Prosci provides auditing and consulting services to help organizations assess their change management maturity. The document discusses Prosci's Change Management Maturity Model, which evaluates organizations across five capability areas - leadership, application, competencies, standardization, and socialization - at five levels of maturity from ad hoc to fully integrated organizational competency. Conducting a maturity assessment involves examining observable attributes within each capability area to determine the organization's current level.

1. © Prosci Inc. All rights reserved.
Prosci Change Management Webinar
Auditing Change Management Maturity!
Research | Methodology | Training | Advisory Services
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solutions@prosci.com
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3. © Prosci Inc. All rights reserved.
Case for Change capability
Change agility
Change in the DNA
Enterprise Change Management
What is
Auditing
Case for Change capability
Change agility
Change in the DNA
Enterprise Change Management
What is
Auditing
Agenda
3

4. © Prosci Inc. All rights reserved. 4

5. © Prosci Inc. All rights reserved.
Case for: Velocity of Change
Demand Side Pull
Bigger Faster
Connected Complex 5

6. © Prosci Inc. All rights reserved.
Case for: Strategic Imperative
Strategy is
change
6

7. © Prosci Inc. All rights reserved.
Case for: Competitive Differentiation
“out-changing”
as a competitive
advantage 7

8. © Prosci Inc. All rights reserved.
Case for: It takes a Village
Change
leadership
competencies
throughout
8

9. © Prosci Inc. All rights reserved. 9

10. © Prosci Inc. All rights reserved.
Agenda
Case for Change capability
Change agility
Change in the DNA
Enterprise Change Management
What is
Auditing
10

11. © Prosci Inc. All rights reserved.
“I’d like three
orders of change
agility from page
145, please.”
Change agility
takes more than
chatter, “want to”
or magic
11

12. © Prosci Inc. All rights reserved.
Enterprise Change Management
Org change capability
ECM
Build
Individual
Competencies
Integrate into
Changes, Projects
and Programs
Initiate Plan Design Develop Deploy
“Go$Live”Kick$off
Phase$3:$
Reinforcing$
Change
Phase$2:$
Managing$
Change
Phase$1:$
Preparing$
for$Change
A D K A R
Strategy Plans Measures
General
Project
Lifecycle
Individual$
Change$Journey$
Milestones
Organizational
Change$Mgmt
Activities
Major&events
Prosci®
ADKAR ®
Model
Prosci®
3-Phase
Process
Execs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors
Initiate Plan Design Develop Deploy Sustain
12

13. © Prosci Inc. All rights reserved.
Internalize ABC
of sponsors
Internalize CLARC
role in change
Expect and
Thrive in Change
Individual Competencies
Design solutions
with adoption
and usage in mindExecs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors
13

14. © Prosci Inc. All rights reserved.
Internalize ABC
of sponsors
Internalize CLARC
role in change
Expect and
Thrive in Change
Individual Competencies
Design solutions
with adoption
and usage in mindExecs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors
14

15. © Prosci Inc. All rights reserved.
Individual Competencies
Execs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors
Hiring
On-boarding
Training
Coaching
Objectives
Competency
Models
Development
Plans
Performance
Reviews
15

16. © Prosci Inc. All rights reserved.
Individual Competencies
Research-based, Role-based Training
Prosci’s Holistic Approach Key Change Enabling Roles
Senior Leadership
Change Practitioners
Project Teams
Middle Managers
Front Line Employees
Sponsor Program (1/2 day)
Practitioner Program (3 day)
PM Program (1/2 day)
Manager Program (1 day)
Employee Program (1 day)
Role-BasedTraining
CoachingSupport
16

17. © Prosci Inc. All rights reserved. 17

18. © Prosci Inc. All rights reserved.
Integrate into Changes,
Projects and Programs
Initiate Plan Design Develop Deploy Sustain
Requirement at initiation
Inventory impacted groups
Define their changes
Integrate CM into
project gates
Integrate CM into
standard reviews
Measure success at
benefit realization,
project execution,
AND individual
transition levels
Align “people side”
and technical side
activities
Create customized
and scaled strategy
Resource CM
18

19. © Prosci Inc. All rights reserved.
Integrate into Changes,
Projects and Programs
Initiate Plan Design Develop Deploy
“Go Live”Kick off
Phase 3:
Reinforcing
Change
Phase 2:
Managing
Change
Phase 1:
Preparing
for Change
A D K A R
Strategy Plans Measures
General
Project
Lifecycle
Individual
Change
Journey
Milestones
Organizational
Change Mgmt
Activities
Major events
Prosci®
!
ADKAR ®
!
Model!
Prosci®
!
3<Phase!
Process!
19

