運用變革管理取得項目成功

1、WHAT IS YOUR FINISH LINE ?WHEN IS A PROJECT SUCCESSFUL ?項目的重點是什么？運用變革管理取得項目成功What is your finish line ?項目的終點是什么?3Typical project典型的項目InitiatePlanDesignDevelopDeployKick offGeneral Project LifecycleMajor events“Go Live”Most of our Projects大多數(shù)的項目What is your finish line? 項目的終點是什么?Results OutcomesSusta

2、inmentRealization*BenefitsRequirements OutputsSpecificationsInstallationSolutionPotential vs Kinetic from Physics物理的勢能 vs 動能Potential Energy:physics, potential energy is the energy possessed by an object because of its position relative to other objects, stresses within itself, its electric charge,

3、or other factors Wikipedia勢能：從物理意義上來說，勢能表示了物體在特定位置上所儲存的能量，描述了做 功能力的大小。在適當?shù)那闆r下，勢能可以轉(zhuǎn)化為諸如動能、內(nèi)能等其他能量。Kinetic Energy: In physics, the kinetic energy of an object is the energy that it possesses due to its motion Wikipedia動能：從物理上來說，物體的動能是因其移動而具有。Potential VS Kinetic勢能 VS 動能8Adding Value Realization and C

4、hange Management加入價值實現(xiàn)和變革管理Business ValueRealization實現(xiàn)商業(yè)價值Change Management 變革管理9Essentials of Change Management變革管理的要點How to Apply the Prosci ADKAR ModelFive Tenets of ChangeProsci Methodology OverviewPhase 1: Preparing for ChangePhase 2: Managing ChangePhase 3: Reinforcing ChangeUnderstand the Why

5、, What and How of Change Management了解為什么、是什么、如何做變革管理Prosci 3- Phase Process Prosci 變革管理的三階段流程11Phase 3: Reinforcing ChangePhase 2: Managing ChangePhase 1: Preparing for ChangeChange Management Strategy變革管理策略Readiness Assessments評估準備程度Integration into Project Plan與項目計劃整合Communications Plan溝通計劃 Sponso

6、r Roadmap 發(fā)起人路線圖 Coaching Plan輔導計劃 Training Plan 培訓計劃Resistance Mgmt Plan阻力管理計劃Adoption, Usage Measurement采納和使用評估Sustainmen維持Lessons learned經(jīng)驗教訓Prepare CM Team and Identify Sponsors準備變革管理團隊和確認發(fā) 起人StrategyPlansSustainmentAlignment of Works Streams 一致化工作流程InitiatePlanDesignDevelopDeployKick OffGo Live

7、Phase 3: Reinforcing ChangePhase 2: Managing ChangePhase 1: Preparing for ChangeStrategy/策略Communications Plan溝通計劃Sponsor Roadmap發(fā)起人路線圖Coaching Plan輔導計劃Training Plan培訓計劃Resistance Management Plan 阻力管理計劃Sustainment/維持ADKAR12Greatest Contributor to Success: #4成功的最大貢獻者#413#1 Sponsorship/發(fā)起人#5 EmployeeE

8、ngagement/員工參與#6 Communication/溝 通#7 Middle Management Engagement/中層主管 參與#2 Change Management Approach/變革管理方 法#3 Change Management Resources/變革管理資 源#4 Integrating with PM/與項目管理整合The Goal: Employee adoption and usage目標：員工采納和 使用Top Contributors to Success Relationship to Adoption and UsageCopyright 20

9、16 Prosci Inc. Best Practices in Change Management 2016 EditionHOW TO INTEGRATE CM AND PM如何整合變革管理與項目管理14DefiningThe Elements of Successful Change定義成功變革 的要素IntegratingChange Management and Project Management整合變革管理 與項目管理Understanding the Five Keys to Effective Integration理解有效整合 的五個關鍵HOW TO INTEGRATE C

10、M AND PM如何整合變革管理與項目管理Current當前狀態(tài)Transition過渡狀態(tài)Future未來狀態(tài)CCCCCCCCCCCCCCCCCCCCCCCCCTTTTTTTTTTTTTTTTTTTTTTTTTFFFFFFFFFFFFFFFFFFFFFFFFFMade Up of Individual Changes由個人的變革組成Organizational Change組織的變革Current State當前狀態(tài)Transition State過渡狀態(tài)Future State未來狀態(tài)Technical Side/技術層面People Side/人員層面Results/結果 Outcome

