Entpra2_Quiz.Prosci Change Management
change management
the pricess, tiols and techniques to manage the people side of change to achieve the required business results
leadership/sponsorship
project management
change management
project management
change management
project change triangle model
leadership/spinsorship
provides guidance/governance
project management
gives structure to the technical side of the change
change management
supports the people side of the change
current state
transition state
future state
transition state
future state
states of change
current state
how things are done today
transition state
how to move from current to future
future state
how things will be done tomorrow
organization’s future state
the collection of many individual future states
helping individuals make their transition
focus of change management
increase probability of project success
manage employee resistance to change
build change competency in the organization
manage employee resistance to change
build change competency in the organization
primary reasons for applying change management
individual perspective
understanding how one person makes a change successfully
organizational perspective
the tools that project teams and managers have to support the people side of change
ADKAR
describes the hey building blocks for successful change
awareness desire knowledge ability reinforcement
ADKAR
ADKAR
provides a framework for understanding how individuals change
preparing for change
managing change
reinforcing change
managing change
reinforcing change
3 phase change management process
preparing for change
understanding the nature of the change, understanding the groups being changed, creating the right sponsorship model and coalition, identifying risks, developing special tactics
managing change
communication plan, sponsor roadmap, training plan, coaching plan, resistance mgmnt plan
reinforcing change
compliance audit reports and employee feedback, corrective action plans, after action review, transition management
senior leaders
one of two preferred senders of messages about change
senior leaders
participate actively and visibly throughout the project
managers and supervisors
other preferred sender of messages about change
managers and supervisors
communicate the personal messages about the change with their direct reports
employees
ultimately make changes to how they do their day to day work
employees
their acceptance and use of the solution determines the success of the project and the ongoing benefit derived from the change
project team
designs and develops the change
project team
ones who introduce new processes, systems, tools, job roles and responsibilities