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A publication of: The Association of ChangeManagement Professionals® (ACMP®)

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Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved

Standard forChange Management© andACMP Change ManagementCode of Ethics

FIRST EDITION

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Table of ContentsPART I: STANDARD FOR CHANGE MANAGEMENT© 1

Disclaimer and Notice 2

Foreword 3

Acknowledgements 4

Introduction 5

1 Scope 5

2 Normative References 5

3 Terms & Definitions 63.1 Adoption 63.2 Benefit 63.3 Change 63.4 Change Impact 63.5 Change Management 63.6 Change Risk 63.7 Change Saturation 63.8 Competency 73.9 Engagement 73.10 Governance 73.11 Outcome 73.12 Readiness 73.13 Resistance 73.14 Sponsor 73.15 Stakeholder 73.16 Sustainability 73.17 Vision 7

4 Concepts 84.1 Change is a Process 84.2 Relationship to Strategic Planning 94.3 Types of Organizational Change 94.4 Relationship to Project Management 104.5 Organizational Change and Individual Change 114.6 Change Management Roles and Responsibilities 114.7 Organizational Alignment and Change Management 12

5 Change Management Process 135.1 Evaluate Change Impact and Organizational Readiness 14

5.1.1 DefinetheChange 155.1.2 DetermineWhytheChangeisRequired 15

5.1.3 DevelopaClearVisionfortheFutureState 165.1.4 IdentifyGoals,Objectives,andSuccessCriteria 165.1.5 IdentifySponsorsAccountablefortheChange 165.1.6 IdentifyStakeholdersAffectedbytheChange 175.1.7 AssesstheChangeImpact 175.1.8 AssessAlignmentof theChangewithOrganizationalStrategicObjectives andPerformanceMeasurement 185.1.9 AssessExternalFactorsthatMayAffectOrganizationalChange 195.1.10 AssessOrganizationCulture(s)RelatedtotheChange 195.1.11 AssessOrganizationalCapacityforChange 205.1.12 AssessOrganizationalReadinessforChange 205.1.13 AssessCommunicationNeeds,CommunicationChannels,andAbilityto DeliverKeyMessages 215.1.14 AssessLearningCapabilities 225.1.15 ConductChangeRisksAssessment 22

5.2 Formulate the Change Management Strategy 225.2.1 DeveloptheCommunicationStrategy 255.2.2 DeveloptheSponsorshipStrategy 265.2.3 DeveloptheStakeholderEngagementStrategy 275.2.4 DeveloptheChangeImpactandReadinessStrategy 285.2.5 DeveloptheLearningandDevelopmentStrategy 285.2.6 DeveloptheMeasurementandBenefitRealizationStrategy 305.2.7 DeveloptheSustainabilityStrategy 31

5.3 Develop the Change Management Plan 325.3.1 DevelopaComprehensiveChangeManagementPlan 325.3.2 IntegrateChangeManagementandProjectManagementPlans 395.3.3 ReviewandApprovetheChangeManagementPlaninCollaborationwith ProjectLeadership 405.3.4 DevelopFeedbackMechanismstoMonitorPerformancetoPlan 40

5.4 Execute the Change Management Plan 405.4.1 Execute,Manage,andMonitorImplementationof theChange ManagementPlan 415.4.2 ModifytheChangeManagementPlanasRequired 47

5.5 CompletetheChangeManagementEffort 485.5.1 EvaluatetheOutcomeAgainsttheObjectives 485.5.2 DesignandConductLessonsLearnedEvaluationandProvideResultsto EstablishInternalBestPractices 485.5.3 GainApprovalforCompletion,Transferof Ownership,andRelease of Resources 50

Appendix A: ACMP Statement of Change Management 51

Appendix B: Process Groups Mapped to Subject Groups 545.1 Evaluate Change Impact and Organizational Readiness 555.2 Formulate the Change Management Strategy 565.3 Develop the Change Management Plan 57

5.4 Execute the Change Management Plan 585.5 CompletetheChangeManagementEffort 59 Change Initiative Scope 60 Communication 61 Leadership/Sponsorship Engagement 61 Learning and Development 62 MeasurementandBenefitRealization 62 Resource Management 63 Risk Management 63 Stakeholder Management and Engagement 64 Sustainability 64

PART II: ACMP CHANGE MANAGEMENT CODE OF ETHICS 65

Alignment to ACMP’s Vision 66

I. Purpose of ACMP’s Code of Ethics 66

II. Alignment of ACMP’s Ethics to the Change Management Standard 66

III. Scope of Coverage 67Structure of the Code 67Mandatory Conduct 67

IV. ACMP Ethical Standards 674.1 Duty of Honesty 67

HonestyinCommunications 67HonestyinConductandBehavior 68

4.2 Duty of Responsibility 684.3 Duty of Fairness 694.4 Duty of Respect 704.5 Duty of Advancing the Discipline & Supporting Practitioners 70

V. Adjudication and Appeals Process 71

1Copyright © 2019 Association of Change Management Professionals® (ACMP®) All Rights Reserved

Standard for Change Management©

Part I:

Standard for Change

Management©



Disclaimer and Notice

Theinformationinthispublicationwasconsideredtechnicallysoundbytheconsensusof thosewhoengagedinthedevelopmentandapprovalof thedocumentatthetimeof itscreation.Consensusdoesnotnecessarilysignifyunanimousagreementamongtheparticipantsinthedevelopmentof thisdocument.

TheAssociationof ChangeManagementProfessionals®(ACMP®)StandardforChangeManagement©,hereinreferredtoasACMP’sStandard,wasdevelopedthroughavoluntaryconsensusstandardsdevelopmentprocess.Thisprocessbringstogethervolunteersand/orseeksouttheviewsof personswhohaveaninterestandknowledgeinthetopiccoveredbythispublication.AlthoughACMPadministerstheprocessandestablishesrulestopromotefairnessinthedevelopmentof consensus,itdoesnotwritethedocument,anditdoesnotindependentlytest,evaluate,orverifytheaccuracyorcompletenessof anyinformationcontainedinitsstandardspublications.

ACMPisanonprofitindividual-membershipassociationwithnoregulatoryorlicensingenforcementpoweroveritsmembersoranyoneelse.ACMPhasnoauthoritytomonitororenforcecompliancewiththecontentsof thisdocument,nordoesitundertaketomonitororenforcecompliancewiththesame.ACMPdoesnotlist,certify,test,inspect,monitor,orapproveanypolicies,practices,ororganizationsforcompliancewithitsstandards;itmerelypublishesstandardstobeusedasvoluntaryguidelinesthatthirdpartiesmayormaynotchoosetoadopt,modify,orreject.Anycertificationorotherstatementof compliancewithanyinformationinthisdocumentshallnotbeattributabletoACMPandissolelytheresponsibilityof thecertifierormakerof thestatement.

ACMPdoesnotacceptorundertakeadutyof caretothegeneralpublicregardingtheStandard.ACMPdisclaimsanyandallliabilityforanypersonalinjury,property,financialdamage,orotherdamagesof anynaturewhatsoever,whetherspecial,direct,indirect,consequentialorcompensatory,directlyorindirectlyresultingfromthepublication,useof,applicationof,orrelianceonthisdocument.ACMPdisclaimsandmakesnoguarantyorwarranty,expressedorimplied,astotheaccuracyorcompletenessof anyinformationpublishedhereinanddisclaimsandmakesnowarrantythattheinformationinthisdocumentwillfulfillanyperson’sorentity’sparticularpurposesorneeds.ACMPdoesnotundertaketoguaranteetheperformanceof anyorganizationoritsemployees,products,orservicesbyvirtueof thisstandard.

Inpublishingandmakingthisdocumentavailable,ACMPisnotundertakingtorenderlegal,professional,orotherservicesfororonbehalf of anypersonorentity.Anyoneusingthisdocumentshouldrelyonhisorherownindependentjudgmentor,asappropriate,seektheadviceof acompetentprofessionalindeterminingtheexerciseof reasonablecareinanygivencircumstance.Informationandotherstandardsonthetopiccoveredbythispublicationmaybeavailablefromothersources,whichtheusermaywishtoconsultforadditionalviewsorinformationnotcoveredbythispublication.



In2014,theStandardforChangeManagement©waspublishedafteratwo-year,rigorousprocessledbyaninternationaltaskforce;thoseoriginalStandardsWorkingGroupmembersarehonoredonACMP’swebsitetoday.Aspartof theirprocess,theStandardsWorkingGroupinvitedallof ACMP’smemberstoreviewandcommentondrafts.Additionally,ACMP’smemberswereinvitedtoforwardthosedraftstoanyonetheyknewtogetevenbroaderreviewsandcomments.TheapproachtodevelopingtheStandardwasremarkablyinclusive.ChangeManagementpractitionersknowthepowerof inclusion.

TheStandardforChangeManagementrepresentsdebateandperspectivesfromaroundtheworld.Thinkaboutthevarietyof perspectivesrepresented:Allindustries,for-profit,non-profit,academic,small-to-extremely-largebusinesses,internalorganizationalroles,andconsultantsalsoexpertisefromadjacentdisciplines,likeProjectManagement,OrganizationalDevelopment,LeadershipDevelopment,Communications,LearningandHumanResources.ThetwoyearsinvestedtocreatetheStandardwerewellworthit.

It’sbecauseof thisapproachthattheStandardhascredibility.Itcouldhavebeencreatedbyasmallgroupof experts,butitwasn’t.Itsstrengthflowsfromthisdiverseinvolvement.

TheStandardalsodoessomethingelse:Ithelpsusdoourwork.Intheearlydaysof ChangeManagement,practitionersandleaderswouldbeheardtosay,“everyonehastheirowndefinitionof ChangeManagement.”Adefinitionof ChangeManagementwasamissingpieceinthefoundationof thedisciplineandthereforeputintoquestionwhetherornotthediscipline,andcertainlytheprofession,couldbeseenaslegitimate.HavingaprofessionalStandard,whichwas

developedinthewaythisonewas,putthatargumenttorest,removingthatbarriertodoingourwork.Atthesametime,werecognizethatthewayweapplytheStandardtodaycontinuestoevolvewiththerealitiesof digitaltransformation,agiledevelopment,harnessingof datascience,personalizationandotherdisruptiveforces.WearecommittedtosupportingchangemanagementpractitionersinapplyingtheStandardinthecontextof theseandothertrends,andourACMPStrategy2020-2022addresses thisdirectly.

IpersonallylovetheStandardandallitrepresents.Icarrymyowndog-earedcopyaroundwithmetosharewhentheopportunitycomes.NolongerdoIhavetoconvinceanyonethatthereisadefinition.TheStandardgivesmeandmyworkcredibility.IamgratefulthatACMPdecidedyearsagotomakethis apriority.

We’vepublishedthisStandardonlinetoinviteyoutouseitandtoshareitscontentanditsstorywithothers.It’sforyou.

Roxanne M. Brown ACMPPresident

Foreword

At the same time, we recognize that the way we apply the Standard today continues to evolve with the realities

of digital transformation, agile development, harnessing of data

science, personalization and other disruptive forces.



Acknowledgements

TheAssociationof ChangeManagementProfessionals®(ACMP®)recognizestheeffortsof manyvolunteersandindividualswhoassistedwiththecreationandrefinementof ACMP’sStandardforChangeManagement©.ACMPvolunteers,fromtheoriginalthoughtleaderswhoworkedwithACMP’sinitialCertificationTaskForcetothecurrentStandardsWorkingGroup(SWG),havecontributed,debated,andrefinedACMP’sStandard.

ACMP Board Liaison: RickRothermelSWG Chair: SumreenAhmadSWG Vice-Chair: D.ScottRossSWG Technical Editor: AustinKirkbrideSWG Associate Technical Editor: DebraNoyes

SWG SUBGROUP LEADERS:Terms and Definitions Group: KarenBarnettEvaluating Change Impact and Organizational Readiness Group: BillMullinsFormulating Change Management Strategy Group: TheresaMoultonDeveloping Change Management Plans Group: AndreaGrossmanExecuting Change Management Plans Group: MarkBoltonComplete the Change Management Effort Group: DebraNoyes

SWG MEMBERS:AprilCallisMarisueFasickDeepGhatakRistoGladdenKarinHazelkorn

CraigMillsErikaMooreDeborahLynnMorrisonJasonPapadopoulosToshaPerkins

TerriRayKirkLuckwaldSievertMargaretThompsonGregVoeller

STANDARDS PROJECT CONSULTANTS:The Communicators, Inc.GeorgiaPatrick,PresidentAnnaRubin,Vice PresidentDr.RoryE.McCorkle,TechnicalProcessLeader

Dr.ManfredStraehle,Technical Process LeaderAlexandraKassidis,Research AssociateJessicaAnderson,Senior Editor

ACMP STANDARDS SUPPORT TEAM:LinnJ.Wheeling,Executive DirectorStephenCinq-Mars,Project Director



Introduction

ACMP’sStandardforChangeManagementdescribestheareasof knowledge,establishednorms,processes,tasks,andskillsnecessaryforchangemanagementpractitionerstobeeffectiveinmanagingchangeintheirindustriesandorganizations.

