Managing The Portfolio Of Change - AIMC
Managing the portfolioof changeTim CreaseyProsci, Director of R&Dwww.change-management.comProsci 2009 Prosci 2009. Reproduction or distribution prohibited.
Agenda Change saturation Change Portfolio ManagementProsci 2009 Prosci 2009. Reproduction or distribution prohibited.
Prosci 2009 Prosci 2009. Reproduction or distribution prohibited.
SProsci 2009NewcNew perfoDmagiSixGa mmaEpsilonesciffodof fielaChangeChangeFChange Bthat,roll theWhatarechancesoutaAlphamongst all the mess,utthiswill110gnNew beneitst Cfits packaoCge be a High-Impact Change?ompensation plaAegnaChrmance mtnemyolpedChange EanagemeBetant systemsLean manufacturing Prosci 2009. Reproduction or distribution prohibited.n
sihcum on?w ngoH go iChange saturationWhen:Change disruption nach ?cuelm ndw haoH weChange capacityProsci 2009 Prosci 2009. Reproduction or distribution prohibited.
Saturation foundation:Why it happens? No one has a high-level view of the entireportfolio of change and the collective impactProject AProject DProject BProject CProject FProject EProject HProject GProject IProject JProject KProsci 2009 Prosci 2009. Reproduction or distribution prohibited.
Saturation foundation:Why it happens?Project teams are focused solelyon their solution (“key”)Employees arethe ones whofeel the bruntProsci 2009 Prosci 2009. Reproduction or distribution prohibited.
Saturation foundation:Why it happens? Change velocity on the rise––––FrequencyNumberSizeImportance Over ¾ of 2009 study participant expect anincrease in change over the next two yearsProsci 2009 Prosci 2009. Reproduction or distribution prohibited.
Benchmarking results: expectedchange in next two years50%Percent of esignificantly* From Prosci’s 2009 benchmarking studyProsci 2009 Prosci 2009. Reproduction or distribution prohibited.
Saturation consequences Individualbehaviors Projects andproject teamsWhat costs ofchange saturationhave you seen inyour organization? OrganizationalsymptomsProsci 2009 Prosci 2009. Reproduction or distribution prohibited.
Levels of saturationMy organization is pastthe change saturation pointMy organization is at thepoint of change saturationMy organization is nearing thepoint of change saturationMy organization has somespare capacity for changeMy organization has quite a bitof spare capacity for changeMy organization has plenty ofspare capacity for change20092007Do not know0%5%10%15%20%Percent of respondents* From Prosci’s 2009 benchmarking studyProsci 2009 Prosci 2009. Reproduction or distribution prohibited.25%30%
Prosci Change Saturation ModelChange saturationChange capacityChange disruptionCultureNumber of changesHistoryStructureDisruption of eachNature of thechangePerceived need forchangeChange mgmtcompetencyProsci 2009Changemanagementeffectiveness Prosci 2009. Reproduction or distribution prohibited.
ChangePortfolioManagementProsci 2009 Prosci 2009. Reproduction or distribution prohibited.
Why we needPortfolio Management? Change saturation– Individual– Projects– OrganizationProsci 2009 Change collision– Funding– Human resourcesfor project/changeteams– Timeframe– Mindshare– Collective impacton people in the org Prosci 2009. Reproduction or distribution prohibited.
Why we needCHANGE Portfolio Management? There has been someprogress in portfoliomanagement comingout of the PM world A portfolio view mustgo beyond a listProsci 2009 The portfolio perspectivemust address the cumulativeand collective impact of thechanges on the people in theorganization Prosci 2009. Reproduction or distribution prohibited.
Conceptual buildGoal of Change Portfolio Management:– Bring clarity to the entire portfolio ofchange impacting the organization.– Utilize a process for understanding,evaluating and managing the portfolio.Prosci 2009 Prosci 2009. Reproduction or distribution prohibited.
Change PortfolioManagement Process Step-by-step processfor creating portfolioperspectiveIdentifyInvestigateAnalyze Requires you to wearyour “SherlockHolmes” hatProsci 2009ActScope the portfolioIdentify changesIdentify groupsChange detailsChange assessmentsGroups impactedHeat MapsPlotPortfolio DashboardIdentifying risksPresenting the portfolioActing on the portfolioMonitor, Manage and Control Prosci 2009. Reproduction or distribution prohibited.
Identify:Scope the portfolioIdentifyInvestigateAnalyzeActScope the portfolioIdentify changesIdentify groupsChange detailsChange assessmentsGroups impactedHeat MapsPlotPortfolio DashboardIdentifying risksPresenting the portfolioActing on the portfolioScope of change portfolio Entire enterprise Single division Change source(e.g. IT changes)Monitor, Manage and ControlProsci 2009 Prosci 2009. Reproduction or distribution prohibited.
