There’s no getting around the fact that a large part of any organisation’s capability consists of people’s proficiency in carrying out their jobs. Yet formal means of managing the impact of business change project on people are decidedly lacking.
One way of looking at this matter is to consider the three interacting elements which determine organisational capability: processes, technology and people.
- Processes are the how – from corporate planning to frontline procedures;
- Technology provides the means of carrying out functions – whether it’s a stethoscope or the Large Hadron Collider; and
- People of course are the who – their skills, behaviours and organisation.
Successful project management is about delivering or transforming an organisation’s capability, from its present state to a better one.
This involves changing all three elements, each impacting on the others. It’s like a three-legged stool with the project’s return on investment sat on top – if it’s not balanced properly between the three elements, it could fall over.
Typically, business change projects focus upon the process and technology change and often underestimate or under-manage the people change.
Perhaps this is no surprise, if one considers the range of resources available to manage changes to process and technology capability.
There are professional bodies, qualifications, methodologies and tools – all tailored specifically to the management of capability and of capability change. The same applies to the discipline of project management. A plethora of acronyms and abbreviations compete to help organisations get from A to B with the best results. The choice is as extensive as the wine list in a Michelin starred restaurant.
When it comes to managing the impact on people - it’s more like the wine selection in a local rugby club. Few widely recognised methodologies are available to help manage the changes and impact that business change projects have on people – and yet without dealing with these effects, no project can fully succeed in achieving ultimate ROI.
What’s needed is an approach to the people side of change which can be integrated with existing techniques for managing process and technology change.
What’s needed is a structured, holistic approach, providing the tools and techniques required to make sure everyone affected by change is brought from A to B as efficiently as possible.
Which is exactly what Prosci® Change Management Methodology does.
Developed through empirical research and extensive benchmarking, Prosci® has evidenced that projects with excellent change management are:
- 79% more likely to meet or exceed their objectives;
- 55% more likely to be on schedule; and
- 31% more likely to be on or under budget.
CMC has adopted the Prosci®approach across its entire range of project, programme and portfolio management consultancy services and has found the application of Prosci® so useful that it has extended its involvement with Prosci® and become an affiliated Prosci® training provider, delivering accredited Prosci® change management training courses for business change practitioners, sponsors of change, managers and employees dealing with change.
The people side of change is still inadequately addressed on most business change projects, dragging down margins, lowering productivity, and inhibiting growth.
For organisations adopting Prosci® - such problems are becoming a thing of the past.