ACMP’sStandardisdesignedtobenefitbothindividualsandorganizations.Individualsbenefitbecausetheycanbemoreeffectiveindrivinglasting,positivechangesthatproduceimprovedbusinessoutcomesandbecauseACMP’sStandardenablestheircareergrowththroughanobjectiveendorsementof theirchangemanagementskillsandabilities.Organizationsbenefitbecausetheycanimprovetheadoption,effectiveness,andsustainabilityof theirinitiativesandbecauseACMP’sStandardprovidesanobjectiveassessmentof skillsandabilitiestoenablemoreeffectivehiring,training,andconsultinginvestmentsrelatedtochangemanagement.

ACMP’sStandardisareferenceforprofessionalknowledgeandunderstandingof changemanagementandprovidesthebasisfortheCertifiedChangeManagementProfessional™(CCMP®)certification.

Thefollowingpagesdocumentagenerallyacceptedprofessionalapproachtochangemanagementactivitiestoprovideinsight,structure,process,andastandardapproachtoaddressinganddrivingchange.

1 Scope

ACMP’sStandardprovidesguidancefororganizationalchangemanagement.Itcanbeusedbyanytypeof organization,includingpublic,private,orcommunityorganizations,andforanytypeof change,regardlessof complexity,size,duration,geography,orculture.Itisintendedtobescalabletothevaryingrangeof organizationalchangemanagementimplementations.

ThisStandardprovideshigh-leveldescriptionsof terms,concepts,andprocessesthatformgoodpracticeformanagingchangeinorganizations.

2 Normative References

Thefollowingreferenceddocumentsareindispensablefortheapplicationof thisdocument.Fordatedreferences,onlytheeditioncitedapplies.Thelatesteditionof thereferenceddocument(includinganyamendments)appliesforundatedreferences.

�ACMPStatementof ChangeManagement(providedinAppendixAof thisStandard) � ISO21500:2012(E)Guidanceonprojectmanagement



3 Terms & Definitions

Forthepurposesof thisdocument,thefollowingtermsanddefinitionsapply.Termsanddefinitionsareexpandedinfurtherclauses.

3.1 Adoption

Choosingtoacceptanddemonstrateanewwayof thinkingorbehaving.Adoptionoccurswhenstakeholderbehaviorisconsistentwiththefuturestatebehavior.

3.2 Benefit

Thequantitativeandqualitative,measurableandnon-measurableoutcomesresultingfrom achange.

Benefit RealizationTheachievementof theexpectedoutcomesof achange.

3.3 Change

Thetransitionfromacurrentstatetoafuturestate.Current StateTheconditionatthetimethechangeisinitiated.

Future StateTheconditionatthetimewhenthebenefitshavebeenrealized.

3.4 Change Impact

Howpeople,process,technology,andtheworkplaceareaffectedduringthetransitionfromthecurrentstatetothefuturestate.

3.5 Change Management

Thepracticeof applyingastructuredapproachtothetransitionof anorganizationfromacurrentstatetoafuturestatetoachieveexpectedbenefits.

3.6 Change Risk

Aneventorconditionthat,if itoccurs,mayhaveaneffecton:thechangebenefits.

3.7 Change Saturation

Whentheamountof changeoccurringinanorganizationismorethancanbeeffectivelyhandledbythoseaffectedbythechange.



3.8 Competency

Theorganizationalorindividualcollectionof knowledge,skills,andabilities.

3.9 Engagement

Stakeholderinvolvementandinfluenceinthechangeprocess.

3.10 Governance

Thedecision-makingprocesses,appliedbyauthorizedindividualsorteams,forapproving/rejecting,monitoring,andadjustingactivitiesof achangemanagementplan.

3.11 Outcome

Aspecific,measurableresultoreffectof anactionorsituation.

3.12 Readiness

Thepreparednessof anorganizationoritspartstoaccept,effectivelyhandle,andintegrateimpendingchange.

3.13 Resistance

Astakeholder’soppositiontoachange.Resistance ManagementTheprocessof addressingstakeholders’oppositiontoachange.

3.14 Sponsor

Theindividualorgroupintheorganizationaccountablefortherealizationof thebenefitsof achange.

SponsorshipTheprocessof aligningstakeholderstosupportandownachange.

3.15 Stakeholder

Anindividualaffectedbyachange.

3.16 Sustainability

Theabilitytomaintainthefuturestate.

3.17 Vision

Thedescriptionof thefuturestate.



4 Concepts

Forthepurposesof thisdocument,thefollowingconceptsapply.

4.1 Change is a Process

Changeisnotasingleevent,butatransitionalprocesswithmultipleandvariedeventssupportingtheobjectiveof movinganorganizationanditsstakeholdersfromacurrentstatetoafuturestate.

Whilerespondingtoachange,thereisclassicallyadipinperformanceduetoanindividual’snormalreactiontochange.Thedisruptioncanoccuratvarioustimesthroughoutthetransitionalprocessbeforethefuturestateisachieved.Insomecases,especiallywithoutchangemanagement,adoptionof thechangecanfailandoldbehaviorsresume.Stakeholdersmustbegintobehavedifferentlyforthechangetobeadopted.

Thefollowinggraphisanexampleandhasbeenadaptedfromnumerouschangemanagementthoughtleadershipsources.

Figure 1 – The Effect of Change Management on the Transitional Process

Toreducethedisruptiveeffectsinherenttochangeandtoincreasethelikelihoodof achievingthefuturestate,changemanagementcan:

� Increase organizationreadiness,flexibility,andadaptability � Increase stakeholderengagement,morale,andpreparednessforthenewway �Minimize thedepthof anyperformanceandproductivitydeclineduringchange �Accelerate andmaximizeperformanceduringandfollowingthechange � Increase stakeholderutilizationof andproficiencyinthenewway �Minimize thelearningcurveandspeedtoadoptionof thenewway � Increase thelikelihoodof benefitsrealization �Optimize long-termsustainabilityoncethefuturestateisachieved

Time

Perf

orm

ance

CURRENT STATE

TRANSITION STATE

FUTURE STATE

While this diagram depicts a change event, a typical transition is not a one-directional, linear, or smooth process

Effective change management results in higher likelihood of change adoption and benefits

realization

Without change management, there is no guarantee of successful

change adoption or benefits realization

ChangeImplemented

ChangeAdopted

Benefits Realization



4.2 Relationship to Strategic Planning

Changeisinitiatedatmanylevels,yetacritical,naturallinkexistsbetweenstrategicplanningprocessesandchangemanagement.Strategicplanningestablishesavision,anditscomponentactivitiesdeterminethefuturestateandongoingorganizationalchangesrequiredtosuccessfullyoperationalizeandsustainit.Changemanagementdrivesindividualandcollectiveadoption,thusensuringachievementof expectedbenefitsandreturnoninvestment.

Thevision,aleadingcomponentof strategicplanning,isanaspirationalandfuture-focusedstatementthattypicallydescribeswhythechangeisneededandwhatthefuturestatewillbelikeandsometimesincludestheriskstotheorganizationif thechangeisnotsuccessful.

Thevisionstatementcreatestheinitialandfoundationallinkbetweenstrategicplanningandchangemanagementbecauseit:

�Providesclarityof directionandfocusfortheorganizationandstakeholders � Identifieshigh-levelresultsandexpectedbenefitstobeachieved �Setsthestageforleaderstoalignstakeholderstoacommonplan �Actsasaguidefordecisionmaking,communications,andengagement

Successfulchangesrequireleaderstoarticulateaconsistent,achievable,inspiring,andeasilyunderstoodvisionthatguidestheorganizationtomeasurableachievementof expectedbenefits.

4.3 Types of Organizational Change

Typesof organizationalchangeandchangedefinitionsarealmostinfinite.Definingachangebythenameof aproject,anewsystemsinitiative,processredesign,acquisition,policy,orprocedureupdateisoftenincomplete.Achangedefinitionmustbebasedonananalysisof anumberof changevariablesthatcandifferfromonechangetothenext,includingtechnologicalcomplexity,numberandtypeof impactedstakeholdergroups,degreeof processchange,amountof structuraladjustment,physicalrelocations,benefitorcompensationimpacts,workforceadjustments,speedof implementation,degreeof jobrolechange,andgeographicdispersion.However,whatmakeseachchangetrulyuniqueisthatitaffectsindividualsandorganizationswithuniquevaluesystems,culturalnorms,histories,experienceswithpastchanges,leadershipstyles,andlevelsof competencyinmanagingchange.

Twocomponentscomprisethebasisof achangedefinitionandriskassessmentthatleadstotheappropriatescalingof changemanagementeffort,time,andresources:ananalysisof changevariablesprovidinginsightonitssizeandcomplexityandanassessmentof theorganizationdeliveringinsightregardingcultureandreadiness.Allchangeswithinanorganization,notonlylargedisruptiveprojectchangeswithapprovedfunding,dedicatedresources,andprojectchartersdrivenbystrategicplanning,canbeassessedonthesetwocomponents.Smallchangeswithminimalimpactsthatdonotflowthroughnormalprojectgovernance processesandeverythinginbetweencanbeassessedonthesecomponentsaswell.

Changemanagementisnotaone-size-fits-allapproachandcanbescaledtofitanyorganizationalchange.



4.4 Relationship to Project Management

Projectmanagementandchangemanagementarecomplementaryyetdistinctdisciplinesthatmayoverlapduringchangedelivery,andareofteninterdependentwhendeliveringvaluetotheorganization.Thedegreeof overlapandinterdependencycanvarybetweenorganizations,dependingonfactorssuchasorganizationalstructure,typeof change,methodologiesutilized,competency,andcapabilitymaturity.

Effectiveintegrationof projectmanagementandchangemanagementisrequiredtoensurethatorganizationalobjectivesareachieved.Integrationcanoccuracrossvariousdimensions,including:

�Roles and Responsibilities:Projectmanagementshouldfocusprimarilyontheapplicationof skills,tools,andtechniquestoactivitiesrequiredtodeliverplannedchange(e.g.,newsystems,newprocesses,newresources)inastructuredwaywithintherequiredscope,time,cost,andqualityparameters.Changemanagementshouldfocusprimarilyontheapplicationof skills,tools,andtechniquestoactivitiesrequiredtoimplementandsustainthedeliveredchange,suchasinfluencingindividualbehaviorandorganizationalculture,facilitatingnewwaysof working,trackingandenablingbenefitsrealization,andprovidinginputforfuturechangeinitiatives.Thescopeandfocusof thetwodisciplinesshouldbeclearlydefinedearlyintheplanningprocess.Overlapsandinterdependenciesshouldbeidentifiedanddocumented,includinghowthedisciplineswillworktogether,howinformationwillbeshared,andhowdecisionswillbemade.

�Methodology and Plan:Projectmanagementandchangemanagementmethodologiesdifferinfocus.Projectmanagementmethodologiestypicallyemphasizetheorganizationandmanagementof resourcesandactivitiesrequiredtocompleteprojects(deliverthechange)withinthedefinedscope,budget,timeline,andqualitystandards.Changemanagementmethodologiestypicallyemphasizethepeoplesideof changeandtheactivitiesrequiredtopreparetheorganizationforthedeliveredchange,facilitatethetransitionfromtheoldwayof workingtothefuturestate,andembedthechangeasthenewnorm.Thetwoapproachesshouldbeintegratedtoensurethattherightamountof attentionisgiventoboththetechnical(delivery)andpeople(implementation)sideof change.

Projectshavespecificstartandenddates,butchangemanagementactivitiesfrequentlycontinuelongafterthechangeisdeliveredandtheprojectisclosed.Nevertheless,projectmanagementandchangemanagementplansshouldbeintegratedintoanoverallplanbecauseprojectmilestonesandchangemanagementactivitiesmaytriggeroneanother.

�Tools and Resources:Practitionersuseavarietyof toolstodeliver,implement,control,andmeasurechange.Sometoolsarespecifictoprojectmanagementorchangemanagement,butsome,suchasaStakeholderAnalysis,maybecommontoboth.Wherecommonalitiesexist,toolsshouldbeintegratedtoincreaseefficiencyandcollaborationbetweenthetwodisciplines.Theremayalsobeopportunitiestointegrateorshareresources(e.g.,people,hardware,software,facilities,finances),dependingonthedegreeof overlapandinterdependencybetweenprojectmanagementandchangemanagement.



�Objectives and Outcomes:Thecommonobjectiveof projectmanagementandchangemanagementistoaddvaluetotheorganization.Eachdisciplineuniquelycontributestotherealizationof benefits.Projectmanagementdeliverstheplannedchange,andchangemanagementensuresthatthedeliveredchangeisimplementedandadoptedtoenabletherealizationof the expectedbenefits.

�RisksBothprojectmanagementandchangemanagementrecognizethatriskscanhaveasignificantimpactontheorganization’sabilitytodeliverandimplementchange.Changemanagementfocusesonriskstotheadoptionof thechange,threatstotherealizationof theexpectedbenefits,andthreatstoingthechange.Changemanagementalsohasaninterestinproject-relatedrisks,suchasthoseaffectingtimeline,scope,budget,andbenefitsrealization.