20. © Prosci Inc. All rights reserved.
Project
Health
Change
Scorecard
Best Practice
Alignment
CMROI
Calculation
ADKAR
Progress
Adoption(
contribution
Installation(
contribution
100%
50%
36%
3-Phase
Process
Phase 1:
Preparing for Change
Phase 2:
Managing Change
Phase 3:
Reinforcing Change
Initiate Plan Design Develop Deploy Sustain
Integrate into Changes, Projects and Programs
Email solutions@prosci.com to learn more
20

21. © Prosci Inc. All rights reserved.
Enterprise!Change!Management!
DNA/Fabric/Norm!through!individual!competencies!and!
integrated!CM!approaches!
Change!Management!
Catalyzing!Individual!Transitions!to!
Deliver!Organizational!Results!
21

22. © Prosci Inc. All rights reserved.
ECM Boot Camp
May 4, 2016
Sydney CBD
Vicky Emery,
Being Human
Director,
Change Capability
Services
Add STRUCTURE and INTENT to the organizational
change management capability journey
* ECM Boot Camp fulfill requirements for Prosci Advanced Tracks
Upcoming Opportunities:
Seats available
Why ECM
Agility
Saturation
Strategic
Imperative
What is your ECM
Building individual
competencies and
embedding change
practices
Your ECM Journey
Current State
Transition State
Future State
Current Transition Future
Technical0side
People0side

23. © Prosci Inc. All rights reserved.
Agenda
Case for Change capability
Change agility
Change in the DNA
Enterprise Change Management
What is
Auditing
23

24. © Prosci Inc. All rights reserved. 24

25. © Prosci Inc. All rights reserved.
BLUF: Bottom Line Up Front
• Add clarity to maturity
• Quantify your maturity
• Establish a baseline
• Track progress
• Focus your effort
25

26. © Prosci Inc. All rights reserved.
Where you
are today
Where you
want to be
How you will
get there
Leadership
Proofs-of-
success
Structure-
and-intent
Sponsor-
messaging
Charter-ECM
CMO,-CoE,-CoP
Strategically-
select
Resource-and-
apply-CM
Rigorously-
document
Assess-the-
Current
Design-the-
Transition
Define-the-
Future
Build-change-
capability/agility-to-deliver-
better-results-and-outcomes-
of-change,-increase-resilience-
and-reduce-saturation.
26

27. © Prosci Inc. All rights reserved.
Prosci
®
Change Management
Maturity Model History
2004 2005 2008
March: Released
Maturity Model
2012 2014
August:
Released
Whitepaper
ECM Summit ECM Lab
ECM Suite:
- CM-MM Audit
- ECM Boot Camp
- ECM Roadmap
Version 2 of
Maturity
Model Audit
27

28. © Prosci Inc. All rights reserved.
Level 5
Organizational
Competency
Change management competency is
evident at all levels of the organization and
is part of the organization's intellectual
property and competitive edge
Continuous
process
improvement in
place
Highest
profitability,
responsiveness
and project
success rates
Level 4
Organizational
Standards
Organization-wide standards and methods
are broadly deployed for managing and
leading change
Selection of
common approach
Level 3
Multiple
Projects
Comprehensive approach for managing
change is being applied on multiple projects
within organization
Examples of best
practices evident
Level 2
Isolated
Projects
Some elements of change management
are being applied in isolated projects
Many different
tactics used
inconsistently
Level 1
Ad hoc or
Absent
Little or no change management applied
People-dependent
without any formal
practices or plans
Highest rate of
project failure,
turnover and
productivity loss
Prosci
®
Change Management Maturity Model™
28

29. © Prosci Inc. All rights reserved.
Level 1 – Ad hoc or Absent
Level 5
Level 4
Level 3
Level 2
Level 1
Seen as:
A distraction from the focus on
installing technical solutions
Applied when:
Not at all, or as a last resort and as a reaction
Practiced by:
Dependent on particular individual practitioners
Not at all by managers and leaders
Change management is:
29

30. © Prosci Inc. All rights reserved.
Level 2 – Isolated Projects
Level 5
Level 4
Level 3
Level 2
Level 1
Seen as:
Important by some
Unimportant by most
Applied when:
On few projects, from initiation
On some projects, in reaction to resistance
On most projects, not at all
Practiced by:
Handful of unaffiliated practitioners
Change management is:
30

31. © Prosci Inc. All rights reserved.
Level 3 – Multiple Projects
Level 5
Level 4
Level 3
Level 2
Level 1
Seen as:
A structured approach that adds value
Applied when:
Localized in particular parts of the organization
At initiation on some projects
Still missing or as a reaction on many
Practiced by:
Practitioners who are starting to work together
Some senior leaders, managers and supervisors
Change management is:
31