11、s/成果 Success/成功Installation*安裝*Realization*實現(xiàn)*Design/設計Develop/開發(fā) Deliver/交付Embrace/擁抱Adopt/采納 Use/使用Successful Change Requires Both the Technical and People Sides成功的變革同時需要技術與人員的變革Current stateTransition state Future stateProject ManagementChange ManagementInitiation/啟動Planning/規(guī)劃Executing/執(zhí)行Monitor

12、ing/ controlling 監(jiān)控Closing/結案Process/流程:Tools/工具:Statement of work/工作說明書Project charter/項目范圍Business case /業(yè)務案例Work breakdown structure/WBSBudget estimations/預算預估Resource allocation/資源配置Schedule /時程Tracking/追蹤Preparing for changeManaging changeReinforcing changeIndividual/個人:ADKARProcess/流程:Tools/工具

13、:Organizational/組織:Individual change model/個人變革模型Readiness assessment/評估準備程度Communication plans/溝通計劃Sponsor roadmaps/發(fā)起人路線圖Coaching plans/輔導計劃Training plans/培訓計劃Resistance management /阻力管理Reinforcement/鞏固成果Focus:Technical side of moving from current state to future stateFocus:People side of moving f

14、rom current state to future stateSuccessful Change Requires Both the Technical and People Sides成功的變革同時需要技術與人員的變革Definition Comparison 定義上的差異Project Management項目管理is the discipline of initiating, planning, executing, controlling, and closing the work of a teamto achieve specific goals and meet succes

15、s criteria.是一個團隊為啟動、規(guī)劃、執(zhí) 行、控制和結案來實現(xiàn)特定的 目標和滿足成功要件的工作的 專業(yè)。Change Management變革管理is the application of a structured process and set of tools for leading the people sideof change to achieve adesired outcome.是一個結構化的方法和一套工 具用來領導人員方面的變革來 達成期望的成果的應用。Successful projects require all three corners of the Prosci

16、 PCT Model成功的項目需要同時具備 Prosci PCT模型的三個角Prosci PCT ModelWhat Are We Trying to Achieve?我們嘗試達到的目標 ?Organizational Benefits組織的利益Project Objectives 項目的目標Revenue/營收Costs/成本Profits/獲利Efficiencies/效率Compliance/合規(guī)Safety/安全Process Excellence/卓越的流程Customer Satisfaction/客戶滿意Metrics and measurements ofspecific im

17、provements /特定改善的指標和評估What the project is trying to deliver/項目 所要交付的成果How the organization will be differentafter the change is implemented/變革實 施后組織有什么不同Prosci ADKAR Model Prosci ADKAR 模型HOW TO INTEGRATE CM AND PM如何整合變革管理與項目管理Project Management and Change Management are complementary disciplines wit

18、h a common objective項目管理與變革管理是兩個有共同目標的互補的專業(yè)Current State當前狀態(tài)Transition State過渡狀態(tài)Future State未來狀態(tài)Technical Side/技術層面People Side/人員層面Results/結果 Outcomes/成果 Success/成功Installation*安裝*Realization*實現(xiàn)*Design/設計Develop/開發(fā) Deliver/交付Embrace/擁抱Adopt/采納 Use/使用Foundation of Integration整合的根基12InitiatePlanDesign

19、DevelopDeployLets Walk Through This Together 讓我們一起走過Kick OffGo LivePhase 3: Reinforcing ChangePhase 2: Managing ChangePhase 1: Preparing for ChangeStrategy/策略Communications Plan溝通計劃Sponsor Roadmap發(fā)起人路線圖Coaching Plan輔導計劃Training Plan培訓計劃Resistance Management Plan 阻力管理計劃Sustainment/維持ADKARThe Work Str