4.5 Organizational Change and Individual Change

Changeismanagedatboththeorganizationalandindividuallevels.Changemanagementfacilitatesthetransitionof organizationsandtheirstakeholderstosustainthefuturestate.Individualbehaviorchangeisessentialtoachievethisobjectiveandtheorganization’sreturnoninvestment.Itisalsoimportanttoidentifymeasuresof accountabilitytoensurechangeissuccessfulatboththeorganizationalandindividuallevels.

At an organizational level,changemanagementeffortsassessandunderstandanorganization’s:

�Currentculturalattributes,whichmayprovideasolidbasisfororbeanimpedimentto thechange �Prioritizationof changeinitiativesinanefforttomonitorchangefatigueandsaturation,aswellasbuildchangeagility �Sharedvisionandstrategicintentforthechange �Newormodifiedbusinessprocesses,systems,policies,behaviors,rewards,performanceindicators,andproceduresneededtosuccessfullyworkinthefuturestate �Structureandindividualrolesneededtosupportandreinforcethechangeeffort

At an individual level,changemanagementeffortsaddressandmanageanindividual’s: �Uniqueperspectives,biases,motivations,behaviors,mindset,resistance,andreactionstoincreaseacceptanceandcommitmentinamoreproductiveandresilientway �Willingness,ability,knowledge,skills,andtimecapacitynecessarytotransitiontothe futurestate �Sponsorshipandactiveleadershipneedstoensuresuccessfulchangeandcoachanindividualthroughpersonaltransition

4.6 Change Management Roles and Responsibilities

Aparticularchangeeffortmayinvolveindividualsspecificallyselectedtoadvisetheprojectteamonpotentialchangerisks,suchasanadvisorycommittee.Thechangemanagementteammayengageadditionalindividualsorgroups(outsidethechangeteam)tohelpassesschangeeffects;prioritizechangemanagementtasks;providefeedbackonthechangemanagementstrategy,plan,andtactics;andexecuteandsupportthechangeprocessatthestakeholderlevel.



Thefollowingrolesaredefinedfordedicatedchangeprofessionals: �Change Management Practitioner: Anindividualresponsibleforcoordinating,applying,andtrackingchangemanagementtoolsoractivities.Thisindividualisnotresponsibleoraccountableforthechangestrategy. �Change Management Team:Agroupof individualswhoworktogetherfacilitatingchangemanagementactivitiestodesign,analyze,develop,andenabletheorganizationtoownandeffectivelydriveadoption,usage,andproficiency.Teammembersensureactivitiesarecompleted,feedbackisgathered,trainingisconducted,andcommunicationsaredeliveredinvariousformats. �Change Management Lead: Theindividualaccountableandresponsibleforthechangestrategywhoassessesthechange,outlinesachangeplan,andimplementschangemanagement.Thisindividualhasdirectday-to-daycontroloverthechangemanagementteam,thechangeprojectschedule,associatedbudgets,andresources.TheChangeManagementLeadistheprimaryliaisontothechangesponsor,projectmanager,leadership,overallprojectteam,andstakeholders.

Changerolesmayhavedifferentnamesassociatedwiththerole,dependingontheorganization.Additionalorconsolidatedrolesmayberequiredbaseduponthecomplexityof thegoalssetforthechange.

Thefollowingrolesarecreatedtosupportstakeholders’results: �Sponsor: Theindividualorgroupintheorganizationaccountablefortherealizationof thebenefitsof achange.Thesponsordefinesandchampionstheoverallchangegoals,scope,anddefinitionof success.Thisindividualorgroupinfluencespeersandotherseniorleaderstogainsupportandprovideleadershiptoachievethestatedvision.Thisrolehasultimatedecision-makingandfundingauthorityandprovidesconstantvisibilitytothechangeeffort. �Change Agents: Functionalorsocialleaders,middlemanagement,andsubjectmatterexpertsfromdifferentareasintheorganizationwhoaretrustedbycolleagues,stakeholders,andexecutivesfortheirinsightintoandunderstandingof theorganization.Theseindividualsmaybeselectedfortheir(informal,non-hierarchical)networkandinfluence(withoutauthority)overotherindividualsorgroups.Theymodeltherequiredbehaviorsintheirareas,providefeedbackonchangeactivities,andactivelyengagewithothersaround changeactivities.

4.7 Organizational Alignment and Change Management

Alignmentisanimportantelementof successfulchangeinitiatives.Leadersmusthaveclarityof purposeandfocustoalignpeople,processes,systems,andstructuresintimesof change.Theymustalsodevelopcontingencyplanstodetectandremediatealignmentissuesthatmayoccurbefore,during,orafterchangeoccurs.Changecapacityandcapabilitycanvarygreatlyfromoneorganizationtoanother,butthelikelihoodof thesuccessfulimplementationandadoptionof changeisincreasedwhentheorganization’sstructure,processes,andpeoplearecontinuallyalignedtoacommonvision.

Organizationalcultureisanotherimportantelementof organizationalalignmentthatcaninfluencechangestrategysuccess;therefore,itisimportantthatleaderscreateanenvironmentwherefollowershavethenecessarytimeandspacetoengageinandbecomecomfortablewiththenewwaysof working.



5 Change Management Process

Aprocessisasetof interrelatedactionsandactivitiesperformedtoachieveaspecificproduct,result,oroutcome.Whenproperlyapplied,thechangemanagementprocessincreasesthelikelihoodthatindividualsandorganizationseffectivelytransitiontoafuturestatetoachieve expectedbenefits.

Individualsandstakeholdersneedinformation,leadershipsupport,training,coaching,rewards,reinforcement,andtimetodecidewhethertoengageinchangeandtowhatdegree.

Thetransitionfromthecurrenttoafuturestateisachievedbyapplyingchangemanagementprocessessothatstakeholdersareengagedbefore,during,andafterthechangeprocess.Effectivechangemanagementresultswhentheperceivednegativeimpactsandrisksof thechangeareminimizedandtheoverallexpectedbenefitsareachieved,ideallywithinthebudgetandschedule.

Processgroupsareassociationsof similarorrelatedprocessesthatserveasguidesfortheapplicationof changemanagementknowledge,skills,andabilitiesduringchangemanagementimplementation.Thesegroupsarelinkedinthattheoutputorresultof oneprocessbecomestheinputof anotherprocess.Processeswithineachgroupareiterative,sometimessimultaneous,andmaybeappliedmultipletimesthroughoutthechangemanagementeffort.

Changeinitiativesmayemployvariousapproaches(e.g.,waterfall,agile).Changemanagementprocesses,giventheiriterativeandsometimessimultaneousnature,shouldbeproperlyadaptedforeffectiveness,regardlessof theprojectmanagementmethodologyemployed.

Theprocessof changemanagementdescribedinthisdocumentdrawsonmanyexistingchangemanagementmethodologiesandidentifiesgenerallyacceptedpracticesratherthanreplicatingaparticularmethodology.Practitionersusingaparticularmethodologywillfindcommonalitiesandperhapsadditionalsuggestionsforextendingtheirchangemanagementefforts.

Asanemergingdiscipline,theACMPStandarddoesnotmandateparticularactivitiesorprocesssteps.Consequently,thosefamiliarwiththelanguageof standardswillnotbesurprisedattheabsenceof theword“shall”indescribingtheprocesses.Instead,thelanguagedescribesgenerallyacceptedpractice;therefore,processes,theirsub-processes,andactionsaregenerallyusedbutnotrequired.

Thefollowingprocessgroupsareusedtoorganizeandelaborateontheprocessesperformedbychangemanagementpractitionersduringthechangeinitiative.



Change Management Process Groups

5.1 Evaluate Change Impact and Organizational Readiness

Theprocessesinthisgrouparedesignedtoassess,evaluate,andanticipateanorganizationanditsstakeholders’readiness,ability,andcapacitytoundergoatransitionfromthecurrentstatetoafuturestate.Theprocessesalsoincludeanassessmentof thechangeandtheimpactthechangewillhaveontheindividualandorganization.History,culture,andvaluesystemsplaykeyrolesintheseevaluations.Theresultsprovidechangepractitionerswithinformationtocalibrateleaderexpectationsandtoscaleandcustomizechangemanagementplans andactivities.

5.2 Formulate the Change Management Strategy

Theprocessesinthisgrouparedesignedtodevelopthehigh-levelapproachforchangemanagementwithsponsors,changeleaders,contentdevelopers,programmanagers,customers,andothersontheproject.Thisapproachincludesgovernance,risks,resources,budget,andreporting.Thechangestrategywillincorporate,integrate,andalignchangemanagementplans,activities,tasks,andmilestonesintotheotheractivitiesandoperationsof anorganizationanditsstakeholdersattheonsetof achange(timingandsequence).Stakeholderengagementisincludedinthisprocessgroup.

5.3 Develop the Change Management Plan

Theprocessesinthisgroupemployspecificchangemanagementmethodologiesandtoolstodevelopdetailedplansforimplementingthechangemanagementstrategy.Theseplansincludecommunications,sponsorship,stakeholderengagement,learninganddevelopment,riskmanagement,andmeasurementandbenefitsrealization.Ongoingintegrationwithprojectmanagementisincludedinthisprocessgroup.

5.4 Execute the Change Management Plan

Theprocessesinthisgroupfocusontheimplementationof work/actionsinthedetailedchangemanagementplans.Theworkinthisareaisrequiredtoachievetheexpectedbenefitsof thechangemanagementimplementation.

5.5 Complete the Change Management Effort

Theprocessesinthisgroupreinforcetheworkinthechangemanagementplans,determinetheeffectivenessof thework,monitorprogress,andtransitionthechangeinitiativetothebusiness.Theseprocessesincludemeasuringresultsandcomparingtotheexpectedbenefitsorbusinessobjectives.Theseprocessesalsoincludethecontinuousimprovementactivitiesthatcomefromthepost-projectanalysisandlessonslearned.

Inthefollowingsectionsof ACMP’sStandard,Input/Outputtablesareincludedinthedescriptionsof thechangemanagementprocesses.Thesetablescommunicatetheprocess,documentation,orinformationrequiredtocompletetheprocessstep,andwhatprocess,documentation,orinformationisanoutcomeof theprocess.Theinputsandoutputslistedinthesetablesarenotmeanttobeexhaustive,butratherindicatecommonlyacceptedinputsandoutputs.Theinputsandoutputsdonothaveaone-to-onerelationshipwitheachother.


Thepurposeof Evaluate Change Impact and Organizational Readiness isto: �Reviewtheoverallchangeandhowitwillimpacttheorganization �Establishwhethertheorganizationisreadyandabletoadopttheproposedchange



Thiscomprehensiveevaluationinvolvesaseriesof processes.Eachprocessoutlinesthepurposeof theactivity,mainareasof focus,andkeyinputsandoutputs.Theseprocessesarecloselylinkedtotheorderinwhichtheyaretypicallyperformed.

Thefollowinglistoutlinesthegoalsof theevaluationprocesseswithrespecttochangeeffectsandorganizationalreadiness:

1. Definethechangeandwhyitmustoccur.2. Developandcommunicateaclearvisionof thefuturestate.3. Determinethekeystakeholdersinvolvedandwhowillbeaffectedbythechange.4. Assesstheorganization’sculture,capacity,andreadinessforchange.5. Assesswhetherchangeleadersunderstandandarecommittedtoachangeprogram.6. Assesstherisksandlikelihoodof successtoidentifypotentialactionsthatpromote

progresstowardchange.

Theevaluationof effectsandreadinessforchangeshouldbeginbeforeformulatingchangemanagementstrategiesandplans.Eachprocessoutputshouldbetheproductof wideandproactiveconsultationtoclosethegapbetweenthestrategicintentandformationof strategiesandplansthatwillachievetheexpectedbenefits.

5.1.1 Define the Change

Thepurposeof DefinetheChangeistodiscernandspecifythechangetheorganizationintendstoadopttomeetastrategicobjective.Fundamentalquestionsaroundthechange,thepurpose,whowillbeimpactedandhow,andalignmentof thechangewithorganizationalgoalsandneedsarekeytodefiningthechange.Questionsmayinclude:

�Willthechangebedepartmentalorenterprise-wide? �Willthechangebepeople-,process-,ortechnology-oriented? � Isthechangepartof orinconjunctionwithotherchangeshappeningintheorganization? �Willthechangebeconsideredtransformationalorincremental? �Howwilltheorganizationanditsstructurebeaffectedbythechange?

Aclearlydefinedchangeisneededtodeterminetheapproachnecessarytoimplementthechangesuccessfully.

Inputs Outputs � BusinessCase � Research � Charter � StrategicPlan � SuccessMeasures

� ChangeDefinition � Charter

5.1.2 Determine Why the Change is Required

Thepurposeof Determine Why the Change is Required istoexplainthecurrentopportunity,risksorconsequences,andbenefits.

