GEFASEERDE AANPAK
Prosci 3-fasenproces
Een gestructureed maar flexibel stappenplan om de menskant van verandering te begeleiden
3 Phase Process
Een gestructureerd proces om organisatieverandering te realiseren
Het Prosci 3-fasenproces is een van de drie onderdelen van de Prosci methodiek, naast het PCT-model en het ADKAR-model. Waar het ADKAR-model succesvolle verandering op individueel niveau mogelijk maakt, biedt het Prosci 3-fasenproces een raamwerk voor het bereiken van verandering op organisatieniveau.
Door het toepassen van dit gestructureerde proces doorlopen change practitioners drie fasen (Phase 1 – Prepare Approach, Phase 2 – Manage Change, Phase 3 – Sustain Outcomes) om succesvolle (project)resultaten te bereiken.
Elke fase is onderverdeeld in drie stappen, en elke stap bevat de activiteiten die nodig zijn voor een succesvolle verandeering. Hoewel het Prosci 3-fasenproces gestructureerd is, is het ook aanpasbaar en schaalbaar om aan de behoeften van elke organisatie of veranderinitiatief te voldoen.
Main component
Verken het proces
PHASE 1
Prepare Approach
The first phase of the Prosci 3-Phase Process supports change and project teams in developing their change management strategy, and with the end in mind. The activities in this phase help practitioners develop a customized and comprehensive approach that positions their change for success.
Define Success
Practitioners establish precisely what they are trying to achieve, with activities such as developing a detailed change profile and defining what success on the project looks like
Define Impact
This stage focuses on how the change impacts individuals, using activities that include identifying impacted groups and defining adoption and usage
Define Approach
Here, practitioners consider what steps they will need to take to achieve project success, engaging in activities such as assessing risk, identifying potential resistance, and establishing required roles
PHASE 2
Manage Change
The second phase of the Prosci 3-Phase Process brings the Change Management Strategy to life. The activities in this phase involve developing plans and actions that help move individuals and the organization through ADKAR transitions. The three stages in Phase 2 – Manage Change include:
Plan and Act
Practitioners establish how to best prepare, equip and support people who will be impacted by the change, with activities like developing an ADKAR Blueprint and producing change management plans such as a Sponsor Plan and Communications Plan
Track Performance
This stage focuses on how to track and sustain progress in the change management efforts, using activities that include establishing a tracking calendar and identifying performance strengths and opportunities
Adapt Actions
Based on what practitioners have learned so far, particularly in the previous stage, they spend important time adjusting their change management strategy with activities such as preparing adaptive actions and continuing to track performance
PHASE 3
Sustain Outcomes
The third and final phase of the Prosci 3-Phase Process establishes the approach for ensuring that the change is adopted and the organization is committed to doing what’s needed to sustain the change. Related activities involve reassessing performance, activating sustainment strategies, and transitioning responsibilities. The three stages in Phase 3 – Sustain Outcomes include:
Review Performance
Following project go-live, practitioners reflect on performance to confirm desired results, with activities such as reviewing ADKAR outcomes and documenting lessons learned
Activate Sustainment
Here, practitioners focus on implementing actions to sustain change outcomes, engaging in activities like identifying gaps and activating relevant sustainment roles
Transfer Ownership
In this final stage of the Prosci 3-Phase Process, practitioners establish how to carry sustainment efforts forward, with important activities that include transferring knowledge and assets, as well as celebrating change management successes
Een introductie op Change Management
Data maakt duidelijk dat, zelfs als organisatiewijzigingen aan technische eisen en deadlines voldoen, ze kunnen falen in het leveren van resultaten en voordelen.
