Topic ：Organizational change versus Project change management1.Report requirement you can see from assessment guide and example report I provid。I provide an example report （but different topic）you can reference it ，can modeled the example content。2.Posteruse word， A3 size paper，clearly summarises the report showing -topic area-summary of major finding-conceptual diagrams-recommendation or conclusion
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PROSCI versus Kotter’s
Change Management
Approaches
An Individual Assignment
Table of contents
1. Introduction………………………………………………………………………………………………………3
2. Definitions…………………………………………………………………………………………………………3
2.1 Change Management…………………………………………………………………………………..3
2.2 PROSCI organizational change management process…………………………………..3
2.3 Kotter’s 8-steps Change Management Approach………………………………………….5
3. Comparisons………………………………………………………………………………………………………..6
3.1 Similarities……………………………………………………………………………………………………..6
3.2 Differences…………………………………………………………………………………………………….7
4. Recommendations……………………………………………………………………………………………….8
5. Conclusion……………………………………………………………………………………………………………9
6. Research summary………………………………………………………………………………………………10
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7. References ………………………………………………………………………………………………………….11
1. Introduction
As change management plays a crucial role in the project management, it is
important for project managers to choose the most appropriate change management
approach (Hornstein, 2015). PROSCI and Kotter’s 8-steps change management
approaches are two of the most popular models. This report will define and compare
the PROSCI and Kotter’s change management approach, analyze their similarities and
differences, and provide recommendations for selecting the change management
approach.
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2. Definition
2.1 Change Management
Change management is a systematic method to handle the change from both the
organizational and the individual aspects (Creasey, 2007).
2.2 PROSCI organizational change management process
The introduction of PROSCI organizational change management process happened in
2002. This process consists of three phases, through which project managers could
manage the changes effectively. Each phase is supported by evaluations, templates
and guidance to achieve the objective.
Graph 1
The Graph 1 demonstrates the first phase in PROSCI approach. It could benefit
project teams in initiating the change management plans. It could help to address
some important issues, such as the extent of change management the organization
need and the stakeholders should be considered. Moreover, this phase requires the
project manager to have situational awareness, which is crucial for designing a
successful change management plans. The deliverables of this phase are change
characteristics profile, organizational attributes profile, change management team
structure, sponsor assessment, structure and roles (Hiatt & Creasey, 2003).
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Graph 2
The second phase is illustrated in the Graph 2, which lay emphasis on developing the
change management plans. These plans clarify the steps that project managers could
follow to help the individuals influenced by the project. PROSCI provide five plans to
support individuals, namely communication plan, sponsor roadmap, training plan,
coaching plan and resistance management plan (Hiatt & Creasey, 2003).
Graph 3
Graph 3 shows the phase 3 of PROSCI process. It is equally important as the first two
phases, but it is likely to be ignored. This phase focuses on developing specific plans
to ensure that the change is effectively handled. Furthermore, standards and
mechanisms are developed to measure how well the change is managed, to the
check whether employees are performing their works in a different way, to identify
and minimize gaps as well as to recognize achievements. The outcome of this phase
includes measuring changes in behavior, corrective action plans, reinforcement
mechanisms, individual and group recognition approaches, success celebrations and
after-action review (Hiatt & Creasey, 2003).
2.3 Kotter’s eight –step change process
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John Kotter, a professor at Harvard Business School, introduced the eight-step
change process for change management in 1995 (Gupta, 2011). There are eight steps
in Kotter’s change process as shown in the Graph 4 below.
Graph 4
• Step 1: Create a sense of urgency (Kotter, 2012). Produce some events and utilize
important chances to encourage people engaging in change activities.
• Step 2: Build a guiding coalition (Kotter, 2012). Gather a group of people who have
skills and knowledge for guiding and assisting joint change management.
• Step 3: Form a strategic vision and initiatives (Kotter, 2012). Create a vision to
enhance the performance for change, and work out effective methods to realize the
objective.