ThisprocessdevelopstheCaseforChangetosupporttheorganization’svisionandclearlyarticulateitsexpectedbenefitstotheorganization.Itshouldincludeacleardescriptionof the



consequencesof notchanging.Itmayidentifyrisksassociatedwithalackof commitmentorresistanceif thechangelacksacompellingreasonandisconsideredunnecessarybystakeholders.Amisunderstoodorincompletechangerationalemaybeoneof thebiggestrisksinsuccessfullygainingstakeholderadoption.

Inputs Outputs � BusinessCase � ChangeDefinition � Charter � StrategicPlan � SuccessMeasures

� BusinessCase � Charter

5.1.3 Develop a Clear Vision for the Future State

Thepurposeof Develop a Clear Vision of the Future State istofacilitatethedevelopmentof theorganization’soperatingstateafterthechangehasbeenadopted.

Thisprocessfocusesondevelopinganddescribingacommondirectionforthefuturestatesothatstakeholderscanenvisionitinoperationandforeseethevalueof thefuturestate.

Inputs Outputs � OrganizationVision,Mission,Values � BusinessCase � ChangeDefinition � StrategicPlan

� VisionStatement

5.1.4 Identify Goals, Objectives, and Success Criteria

Thepurposeof Identify Goals, Objectives, and Success Criteria istoprovidetangible,concrete,measurable,andmanageablegoalsthatrepresentplannedprogresstowardtheadoptionof thefuturestate.

Thisprocessdirectsfocustoactualchangeresultsandanticipatedoutcomesratherthantrackingthechangeprocess.Itshouldestablishkeychangeobjectivesandgoalsthatdefineprogresstowardthechange.Theprocessshouldalsodescribethekeyparametersthatmeasurewhengoalsandobjectivesareattained,whichwillenabletheassociatedsuccesscriteriato beidentified.

Inputs Outputs � BusinessCase � Charter � StrategicPlan � VisionStatement � ChangeDefinition

� ChangeObjectivesandGoals � SuccessCriteriaandMeasures

5.1.5 Identify Sponsors Accountable for the Change

Thepurposeof Identify Sponsors Accountable for the Change istoconnectthechangetoitsownersanddetermineaccountabilityrequirements.



Thisprocessidentifiesthesponsorsaccountableforthechangeandassessestheiralignmentwithandcommitmenttothechange.Itmayinvolvecompletingaroleanalysistodifferentiateaccountableindividualsandgroupsfromthosewhoareresponsible.Thoseaccountablearerequiredtobringthechangetocompletion,whereasthoseresponsibleareoperationallyrequiredtodotheday-to-dayworkof drivingthechangetoachieveitsgoalsandobjectives.

Asin5.1.6IdentifyStakeholdersAffectedbytheChange,thisprocessshouldcaptureinformationrelatedtomotivations,abilities,expectations,andconcernsregardingthechange.Thisinformationcanbecapturedthroughavarietyof methods,suchasstructuredinterviewsandgeneraldiscussionstoidentifypotentialconstraints,conflicts,orconcerns.

Inputs Outputs � ChangeDefinition � Charter � StakeholderAnalysis � CurrentOrganizationalChartsandProfiles

� SponsorIdentification � SponsorAssessment

5.1.6 Identify Stakeholders Affected by the Change

Thepurposeof IdentifyStakeholdersAffectedbytheChangeistoidentifystakeholderattributes,suchaslevelof influence,commitment,orrules,anddeterminethesize,scope,andcomplexityof thechange’simpactonkeyindividualsandgroups.

Thisprocessidentifiesthoseaffectedbythechangeandthosewiththeabilitytoinfluencetheoutcome.Theprocessalsoestablishesroleswithinthechangeinitiativeandmayidentifyindividualsorgroupswithmultipleroles.Theprocessshouldgroupstakeholderstofacilitateorganizationalandindividualchangeactivities.

AcomprehensiveStakeholderAnalysisisusedinthedevelopmentof theChangeManagementStrategy.Itisalsousedtopreparestakeholderengagement,communication,andlearningdevelopmentplans.

Thisprocessshouldcaptureinformationregardingmotivations,expectations,concerns,andattitudestowardthechange.Theinformationcanbecapturedthroughavarietyof methods,suchasstructuredinterviews,generaldiscussions,andquestionnaires.

Inputs Outputs � ChangeDefinition � VisionStatement � CurrentOrganizationalChartsandProfiles � Research � Charter

� StakeholderAnalysis

5.1.7 Assess the Change Impact

Thepurposeof Assess the Change Impact istoanalyzehowstakeholderswillbeimpactedbythechangeandthechange’sspecificimpactonpeople,processes,tools,organizationalstructure,roles,andtechnology.



Thisprocessinvolvesidentifyingandcategorizingwhoandwhatwillbeaffected,assessingthedegreeof changeoccurringwithintheseareas,anddescribingthechange.

Thisprocessdeterminesthesize,scope,timing,andcomplexityof thechangeeffort.Itisusedtoinformandguidetheformationof thechangestrategyandidentifyactivitiesrequiredtomanageriskandresistancethatmaybeassociatedwiththechange.

Inputs Outputs � ChangeDefinition � VisionStatement � Research � StakeholderAnalysis

� ChangeImpactAssessment

5.1.8 Assess Alignment of the Change with Organizational Strategic Objectives and Performance Measurement

Thepurposeof Assess Alignment of the Change with Organizational Strategic Objectives and Performance Measurement istoanticipatetheimpactof theexpectedbenefitsontheorganization’sstrategicgoalsandobjectives.

Theprocessassesseswherealignmentandmisalignmentof objectives,targets,results,andperformancemeasuresoccurbetweenthefuturestateandthecurrentstate.Thisisachievedbyconductingareviewof strategywiththerelevantentitiesandindividuals,suchasthoseattheExecutiveLevel,StrategicPlanningOffice,ChangeManagementOffice,andProject/ProgramManagementOffice.Strategicplanninginstrumentssuchasbalancedscorecards,strategicplans,androadmapsshouldbeevaluatedandcontrastedagainstthechangebeingproposed.

Changemanagementpractitionersareresponsiblefordrivingappropriateactionstoovercomeobstaclesandavoidorminimizeadverseeffects.Theprocessidentifiespotentialchangeobstaclesandconflicts,aswellasopportunitiestomanageoraddressthem.

Theprocesswillproduceoneof fourresults: �Confirmthatchangeandstrategyareinalignment �Adaptstrategyif changeisdeemednecessarybutisinsufficientlyalignedwith currentstrategy �Postponechangeuntilitismorealignedtoorganizationstrategy �Cancelchange

Theresultimpactstheoutputsproducedormodified.

Inputs Ouputs � StrategicPlan � CurrentVisionStatement � FutureStateVisionStatement � CaseforChange � RiskPlan

� OrganizationalAlignmentAssessment �ModificationstoOrganizationalandEnterprisePerformanceTargets(GoalsandObjectives)

�ModificationstoStrategicPlan �Modificationof BusinessCase �Modificationof VisionStatement



5.1.9 Assess External Factors that May Affect Organizational Change

Thepurposeof AssessExternalFactorsthatMayAffectOrganizationalChangeistoidentifythecustomer,market,social,legal,economic,political,technological,andotherfactorsoutsidetheorganizationthatmayinfluencestakeholderadoptionof thefuturestate.

Thisprocessisusedtodetermineexternalfactorsthatwillenableorconstrainthechangeeffortandidentifyhowthoseforceswillinfluencethechangeapproach.Thisisaniterativeprocessbecausetheexternalenvironmentcanintroducenewrisksoropportunitiesthatcanaffectthechangeoutcomes.

Thisprocessisusedtoguideandinformthedevelopmentof theChangeManagementStrategy.

Inputs Outputs � BusinessCase � VisionStatement � StrategicPlan

� ExternalEnvironmentImpactAssessment

5.1.10 Assess Organization Culture(s) Related to the Change

Thepurposeof Assess Organization Culture(s) Related to the Change istodeterminetheculturalelementswithintheorganizationthatmayhelporhinderthechangedirectionandachievementof expectedbenefits.Organizationalcultureisdefinedasthesharedvaluesof andbehaviorsuniquelycommontoanorganization.Organizationalcultureisintegralindetermininghowtasksarecompleted,thewaypeopleinteractwithoneanother,thelanguagetheyusewhencommunicating,andtheattitudes,goals,values,andleadershipbehaviorsthatareexhibited.

Thisprocessdeterminesif theorganization’scurrentculture,structure,processes,andperformancemanagementsystemwillsupportthechange.If so,thentheprocesswillinvestigatehowthecurrentculturecanbemanagedthroughthechange.If thecurrentculturewillnotsupportthechange,thentheprocessidentifiestheaspectsof thecurrentculturerequiringchangeinordertorealizethefuturestate.

Indicatorsthataculturalchangemaybenecessarytosupportandsustainthechangeinclude: �Currentculturedoesnotallowstakeholderstoworkinwaysthatsupportthefuturestate �Currentculturedoesnotsupporttheplannedorganizationalprocessorbehaviorchange �Currentvaluesareinconflictwithwhatwillbeexpectedof thestakeholdersandleaders

Theprocessfocusesonthetangibleculturalelementsthatregularlyoccurinanorganizationandtheintangibleelements,whichareunwrittenorunspokenbeliefsandbehaviorsthatmaynotbeovert.Theprocessidentifieswhereculturalconsistenciesorcompatibilitiesexist.

TheCultureAssessmentisusedtoguideandinformthedevelopmentof theChangeManagementStrategy.TheCultureAssessmentfindingscanbeusedtoanticipateandavoidroadblocks.



Inputs Outputs � CoreValuesandBehaviors � CurrentCommunicationChannels,Tools,andMethods � OpinionSurveysandFeedbackAssessments � VisionStatement

� CultureAssessment

5.1.11 Assess Organizational Capacity for Change

Thepurposeof Assess Organizational Capacity for Change istodeterminetheabilityof thevariousstakeholdersimpactedbythechangetoadoptthechangeandmovetowardthe futurestate.

Thecapacityof anorganizationtoadoptnewchangesisdependentonavarietyof internalandexternalfactors,includingtheorganization’s:

�Operationalabilitytoabsorbchange �Volumeof concurrentchanges(currentlyoccurringandplanned) �Abilitytoabsorbadditionalchange �Historicalexperiencewithchange,includingchangesperceivedaspositiveandnegative �Changematurity,whichistheextenttowhichtheorganizationuseschangeorprojectmanagementmethodologies,techniques,andtools �Economic,environmental,andpoliticalstability(externalandinternal)

Therearemanymethodsandtoolsavailabletohelpthechangemanagementpractitionermeasurethesefactors,including:

�Performaculturalassessment �Reviewchangeandprojectmanagementmaturityaudits �Auditlessonslearnedandchange,project,andportfolioreportstogaugeanorganization’scurrentandplannedchangesandpastrecordof adoptingchangesof similarmagnitude �Reviewindependentreportsonexternalandinternalfactors,includingeconomy,environment,andpoliticalconditions

Therequiredbehaviorchanges,skillsets,competencies,andpotentialbarrierstochangemaybeidentified,forexample,bycollaboratingwithleadership,linemanagers,humanresources,andemployees.Thesestepsshouldbeconsideredthepre-requisitesforsuccessfulchangebecausetheywilloutlinetheminimumcapacitytheorganizationneedstoachievetheproposedchange.

Inputs Outputs � CompetencyAssessment � CultureAssessment � Organization’sHistoricalExperiencewithChange � StakeholderAssessment � ExternalEnvironmentImpactAssessment � ChangeImpactAssessment � Inventoryof Change-RelatedResources

� OrganizationalChangeCapacityAssessment

5.1.12 Assess Organizational Readiness for Change

Thepurposeof Assess Organizational Readiness for Change istodeterminetheorganization’spreparednessforchangeactivities.



Thisprocessassessesthepreparednessof theconditions,attitudes,andresourcesneededforachangetohappensuccessfully.Thisprocessshouldincludeorganizationalreadinesselements,suchasmarketfactors,capacity,andsaturation,whichaddresskeycharacteristicsandattributesof theorganizationandtheproposedchange.

Thisprocessshouldalsofocusonassessingtheorganization’slevelof comprehension,perceptions,andexpectationsof thechange.Itshouldidentifygapsexistingbetweenthechangeleaders’ownskills,expectations,andattitudes,andthecollectiveviewof theorganization.Itshouldalsoassesstheorganizationalprocesschangesanddeterminethelevelof understandingandpreparationof theorganizationalunitsforthetransition.

Thisprocessisusedtodevelopactionplansif majorweaknessesintheorganization’sreadinessareidentified.

Inputs Outputs � ChangeObjectivesandGoals � CultureAssessment � OrganizationalChangeCapacityAssessment � OrganizationalAlignmentAssessment � SponsorshipAlignmentAssessment � VisionStatement � RiskAssessment

� OrganizationalChangeReadinessAssessment

5.1.13 Assess Communication Needs, Communication Channels, and Ability to Deliver Key Messages

Thepurposeof Assess Communication Needs, Communication Channels, and Ability to Deliver Key Messages istodeterminethecommunicationeffortrequiredtosupportthetransitiontothefuturestate.

