运用变革管理取得项目成功

WHAT

IS

YOUR

FINISH

LINE

?

WHEN

IS

A

PROJECT

SUCCESSFUL

?项目的重点是什么？运用变革管理取得项目成功What

is

yourfinish

line?项目的终点是什么?3Typicalproject典型的项目InitiatePlanDesignDevelopDeployKick

offGeneralProjectLifecycleMajor

events“Go

Live”Most

of

ourProjects大多数的项目What

is

your

finish

line?项目的终点是什么?ResultsOutcomesSustainmentRealizationBenefitsRequirementsOutputsSpecificationsInstallationSolutionPotential

vsKinetic

fromPhysics物理的势能

vs

动能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

势能：从物理意义上来说，势能表示了物体在特定位置上所储存的能量，描述了做功能力的大小。在适当的情况下，势能可以转化为诸如动能、内能等其他能量。

Kinetic

Energy:

In

physics,

the

kinetic

energy

of

an

object

is

the

energy

thatpossesses

due

to

its

motion

–

Wikipedia动能：从物理上来说，物体的动能是因其移动而具有。Business

ValueRealization实现商业价值Adding

Value

Realizationand

Change

Management加入价值实现和变革管理ChangeManagement变革管理9Essentials

ofChange

Management变革管理的要点Understand

theWhy,What

and

How

ofChange

Management了解为什么、是什么、如何做变革管理How

to

Apply

theProsci

ADKAR®ModelFiveTenets

ofChangeProsciMethodologyOverviewPhase

1:Preparingfor

ChangePhase

2:ManagingChangePhase

3:ReinforcingChangeProsci

®

3-Phase

ProcessProsci®变革管理的三阶段流程11Phase

3:ReinforcingChangePhase

2:ManagingChangePhase

1:Preparingfor

ChangeChange

Management

Strategy变革管理策略ReadinessAssessments评估准备程度Integration

intoProject

Plan与项目计划整合CommunicationsPlan沟通计划SponsorRoadmap发起人路线图Coaching

Plan辅导计划Training

Plan培训计划Resistance

Mgmt

Plan阻力管理计划Adoption,

UsageMeasurement采纳和使用评估Sustainmen维持Lessonslearned经验教训Prepare

CM

Team

and

IdentifySponsors准备变革管理团队和确认发起人StrategyPlansSustainmentAlignmentof

Works

Streams一致化工作流程InitiatePlanDesignDevelopDeployKickOff"Go

Live"Phase

3

:ReinforcingChangePhase

2:ManagingChangePhase

1:Preparingfor

ChangeStrategy/策略CommunicationsPlan沟通计划Sponsor

Roadmap发起人路线图CoachingPlan辅导计划Training

Plan培训计划ResistanceManagement

Plan阻力管理计划Sustainment/维持ADKAR12GreatestContributortoSuccess:#4成功的最大贡献者#413#1

Sponsorship/发起人#5

EmployeeEngagement/员工参与#6

Communication/沟通#2

Change

ManagementApproach/变革管理方法#3

Change

ManagementResources/变革管理资源#4

Integrating

withPM与项目管理整合The

Goal:Employeeadoption

andusage目标：员工采纳和使用#7

Middle

ManagementEngagement/中层主管参与Top

Contributors

to

Success

–

Relationship

to

Adoption

and

UsageCopyright

©

2016

Prosci

Inc.

Best

Practices

in

Change

Management

–

2016

EditionHOW

TO

INTEGRATE

CM

AND

PM如何整合变革管理与项目管理14DefiningThe

Elements

ofSuccessfulChange定义成功变革的要素Integrating

Change

Management

and

Project

Management整合变革管理与项目管理Understandingthe

Five

Keys

tEffectiveIntegration理解有效整合的五个关键HOW

TO

INTEGRATE

CM

AND

PM如何整合变革管理与项目管理Current当前状态Transition过渡状态Future未来状态CCCCCCCCCCCCCCCCCCCCCCCCCTTTTTTTTTTTTTTTTTTTTTTTTTFFFFFFFFFFFFFFFFFFFFFFFFFMade

Up

of

Individual

Changes由个人的变革组成Organizational

Change组织的变革CurrentState当前状态TransitionState过渡状态FutureState未来状态Technical

Side/技术层面People

Side/人员层面Results/结果

Outcomes/成果

Success/成功Installation*安装*Realization*实现*Develop/开发Deliver/交付Embrace/拥抱Adopt/采纳Use/使用Successful

Change

Requires

Both

the

Technical

and

PeopleSides成功的变革同时需要技术与人员的变革Design/设计CurrentstateTransitionstateFuturestateProject

ManagementChange

ManagementInitiation/启动Planning/规划Executing/执行

Monitoring/controlling–监控Closing/结案Tools/工具:Statement

of

work/工作说明书Project

charter/项目范围Business

case/业务案例Work

breakdown

structure/WBSBudget

estimations/预算预估Resource

allocation/资源配置Schedule/时程Tracking/追踪Preparing

for

changeManaging

changeReinforcing

change™Individual/个人:ADKAR®Process/流程:Organizational/组织:Tools/工具:Individual

change

model/个人变革模型Readiness

assessment/评估准备程度Communication

plans/沟通计划Sponsor

roadmaps/发起人路线图Coaching

plans/辅导计划Training

plans/培训计划Resistance

management/阻力管理Reinforcement/巩固成果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变s:革同时需要技术与Pro人cess员/流程的:

变革Definition

Comparison定义上的差异Project

Management项目管理is

the

discipline

of

initiatiplanning,

executing,

controand

closing

the

work

of

a

teamto

achieve

specific

goalsmeet

success

criteria.是一个团队为启动、规划、执行、控制和结案来实现特定的目标和满足成功要件的工作的专业。Change

Management变革管理is

the

application

of

astructured

process

and

set

oftools

for

leading

the

peopleof

change

to

achieve

adesired

outcome.是一个结构化的方法和一套工具用来领导人员方面的变革来达成期望的成果的应用。Successful

projects

require

all

three

corners

of

the

Prosci®

PCT™

Model成功的项目需要同时具备

Prosci®

PCT™模型的三个角Prosci®

PCT™

ModelWhat

AreWe

TryingtoAchieve?我们尝试达到的目标

?OrganizationalBenefits组织的利益ProjectObjectives项目的目标Revenue/营收Costs/成本Profits/获利Efficiencies/效率Compliance/合规Safety/安全Process

Excellence/卓越的流程Customer

Satisfaction/客户满意Metrics

and

measurements

ofspecificimprovements/特定改善的指标和评估What

the

project

is

trying

to

deliver/项目所要交付的成果

How

the

organization

will

be

differentafterthechangeisimplemented/变革实施后组织有什么不同Prosci®

ADKAR®

ModelProsci®

ADKAR®

模型HOW

TO

INTEGRATE

CM

AND

PM如何整合变革管理与项目管理Project

Management

andChange

Management

arecomplementary

disciplineswith

a

common

objective项目管理与变革管理是两个有共同目标的互补的专业CurrentState当前状态TransitionState过渡状态FutureState未来状态Technical

Side/技术层面People

Side/人员层面Results/结果

Outcomes/成果

Success/成功Installation*安装*Realization*实现*Design/设计

Develop/开发Deliver/交付Embrace/拥抱Adopt/采纳Use/使用Foundation

ofIntegration整合的根基12InitiatePlanDesignDevelopDeployLet’s

Walk

Through

This

Together让我们一起走过KickOff

"Go

Live"Phase

3

:ReinforcingChangePhase

2:ManagingChangePhase

1:Preparingfor

ChangeStrategy/策略CommunicationsPlan沟通计划Sponsor

Roadmap发起人路线图CoachingPlan辅导计划Training

Plan培训计划ResistanceManagement

Plan阻力管理计划Sustainment/维持ADKARThe

Work

Streams

Are

What

We

CanIntegrate

into

the

Project

Plan工作流就是我们能够整合到项目计划中的内容‘Ability

at

Go

Live’

Exercise

‘上线能力’演练InitiateDevelopDeployKick

Off"Go

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keyproject

events从项目关键活

动开始Plan

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in

theindividualmilestones放入个人

里程碑Phase

3

:ReinforcingChangePhase

2

:ManagingChangePhase

1

:

Preparing

for

ChangeStrategyPlansSustainmentConsiderdifferences

in

impactedgroups/考量受影响群体的差异Alignorganizationaldeliverables

todriveindividual

milestones/调整组织的产出来驱动个人里程碑How

Can

We

IntegrateChange

Management

intoaProject要如何整合变革管理到项目计划内Project

ManagementDesign,Develop

and

Deliver

Solution

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is

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&

PM整合变革管理与项目管理Project

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Solution

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it

mattered:这很重要：“Good”or“Excellent”CM良好和优异的变革管理Didn"tDid71%Integrated

CM

&

PM

整合变革管理和项目管理?Integrating

CM

&

PM整合变革管理与项目管理PMCMPMCMPMCMProcess

Dimension流程维度IntegratePlans整合计划AlignTimelines对齐时间轴SequenceTasks工作排序AddDeliverables加入产出2

0

1

72

0

1

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–

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assessments

and

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sponsor

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change

management

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objectivesDocument

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team

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requirementsDevelop

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solutionIdentify

training

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activitiesDesign

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managers

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communications

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requirementsContinue

communications

and

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activitiesLaunch

group

and

coaching

sessionsReinforce

key

messages

(sponsors)HOW

TO

INTEGRATE

CM

AND

PM如何整合变革管理与项目管理Prerequisites

to

Integration整合的门槛需求Both

teams

are

focused

onresults

and

outcomes两个团队都专注在结果与产出There

is

a

structured

approto

change

management有一个变革管理结构化方法5

Keys

to

EffectiveIntegration5个有效整合的关键获得项目团队的认同和支持高层领导的支持范围、时间点和优先顺序如何整合的方向明确的角色定义1

Support

and

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from

Project

Teams取得项目团队的支持Make

ChangeManagementmeaningful

and

realby

connecting

to

whatthe

project

teamcares

about依靠关联到项目团队所关心的事情，让变革管理真实且有意义。70%48%52%94%81%71%76%15%14%4322%%

Improve

project

results

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Drive

benefit

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return驱动利益实现和财务回报Minimize

risks/最小化风险Reduce

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Management

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Support

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Teams获得项目团队的支持Prosci®

PCT™

ModelParticipateactivelyand

visibly

throughoutthe

project.在整个项目过程中积极可见Builda

coalition

ofsponsorship

with

peersand

managers.建立同侪和管理者之间的发起人联盟Communicate

directlywit