32. © Prosci Inc. All rights reserved.
Level 4 – Organizational Standards
Level 5
Level 4
Level 3
Level 2
Level 1
Seen as:
An important success factor on all projects
A common and standard approach
Applied when:
Regularly at project initiation or planning
Integrated into project management approach
Practiced by:
Most practitioners and project teams
Most senior leaders, managers and supervisors
Potentially a centralized functional group
Change management is:
32

33. © Prosci Inc. All rights reserved.
Level 5 – Organizational Competency
Level 5
Level 4
Level 3
Level 2
Level 1
Seen as:
A critical core competency for the organization
Essential on all projects and initiatives
Second nature and commonplace
Applied when:
At the start of projects and initiatives
On virtually all project and non-project changes
Inseparable from project delivery processes
Practiced by:
Practitioners, project teams, technical professionals
All senior leaders, managers and supervisors
Centralized functional group
Change management is:
33

34. © Prosci Inc. All rights reserved.
Level 5
Organizational
Competency
Level 4
Organizational
Standards
Level 3
Multiple
Projects
Level 2
Isolated
Projects
Level 1
Ad hoc or
Absent
Prosci
®
Change Management Maturity Model™
?"
Where is your
organization today?
34

35. © Prosci Inc. All rights reserved.
2015 Study Results
9%
40%
37%
12%
2%
0% 50%
Level 1
Level 2
Level 3
Level 4
Level 5
Organizational maturity:
37%
45%
52%
61%
65%
0% 70%
Level 1
Level 2
Level 3
Level 4
Level 5
Project success rate
by maturity level:
35

36. © Prosci Inc. All rights reserved.
Building out the Maturity Model:
Capability Areas
Five Capability Areas:
1. Leadership
2. Application
3. Competencies
4. Standardization
5. Socialization
What observable
attributes can be
used to describe the
level of maturity?
36

37. © Prosci Inc. All rights reserved.
Capability Area 1: Leadership
Not general leadership, but leadership support
specifically for change management
Example factors:
! Primary sponsor
! Sponsor coalition
! Communications from key leaders
! Vision for deployment effort
! Leadership review
! Business rules, policies, procedures
! Change management as requirement
37

38. © Prosci Inc. All rights reserved.
Capability Area 2: Application
Use of change management processes and
tools on projects and initiatives
Example factors:
! Percent of projects applying CM
! Parts of organization applying CM
! Common approach
! Available tools
! Resources availability for applying CM
38

39. © Prosci Inc. All rights reserved.
Capability Area 3: Competencies
Competency and skill-building for “leading change”
throughout the organization
Example factors:
! Training and competencies for:
! Practitioners
! Executives and senior leaders
! Managers and supervisors
! Employees
! Project teams
! Training effectiveness
! Continuous education opportunities
39

40. © Prosci Inc. All rights reserved.
Capability Area 4: Standardization
Move toward common and consistent application
of an organizational standard approach
Example factors:
! Adoption of a standard approach
! Provision of standard tools
! Continuous improvement of approach
! Criteria for applying CM
! Integration into standard project
delivery process and systems
40

41. © Prosci Inc. All rights reserved.
Capability Area 5: Socialization
Understanding, appreciation and acknowledgement
of the necessity of change management
Example factors:
! Executive charter
! Understanding of value
! Buy-in and support
! Common and shared definition
! Viewed as competitive differentiator
! Cultural value
41

42. © Prosci Inc. All rights reserved.
Capability
Area 1:
Leadership
Capability
Area 2:
Application
Capability
Area 3:
Competencies
Capability
Area 4:
Standardization
Capability
Area 5:
Socialization
Level 5
Capability Area
Factors:
- Factor 1.1
- Factor 1.2
- Factor 1.3
- Factor 1.4
- Factor 1.5
- Factor 1.6
- Factor 1.7
- Factor 1.8
Capability Area
Factors:
- Factor 2.1
- Factor 2.2
- Factor 2.3
- Factor 2.4
- Factor 2.5
- Factor 2.6
- Factor 2.7
- Factor 2.8
Capability Area
Factors:
- Factor 3.1
- Factor 3.2
- Factor 3.3
- Factor 3.4
- Factor 3.5
- Factor 3.6
- Factor 3.7
- Factor 3.8
- Factor 3.9
- Factor 3.10
- Factor 3.11
- Factor 3.12
Capability Area
Factors:
- Factor 4.1
- Factor 4.2
- Factor 4.3
- Factor 4.4
- Factor 4.5
- Factor 4.6
- Factor 4.7
- Factor 4.8
- Factor 4.9
- Factor 4.10
- Factor 4.11
- Factor 4.12
Capability Area
Factors:
- Factor 5.1
- Factor 5.2
- Factor 5.3
- Factor 5.4
- Factor 5.5
- Factor 5.6
- Factor 5.7
- Factor 5.8
- Factor 5.9
- Factor 5.10
Level 4
Level 3
Level 2
Level 1
Capability
Area 1:
Leadership
Capability
Area 2:
Application
Capability
Area 3:
Competencies
Capability
Area 4:
Standardization
Capability
Area 5:
Socialization
Level 5
Level 4
Level 3
Level 2
Level 1
Prosci
®
Change Management Maturity Model™
42