Thisprocessisusedtodefinethecommunicationneedsof allstakeholdersandfocusonthespecificcommunicationneedsof individualsorgroupsof stakeholders.

TheCommunicationNeedsAssessmentisusedtodeveloptheCommunicationStrategyandtoprepareresourceandbudgetestimates.Itisalsousedtoidentifyrisksthatmaydirectlyaffectcommunicationeffectivenessandprogresstowardchange.

Inputs Outputs

� ChangeObjectivesandGoals � CultureAssessment � OrganizationalChangeCapacityAssessment � SponsorshipAlignmentAssessment � StakeholderAnalysis � CurrentCommunicationChannels,Tools,andMethods � VisionStatement � RiskAssessment

� CommunicationNeedsAssessment



5.1.14 Assess Learning Capabilities

Thepurposeof Assess Learning Capabilities istodeterminethescale,magnitude,andcomplexityof thelearninganddevelopmentneededtoensurethatthefuturestateissuccessfullyachieved.

TheLearningNeedsAssessmentdetermineswhatstakeholdersneedtododifferentlyandwhatwilldemonstratetheneedfornewcompetencies,capabilities,knowledge,skills,techniques,andbehaviorsrequiredtosuccessfullyperformandsustaininthefuturestateoperations.Itfocusesonthefuturetechnical,social,andbehavioralskillsandabilitiesrequired.Theprocessshoulddeterminethelearningstrategiesandapproachesandtheneedforlearningequipment,educators,andlogistics.Itshouldalsoidentifykeyconstraintsorbarriersthatmayaffectthelearningprogram’ssuccess.

TheLearningNeedsAssessmentisusedtodeveloptheLearningandDevelopmentStrategy.Itisalsousedtoprepareresourceandbudgetestimatesandperformancemetrics.

Inputs Outputs � StakeholderAnalysis � ChangeImpactAssessment � CommunicationNeedsAssessment � CultureAssessment � OrganizationalChangeCapacity � Assessment � OrganizationalAlignmentAssessment

� LearningNeedsAssessment

5.1.15 Conduct Change Risks Assessment

Thepurposeof Conduct Change Risks Assessment istodetermineandanticipatetheidentifiableriskstotheproposedchange.Thesemayberiskscommonlyassociatedwithchange,suchasresistanceof thestakeholdersorlackof visiblesponsorshipfromtheleadershipof theorganization,butotherpossiblerisksthatmayaffectthechangeshouldbeconsidered.Forexample,theriskassessmentmightshowasignificantrisktosuccessfulimplementationof thechangeunlesscertainstakeholders’roleschange.

Theassessmentshouldincludealevelof measuringtheimpactof theidentifiedrisksonthechange(e.g.,whetheraprojectwouldbecompletelyhaltedshouldariskbecomeareality).

Inputs Outputs � StakeholderAnalysis � ChangeImpactAssessment � CultureAssessment � OrganizationalChangeCapacityAssessment

� ChangeRisksAssessment � RiskRegister


Thepurposeof Formulate the Change Management Strategy istodeveloptheoverarchingapproachforhowanorganizationtransitionsfromitscurrentstatetoitsfuturestate.The



ChangeManagementStrategyistypicallydesignedtorealizeasetof goalstoachievespecificorganizationaloutcomes.

TheChangeManagementStrategydetailsthescale,scope,andcomplexityof thechangeprogramanddefinestherequirementsandimplementationoptions,challenges,constraints,opportunities,successcriteria,measurements,RACI,andgovernanceforeachchangemanagementactivityneededtoachievesuccessfulandsustainablechangeimplementation.Itclarifieswhatneedstobedone,whyitneedstobedone,whowilldoit,whenitwillbedone,andtheexpectedoutcome.Itmayalsoincluderesourceandothercostrequirementsforthechangeprogram,suchastoolsortechnologysolutionsusedbythechangeteam,marketing/communicationmaterials,orevents.

TheChangeManagementStrategyclearlystatestheCaseforChange(sometimesreferredtoasthechangecase)andhighlightsprogram-specificapproachestodevelopanddeliverallin-scopechangemanagementworkstreams,whichmayinclude:

�Sponsoraccountabilitiesandactivities �Leadershipalignment �Stakeholderengagement �Communication �Organizationandprocessdesign �Cultureandbehaviorchange � Impactassessmentandmanagement �Readinessplanning �Learninganddevelopment �Performancemanagement �Riskmanagement �Benefitrealizationandsustainabilitymanagement

Theapproachwillbeinformedbythechangediagnostics,assessments,andengagementcompletedin5.1 Evaluate Change Impact and Organizational Readiness.Thediagnosticsandassessmentsprovidedataforthechangestrategytobetailoredtotheorganizationortospecificareasof theorganizationandarecognizantof thelevelof impactof change,challengestoimplementingthechange,communicationbarriersandopportunities,criticalsuccessfactors,andengagementrequirements.

Eachorganizationwillhaveuniqueconstraintsandopportunitiesthatthechangestrategymustaddress.Keyareastobeaddressedinthechangestrategytominimizerisktoimplementingthestrategyandtomaximizeeffectivenessincludethefollowing:

�Strength of the Case for Change: If theCaseforChangeisstrong,wellsupported,andconsistentlycommunicated,thenthelevelof riskwillbelowerbecausethoseaffectedwillunderstandtheneedtomakeandcommittotherequiredchanges.If thestrengthof thecaseisweak,resultinginpoorcommunicationplanning,lowvisibility,orminimalsponsorshipsupport,thenrisklevelsmaybehigherbecausethoseaffectedbythechangewillnot“buyin”oraccepttheneedtochange.Inadequatechangeplanningmayresultinpooradoptionof thechange,insufficientallocationof resourcesnecessarytodrivethechange,andlackof credibilityfortheproject.



�Sponsorship engagement:Clearandvisibleengagementandsupportfromthesponsorhasadirectimpactonthesuccessof thechange.If thesponsordoesnotprovidesupport,lacksactiveengagementinthechangeeffortandactivities,losesinterestinthechangeefforts,orisdistractedduringthechangeefforts,thenthereshouldbeinterventionandriskmanagementstrategiesinplacetoaddresstheissue. �Degree that the success of the change depends on behavior changes:Risklevelswillbehigherif changesuccessdependsonbehaviorchangesthanif thechangedoesnotrequirebehaviorchanges,becausebehaviorchangesarehardertomakecomparedtolearninganewsystemorprocess.Inadequateassessmentof thebehaviorchangeneededmayresultinlackof skillandcapabilitytodothingsdifferentlyandmisalignmentwithchangegoals. �Degree that the success of the change depends on stakeholders learning a new skill: Theriskassessmentshouldindicatethedegreetowhichachangedependsonthestakeholderslearninganewskill.If stakeholdersarecapableof andhavehadexperiencewithlearninginthepast,thentheriskassessmentshouldbelower. �Degreethatthechangeaffectsstakeholders,customers,andvendors:Thelevelof changerequiredbystakeholders,customers,andvendorscanaffectthelevelof risk.Ahighlevelof changerepresentsahighdegreeof risk.Changesuccessisatagreaterriskwhencustomersandvendorsareaffectedbythechange. �Amountofimpactthechangehasontheorganization’sfinancialperformance/health: Greaterfinancialdependenceonchangesuccessincreasestheriskof changesuccessandwilllikelyshortenthetimeavailabletoadoptthechange.Therefore,resultswilllikelyneedtobeachievedquickly. �Amount of prior experience the organization has with change:If theorganizationhaspastsuccesswithchangeandgenerallyshowslittleresistancetochange,thentheriskshouldbelower.If theorganizationhaspastfailureswithchange,thentheriskwillbehigher. �Organizational alignment:Misalignmentof theorganization’sperformancemanagementpractices,culture,organizationalstructure,andorganizationaldesignwiththeoverallChangeManagementStrategymayresultinalackof readinessforthechange,poororslowadoptionof thechange,orstakeholdersrevertingtooldways. �Capacity for change: Theoverallabilitytomakethechange,suchasworkloadorotherchangeinitiatives,basedonenvironmentalortimingfactors.

TheChangeManagementStrategymustbevalidatedandapprovedbythechangeprogramsponsorandappropriateprogramteamandorganizationalleadership.Itmayalsorequireapprovalfromorganizationalleaders,partners,andsubjectmatterexpertswhohaveprovidedinputtothestrategy.Incomplextransformationprograms,theremaybeawideaudienceforthechangestrategy,includingemployee/colleagueworkingcouncilsorthird-partysuppliers.Thestrategyreviewandapprovalprocessshouldbeclearlydefinedinthechangeprogramgovernancedocuments.

QuestionstoconsiderandrespondtowhendevelopingtheChangeManagementStrategy mayinclude:

� Isthechangeincrementalortransformational?Willtheimplementationbephasedin or‘bigbang’? �Willthetransitionbelinearandsequential,orwillitrequireamulti-faceted,non-linear,non-sequentialapproach?



�Howpreparedistheorganizationforthechange?Whataretheknownandanticipatedareasof resistance,andwhatmechanismswillbeusedtoovercomethem? �Whatoperationaladjustmentswillberequiredtofacilitateadoptionof thechangewithminimaldisruption? �Whatmechanismswillbeusedtoensuretheworkforcehasoracquirestheskillsandcompetenciesrequired? �Willtechnologycomponentsberequiredtofacilitatethetransition?If so,howwillthey beincorporated? �Howwillworkforceadjustmentlogisticsbemanaged? �Whatmechanismswillbeusedtoensurethenecessarybehaviorsandattitudeshavebeenadopted?Howwillprogressbemonitored?

5.2.1 Develop the Communication Strategy

Thepurposeof Develop the Communication Strategy istocreateastrategythat,whenexecuted,ensuresthattheorganizationanditscustomersareawareof andunderstandtheorganizationalrationaleforthechange.Itensuresthatstakeholdersarealignedregardingtheprogram’sexpectedvalueandbenefitstotheorganization,initiation,progress,challenges,achievements,completion,andrealizedbenefits.TheCommunicationStrategyincludes:

�ThedefinedbusinessrationaleorCaseforChange �Stakeholdersandsponsors � Identifiedaudiences,audiencesegmentation,andaudienceneeds �Targetedstakeholdermessaging � Identifiedcommunicationchannelsandmessagingfrequency � Identifiedfeedbackchannelsandloops �Communicationgovernanceandreviewprocess

Communicate the Business RationaleTheCommunicationStrategyshouldincludethebusinessrationaleforwhat,why,who,how,andwhenchangesaretakingplace.Itshouldprovidetheinformationdetailnecessarytoenablechangesponsorsandthetargetaudiencetounderstandthekeymessages,channels,andfrequencythatthemessageswillbedeliveredduringthechangeexecution.Successfulcommunicationof theCaseforChangeoccurswhenbusinessrationalecommunicationsaresufficientenoughthateachtypeandlevelof stakeholdercanclearlyarticulatewhatischanging,howthechangebenefitsoraffectstheorganization,andhowthechangeaffectshimorherindividually(oftenreferredtoas“What’sInItforMe”).If peopleseeprogresstheycanrelateto,thentheyaremorelikelytocontinuethechangeeffortandhelptoreachthefuturestateandsustainthechange.

Guiding Principles for Communication MessagesTheCommunicationStrategyshouldprovideguidingprinciplesforcommunicationmessages.Amessageisasimpleandclearideaandshouldsummarizetheessenceof thechange.Effectivemessagingmeanscommunicatingtherightmessagethroughtherightchannels.Messagesshouldberelevantandappropriatetotheaudience,andthereshouldbecontinuityacrossthemessages.Usingstorytellingtechniquesthatincludeinterestingnarratives,humanintereststories,andarrestingimagerywillassistincommunicatingthemessagetothetargetaudience.



Identify Communication Channels and Information FlowThestakeholdergroupandsponsorsshoulddepictwhereandhowinformationissharedwithintheirrespectiveorganizationsbymappinghowcommunicationswillworkthroughouttheorganization.Channelsforbothformalandinformalcommunicationshouldbenoted,andopportunitiesshouldbeidentifiedtoinclude,leverage,andreinforcemessagingcontent.

ConsiderationsindevelopinganeffectiveCommunicationStrategyinclude: �Tailoringthecommunicationactivitiestotheneeds �Usingmessagefeedback �Usingpush/pull/interactivecommunications �Determiningthebestcommunicationstrategies(vertical/horizontal,verbal/non-verbal,informal/formal,oral/written,official/unofficial,internal/external)

Communication Governance and Review ProcessThecommunicationprocesseswithinorganizationscanhavecomplexstructures,withreviewandvalidationrequiredbyanumberof groups(e.g.,internalandexternalenterprisecommunicationandlegal,risk,andcomplianceteams),particularlywherecommunicationsaffectcustomersorthirdparties.TheCommunicationStrategyshouldincludetheroles,responsibilities,accountabilities,resources,andtimelinesforcommunicationcontentreviewandsign-offpriortopublication.