Identify:Identify changesIdentifyScope the portfolioIdentify changesIdentify groupsScope of change portfolioChangesBInvestigateAnalyzeActChange detailsChange assessmentsGroups impactedAHeat MapsPlotPortfolio DashboardIdentifying risksPresenting the portfolioActing on the portfolioMonitor, Manage and ControlProsci 2009 Prosci 2009. Reproduction or distribution prohibited.CDEF
Identify:Identify groupsIdentifyScope of change portfolioScope the portfolioIdentify changesIdentify groupsChangesCBInvestigateAnalyzeActChange detailsChange assessmentsGroups impactedEAFHeat MapsPlotPortfolio DashboardIdentifying risksPresenting the portfolioActing on the portfolio1Monitor, Manage and ControlProsci 2009D273Groups Prosci 2009. Reproduction or distribution prohibited.4568
Investigate:Change detailsScope of change i 2009AHeat MapsPlotPortfolio DashboardMonitor, Manage and ControlDEAChange detailsChange assessmentsGroups impactedIdentifying risksPresenting the portfolioActing on the portfolioCBScope the portfolioIdentify changesIdentify groups1F2Groups 734586Who is involved?How big is it?How much impact?When will it cause disruption? Prosci 2009. Reproduction or distribution prohibited.
Investigate:Change assessmentsIdentifyInvestigateAnalyzeActScope the portfolioIdentify changesIdentify groupsChange detailsChange assessmentsGroups impactedHeat MapsPlotPortfolio DashboardIdentifying risksPresenting the portfolioActing on the portfolioMonitor, Manage and ControlProsci 20099 Risk evaluation Small change /Large change Change ready /Change resistant9 Project health Leadership /Sponsorship Project Mgmt Change Mgmt Prosci 2009. Reproduction or distribution prohibited.
Tool: ChangeScorecard One-pager foreach change withcommon data setof details andassessment resultsProsci 2009 Prosci 2009. Reproduction or distribution prohibited.
Investigate:Groups impactedIdentifyScope of change portfolioScope the portfolioIdentify changesIdentify groupsChangesCBInvestigateAnalyzeActChange detailsChange assessmentsGroups impactedEAFHeat MapsPlotPortfolio DashboardIdentifying risksPresenting the portfolioActing on the portfolio1Monitor, Manage and ControlProsci 2009D273Groups Prosci 2009. Reproduction or distribution prohibited.4568
Investigate:Groups impactedIdentifyScope of change portfolioScope the portfolioIdentify changesIdentify groupsChangesCBInvestigateAnalyzeActChange detailsChange assessmentsGroups impactedEAFHeat MapsPlotPortfolio DashboardIdentifying risksPresenting the portfolioActing on the portfolio1Monitor, Manage and ControlProsci 2009D273Groups Prosci 2009. Reproduction or distribution prohibited.4568
Investigate:Groups impactedIdentifyScope of change portfolioScope the portfolioIdentify changesIdentify groupsChangesCBInvestigateAnalyzeActChange detailsChange assessmentsGroups impactedEAFHeat MapsPlotPortfolio DashboardIdentifying risksPresenting the portfolioActing on the portfolio1Monitor, Manage and ControlProsci 2009D273Groups Prosci 2009. Reproduction or distribution prohibited.4568
Tool: Group Impact MatrixProsci 2009 Prosci 2009. Reproduction or distribution prohibited.
Analyze:IdentifyInvestigateAnalyzeActScope the portfolioIdentify changesIdentify groupsChange detailsChange assessmentsGroups impactedHeat MapsPlotPortfolio DashboardMakingsense of theportfolioIdentifying risksPresenting the portfolioActing on the portfolioMonitor, Manage and ControlProsci 2009 Prosci 2009. Reproduction or distribution prohibited.
Heat Map buildScope of change portfolioChangesCBDEAF182GroupsProsci 200934567 Prosci 2009. Reproduction or distribution prohibited.
Group 13Group 21Change FChange EChange DChange CChange BChange AHeat Map buildGroup 3Group 45Group 5Group 6Group 73Group 8Prosci 2009 Prosci 2009. Reproduction or distribution prohibited.
