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Public Training Survey

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Exit Survey
 
 
1. Hello

We are looking for individuals to participate in a survey which will determine the causes of failures and successes in change management projects. Current academic and informal research has pinpointed a number of high level causes which determine the outcome of the project, such as lack of leadership, user engagement and communication. Change Factory wants to go one step further and understand the specific factors that impact on the outcome of the project.

Change management projects can include:

Organisational Processes introduction or restructure
IT/HR Systems implementations
Organization restructure
Job roles restructure
Culture changes

Change management involves understanding what makes organisations tick and collaboratively designing, developing and executing the strategies and tactics required to transform an organisation’s outcomes through changing the behaviour of its people and, when necessary, its culture.

Our research project is unique in that we are surveying a variety of industries, sizes of organisations and the definition of a failed or a successful project.

Change Factory will present the overall results in a report format to all participants and can provide a consultation session to your organisation.

Please contact Rohita Atri on 03 9329 6250.


Thank you very much for your time and support. Please start with the survey now by clicking on the Continue button below.
 
 
 
2. First, we need to ask a few questions to see whether you qualify to complete this survey. Please answer the questions below.
 
 
 
* 3. Have you been involved in implementation of a change project within the last five years in your current or past organisation?
 
Yes
 
No
 
 
 
* 4. What role did you play in the implementation?
 
Project Manager
 
Programme Manager
 
Part of the Project team
 
Project Sponsor
 
Department head affected by the project
 
Other
 
 
 
 
* 5. Is the project completed?
 
Yes
 
No
 
Near completion (in evaluation stage)
 
 
 
6. Thanks. We have a few questions to ask your about your project.
 
 
 
* 7. What was the goal of your project?
   
 
 
 
* 8. What factors prompted you to embark on the project
   
 
 
 
* 9. When was your project completed
 
 
 
* 10. How long did the project run for?
 
 
 
* 11. How many people did the change affect?
 
 
 
* 12. How many locations were affected?
 
1
 
2-3
 
4-5
 
6-10
 
11+
 
 
 
* 13. What was the primary measure of project success?
   
 
 
 
* 14. Was your change management project considered a success in your organisation?
 
Yes
 
No
 
 
 
15. Thanks for that. Now we just have a few questions about the organisation you were working for when the project was implemented.
 
 
 
* 16. What industry does the organisation operate in?
 
Agriculture, Forestry and Fishing
 
Mining
 
Manufacturing
 
Electricity, gas and water supply
 
Construction
 
Wholesale trade
 
Retail trade
 
Accommodation, cafes and restaurants
 
Transport and storage
 
Communication services
 
Finance and insurance
 
Property and business services
 
Government administrate and defence
 
Education
 
Health and community services
 
Cultural and recreational services
 
Personal and other services
 
 
 
 
 
* 17. Where is the organisation located
 
VIC
 
ACT
 
NSW
 
WA
 
Queensland
 
SA
 
Tasmania
 
UK
 
New Zealand
 
Pacific Islands
 
India
 
USA
 
 

 
 
 
* 18. How many people does the organisation employ?
 
1-49
 
50-99
 
100-199
 
200-499
 
500-999
 
1000-1999
 
2000-4999
 
5000+
 
 
 
19. Thanks. We'd like to ask you some questions about your project now. These first questions are about the way in which your project came about and how you developed the original project goals and requirements, before you got into any detailed planning for the project
 
 
 
20. The project had a documented strategic plan
 
Yes
 
No
 
 
 
* 21. The project received funding through a business case that was critically reviewed by senior management
 
Yes
 
No
 
 
 
* 22. In the early stages of the project, a risk analysis was conducted to determine what could prevent the project from being delivered on time, on budget or to the required quality
 
Yes
 
No
 
 
 
* 23. The budget allocated to the project took into account the degree of change required for the project to be successful; i.e for more significant changes, a larger budget was allocated for change management activities.
 
Yes
 
No
 
 
 
* 24. In the early stages of the project, the financial and non-financial benefit that would accrue to the organisation for the successful completion of the project was calculated.
 