43. © Prosci Inc. All rights reserved.
Capability
Area 1:
Leadership
Capability
Area 2:
Application
Capability
Area 3:
Competencies
Capability
Area 4:
Standardization
Capability
Area 5:
Socialization
Level 5
Capability Area
Factors:
- Factor 1.1
- Factor 1.2
- Factor 1.3
- Factor 1.4
- Factor 1.5
- Factor 1.6
- Factor 1.7
- Factor 1.8
Capability Area
Factors:
- Factor 2.1
- Factor 2.2
- Factor 2.3
- Factor 2.4
- Factor 2.5
- Factor 2.6
- Factor 2.7
- Factor 2.8
Capability Area
Factors:
- Factor 3.1
- Factor 3.2
- Factor 3.3
- Factor 3.4
- Factor 3.5
- Factor 3.6
- Factor 3.7
- Factor 3.8
- Factor 3.9
- Factor 3.10
- Factor 3.11
- Factor 3.12
Capability Area
Factors:
- Factor 4.1
- Factor 4.2
- Factor 4.3
- Factor 4.4
- Factor 4.5
- Factor 4.6
- Factor 4.7
- Factor 4.8
- Factor 4.9
- Factor 4.10
- Factor 4.11
- Factor 4.12
Capability Area
Factors:
- Factor 5.1
- Factor 5.2
- Factor 5.3
- Factor 5.4
- Factor 5.5
- Factor 5.6
- Factor 5.7
- Factor 5.8
- Factor 5.9
- Factor 5.10
Level 4
Level 3
Level 2
Level 1
Prosci
®
Change Management Maturity Model™
For each of the 50 factors, rubric scoring describes
Level 1, Level 2, Level 3, Level 4, Level 5
Factor 1
Level of sponsorship for institutionalizing change
management across the enterprise
" Level 5
An executive sponsor (with the required authority
and span of control) has been designated and is
actively and visibly supporting the effort
" Level 4
A senior level sponsor has been designated
and is supporting the effort
" Level 3
The right sponsor has been designated,
but is not engaged, active or visible
" Level 2
A sponsor has been designated, but is either
not the right sponsor or is not engaged
" Level 1 There is no sponsor for the institutionalization effort
43

44. © Prosci Inc. All rights reserved.
Capability Area 1: Leadership
44

45. © Prosci Inc. All rights reserved. 45

46. © Prosci Inc. All rights reserved.
Prosci Maturity Model Audit Tour
Reviewing Report
! Overall Results
! Results by Capability Area
! Low Maturity Factors
! Your Insights and Comments
! See Progress Over Time
! Full Maturity Model Audit
46

47. © Prosci Inc. All rights reserved.
Prosci Maturity Model Audit Tour
Overall Results
47

48. © Prosci Inc. All rights reserved.
Prosci Maturity Model Audit Tour
Results by Capability Area
48

49. © Prosci Inc. All rights reserved.
Prosci Maturity Model Audit Tour
Low Maturity Factors
49

50. © Prosci Inc. All rights reserved.
Prosci Maturity Model Audit Tour
Capture your Insights and Comments
50

51. © Prosci Inc. All rights reserved.
Prosci Maturity Model Audit Tour
See Progress Over Time
51

52. © Prosci Inc. All rights reserved.
Prosci Maturity Model Audit Tour
Your Full Maturity
Model Audit
All 50 Factors
With your scores
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53. © Prosci Inc. All rights reserved.
Prosci Maturity Model Audit
• Define agility
• Baseline current
Change Maturity
• Evaluate all five
capability areas
• Identify risk areas and
develop next steps
• Create comparative
reports over time
Maturity Model Audit
$30 USD/mo
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obligation 14 day trial
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54. © Prosci Inc. All rights reserved.
Where you
are today
Where you
want to be
How you will
get there
Leadership
Proofs-of-
success
Structure-
and-intent
Sponsor-
messaging
Charter-ECM
CMO,-CoE,-CoP
Strategically-
select
Resource-and-
apply-CM
Rigorously-
document
Assess-the-
Current
Design-the-
Transition
Define-the-
Future
Build-change-
capability/agility-to-deliver-
better-results-and-outcomes-
of-change,-increase-resilience-
and-reduce-saturation.
54