Inputs Outputs � ChangeDefinition � ChangeImpactAssessment � CurrentCommunicationChannels,Tools,andMethods � OrganizationalChangeReadinessAssessment � ProjectCharterandProjectDocumentation � StakeholderAnalysis � VisionStatement

� CommunicationStrategy

5.2.2 Develop the Sponsorship Strategy

Thepurposeof Develop the Sponsorship Strategy istocreateahigh-levelapproachforpreparingandleveragingthesponsorstopromote,gainsupportfor,anddriveadoptionof achange.ResponsibilityfordevelopingtheSponsorshipStrategyshouldbeassignedtotheChangeManagementLeadandincludeinputfromotherswhohaveknowledgeof andexperiencewiththesponsors.

Describe Why Sponsors Are ImportantTheSponsorshipStrategyshouldoutlinewhysponsorsarecriticaltothesuccessof achangeeffort.Sponsorsarecriticaltochangesuccessbecause:

Stakeholderswanttolearnaboutthechangeandthereasonsforthechangefromthesponsors �Theimportancestakeholdersplaceonachangeeffortmaybedeterminedbytheimportancethatsponsorsdemonstrate �Sponsorsbuildsupportforthechangeatalllevelsof theorganization �Sponsorscansupportidentifyingandmitigatingrisksassociatedwithresistancetothechange



�Sponsorsprovidetheresourcesandbudget,setexpectations,andholdorganizationsandindividualsaccountableduringthechange �Sponsorsbreakdownbarriersandremoveobstaclesthatrestrictchangeimplementation �Sponsorsprovideconsistenthigh-levelmessagingduringthechangeprogram

Develop a High-Level Approach for Gaining Sponsorship CommitmentSponsorshipgapsthatmustbeaddressedforsuccessfuladoptionof thechangeshouldbeidentified,andahigh-levelapproachforaddressingthegapsshouldbedevelopedasearlyaspossible.Thishigh-levelapproachincludestheactivitiestobuildacoalitionof sponsorshipthatwilldriveandsupporttheSponsorshipStrategy.

Riskstoconsiderincludealackof sponsorcommitmentandsupportforthechange,sponsorshipcompetencygaps,andpastsponsorshipchallenges.

Inputs Outputs � ChangeRisks � OrganizationalChangeReadinessAssessment � SponsorshipAlignmentAssessment � StakeholderAnalysis

� SponsorshipStrategy

5.2.3 Develop the Stakeholder Engagement Strategy

Thepurposeof Develop the Stakeholder Engagement Strategy istoidentifyanapproachtoensurethatindividualsorgroupsimpactedbyachangeandthosewhocanpositivelyaffecttheoverallsuccessof thechangeareengagedinthechangeeffort.Thecoreof stakeholdermanagementandengagementincludestakingtheappropriatestepstoidentifystakeholders,conductingaStakeholderAnalysis,identifyingtherequiredengagementof thevariousstakeholders,andidentifyingtheactivitiesneededtoachievetherequiredengagement.

Changestakeholderscanbenumerousandrangefrominternalstakeholderslikeemployeeswhosejobsareimpactedbythechangestoexternalstakeholderslikecustomersorclientswhomightseeorexperiencesomethingdifferentlybecauseof thechanges.AStakeholderEngagementStrategymaynotbeappropriateforallchangemanagementefforts,butinmorecomplex,large-scalechangeefforts,developinganoveralldirectionandapproachforstakeholderengagementhelpstoalignandintegratestakeholderengagementplans,activities,requirements,andmetrics.

Stakeholderengagementrequirestheattentionandinvolvementof thepeoplewhowillbeimpactedbythechangesorwhocaninfluencethesuccessof thechangesandfocusesonwhatthestakeholdersandstakeholdergroupsneedtoknowaboutthechangeandwhattheyneedtodo.Goodstakeholderengagementattractsandholdstheattentionof stakeholderstothedegreeneededforchangesuccess.Thedegreeandtypeof stakeholderinvolvementrequiredvariesbasedonvariablessuchastime,resourceavailability,negotiableelementswithinthefuturestate,ChangeManagementStrategy(directiveversuscollaborative),andstakeholderrole.Dependingonthechange,aStakeholderEngagementStrategycouldincludetheidentificationof keystakeholders,prioritizationof stakeholders,referencestoaStakeholderAnalysis,requiredstakeholdercommitments,andmethodsforandappropriatenessof solicitingstakeholderinput.



Inputs Outputs � CurrentStateAnalysis � ChangeImpactAssessment � CurrentCommunicationChannels,Tools,andMethods � CommunicationStrategy � SponsorshipStrategy � StakeholderAnalysis

� StakeholderEngagementStrategy

5.2.4 Develop the Change Impact and Readiness Strategy

Thepurposeof Develop the Change Impact and Readiness Strategy istodefinetheapproach,scope,roles,andresponsibilitiesinundertakingdetailedimpactanalysisandreadinessplanningforimplementingthechange.Understandingthespecificimpactsonpeople,processes,tools,organizationalstructure,jobroles,andtechnologywillinformallareasof thechangestrategyandiscriticalfordevelopingtheTrainingStrategyandReadinessStrategy.

TheReadinessStrategyfocusesonwhatactionsandactivitiesneedtobecompletedinadvanceof thechangebeingimplemented.Itincludesthereadinesscriteriaforimplementation,thegovernancestructure,andaccountabilityforreadinessactivitiesthatwilldetermineif theorganizationisreadytoacceptthechange.Readinessmanagementisacriticalactivitythatsupportsprojectsmeetingkeypre-implementationmilestonesandensuresasmoothtransitiontonewwaysof working.

Inputs Outputs � StakeholderEngagementStrategy � ChangeImpactAssessment

� ChangeImpactandReadinessStrategy

5.2.5 Develop the Learning and Development Strategy

Thepurposeof Develop the Learning and Development Strategy istodefinetheknowledge,skills,andcompetenciesrequiredforstakeholderstoadoptthechange,whichinformscreationanddeliveryof learninganddevelopmentprogramsandtrainingcourses.ThekeycomponentsthattheLearningandDevelopmentStrategyidentifiesaretheskillsandcompetenciesneededtoperforminthechangedenvironment,thoseneedingtrainingtoclosethecompetencygap,thecontenttobedelivered,themethodof delivery,andmethodstodeterminetheeffectivenessof thetraining.

Demonstrating the NeedTheLearningandDevelopmentStrategyshoulddocumentwhatstakeholdersmustbeabletododifferentlybecauseof thechangeandhowtheyneedtobeabletoworktobesuccessfulinthefuturestate.Thestrategyensuresthatimpactedstakeholdersareequippedwiththenecessaryknowledge,skills,andabilitiestoachievethefuturestate.

Defining a High-Level ApproachTheLearningandDevelopmentStrategyshoulddefineahigh-levelapproachthatensuresunderstandingof theintendedworkeffort.



Explainingdifferentlearninganddevelopmentmethodsandtools:Thelearninganddevelopmentmethodisdependentuponthetypeof changeandcultureof theorganization.Itshouldidentifythemosteffectivelearninganddevelopmentmethodsandtoolswhendefiningthehigh-levelapproach.Keylearninganddevelopmentmethodsmayinclude:

� Instructor-led(face-to-faceandvirtual) �Computer-based �Webcasts/Podcasts �Roleplays �Simulations �On-the-job �Gamification

Identifying possible resources: Someorganizationshaveinternallearninganddevelopmentdepartmentsthatcanbeleveragedtoconductthelearninganddevelopment.Otherorganizationswillrelyonexternalconsultingexpertiseoroutsourcingtoconducttheseactivities.Thehigh-levelapproachshouldoutlinetheresourcingplantoconductthelearningand developmentactivities.

Estimating a timeline: Thehigh-levelplanshouldincludeanestimatedtimelineforthelearninganddevelopmentthatalignswiththeprojectschedule.Learninganddevelopmentshouldbecloseenoughtotheactualchangethatstakeholderswillrememberwhattheylearnedandbeabletotransferthenewskillstotheirjobs.

Identifying proposed deliverables: TheexpectedlearninganddevelopmentdeliverablesandsupportingmaterialsneedtobedefinedintheLearningandDevelopmentStrategy.Thiswillestablishtheworkeffortexpectedtocompletelearninganddevelopment.Deliverablesmayincludealearninganddevelopmentplan,curriculum,materials(e.g.,usermanual,quickreferenceguide),andanevaluation.

Keyconsiderationsindefiningthelearninganddevelopmentapproachmayinclude: �Licensecostsfortrainingtools �Commissioningtrainingenvironmentstodelivertrainingof newtechnicalordigitalsolutions �Datausedintrainingmaterialandanydataprivacyrequirements �Anapproachtopilotingthetraininginadvanceof deploymenttoensureitisfitforpurpose �Governanceforsign-offof trainingcontent,particularlyif thereisalegalor regulatoryrequirement �Anapproachtotransitioningtrainingfromthechangeprogramto“businessasusual”training,includingknowledgetransferandmanagement

Determine Evaluation TechniquesThereareawidevarietyof approachesandtechniquestoevaluatelearningactivities.TheLearningandDevelopmentStrategyshouldexplaintheimportanceof evaluatinglearninganddevelopmentandhowitshouldbeapproached.Measuringthesuccessof alearninganddevelopmentprogramdemonstrateswhethertheparticipantslearnedtheskillsneeded.Thelearningobjectivesshouldbeusedtodefinetrainingcontentandmeasureadoptionaftertraining.Identifyingtheobjectivesof thelearninganddevelopmentprogrampriortothedeliveryalsoenablesthechangepractitionertoevaluateadoptionsuccessaftertrainingcompletion.



Inputs Outputs � LearningNeedsAssessment � StakeholderAnalysis

� LearningandDevelopmentStrategy

5.2.6 Develop the Measurement and Benefit Realization Strategy

Thepurposeof DeveloptheMeasurementandBenefitRealizationStrategyistodefinesuccesscriteriaandmeasurestomonitorwhetherthechangeisachievingitsexpectedbenefitsandtoadaptthechangeeffectasneeded.

Itisimportanttobeginmeasuringasearlyaspossibleinthelifecycleof theeffort.Thisprovidestimelyinformationtogaugetheeffectivenessof thechangestrategy,keepthechangeimplementationontrack,allowforcoursecorrection,andensurethatorganizationalbenefitsdefinedintheprojectcharterarerealized.

Develop the Measurement Strategy: Thechangeobjectivesandgoalsshouldbeusedtodeterminewhatisrequiredtoachievethefuturestate.Thesetargetsshouldbespecificandquantifiablefortheorganizationtounderstandwhatisexpected.

Anotheraspectof theMeasurementStrategyistoassesstheeffectivenessof thestrategyusedtodrivethechangeeffortitself.Commonareasof focusincludecommunicationandlearningtoallowforrefinementasneeded.Techniquescanincludestakeholdersurveysandfeedbackfromlinemanagers,changeagents,andfocusgroups.

BenefitRealizationStrategy: Mechanismsmustbeinstalledtomonitortheachievementof theperformancetargets.Thesemechanismsincludedevelopingtheprocess,datacollection,andreportingrequirementsforeachmeasure.

Thecomponentsof theBenefitRealizationStrategyare: �Assigningownersforeachmeasureandtarget �Determiningwhenandhowthemeasurementdatawillbecollected,thereportingfrequency,andhowinformationwillbeshared �Creatinganapproachtoaddressslippageorslowattainmentof measure �Aligningwithrewardstrategies �Establishingtimelinesforaddressingissuesrelatedtoachievingthetargets �Communicatingperformancetargetstotheorganization

Inputs Outputs � StrategicPlan � CaseforChange � ChangeObjectivesandGoals � ProjectCharter � SuccessCriteria

�MeasurementandBenefitRealizationStrategy � RevisedPerformanceandRewardsTargets



5.2.7 Develop the Sustainability Strategy

Thepurposeof Develop the Sustainability Strategyistodescribehowthechangewillbecomepartof theorganization’snormalfunctioning.Itshoulddefinethehigh-levelapproachforembeddingorinstitutionalizingthechangetoachievetheexpectedbenefitsandincludeallstreamsof changemanagementactivity,suchascommunicationandengagement,metricstracking,performancemanagement,rewardandrecognition,learninganddevelopment,sustainingownership,andcontinuousimprovement.

TheSustainabilityStrategydetailstheapproachtoembeddingthechangeintheorganizationoncetheprogramhasdeliveredthechange.Itdefinesthesustainabilityevaluationcriteria,includingperformancemetrics,culturalindicators,desiredemployee/customerbehaviors,keyperformanceindicators,scorecards,transactionalvolumes,exceptionrates,customersatisfactionscores,andemployeetemperaturechecks.Itmayalsoincludesustainmentactivitiesforchangesupportfunctions.