Yes
 
No
 
 
 
25. This set of questions looks at the tactics, project planning, communication, success factors measurement and budget.
 
 
 
* 26. Before the project commenced, an analysis of the existing environment was conducted to determine the root causes of unsatisfactory performance that the project would address.
 
Yes
 
No
 
 
 
* 27. At least one member of the project team had detailed knowledge and understanding of the business drivers for the organisation's success.
 
Yes
 
No
 
 
 
* 28. The project's budget was allocated to each of the activities outlined in the project plan, rather than treated as a pool of unallocated funds.
 
Yes
 
No
 
 
 
* 29. The project had oversight from a steering committee.
 
Yes
 
No
 
 
 
* 30. In the early stages of the project, the project's critical success factors were discussed with and agreed to by the project's key internal and external stakeholders.
 
Yes
 
No
 
 
 
* 31. The project documents included a communications goal and strategy that described what the project team needed to achieve in terms of the key messages for each audience, and the channels to be used for providing those messages (e.g. presentations, email, intranet etc.).
 
Yes
 
No
 
 
 
* 32. The project documents included a description of the roles, responsibilities, desired outcomes, and deadlines for each person who was accountable for a part of the project's execution.
 
Yes
 
No
 
 
 
* 33. Please select the main communication channel used during the change.
 
Posters
 
Intranet
 
No reply emails
 
Small team/department meetings
 
One-on-one
 
Forums
 
Conferences
 
Training sessions

 
 
 
* 34. The project team received training and/or other developmental opportunities to ensure its members had both the skill and knowledge required to properly support the organisation.
 
Yes
 
No
 
 
 
* 35. Managers from affected business units, or their representatives, were involved in the planning phase of the project.
 
Yes
 
No
 
 
 
* 36. The project documents included a written stakeholder management plan.
 
Yes
 
No
 
 
 
* 37. The project team conducted a risk analysis to determine the degree to which different groups in the organisation were likely to resist or support the change.
 
Yes
 
No
 
 
 
* 38. At least one member of the project team had the skills and previous experience to execute the communications strategy across all affected employees.
 
Yes
 
No
 
 
 
* 39. Formal mechanisms were put in place for collecting and acting upon feedback from stakeholders as part of the project.
 
Yes
 
No
 
 
 
* 40. What experience did the person accountable for the project have in executing similar change management projects?
 
Managed an identical project before.
 
Managed a similar project before.
 
Managed a related project before.
 
Managed a smaller project before.
 
No experience in similar change management projects.
 
 
 
* 41. What mechanisms were used for holding key project team members accountable for project execution?
 
Project performance measures were included in individual performance plans/appraisals
 
Bonuses for performance
 
Meetings and reports
 
None of the above
 
Other
 
 
 
 
42. At least one member of the project team had experience in an organisation that resembled our desired future state.
 
Yes
 
No
 
 
 
43. Thanks. We are now looking at the training, post project support and the agreed measurement process during the change project.
 
 
 
* 44. Which of the following methods did you use to train staff so they had the skills and knowledge necessary to adopt the change? (Please choose up to three main methods)
 
E-learning training courses
 
Intranet resources (quick guides, help cards, FAQ, forums)
 
Half a day or less of classroom training
 
Full day or more of classroom training
 
Distribution of training manual and/or quick guides
 
On the job training
 
One-on-one training
 
Other
 

 
 
 
* 45. Your training programme included post-training actions for participants to follow to help embed the training.
 
Yes
 
No
 
 
 
* 46. Employees affected by the change were provided with the specific skills and knowledge to help them through the transition.
 
Yes
 
No
 
 
 
* 47. How often was a project progress update provided to affected employees?
 
More than once a week
 
Weekly
 
Fortnightly
 
Monthly
 
Less than once a month
 
On an ad-hoc basis
 
 
 
* 48. Managers took the project into account while setting performance targets and goals for their staff after the project was complete.
 
Yes
 
No
 
 
 
* 49. Post change implementation support (Face-to-face, electronic forums, etc) were provided.
 