55. © Prosci Inc. All rights reserved.
2015 Study Results
Factors that influenced movement
in organizational maturity
1. CM benefit awareness
2. Leadership and dedicated teams
3. Methodology use
4. Business growth or structural change
5. Resource allocation
55

56. © Prosci Inc. All rights reserved.
Leadership
Proofs of
success
Structure
and intent
Sponsor
messaging
Charter ECM
CMO, CoE,
CoP
Strategically
select
Resource and
apply CM
Rigorously
document
Assess the
Current
Design the
Transition
Define the
Future
Build change capability/
agility to deliver better results
and outcomes of change,
increase resilience and
reduce saturation.
Keys to ECM Success
Enterprise Change Management
56

57. © Prosci Inc. All rights reserved.
Project ECM as a Change
Project
ECM:
Goal/objective:
Build organizational change
management capabilities and
competencies to improve results and
outcomes of projects and initiatives
Current Transition Future
Technical side
People side
Requirements:
Charter, Sponsor, Plan, Solution, Team
Project Management
Change Management
Structure
and
Intent
57

58. © Prosci Inc. All rights reserved.
M1 M2 M3 Rest of year 1 Year 2-3
ECM approach
Select pilots
Schedule sponsor briefing
Start Business Case
Training for pilot projects
½-day sponsor program
3-day cert program
Sponsor briefing (2 hr)
Business Case presentation
Apply on pilot projects
ADKAR
3-Phase Process
Best Practices Audit
Document impact
Prosci Change Scorecard
Awareness building
Start Structure and Intent
Design (Current, Future)
Continue Structure and Intent
Deploy (Transition)
- Increased application
- Individual competency development
Sponsor activities
Leadership
Proofs-of-
success
Structure-
and-intent
Sponsor-
messaging
Charter-ECM
CMO,-CoE,-CoP
Strategically-
select
Resource-and-
apply-CM
Rigorously-
document
Assess-the-
Current
Design-the-
Transition
Define-the-
Future
Build-change-
capability/agility-to-deliver-
better-results-and-outcomes-
of-change,-increase-resilience-
and-reduce-saturation.
Prosci ECM Map
Example Timeline
Email solutions@prosci.com
to learn more
58

59. © Prosci Inc. All rights reserved.
Build change capability/
agility to deliver better results
and outcomes of change,
increase resilience and
reduce saturation.
Prosci!ECM!Support!
ECM Advisory Services ECM Boot Camp
ECM Roadmap Maturity Model Audit
Kickoff
Business Case
Development
Sponsor Briefing
Pilot Trainings
Scorecard
Development
Train-the-Trainer
Ongoing Coaching
Online guide with
instructions, guidance,
research and tools
($479)
Call +1-970-203-9332 or
email solultions@prosci.com
One-day workshop on
building your Project
ECM strategy and
plans ($889)
2016 dates
Feb 25 – San Fran
May 19 – Dallas
Aug 11 – Prosci HQ
Nov 17 – Chicago
Inquire re: onsite
“If you're serious about achieving true change
management as one of your core organizational
competencies, then find a way to get to this course.”
Web-based
assessment of maturity
across 50 observable
factors.
$30/mo | $300/yr
59

60. © Prosci Inc. All rights reserved.
Prosci Solution
Delivering organizational results by
catalyzing individual transitions
http://www.prosci.com | http://blog.prosci.com
changemanagement@prosci.com
Build individual change competencies
Apply change management on initiatives
Embed organizational change capability
http://www.prosci.com
solutions@prosci.com
60

61. © Prosci Inc. All rights reserved.
Prosci Maturity Model Audit Tour
Getting Started
Introduction
The click
“Get Started”
Name the organization or group
for your CM-MM audit.
61

62. © Prosci Inc. All rights reserved.
Prosci Maturity Model Audit Tour
Starting a CM-MM Audit
Click “Add an Audit” to
start your CM-MM Audit
for this Org/Group
Give your CM-MM Audit
instance a Name and a
Description
62

63. © Prosci Inc. All rights reserved.
Prosci Maturity Model Audit Tour
Completing a CM-MM Audit
Navigate to each
Capability Area
Expand/Collapse
each CM-MM Audit
factor
Simple rubric scoring
for each of the 50
CM-MM Audit factors
63