運(yùn)用變革管理取得項(xiàng)目成功

WHAT

IS

YOUR

FINISH

LINE

?

WHEN

IS

A

PROJECT

SUCCESSFUL

?項(xiàng)目的重點(diǎn)是什么？運(yùn)用變革管理取得項(xiàng)目成功What

is

yourfinish

line?項(xiàng)目的終點(diǎn)是什么?3Typicalproject典型的項(xiàng)目InitiatePlanDesignDevelopDeployKick

offGeneralProjectLifecycleMajor

events“Go

Live”Most

of

ourProjects大多數(shù)的項(xiàng)目What

is

your

finish

line?項(xiàng)目的終點(diǎn)是什么?ResultsOutcomesSustainmentRealizationBenefitsRequirementsOutputsSpecificationsInstallationSolutionPotential

vsKinetic

fromPhysics物理的勢(shì)能

vs

動(dòng)能Potential

Energy:

physics,

potential

energy

is

the

energy

possessed

by

an

objbecause

of

its

position

relative

to

other

objects,

stresses

within

itself,

itscharge,

or

other

factors

–

Wikipedia

勢(shì)能：從物理意義上來(lái)說(shuō)，勢(shì)能表示了物體在特定位置上所儲(chǔ)存的能量，描述了做功能力的大小。在適當(dāng)?shù)那闆r下，勢(shì)能可以轉(zhuǎn)化為諸如動(dòng)能、內(nèi)能等其他能量。

Kinetic

Energy:

In

physics,

the

kinetic

energy

of

an

object

is

the

energy

thatpossesses

due

to

its

motion

–

Wikipedia動(dòng)能：從物理上來(lái)說(shuō)，物體的動(dòng)能是因其移動(dòng)而具有。Business

ValueRealization實(shí)現(xiàn)商業(yè)價(jià)值A(chǔ)dding

Value

Realizationand

Change

Management加入價(jià)值實(shí)現(xiàn)和變革管理ChangeManagement變革管理9Essentials

ofChange

Management變革管理的要點(diǎn)Understand

theWhy,What

and

How

ofChange

Management了解為什么、是什么、如何做變革管理How

to

Apply

theProsci

ADKAR?ModelFiveTenets

ofChangeProsciMethodologyOverviewPhase

1:Preparingfor

ChangePhase

2:ManagingChangePhase

3:ReinforcingChangeProsci

?

3-Phase

ProcessProsci?變革管理的三階段流程11Phase

3:ReinforcingChangePhase

2:ManagingChangePhase

1:Preparingfor

ChangeChange

Management

Strategy變革管理策略ReadinessAssessments評(píng)估準(zhǔn)備程度Integration

intoProject

Plan與項(xiàng)目計(jì)劃整合CommunicationsPlan溝通計(jì)劃SponsorRoadmap發(fā)起人路線圖Coaching

Plan輔導(dǎo)計(jì)劃Training

Plan培訓(xùn)計(jì)劃Resistance

Mgmt

Plan阻力管理計(jì)劃Adoption,

UsageMeasurement采納和使用評(píng)估Sustainmen維持Lessonslearned經(jīng)驗(yàn)教訓(xùn)Prepare

CM

Team

and

IdentifySponsors準(zhǔn)備變革管理團(tuán)隊(duì)和確認(rèn)發(fā)起人StrategyPlansSustainmentAlignmentof

Works

Streams一致化工作流程InitiatePlanDesignDevelopDeployKickOff"Go

Live"Phase

3

:ReinforcingChangePhase

2:ManagingChangePhase

1:Preparingfor

ChangeStrategy/策略CommunicationsPlan溝通計(jì)劃Sponsor

Roadmap發(fā)起人路線圖CoachingPlan輔導(dǎo)計(jì)劃Training

Plan培訓(xùn)計(jì)劃ResistanceManagement

Plan阻力管理計(jì)劃Sustainment/維持ADKAR12GreatestContributortoSuccess:#4成功的最大貢獻(xiàn)者#413#1

Sponsorship/發(fā)起人#5

EmployeeEngagement/員工參與#6

Communication/溝通#2

Change

ManagementApproach/變革管理方法#3

Change

ManagementResources/變革管理資源#4

Integrating

withPM與項(xiàng)目管理整合The

Goal:Employeeadoption

andusage目標(biāo)：?jiǎn)T工采納和使用#7

Middle

ManagementEngagement/中層主管參與Top

Contributors

to

Success

–

Relationship

to

Adoption

and

UsageCopyright

?