• Step 4: Enlist a volunteer army (Kotter, 2012). Raise a group of volunteers who are
well-prepared and desired to engage in change activities.
• Step 5: Enable action by removing barriers (Kotter, 2012). Eliminate the possible
barriers to change, and adjust operational systems to avoid potential risks in the
change management.
• Step 6: Generate short term wins (Kotter, 2012). Regularly create, trace, assess and
celebrate important achievements, and relate them to outcomes.
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• Step 7: Sustain acceleration (Kotter, 2012). Growing credibility should be applied to
ensure systems, structures and policies are consisting with the vision. Staffs should
be trained and stimulated to achieve the vision. The process should be revitalized
with new projects.
• Step 8: Institute change (Kotter, 2012). The relationship between new conducts
and success of organizations should be articulated. Also, effective measures should
be taken to developing and achieving the leadership.
3. Comparison
In order to provide appropriate recommendations to the project managers, a
detailed comparison between PROSCI and Kotter’s change management approach is
necessary.
3.1 Similarity
Graph 5
PROSCI and Kotter’s models are similar in several aspects. These two approaches
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utilize the identical change management processes. Both of them assemble a group
of people to lead and assist the change management at the beginning, and then
observing vision of the project. Also, these two approaches reinforce the change
through developing prevention management plans.
Graph 5 illustrated a considerable overlap between these two approaches.
Step 2 of Kotter’s model creating a guiding coalition involves forming a personal
from the organization to support the change and allocate roles and tasks for each
personal, which aligns very well with phase 1 of PROSCI – Sponsor assessment,
structure and roles.
Step 3 of Kotter’s approach focus on creating the strategic vision and initiatives, this
can be mapped with PRSCOI’s change management strategy as it considers the same
concepts for change rational, objectives and strategy.
Step 5 of Kotter -Empower people to act on vision, this step exam how we need to
encourage employees to keep up with the change and not go back to old habits.
Similarly, the phase 3 of PROSCI includes reinforcement mechanisms like compliance
measures and corrective action plans.
Step 6 of Kotter’s model -Create short-term wins overlaps with Phase 3 of PROSCI,
since it involves showing recognition to individuals and groups efforts as well as
celebrating small and large achievements.
3.2 Differences
As shown in Graph 5, Kotter’s approach demands the support for the change from
the employee in the organization before carrying out the planning in Step 1, while
PROSCI model directly get into the planning stage without advocacy. Moreover,
Phase 1 of PROSCI approach includes the organizational attribute profile, while
Kotter failed to consider such characteristics. Also, the Phase 3 of PROSCI pays more
attention to reinforcing change, such as after action review and corrective action
plans, while Kotter’s model doesn’t have such guidance.
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4. Recommendation
According to the analysis above, Kotter’s 8-steps process demonstrates several
advantages and disadvantages compared with PROSCI model.
The first two steps of Kotter’s model are extremely crucial, which are creating a
sense of urgency and the guiding coalition. If project managers initiate a program in
complicated organizations without convincing people that changes are necessary in
advance, the vision is unlikely to be achieved. Also, if project leaders believe they
could manage change without the supports of the team members who understand
the urgency for change, the change management will turn out to be a deficiency.
Since individuals are unlikely to be qualified with all the essential skills and
knowledge to drive successful organizational change, Kotter’s guiding coalition is
significant for the beginning stage of change management. As PROSCI model directly
entered into the planning without advocacy, Kotter is stronger in the initiative.
Furthermore, Kotter’s model serves as a comprehensive checklist, including the
important things project managers need to consider throughout the change
management. For instance, if project manager forgot to ensure that the IT systems
were updated to align with the new change, the small negligence will become a
disaster to the whole project (Kazmi & Naarananoja, 2014). Kotter’s fifth step could
remind managers to check whether the systems and structures are aligned with the
changes. Also, celebrating short terms achievements is important for encouraging
employees when they are starting to lose confidence in the change process. Since
PROSCI process is not as specific as Kotter’s, it could not be a useful checklist.