Heat Map buildCEOCEOGroup 1Group 5Group 8Group 1Group 2Group 3Group 5Group 8AllGroup 6Group 2Group 4Group 3Group 6Group 7Group 4CEOGroup 7CEOCEOGroup 1Group 5Group 8Group 1Group 2Group 3Group 8Group 1Group 2Group 4Group 5Group 6Group 3Group 5Group 8Group 6Group 7Group 4Group 7Group 2Group 3Group 6Group 4Group 71Little or nochangeProsci 2009 Prosci 2009. Reproduction or distribution prohibited.23Fully engagedin change45Saturated anddisruptedenvironment
Tool: Change Heat Maps12Little or nochange34Fully engagedin change5Saturated anddisruptedenvironmentPresident / CEOCOOPresidentBusiness Unit 1PresidentBusiness Unit 2VP ITPresidentBusiness Unit 3VP HRMgr Corp ITVP FinanceMgr FinanceMgr StaffingBU 1Mgr MktingBU 2Mgr MktingBU 3Mgr MktingMgrInfrastructurePlanningMgr IT HelpdeskBU 1Mgr SalesBU 2Mgr SalesMgrPerformanceMgmtMgr AccountingBU 3Mgr SalesMgr BenefitsProsci 2009BU 1Mgr MfgingBU 2Mgr MfgingBU 3Mgr MfgingBU 1Acct MgrBU 2Acct MgrBU 3Acct MgrBU 1HRBU 2HRBU 3HRSupervisorAcctsReceivableDirector of PMO Prosci 2009. Reproduction or distribution prohibited.Director of HRConsultingSupervisorAcctsPayableSupervisorCost Accting
Tool: Schedule collision plot2008Q42009Q12009Q22009Q3Change AChange BChange CChange DChange EChange FProsci 2009 Prosci 2009. Reproduction or distribution prohibited.2009Q4
Tool: Plots659Scope49Importance39Disruption210 0 2 4 6Investment Prosci 2009 Prosci 2009. Reproduction or distribution prohibited. 8 10
Tool: PlotsOrganization attributes scorePeople risk analysis60Medium riskHigh risk35Low riskMedium risk101035Change characteristics scoreProsci 2009 Prosci 2009. Reproduction or distribution prohibited.60
Investment vs Risk vs HealthInvestment vs Risk vs Health1098People risk score76543210 0 1 2 3 4 5 6Investment (in millions)Prosci 2009 Prosci 2009. Reproduction or distribution prohibited. 7 8 9 10
Real-timeportfolio analysisd plot onalth ankbookoject heyour pr ck of your worowshthe baneed tograph ines yougllthaneatriHvst thevs RiskCut oustmentthe InveProsci 2009 Prosci 2009. Reproduction or distribution prohibited.
Real-time portfolio analysis data sheetProjectInv ( )Project: Name of the project in the portfolioInv ( ): Investment in the project (estimate a value)Risk score: Score between 1 and 9 – in the Portfolio Toolkit, thisscore comes from the result of two assessments: a Changecharacteristics assessment and an Organizational attributesassessment. For this exercise, you will assign a value:Small change tochange-ready groupsSmall change tochange-resistant groups ORLarge change tochange-ready groupsLarge change tochange-resistant groups1 Low –2 Low3 Low 4 Medium –5 Medium6 Medium 7 High –8 High9 High Prosci 2009RiskscoreL/SPCT scoresPMCMPCT scores: These scores result from Prosci’sProject Change Triangle assessment which looks atLeadership/Sponsorship, Project Management andChange Management. For this exercise, you will beassigning one of three values: Jeopardy (red) Alert (yellow) Strength (green) Prosci 2009. Reproduction or distribution prohibited.Leadership agementcorner
People risk analysisOrganizational attributes scoreC h an g eresistantC h an g eread yProsci 200960High riskMedium risk35Medium riskLow risk101035Smallch a n g eChange characteristics score Prosci 2009. Reproduction or distribution prohibited.60Largech a n g e
Leadership /SponsorshipcornerProjectManagementcornerProsci 2009 20ChangeManagementcornerHigh risk / jeopardy –needs immediate action20-25Alert / potential risk –needs further investigation 25Strength – should beleveraged and maintained Prosci 2009. Reproduction or distribution prohibited.
Investment vs Risk vs Health109People risk score876543210 0 2 4 6InvestmentProsci 2009 Prosci 2009. Reproduction or distribution prohibited. 8 10
Prosci 2009 Prosci 2009. Reproduction or distribution prohibited.