2016

Prosci

Inc.

Best

Practices

in

Change

Management

–

2016

EditionHOW

TO

INTEGRATE

CM

AND

PM如何整合變革管理與項(xiàng)目管理14DefiningThe

Elements

ofSuccessfulChange定義成功變革的要素Integrating

Change

Management

and

Project

Management整合變革管理與項(xiàng)目管理Understandingthe

Five

Keys

tEffectiveIntegration理解有效整合的五個(gè)關(guān)鍵HOW

TO

INTEGRATE

CM

AND

PM如何整合變革管理與項(xiàng)目管理Current當(dāng)前狀態(tài)Transition過(guò)渡狀態(tài)Future未來(lái)狀態(tài)CCCCCCCCCCCCCCCCCCCCCCCCCTTTTTTTTTTTTTTTTTTTTTTTTTFFFFFFFFFFFFFFFFFFFFFFFFFMade

Up

of

Individual

Changes由個(gè)人的變革組成Organizational

Change組織的變革CurrentState當(dāng)前狀態(tài)TransitionState過(guò)渡狀態(tài)FutureState未來(lái)狀態(tài)Technical

Side/技術(shù)層面People

Side/人員層面Results/結(jié)果

Outcomes/成果

Success/成功Installation*安裝*Realization*實(shí)現(xiàn)*Develop/開(kāi)發(fā)Deliver/交付Embrace/擁抱Adopt/采納Use/使用Successful

Change

Requires

Both

the

Technical

and

PeopleSides成功的變革同時(shí)需要技術(shù)與人員的變革Design/設(shè)計(jì)CurrentstateTransitionstateFuturestateProject

ManagementChange

ManagementInitiation/啟動(dòng)Planning/規(guī)劃Executing/執(zhí)行

Monitoring/controlling–監(jiān)控Closing/結(jié)案Tools/工具:Statement

of

work/工作說(shuō)明書Project

charter/項(xiàng)目范圍Business

case/業(yè)務(wù)案例Work

breakdown

structure/WBSBudget

estimations/預(yù)算預(yù)估Resource

allocation/資源配置Schedule/時(shí)程Tracking/追蹤Preparing

for

changeManaging

changeReinforcing

change?Individual/個(gè)人:ADKAR?Process/流程:Organizational/組織:Tools/工具:Individual

change

model/個(gè)人變革模型Readiness

assessment/評(píng)估準(zhǔn)備程度Communication

plans/溝通計(jì)劃Sponsor

roadmaps/發(fā)起人路線圖Coaching

plans/輔導(dǎo)計(jì)劃Training

plans/培訓(xùn)計(jì)劃Resistance

management/阻力管理Reinforcement/鞏固成果Technical

side

of

moving

fromcurrent

state

to

future

stateFocus:People

side

of

moving

fromcurrent

state

to

future

stateSuccessful

Change

Requires

Both

the

Technical

and

PeopleSides成功F的ocu變s:革同時(shí)需要技術(shù)與Pro人cess員/流程的:

變革Definition

Comparison定義上的差異Project

Management項(xiàng)目管理is

the

discipline

of

initiatiplanning,

executing,

controand

closing

the

work

of

a

teamto

achieve

specific

goalsmeet

success

criteria.是一個(gè)團(tuán)隊(duì)為啟動(dòng)、規(guī)劃、執(zhí)行、控制和結(jié)案來(lái)實(shí)現(xiàn)特定的目標(biāo)和滿足成功要件的工作的專業(yè)。Change

Management變革管理is

the

application

of

astructured

process

and

set

oftools

for

leading

the

peopleof

change

to

achieve

adesired

outcome.是一個(gè)結(jié)構(gòu)化的方法和一套工具用來(lái)領(lǐng)導(dǎo)人員方面的變革來(lái)達(dá)成期望的成果的應(yīng)用。Successful

projects

require

all

three

corners

of

the

Prosci?

