Communication is a
powerful tool for change
leaders
• Communication can:
– Reduce anxiety and
frustration
– Foster trust in leadership
– Build and accelerate
stakeholder commitment
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Executive
Sponsorship
Communication
Training
Stake-
holder
Inv.
Vision
Change
Ldrshp.
R&R’s
Effective Communication Strategy
Time
Level
of
Co
mm
itm
en
t
Contact Awareness
Understanding
Positive Perception
Adoption
Institutionalization
Internalization
Inform
Educate
Commit
Unawareness Confusion Negative
Perception
Decision
not to
Support Change
Support
Withdrawn
after Use
Compliance
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Tool: Communication Plan Template
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Timing Audience Sender Key
Message Desired
Outcome Medium Materials Frequency Comments
Date? Who should receive?
Who will send?
What are the themes and main points?
What Behaviors are desired? Feedback desired?
What Comm. Channel(s)will be used?
What should we leave behind? Send as follow up?
How often should we send follow up messages?
Notes?
Key Elements of an OCM Strategy: Training
• Training is an accelerator for
behavior change
• People need to learn the
knowledge, skills, and
abilities that they will need to
perform the roles that the
new processes require
• The goals and practices in
the OT Process Area provide
an excellent roadmap for
training
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Executive
Sponsorship
Communication
Training
Stake-
holder
Inv.
Vision
Change
Ldrshp.
R&R’s
CMMI References:
•GP2.5 Train People
•Organizational Training PA
Key Elements of an OCM Strategy: Recognition and Rewards
• If measurements drive
behaviors, rewards serve to
reinforce desired behaviors or
proliferate undesired behaviors
• Recognition of key contributors
is part of the program’s
planned tasks
• Performance goals and
associated incentive
compensation are aligned with
attaining the program’s goals
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Executive
Sponsorship
Communication
Training
Stake-
holder
Inv.
Vision
Change
Ldrshp.
R&R’s
Topics
• What is Organizational Change Management?
• Key Elements of an OCM Strategy
• Example Process Improvement Plan
23
Integrating the OCM Strategy in the Process Improvement Plan
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Initiate Implement Operate 1 2 3
Identify Program
Sponsor
Set PI Goals
Establish Team of
Change Leaders
Create Vision and
Strategy
Identify Process
Needs to Support
the Vision
Create PI Plans
Assign Resources
Communicate
Communicate the
Vision
Execute Process
Design Projects
Monitor Process
Design Projects
Commission
Process Pilots
Approve
processes and
Deploy
Re-calibrate
Strategy
Train and Mentor
Monitor process
deployment
Measure and
Assess results
Identify and Select
process
improvements
Execute process
improvement
projects
Use levers to root
changes in the
culture
OCM Deliverables in the Process Improvement Plan
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Initiate 1
Identify Program
Sponsor
Set PI Goals
Establish Team of
Change Leaders
Create Vision
and Strategy
Identify Process
Needs to Support
the Vision
Create PI Plans
Assign
Resources
Communicate
Training for
Program
Sponsor
Vision
Stakeholder
Identification
and Analysis
Communication
Plan
Stakeholder
Involvement
Plan
Communications
The Case for
Change
Training for
Change
Leaders
OCM Deliverables in the Process Improvement Plan
26
Implement 2
Communicate
the Vision
Execute
Process Design
Projects
Monitor
Process Design
Projects
Commission
Process Pilots
Approve
processes and
Deploy
Re-calibrate
Strategy
Communications
Change
Readiness
Assessment
Competing
Initiatives
Assessment
Action Plan
Action Plan
Training and
Mentoring Plan
Organizational
Design
Status
Dashboard
OCM Deliverables in the Process Improvement Plan
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Operate 3
Train and Mentor
Monitor process
deployment
Measure and
Assess results
Identify and
Select process
improvements
Execute process
improvement
projects
Use levers to root
changes in the
culture
Training Communications
Stakeholder
Commitment
Dashboard
Mentoring
Organizational
Alignment
Assessment
Action Plan
Status
Dashboard
Learning Objectives
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Are you able to:
1. Describe the 7 key elements of an Organizational Change
Management (OCM) strategy?
2. Begin integrating some of the OCM strategy elements into your
organization’s process improvement plans?
3. Use OCM tools and techniques to get people in your
organization to change their behavior?
Questions?
Need help with CMMI and Process Improvement?
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Broadsword Resources
CMMI® Micro-Assessment
http://www.broadswordsolutions.com/resources http://research.net/s/SEPG2012
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