TheSustainabilityStrategydefinesthescope,scale,roles,responsibilities,resourcerequirements,accountability,andgovernancestructureforthesustainmentprogram.Itprovidesaclearroadmapformaintainingtheformalorinformalnetworksorcommunitiesof practicethathavesupportedthechangeinitiativeandoutlinesalong-termplanforongoingknowledgemanagement.KeyinputstotheSustainabilityStrategyarethelessonslearnedfromeachphaseof thechangeprogram.

TheSustainabilityStrategyshouldcover: �Communication(ongoingsocializationof thechange) �Metricstracking �Performancemanagement �Rewardsandrecognition(linkingrewardsandrecognitiontobehaviorsrequiredby thechange) �Sustainedownership(ensuringexperienceandknowledgetransfer �Knowledgetransfer(consistentandeffectiveprocessforassessingstakeholderandorganizationalcompetenciesandthesystems,structures,andmechanismsneededtoensurestakeholdersdeveloptheskillsandmotivationtoperformasexpectedinthechangedenvironment) �Continuousprocessimprovement

Inputs Outputs � BusinessCase � ChangeObjectivesandGoals � ChangeRiskAssessment � ProjectCharterandDocumentation � StrategicPlan � SuccessCriteriaandMeasures

� SustainabilityStrategy




Thepurposeof Develop the Change Management Plan istodocumenttheactions,timelines,andresourcesneededtodeliverthechange.TheChangeManagementStrategyprovidesthe“why”andthe“what,”andtheChangeManagementPlanprovidesthe“how.”TheChangeManagementPlanisaseriesof componentplansthatdefinethescopeof thechangeeffortandhowitwillbeundertaken,controlled,andmonitored.

TheChangeManagementPlanshouldreflecttheoverallcomplexityof thechangeeffort andconsider:

�Objectives/goalsandintendedoutcomesof thechangeeffortdefinedin5.1 Evaluate Change Impact and Organizational Readiness �Stepstoaddressthechangeandbywhom �Howtofacilitatethechangeeffort �Howthechangemanagementeffortwillbeimplemented,transitioned,andsustained �Dependenciesof thechangeplanactivities �Assumptions,issues,andrisks

WhendevelopingtheChangeManagementPlan,questionstoconsiderandrespondto mayinclude:

�Whatmechanismswillbeusedtoensuretheworkforcehasoracquirestherequiredskills andcompetencies? �Willtechnologycomponentsberequiredtofacilitatethetransition?If so,howwillthey beincorporated? �Howwillworkforceadjustmentlogisticsbemanaged? �Whatmechanismswillbeusedtoensurethenecessarybehaviorsandattitudeshavebeenadopted?Howwillprogressbemonitored?

5.3.1 Develop a Comprehensive Change Management Plan

TheChange Management Plan shouldincluderequiredactionsandbaselinemeasuresastheypertaintoachangeeffort’sscope,expectedbenefits,rolerequirements,resources,activityschedule,risk,andmeasurement.Thelevelof detailof theChangeManagementPlanshouldreflectthecomplexityandriskof thechangeeffort.

Keycomponentsof theChangeManagementPlaninclude:

�Resource Plan: Defineswhatresources(e.g.,people,capabilityorskillsets,location,equipment)willbenecessarytoaccomplishthetasks. �Sponsorship Plan: Identifiesthechangesponsorsanddefinesacourseof actiontodevelopandstrengthenthecompetenciesrequiredtoeffectivelylead/sponsorachangeinitiative. �Stakeholder Engagement Plan: Identifiesactionstoengagegroupsandindividualsaffectedbythechangeandthenmitigatetheirresistancetoandenlisttheirsupport,adoption,andownershipof thechange. �Communication Plan: Definesinternalandexternalaudiences,information,andfeedbackrequirementsof thoseleadingandaffectedbythechange,andspecificcommunicationactivitiesandevents.



� Impact Assessment and Readiness Plan:Identifiestheactions,roles,andresponsibilitiesfordetailedimpactanalysisfollowingthehigh-levelimpactanalysisundertakenintheassessmentphasedescribedin5.1 Evaluate Change Impact and Organizational Readiness.Itdetailshowandwhenimpactswillbecapturedduringthedesign,build,andimplementphaseof theproject,includingimpactcategorizationandmappingandownershipof impactmitigationandmanagement.TheReadinessPlanidentifiestheorganization/customerreadinesscriteriaandreadinessmanagementapproach. �Learning and Development Plan:Identifiesneedsandknowledgegapsof thoseaffectedbythechangeandprovidesacourseof actiontoprepareenduserswiththeskillsandknowledgenecessarytonavigatethechange. �MeasurementandBenefitRealizationPlan:Definesprocessesandactionstomonitorandtrackprogressontheproject’skeyperformanceindicatorsasdefinedintheprojectcharterandidentifieswhenmitigationstrategiesneedtobeimplementedif thechangeeffortfallsshortof itsgoals. �Sustainability Plan:Providesanapproachtomaintainingthenewprocessesandachievingaday-to-daymethodof doingbusinessoncethechangehasbecomeawayof workingandbusinessasusual.

TheChangeManagementPlanwillbesharedandreviewedwithkeystakeholdersandshouldbecontinuallymonitoredandupdatedasneeded.

Thefollowingsectionsprovidethespecificdetailsof thecomponentplans.

5.3.1.1 Resource PlanTheResource Plan definesthehuman,physical,andfinancialresourcesneededtoimplementtheexpectedbenefitsof thechangeeffort.Itidentifieshowtoacquireresourcesandatimelineforresourceutilization.Thefollowingsectionsdescribethekeycomponentsof the ResourcePlan.

Human Resources

TheResourcePlandefinesthetypeof laborneededtosupportthechangemanagementeffort.Definingrolesandresponsibilitiesforeachtypeof laborensuresthatindividualswithcertainskillsandcapabilitiesareintherightrolesandperformingtherequisitetasks.Theseindividualsrangefromtheexecutivesupport/sponsordrivingthechangeeffortandindividualsresponsibleforleadingthechangeefforttothoseprovidingsupportandparticipatingonthechangemanagementteam.

Toensurethatthecorrectresourcesfillkeyrolesinthechangeeffort,skillsandcapabilitiesmustbedefined,alongwiththenumberof peoplerequiredforeachrole.Onepersonmayhavemultiplerolesdependingonthescopeof change,sizeof theorganization,geography,andotherfactors.Thenextstepistoperformagapanalysistodetermineif theskillsrequiredexistintheorganizationandcanbefilledbyastakeholder,orif third-partyserviceproviders(e.g.,consultants)willberequired.Thefinalstepistocreateastaffingplanthatassignsrolesandindividualstospecificchangemanagementtasks.



Physical Resources

TheResourcePlandeterminesthephysicalresourcesneededtosupportthechangeeffort.Internalresourcesorexternalvendorscanprovidephysicalresourcessuchassystemshardware,software,andothertechnicalinfrastructure,aswellasfacilities,workspace,furniture,orotherphysicalneedsforaccomplishingtheinitiativegoals.

Financial Resources

TheResourcePlanensuresthecostsof allresourcessupportingthechangeeffortareappropriatelybudgetedforandapprovedintheoverall projectplan.

ThecostsassociatedwiththeResourcePlanwilladheretoadefinedreviewandapprovalprocess.Theresourcesidentifiedintheplanwillbebudgetedandstaffedaspartof theoverallprojectplan.

Inputs Outputs � ChangeManagementResources,Roles,andResponsibilitiesStrategy � CommunicationStrategy � LearningandDevelopmentStrategy � ChangeResourcesInventory � ProcurementGuidelinesandPolicies

� ResourcePlan

5.3.1.2 Sponsorship PlanTheSponsorship Plan shoulddefinehowtoidentify,develop,andstrengthenthecompetenciesrequiredtolead/sponsorachangeinitiative.Thisplanbuildsawareness,establishesunderstanding,anddefinesleader/sponsorcoreresponsibilitiesinachangemanagementactivity.If asponsorisresistanttoanyof theresponsibilities,thentheseissuesmustbeaddressedintheearlystages.

Keycomponentsof aSponsorshipPlaninclude: �Definitionof specificresponsibilitiesforleaders/sponsors �Agreementbyleaders/sponsorsregardingtheirresponsibilities,includinghowtheywillworkwithothersengagedinthechangeactivity �Learninganddevelopmentplanfortheleaders/sponsors

Inputs Outputs � SponsorshipStrategy � SponsorshipAlignmentAssessment � StakeholderAnalysis � SponsorAssessment

� SponsorshipPlan

5.3.1.3 Stakeholder Engagement PlanTheStakeholder Engagement Plan outlinestheactivitiesandmetricsthatwillbeestablishedtoensurestakeholdersandstakeholdergroupscanmakethechangesrequiredorcompletethestepsthatwillhelpmakechangesuccessfulinanorganization.



Stakeholderengagementactivitiesaredesignedtoaddresstheoutcomesof aStakeholderAnalysis.TheStakeholderAnalysisidentifiesgapsbetweenthecurrentstateof astakeholderorstakeholdergroupandthefuturestate.Inorderforsuccessfulorganizationalchangetooccur,thegapsthatexistbetweencurrentandfuturestatesneedtobeeliminated.AgoodStakeholderAnalysisidentifiesthekeycomponentsof thosegaps,andthestakeholderengagementplanprovidestherelevantactivitiestoaddresscomponentsandclosethegaps.

Anumberof tacticscanbeemployedinaStakeholderEngagementPlan.Themostcommonactivitiesincludeformal,two-way,andinformalcommunication;learning,development,training,anddiscoveryactivities;andrewards,recognition,reinforcement,andconsequences.Successfulstakeholderengagementplansincludeclearmetricstoensurethattheplanismeetingtheintendedoutcomes.Anumberof factorsshouldbeconsideredwhendesigningstakeholderengagementactivities,includingorganizationalculture,otherchangeinitiativesaffectingstakeholders,activitiesthatwillgetandkeepastakeholder’sattention,stakeholderneeds,andthespecificengagementrequiredforsuccessfulchangetooccurinastakeholderorgroup.

Aswithmanyof thecomponentsof awell-managedchange,StakeholderAnalysisandStakeholderEngagementPlansareiterative.StakeholderEngagementPlansareupdatedasneededandadjustedbasedonmetricsmeasuringtheeffectivenessof theactivities.

StakeholderEngagementPlansalsoincludeactivitiesdesignedtodrivethebehaviorof stakeholdersthatcanaffecttheoverallsuccessof thechange.Thesetypesof activitiescanincludetools,templates,andkeymessagesthatenablestakeholderstocustomizeandpersonalizetheirbehaviorandmessagingtotheemployeesthattheyaretryingtoimpact.Theseactivitiesandtheirtimingaredrivenbyfactorssuchastheprojectplan,projecttiming,positionorpotentialimpactof thestakeholderorstakeholdergroup,andthestatusof theoverallchangeatanygivenmoment.Stakeholderengagementplanactivitiesshouldalignwithsponsorshipplans.Aclearerandmostholisticmessagecanbereceivedwhenchangesponsorsandinfluentialstakeholdersdeliverconsistentmessages.

Inputs Outputs � StakeholderAnalysis � StakeholderEngagementStrategy � CommunicationStrategy � SponsorshipStrategy � ChangeRisks

� StakeholderEngagementPlan

5.3.1.4 Communication PlanTheCommunication Plan definestheinternalandexternalaudiences,information,andfeedbackrequirementsof thoseleadingandaffectedbythechange,aswellasthespecificcommunicationactivitiesandevents.

StrategiccommunicationactivitiesmayincludemessagingthataddressestheCaseforChange,howthechangealignswiththeorganizationalstrategy,whythechangeisoccurring,intendedoutcomes,benefitsof thechange,andtherisksorconsequencesof afailedeffort.Moretacticalcommunicationscouldincludestatusreportsand“howto”guidesfortechnologychanges.TheCommunicationPlanshouldincludeallactionsneededtobuildawarenessof thechangeandclearlyoutlinewhatisexpectedfrompeopleaffectedbythechange.