PCT?

Model成功的項(xiàng)目需要同時(shí)具備

Prosci?

PCT?模型的三個(gè)角Prosci?

PCT?

ModelWhat

AreWe

TryingtoAchieve?我們嘗試達(dá)到的目標(biāo)

?OrganizationalBenefits組織的利益ProjectObjectives項(xiàng)目的目標(biāo)Revenue/營(yíng)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

ofspecificimprovements/特定改善的指標(biāo)和評(píng)估What

the

project

is

trying

to

deliver/項(xiàng)目所要交付的成果

How

the

organization

will

be

differentafterthechangeisimplemented/變革實(shí)施后組織有什么不同Prosci?

ADKAR?

ModelProsci?

ADKAR?

模型HOW

TO

INTEGRATE

CM

AND

PM如何整合變革管理與項(xiàng)目管理Project

Management

andChange

Management

arecomplementary

disciplineswith

a

common

objective項(xiàng)目管理與變革管理是兩個(gè)有共同目標(biāo)的互補(bǔ)的專業(yè)CurrentState當(dāng)前狀態(tài)TransitionState過(guò)渡狀態(tài)FutureState未來(lái)狀態(tài)Technical

Side/技術(shù)層面People

Side/人員層面Results/結(jié)果

Outcomes/成果

Success/成功Installation*安裝*Realization*實(shí)現(xiàn)*Design/設(shè)計(jì)

Develop/開(kāi)發(fā)Deliver/交付Embrace/擁抱Adopt/采納Use/使用Foundation

ofIntegration整合的根基12InitiatePlanDesignDevelopDeployLet’s

Walk

Through

This

Together讓我們一起走過(guò)KickOff

"Go

Live"Phase

3

:ReinforcingChangePhase

2:ManagingChangePhase

1:Preparingfor

ChangeStrategy/策略CommunicationsPlan溝通計(jì)劃Sponsor

Roadmap發(fā)起人路線圖CoachingPlan輔導(dǎo)計(jì)劃Training

Plan培訓(xùn)計(jì)劃ResistanceManagement

Plan阻力管理計(jì)劃Sustainment/維持ADKARThe

Work

Streams

Are

What

We

CanIntegrate

into

the

Project

Plan工作流就是我們能夠整合到項(xiàng)目計(jì)劃中的內(nèi)容‘Ability

at

Go

Live’

Exercise

‘上線能力’演練InitiateDevelopDeployKick

Off"Go

Live"1.Beginwith

keyproject

events從項(xiàng)目關(guān)鍵活

動(dòng)開(kāi)始Plan

DesignADKAR2.Lay

in

theindividualmilestones放入個(gè)人

里程碑Phase

3

:ReinforcingChangePhase

2

:ManagingChangePhase

1

:

Preparing

for

ChangeStrategyPlansSustainmentConsiderdifferences

in

impactedgroups/考量受影響群體的差異Alignorganizationaldeliverables

todriveindividual

milestones/調(diào)整組織的產(chǎn)出來(lái)驅(qū)動(dòng)個(gè)人里程碑How

Can

We

IntegrateChange

Management

intoaProject要如何整合變革管理到項(xiàng)目計(jì)劃內(nèi)Project

ManagementDesign,Develop

and

Deliver

Solution

Effectively有效的設(shè)計(jì)、開(kāi)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(xiàng)目管理Project