Unfortunately, Kotter’s 8-steps model has significant disadvantages compared with
PROSCI process. To begin with, Kotter’s approach is virtually a top-down model,
which might not be suitable for all the organizations. Kotter is quite experienced on
change management in large projects, and the majority of these projects is
cooperating with considerably large enterprise (Pollack & Pollack, 2015). If the
project managers are engaged in a situation where more participation is demanded
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for change management, PROSCI model will turn out to be more practical as it has
more space for organizational customization (Prosci, 2012).
Moreover, Kotter’s process is too mechanistic, and PROSCI model is relatively more
flexible. Since organizations are consisting of people, it is unlikely to operation as
accurate as machines (Varkey & Antonio, 2010). Kotter’s 8-steps process could
effectively serve as a checklist, because the step by step guidance for change is
explicit. However, it is less useful than PROSCI approach on flexibility.
In addition, although Kotter’s model is effective in initiating change, it is likely to be
weaker in the long term than PROSCI approach. For example, step 7 of Kotter’s
model failed to provide specific tips for sustaining change. By the contract, PROSCI
approach pays more attention to reinforcing changes.
Therefore, although Kotter’s model is more robust on the initiative of the change
management and could serve as a checklist for the process, its limitations are
inevitable. Project managers should choose the appropriate change management
approach depend on the situation and requirements of the project (Meade, 2013). If
the project manager is new to the change management, Kotter’s approach should be
the best choice, since it could be a clear checklist to avoid negligence. If the project
manager needs more flexibility and consideration of organizational attributes,
PROSCI will become the appropriate choice. In addition, if the change manager is
familiar with both approaches, it is practical to combine these two approaches and
customize a new model for the organization (Todnem, 2005).
5. Conclusion
PROSCI and Kotter’s change management approaches have a considerable overlap
and significant differences. Kotter’s is stronger in the initiating change and could
serve as a checklist for the change process, but it is too mechanistic and weak in
reinforcing change. PROSCI is more flexible and stronger in reinforcing change
compared with Kotter’s approach, and it also considers organizational attributes in
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Phase 1. When choosing the appropriate model for change management, project
managers should evaluate the requirements of organizations as well as their
understandings.
6. Research Summary
References
Defining change management (Online)
Summary
This article provides a clear definition of
change management.
Leading innovation change – the kotter This journal analyzes the Kotter’s change
way (Journal)
management approach critically.
Change Management: the people side of This book provides a different
change (Book)
perspective for PROSCI approach, which
could help to discover its strengths.
The integration of project management This article raises an interesting point
and organizational change management that integrating project management
is now a necessity (Journal)
and change management is an inevitable
trend, which could support the
recommendations.
Collection of change management
models – an opportunity to make the
best
choice
from
the
various
organizational
transformational
techniques (Journal)
This journal carries out comparisons
between different change management
models, which could provide relevant
information for this report, and enhance
the quality of arguments.
The 8-step process for leading change This
website
provides
detailed
(website)
information about Kotter’s 8-steps
change management process.
Developing a change management plan
for organizational transformation
(Dissertation)
This article could improve the
understanding of Kotter’s and PROSCI
models, and the argument of combining
two models to form a practical
framework for organizational changes
could support the recommendations.
Using kotter’s eight stage process to This journal includes some examples of
manage an organizational change implementing the Kotter’s approach,
program: Presentation and practice which could help to discover the
11
(Journal)
drawbacks of this model.
Prosci releases organizational change This journal provides an introduction of
management
maturity
assessment PROSCI approach and illustrates its
(Journal)
benefits for organizational change.
Organizational change management: A This article offers a critical review of
critical review (Journal)
some
popular
approaches
for
organizational change management,
which could help to understand the two
approaches.
Change management for effective quality This journal offers some improvements
improvement: a primer (Journal)
could
be
adopted
for
change
management approaches.