Portfolio DashboardChanges in portfolio: 0Portfolio DashboardFor use with Prosci's Change Portfolio Management ToolkitInvestment analysisTotal investment in the portfolio:% of changes fully funded% of changes fully resourcedNumber of "large investment" changes% of budget in "large investment" changesNumber of "medium investment" changes% of budget in "medium investment" changesNumber of "small investment" changes% of budget in "small investment" changesChange efforts at risk (and why) NANA0NA0NA0NAScope distribution5 entire enterprise4 multiple divisionsCount00% of portfolioNANAStrategic importance distribution5 top 5 projects4 critical buisness initiativeCount00% of portfolioNANAGap distribution5 no resemblance to today4 dramatically differentCount00% of portfolioNANAPeople risk distributionHigh risk quadrantMedium risk quadrantLow risk quadrantCount000% of portfolioNANANAProject health from PCT AssessmentChanges with 0 jeopardy areas (red)Changes with 1 jeopardy area (red)Changes with 2 jeopardy areas (red)Changes with 3 jeopardy areas (red)Count0000% of portfolioNANANANALeadership/Sponsorship healthLeadership/Sponsorship as strengthLeadership/Sponsorship as alertLeadership/Sponsorship as jeopardyCount000% of portfolioNANANAProject Management healthProject Management as strengthProject Management as alertProject Management as jeopardyCount000% of portfolioNANANAChange Management healthChange Management as strengthChange Management as alertChange Management as jeopardyCount000% of portfolioNANANAProsci 2009Change efforts that are not fully fundedChange efforts that are not fully resourced (human perspective)Groups in organization at risk (and why)Points in time facing risk from schedule collision Prosci 2009. Reproduction or distribution prohibited.
Act Identifying risks Presenting theportfolio Acting on theportfolioIdentifyInvestigateAnalyzeActScope the portfolioIdentify changesIdentify groupsChange detailsChange assessmentsGroups impactedHeat MapsPlotPortfolio DashboardIdentifying risksPresenting the portfolioActing on the portfolioMonitor, Manage and ControlProsci 2009 Prosci 2009. Reproduction or distribution prohibited.
Act:Risks you can identify To projectsIdentifyInvestigate To groups At points-in-timeAnalyzeAct To entire organizationScope the portfolioIdentify changesIdentify groupsChange detailsChange assessmentsGroups impactedHeat MapsPlotPortfolio DashboardIdentifying risksPresenting the portfolioActing on the portfolioMonitor, Manage and ControlProsci 2009 Prosci 2009. Reproduction or distribution prohibited.
Monitor, Manage and Control Projects entering– What impact would thisinitiative have on thecurrent portfolio of changein the organization?IdentifyInvestigate Projects exiting– Removing the change fromthe portfolio– Evaluating change impacts– Learning from changesleaving the portfolioAnalyzeActScope the portfolioIdentify changesIdentify groupsChange detailsChange assessmentsGroups impactedHeat MapsPlotPortfolio DashboardIdentifying risksPresenting the portfolioActing on the portfolioMonitor, Manage and ControlProsci 2009 Prosci 2009. Reproduction or distribution prohibited.
Prosci’s newChange Portfolio Toolkit The toolkit enables you to:––––––––Inventory the change efforts underway in the organizationSegment effected groups throughout the organizationMap changes to the groups being impactedCollect a common set of data on each initiativeAssess the risk and health of each change effortCreate Heat Maps to illustrate change saturationProduce numerous plots showing portfolio positioningIdentify change efforts, groups and points in time at riskProsci 2009 Prosci 2009. Reproduction or distribution prohibited.
Someone needs to makesense of the portfolio of change8002aAcmeAlphITChade sngeCltaDeSProsci 2009Epsilonc ompgeChanrformanceDmix S igChange Bting 1tuCtsCoNe wesciffodf fielonoitanizagroeRNew peChangeutFanZetaraup groll ogeits packageChNew benefERPntemyloa depChange E01G ammaens aAmanagemtion pl anBetaent systemsLean manufacturing Prosci 2009. Reproduction or distribution prohibited.
Prosci1367 South Garfield AveLoveland, CO, USA nagement@prosci.comProsci 2009 Prosci 2009. Reproduction or distribution prohibited.
Scope of change portfolio Investigate: Change details Scope the portfolio Identify changes Identify groups Change details Change assessments Groups impacted Heat Maps Plot Portfolio Dashboard Identifying risks Presenting the portfolio Acting on the portfolio Identify Investigate Analyze Act Monitor, Manage and Control A Who is involved .
May 02, 2018 · D. Program Evaluation ͟The organization has provided a description of the framework for how each program will be evaluated. The framework should include all the elements below: ͟The evaluation methods are cost-effective for the organization ͟Quantitative and qualitative data is being collected (at Basics tier, data collection must have begun)
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̶The leading indicator of employee engagement is based on the quality of the relationship between employee and supervisor Empower your managers! ̶Help them understand the impact on the organization ̶Share important changes, plan options, tasks, and deadlines ̶Provide key messages and talking points ̶Prepare them to answer employee questions
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