ManagementDesign,Develop

and

Deliver

Solution

Effective有效的設(shè)計(jì)、開(kāi)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DidDidn"tAnd

it

mattered:這很重要：“Good”or“Excellent”CM良好和優(yōu)異的變革管理Didn"tDid71%Integrated

CM

&

PM

整合變革管理和項(xiàng)目管理?Integrating

CM

&

PM整合變革管理與項(xiàng)目管理PMCMPMCMPMCMProcess

Dimension流程維度IntegratePlans整合計(jì)劃AlignTimelines對(duì)齊時(shí)間軸SequenceTasks工作排序AddDeliverables加入產(chǎn)出2

0

1

72

0

1

8JFMAMJJASONDJFMAMJJASONDInitiatePlanDesignDevelopDeployP3

–

Reinforcing

ChangeP2

–

Managing

ChangeP1

–

Preparing

for

ChangeChange

Management

ActivitiesProject

Management

ActivitiesInitiate

ProjectScope

ProjectConduct

readiness

assessments

and

impact

analysisIdentify

and

begin

building

sponsor

coalitionSelect

and

prepare

change

management

teamIdentify

and

address

anticipated

resistanceCommunicate

why

change

is

happening

(sponsors)Plan

ProjectEstablish

objectivesDocument

approachDefine

team

and

budget

requirementsDevelop

SolutionEvaluate

alternativesArchitect

solutionIdentify

training

requirements

and

develop

trainingContinue

communications,

sponsorship

andcoaching

activitiesDesign

SolutionPrepare

and

equip

managers

and

supervisorsContinue

communications

and

sponsorship

activitiesBenchmark

and

gather

dataGenerate

ideas

and

select

conceptsModel

solutionsDocument

requirementsContinue

communications

and

sponsorship

activitiesLaunch

group

and

coaching

sessionsReinforce

key

messages

(sponsors)HOW

TO

INTEGRATE

CM

AND

PM如何整合變革管理與項(xiàng)目管理Prerequisites

to

Integration整合的門檻需求Both

teams

are

focused

onresults

and

outcomes兩個(gè)團(tuán)隊(duì)都專注在結(jié)果與產(chǎn)出There

is

a

structured

approto

change

management有一個(gè)變革管理結(jié)構(gòu)化方法5

Keys

to

EffectiveIntegration5個(gè)有效整合的關(guān)鍵獲得項(xiàng)目團(tuán)隊(duì)的認(rèn)同和支持高層領(lǐng)導(dǎo)的支持范圍、時(shí)間點(diǎn)和優(yōu)先順序如何整合的方向明確的角色定義1

Support

and

Buy-In

from

Project

Teams取得項(xiàng)目團(tuán)隊(duì)的支持Make

ChangeManagementmeaningful

and

realby

connecting

to

whatthe

project

teamcares

about依靠關(guān)聯(lián)到項(xiàng)目團(tuán)隊(duì)所關(guān)心的事情，讓變革管理真實(shí)且有意義。70%48%52%94%81%71%76%15%14%4322%%

Improve

project

results

andoutcomes改善項(xiàng)目結(jié)果和產(chǎn)出

Drive

benefit

realization

andfinancial

return驅(qū)動(dòng)利益實(shí)現(xiàn)和財(cái)務(wù)回報(bào)Minimize

risks/最小化風(fēng)險(xiǎn)Reduce

“re”

costs降低“重做”成本Met

orexceededobjectives達(dá)成或超越目標(biāo)On

schedule按時(shí)完成On

budget在預(yù)算內(nèi)完成62%PoorFairFairGoodGoodExcelEPloelonertntxceClhlaenngte

Management

Effectiveness1

Support

and

Buy-In

from

Project

Teams獲得項(xiàng)目團(tuán)隊(duì)的支持Prosci?

PCT?

ModelParticipateactivelyand

visibly

throughoutthe

project.在整個(gè)項(xiàng)目過(guò)程中積極可見(jiàn)Builda

coalition

ofsponsorship

with

peersand

managers.建立同儕和管理者之間的發(fā)起人聯(lián)盟Communicate

directlywit