7. References
Creasey, T. (2007). Defining change management. Prosci and the Change
Management Learning Center.
Gupta, P. (2011). Leading innovation change – the kotter way. International Journal of
Innovation Science, 3(3), 141-150.
Hiatt, J., & Creasey, T. J. (2003). Change Management: the people side of change.
Prosci.
Hornstein, H. A. (2015). The integration of project management and organizational
change management is now a necessity. International Journal of Project
Management, 33(2), 291-298.
Kazmi, S. A. Z., & Naarananoja, M. (2014). Collection of change management models
– an opportunity to make the best choice from the various organizational
transformational techniques. GSTF Journal on Business Review (GBR), 3(3), 1-14.
Kotter, J. (2012). The 8-step process for leading change. Kotter International.
12
Meade, K. J. (2013). Developing a change management plan for organizational
transformation. ProQuest Dissertations Publishing.
Pollack, J., & Pollack, R. (2015). Using kotter’s eight stage process to manage an
organisational change program: Presentation and practice. Systemic Practice and
Action Research, 28(1), 51.
Prosci releases organizational change management maturity assessment.(2012).
Investment Weekly News, 623.
Todnem By, R. (2005). Organizational change management: A critical review. Journal
Of Change Management, 5(4), 369-380.
Varkey, P., & Antonio, K. (2010). Change management for effective quality
improvement: a primer. American Journal of Medical Quality, 25(4), 268-273.
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Project Delivery Approaches
Research Paper and Poster Assessment Criteria
Research Paper
Marks
Topic and Rationale
2
Literature Review
4
Basic Competency
•
•
•
•
•
•
Content and Findings
7
•
•
•
•
Recommendation or
Conclusion
5
Bibliography and Research
Summary
2
•
•
•
•
•
•
Clear topic and research question
Relevant introductory content
Definitions of key terms
5 to 6 relevant readings and
sources
Combination of academic
references and online references
Common references identified
Clearly presented content and
diagrams
Consistent with the research
topic
Clear question, introduction and
conclusion
Summary findings and
recommendations
Easy to read and follow
Basic conclusion
Ties all presented concepts
together
Correctly formatted bibliography
Including at least 4 sources
Correct citations within the
content
Higher Competency
(in addition to Basic)
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Rationale or purpose for the
paper’
Clear abstract
Up to 10 relevant readings and
sources
Historical and contemporary
sources
Less common references
identified and considered
Concepts included in addition to
those presented or discussed in
lectures
Inclusion of case studies or
examples
Clearly added to the knowledge
in the topic area
Good Logic
Consistent flow of the content
Integrated conclusion, or
recommendation, that facilitates
application of the research
outcomes
Sources include both academic
and popular content
Summary of key concepts drawn
from each source
Total
20
10 to 13
14 to 17
Poster
Marks
Basic Competency
Higher Competency
(in addition to Basic)
Topic and Rationale
1
Summary of Major Findings
5
•
•
•
•
•
•
•
Conceptual Diagrams
2
•
•
•
Recommendation or
Conclusion
Total
2
10
•
•
•
Clear topic and research question
Relevant introductory content
Definitions of key terms
Clearly presented content and
diagrams
Consistent with the research
topic
Clear question, introduction and
conclusion
Summary findings and
recommendations
Easy to read and follow
Summary of main points of the
research paper
Clearly presented content and
diagrams
Consistent with the research topic
Basic conclusion
Ties all presented concepts
together
5 to 6.5
Project Delivery Approaches –t Assessment Guide
•
•
•
•
•
•
•
•
•
•
Rationale or purpose for the
paper’
Clear abstract
Concepts included in addition to
those presented or discussed in
lectures
Inclusion of case studies or
examples
Clearly added to the knowledge
in the topic area
Good Logic
Consistent flow of the content
Sophisticated diagrams
Concepts included in addition to
those presented or discussed in
lectures
Integrated conclusion, or
recommendation, that facilitates
application of the research
outcomes
7 to 8.5
…
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