Yes
 
No
 
 
50. Individuals have been taken through the four stages of the change management project user engagement:
Yes No
* Understanding the purpose of the project.
* Care about the change.
* Prioritise the change.
* Plan the change.
 
 
51. Was there  a prevalent feeling of the below at the end of the change project implementation?:
Yes No
* Fear of the unknown?
* Fear of increased stress?
* Loss of status and power?
* Additional responsibilities?
 
 
 
* 52. We had a development plan for all of our people to fill the competency gaps post change.
 
Yes
 
No
 
 
 
53. This section will look at the budget for the change project and user engagement strategies for the change project.
 
 
 
* 54. The budget was evaluated regularly against the milestones to be achieved.
 
Yes
 
No
 
 
 
* 55. The project was positively mentioned regularly at executive and stakeholder meetings.
 
Yes
 
No
 
 
 
* 56. The project was kept within budget (or with a maximum of 5% overspend).
 
Yes
 
No
 
 
 
* 57. There was a nominated in each affected business area to further the success of the change project.
 
Yes
 
No
 
 
 
* 58. Managers showed a strong commitment to attend change programme engagement meetings and workshops.
 
Yes
 
No
 
 
 
* 59. Strategies were developed to assist employees to prioritise the change in their daily work.
 
Yes
 
No
 
 
 
* 60. Benefits were clearly articulated to all employees affected by the change.
 
Yes
 
No
 
 
 
* 61. Managers prioritised and planned activities to implement the change.
 
Yes
 
No
 
 
 
62. Change Factory wants to know more about the agreed individual employee measures that were implemented during the change project
 
 
 
* 63. At what stage did the change project implementation fail (if your project was considered not successful)?
 
The business case was rejected.
 
Budget approval was not forthcoming.
 
We were unable to select the implementation team.
 
The pilot programme was unable to show sufficient benefits.
 
Training was not delivered to support the change project.
 
Our project was considered succesfull
 
 
 
* 64. Adoption rates of the change in affected business units were audited post change.
 
Yes
 
No
 
 
65. The organisation measured the impact of the training on:
Yes No
* Skill and knowledge retention
* Changes in behaviour
* Changes in business results.
 
 
 
* 66. How was the internal success criteria measured for the change management project?
 
Use of product
 
Engagement of employees
 
Increased organisational reputation
 
Increase of productivity
 
Increase of revenue

 
 
 
* 67. What were the outcomes of your change management project?
 
Clear return on investment/financial gain
 
Stakeholders were staisfied with the overall outcome of the project
 
Increase in efficiency and productivity
 
Increased employee retention
 
Improved employee job satisfaction
 
Supported the overall business strategy
 
Improved communication
 
None of the above

 
 
 
* 68. Individual competency gaps were assessed in the organisation post change.
 
Yes
 
No
 
 
 
* 69. Performance indicators were included to measure the degree to which the change was embraced.
 
Yes
 
No
 
 
 
* 70. Regular reports (on at least a quarterly basis) were presented to senior management reporting on change adoption by employees.
 
Yes
 
No
 
 
 
* 71. The change management project was delivered in the allocated timeframe.
 
Yes
 
No
 
 
 
* 72. Change management project was delivered in the agreed quality measures.
 
Yes
 
No
 
 
 
* 73. The change management project demonstrated a clear return on investment/financial gain.
 
Yes
 
No
 
 
74. Please indicate the positions where the main stakeholders (Project sponsor, senior management, affected department heads, affected employees, etc):
Active opposer Passive opposer Neutral Passive supporter Active supporter
High power
Medium power
Low power
 
 
 
75. Lastly, we would like to know about you.
 
 
 
76. Position title during change project?
   
 
 
 
77. Name of the organisation where the change took place. The name of the organisation will not be included in any of the reports.
   
 
 
 
78. Your Name
   
 
 
 
79. Please give us your best contact number. We will only use this number to ask you any follow up questions about the survey.
   
 
 
 
* 80. As a thank you, we would like to offer you a complementary subscriptions to our newsletter -WInds of Change. This newsletters offer you the latest in change management research and opinion. This email address will also be used to send the final report.