20、eams Are What We Can Integrate into the Project Plan工作流就是我們能夠整合到項目計劃中的內(nèi)容Ability at Go Live Exercise 上線能力演練InitiatePlanDesignDevelopDeployKick OffGo Live1. Begin with key project events 從項目關鍵活 動開始ADKAR2. Lay in theindividual milestones放入個人 里程碑Phase 3: Reinforcing ChangePhase 2: Managing ChangePhase 1

21、: Preparing for ChangeStrategyPlansSustainment4. Align organizational deliverables to drive individual milestones /調(diào)整組織的產(chǎn)出來驅(qū)動個人里程碑3. Consider differences in impacted groups / 考量受影響群體的差異How Can We Integrate Change Management into a Project要如何整合變革管理到項目計劃內(nèi)Project ManagementDesign, Develop and Deliver S

22、olution Effectively有效的設計、開發(fā)和交付解決方案Change ManagementSolution is Embraced, Adopted and Used Proficiently擁抱、采納和熟練的使用解決方案People人員Processes流程Tools工具Integrating CM & PM整合變革管理與項目管理Project ManagementDesign, Develop and Deliver Solution Effectively有效的設計、開發(fā)和交付解決方案Change ManagementSolution is Embraced, Adopted

23、 and Used Proficiently擁抱、采納和熟練的使用解決方案People人員Processes流程Tools工具DidDidntAnd it mattered:這很重要：“Good” or “Excellent” CM 良好和優(yōu)異的變革管理 71%DidDidntIntegrated CM & PM整合變革管理和項目管理?Integrating CM & PM整合變革管理與項目管理PMCMPMCMPMCMProcess Dimension流程維度IntegratePlans整合計劃Align Timelines 對齊時間軸SequenceTasks工作排序Add Delivera

24、bles 加入產(chǎn)出20172018JFMAMJJASONDJFMAMJJASONDInitiatePlanDesignDevelopDeployP2 Managing ChangeP3 Reinforcing ChangeP1 Preparing for ChangeChange Management ActivitiesProject Management ActivitiesInitiate ProjectScope ProjectConduct readiness assessments and impact analysisIdentify and begin building spo

25、nsor coalition Select and prepare change management teamIdentify and address anticipated resistanceCommunicate why change is happening (sponsors)Plan ProjectEstablish objectivesDocument approachDefine team and budget requirementsDevelop Solution Evaluate alternatives Architect solutionIdentify train

26、ing requirements and develop trainingContinue communications, sponsorship and coaching activitiesDesign SolutionPrepare and equip managers and supervisorsContinue communications and sponsorship activitiesBenchmark and gather dataGenerate ideas and select conceptsModel solutionsDocument requirementsC

27、ontinue communications and sponsorship activities Launch group and coaching sessionsReinforce key messages (sponsors)HOW TO INTEGRATE CM AND PM如何整合變革管理與項目管理Prerequisites to Integration 整合的門檻需求Both teams are focused on results and outcomes兩個團隊都專注在結果與產(chǎn)出There is a structured approach to change manageme

28、nt有一個變革管理結構化方法5 Keys to Effective Integration 5 個有效整合的關鍵獲得項目團隊的認同和支持高層領導的支持范圍、時間點和優(yōu)先順序如何整合的方向明確的角色定義1 Support and Buy-Infrom Project Teams取得項目團隊的支持Make Change Management meaningful and realby connecting to what the project team cares about依靠關聯(lián)到項目團隊所關心的事 情，讓變革管理真實且有意義。81%70%62%48%PoorFairGoodExcellen

29、t71%52%32%14%PoorFairGoodExcellent94%76%15%42%PoorFairGoodExcellentImprove project results andoutcomes改善項目結果和產(chǎn)出Drive benefit realization and financial return驅(qū)動利益實現(xiàn)和財務回報Minimize risks / 最小化風險Reduce “re” costs降低“重做”成本Met or exceeded objectives達成或超越目標On schedule按時完成On budget在預算內(nèi)完成PoorFairGoodExcellentChange Management EffectivenessSupport and Buy-In from Project Teams獲得項目團隊的支持1Prosci PCT ModelParticipate actively and visibly throughout the project.在整個項目過程中積極 可見Build a coalition of sponsorship with peers and managers.建立同儕和管理者之間 的發(fā)起人聯(lián)盟Communicate directlywit