TheCommunicationPlanincludeskeycomponentssuchas:

�Target Audience(s):Segmentsthestakeholderaudiencesaccordingtodemographics,outcomes,andtherolesstakeholdergroupsmayhaveinachangeeffort.Thereareoftenmultiplestakeholdergroupswithdifferentcommunicationneeds,andcommunicationsshouldbedevelopedaccordingly.Theaudiencesshouldencompassstakeholdersdirectlyimpactedbythechange,alongwiththosenotimpactedbutwhoshouldbeawareof thechange. �Outcomes: Defineswhattheaudienceshouldknow,think,anddobecauseof communicationactions.Somecommunicationsmaybeforinformationalpurposesonly,whereasothersmayberequiredtodrivedesirablebehaviors. �Sender: Identifiesfromwhomthecommunicationwillcome.Strategiccommunicationsshouldcomefromorganizationalleadershiporotherkeyleaderstoensuremaximumimpact.TheChangeSponsortypicallycommunicatesregardingtopicsthatdefinethechange,andthesponsorshoulddemonstratesupport.Otherleadersorthechangeteammaycommunicatedirectlytostakeholdergroupsfortacticalcommunications. �Key Messages: Describesthewordsandvisualsthatwilldriveachievementof theintendedcommunicationgoalforeachuniquestakeholdergroup. �Communications Channels: Identifiesthespecificwaysthatinformationisdistributedtoandreceivedbackfromstakeholderaudiences.Channelsshouldbeselectedbasedontheirpotentialeffectivenessinreachingeachtargetaudience.Formaximumeffectiveness,channelselectionshouldfactorinthepurposeof communication,audiencedemographics,content,messaging,andinteractionorfeedbackrequirements.Examplesof communicationchannelsincludeemail,socialmedia,townhalls,webinars,meetings,intranets,collaborationsites,video,newsletters,posters,anddigitalsignage.Mostchangeactivitiesrequirethatmultiplechannelsbeusedforeffectivecommunication.AneffectiveCommunicationPlanshouldallowfortwo-wayconversationsthatprovideopportunitiesforconversationanddialogue. �Frequency: Specifiesthenumberof timeskeymessageswillbecommunicatedinselectedchannels.Mostchangeactivitiesrequirearelativelyhighfrequencyof messagesbeingcommunicatedtostakeholderaudiences �Timing:Definesthescheduleforcommunicationactivities.Thisensuresthetimelinessof communicationsandpreventscommunicationoverlapfrommultiplestakeholders.Reviewingnon-projectcommunicationsagainstthechangecommunicationplancan avoidsaturation. �Costs and Resources:Identifiestheresourcesandassociatedcostsneededtoproduceanddistributethecommunications.Thesecostsshouldbeintegratedintotheoverall projectbudget. �Reviewers and Approvers:Identifiestheindividualswhoneedtoreviewandapprove theplan. �Monitoring and Feedback:MonitoringandadjustingtheCommunicationPlanensurescontinuedeffectivenesstoachievetheexpectedbenefitsof thechangeeffort.Clearlydefinedfeedbackmechanisms(e.g.,surveys,focusgroups,helpdesktickets)assesstheeffectivenessof theplan.Communicationsmayneedmodificationtoaddressculturalnormsof a diverseworkforce.



Inputs Outputs � CommunicationStrategy � CurrentCommunicationChannels,Tools,andMethods � KeyMessages � LearningandDevelopmentStrategy � ProjectCharterandDocumentation � ProjectScheduleandPlan � SponsorshipStrategy � StakeholderAnalysis � StakeholderEngagementStrategy � TransitionStrategy

� CommunicationPlan

5.3.1.5 Learning and Development PlanTheLearning and Development Planidentifiesknowledgegapsandtrainingneedsof thoseaffectedbythechangeandthenprovidesacourseof actiontodevelopenduserssotheywillbepreparedwithnewknowledgeandskillstoadoptthechangesuccessfully.

Keycomponentsof theLearningandDevelopmentPlaninclude: �Learninggroups �Learningcurriculum �Skillsinventoryandgapanalysisforeachlearninggroup �Ongoinglearningtools(e.g.,jobaids,quicktips,FrequentlyAskedQuestions, refresherguides) �Learningdeliveryplan �Learningevaluationandoptimizationplan

Learninganddevelopmentdesignanddeliveryshouldbecontinuallyassessedandadjustedasneededtoensurecontinuedeffectivenesstoachievetheexpectedbenefitsof thechangeeffort.Theplanshouldidentifyadditionaltrainingandotherlearningresourcesasnewphasesorprocessesareintroduced.

Inputs Outputs � LearningandDevelopmentStrategy � StakeholderAnalysis � LearningNeedsAssessment

� LearningandDevelopmentPlan

5.3.1.6 Measurement and Benefit Realization PlanTheMeasurementandBenefitRealizationPlandefinesprocessesandactionstomonitorandtrackprogressof theproject’skeyperformanceindicatorsandexpectedbenefits,asstatedintheProjectCharterandStrategyPlan.TheMeasurementandBenefitRealizationPlanprovidesameansof identifyingwhenmitigationstrategiesneedtobeimplementedif theeffortisfallingshortof itsgoals.

TheMeasurementandBenefitRealizationPlanshouldincludecurrentbaselineperformanceonkeyobjectivesandgoalsandtrackhowthosekeyindicators/objectivesareaffectedthroughoutthechangeeffort.Itshouldspecifymeasurementactivitiesthatprovidevalidandreliabledatafortrackingactivityandeffectsonperformance.



Keycomponentsof aMeasurementandBenefitRealizationPlaninclude: �Ascheduleof measurementactivities,includingtype,frequency,howconducted,and bywhom �Areporttemplateforreportingmeasurementresultsatdefinedintervalstodefinedgroupsandindividualswhoownthemetricsandareresponsiblefortakingactiontoensuretargetsareachieved

Inputs Outputs �MeasurementandBenefitRealizationStrategy � ChangeDefinition � ChangeObjectivesandGoals � VisionStatement

�MeasurementandBenefitRealizationPlan

5.3.1.7 Sustainability PlanASustainability Planshouldbedevelopedtodefinethemechanismsthatwillbeusedtoanchorandembedthechangeonceitisimplementedandisdeterminedtobeeffective.

TheSustainabilityPlanshouldminimallyincludethefollowingcomponents: �Communication: Mechanismsforpersuasivecommunicationandongoingsocializationof thechange,ritesof parting(sayinggoodbyetotheoldwaysof doingthings),andritesof enhancement(acknowledgmentof quickwinsandcontinuedadoption) �Metrics Tracking: Consistentandeffectiveprocessforongoingmeasurementandresultsreportingtotrackprogressandensuresustainedresults �Performance Management: Consistentprocessforobservingandobjectivelymeasuringdesiredbehaviorsandattitudes,includingperformanceappraisalprocess,promoting,demotingandtransferring,andtraininganddevelopment �Rewards and Recognition: Programof intrinsicandextrinsicincentivestoreinforcedesiredbehaviorsandattitudes �Sustaining Ownership: Consistentprocessforensuringsustainedownershipof thechangethroughtheongoingtransferof experienceandknowledge �Continuous Improvement: Mechanismsforrespondingtochangingrequirementsandimplementingimprovementsbasedonfeedback,observations,andmetrics

QuestionstoconsiderandrespondtowhendevelopingtheSustainabilityPlanmayinclude: �Howshouldorganizationalachievementsreinforcingthechangebecommemorated? �Whatbehaviorsshouldbeobservedandmeasuredonaregularbasis? �Whatresultsshouldbeobservedandmeasuredonaregularbasis? �Whatmetricsshouldbeusedformeasuringbehaviorsandresults? �Whatmechanismsshouldbeusedforreportingresults? �Whatcriteriashouldbeusedtoallocaterewardsandpromotion? �Whatmechanismsshouldbeusedfortraining,coaching,and rolemodeling? �Whatprocessesandproceduresshouldbeputinplacetoensuresustainedownershipof thechange? �Whatcontinuousimprovementmechanismswilladdresslowadoptionratesandensurethechangebecomespartof theorganization’s normalfunctioning?



Inputs Outputs � StatusReport/BenefitsGapAnalysis � ResourcePlan

� SustainabilityPlan

5.3.2 Integrate Change Management and Project Management Plans

TherelationshipbetweenChangeManagementandProjectManagementishighlydependentonthenatureof thechangeprogram,asdefinedin 4.4 Relationship to Project Management.

ItisrecommendedthattherelationshipbetweenProjectManagementandChangeManagementbedefinedearlyintheproject,whenthegovernancestructureisestablished.CommonstructuresincludeProjectManagementandChangeManagementprofessionalsfunctioningaspeersandaligningtheiractivitiesorpositioningChangeManagementasapartof theProjectTeamwithitsownworkstream.

IntegratingtheProjectManagementandChangeManagementPlanscanensurestakeholdersintheorganizationaligneffortstofacilitateadoptionof thechange.Integrationmayoccuralongthefollowingdimensions:

�Roles and Responsibilities: Definetherelationshipof thechangemanagementteamtotheoverallprojectteamandclarifytheresponsibilitiesof each.Acollaborativepartnershipshouldbeestablishedtomaximizeasuccessfuloutcomeof theoveralleffort. �Methodology and Plan: Followastructuredmethodologythatalignswiththeoverallprojectmanagementmethodology.ChangeManagementeffortsshouldbeginintheprojectinitiationphase. �Tools and Resources: Seekopportunitiestoleveragecommontoolsacrossbothdisciplinesforaholisticapproach.Thecommunicationplan,riskassessment/mitigationplans,andresourceplansarecommontoolstoleverageacrossChangeManagementandProjectManagement. �Objectives and Outcomes: Establishandintegratechangemanagementobjectivesregardingadoptionandusageintooverallprojectplanobjectives. �Risks:Addressrisksthatarespecificallyrelatedtostakeholders(e.g.,resistancerisks).Responsibilityfortrackingandmitigatingrisks,especiallystakeholder-relatedrisks,shouldbedeterminedearlyin theproject.

TheChangeManagementLeadwillmonitortheChangeManagementPlantoensurealignmentwiththeprojectandcommunicateupdatestotheappropriateteammembers.

Inputs Outputs � ChangeManagementPlan � ProjectCharterandProjectDocumentation � ProjectScheduleandPlan

� ChangeManagementPlan(updated) � ProjectPlan(updated)



5.3.3 Review and Approve the Change Management Plan in Collaboration with Project Leadership

Theobjectiveof Review and Approve the Change Plan in Collaboration with Project Leadership istoensurethatprojectleadershipisawareof andalignedwithmilestonesintheChangeManagementPlan.

Reviewandapprovalof theChangeManagementPlanisnecessarytoensurethatitisincorporatedintotheProjectPlanandthattheactivitiesandmilestonesarecoordinatedwithprojectactivities.

Collaborationwithprojectleadershipisessentialtoavoidduplicationof effort,alignworkplans,andincreasestakeholderawareness.

Inputs Outputs � ChangeManagementPlan � ProjectPlan

� ChangeManagementPlan(approved)

5.3.4 Develop Feedback Mechanisms to Monitor Performance to Plan

MonitoringperformanceandadherencetodeliverablesgeneratedfromtheChangeManagementPlanenablesadjustmentsof theplaninresponsetoperformance.ChangestotheoverallProjectPlan,aswellasunexpectedoutcomesandchangesinscope,willinfluencetheChangeManagementPlan.

Feedbackwillcomefrommanysources.Informalsourcesof feedbackmayincludeconversations,emailresponses,andinformation-sharingforums.Feedbackmechanismscollectformalfeedbackandenabletheteamtodevelopresponsesandmonitortheeffectivenessof theChangeManagementPlan.

Feedbackshouldbecollectedfrequentlyandbescheduledforappropriateintervalsforthepurposeof datacomparisons.Collectedinformationshouldbesharedwiththeprojectleadershipteamandincorporatedintotheplanningof futurechangemanagementactivities.

Inputs Outputs � CommunicationPlan � LearningandDevelopmentPlan �MeasurementandBenefitRealizationPlan � ProjectScheduleandPlan � StakeholderEngagementPlan

� CommunicationPlan(updated) � LearningandDevelopmentPlan(updated) �MeasurementandBenefitRealizationPlan(updated)

� StakeholderEngagementPlan(updated)


Thepurposeof Execute the Change Management Planistoaddresstheimplementationprocessesforperformingthechangeactivitiesbymonitoring,measuring,andcontrollingdeliveryagainstbaselineplans.



TheChangeManagementPlandefineshowinternalcontrolswillbeapplied.Itinvolvesmanagingpeople(stakeholdersandsponsors)andotherresourceswhiledevelopingemployeecompetenciesthroughlearning,development,andknowledgetransfer.

ExecutingtheChangeManagementPlaninvolvesalignmentof strategicobjectives,riskidentification,andmitigationandmodificationof theplanasneeded.

5.4.1 Execute, Manage, and Monitor Implementation of the Change Management Plan

Execute, Manage, and Monitor Implementation of the Change Management Plan requiresthatallresources,strategies,timelines,communications,andlearningscombinetocarryouttheintendedpurposeof theChangeManagementPlan.Itappliestheprocessesidentifiedthroughassessmentsandanalysestotheneedsof completingtasksandactivitiesof theChangeManagementPlan.

5.4.1.1 Execute Resource PlanExecutingthecoordinationof finances,people,information,andphysicalresourcesisnecessarytoensuredeliveryof theResourcePlan.

Financial Resources Management

Duringexecution,theplannedbudgetforthechangewillbecontrolledsothataccountablespendingtomeetthedeliverablescantakeplace.Itmaybenecessarytoreviewtheplannedbudgetinthelightof additionalinformationasexecutionbegins.Thismayrequireanincrease,decrease,orreallocationof thebudgetbetweenspendingcategories,executedthroughacontrolledrequestprocessandapprovedbyappropriatestakeholders.

Thespendingprocessshouldbedocumentedandunderstoodbyallinvolved,especiallythoseprovidingcontroloverthespending.Controlswillincludetypeandamountof spending.

Regularreportsof spendingagainstbudgetshouldbepreparedforseniorstakeholdersto ensuretransparency.

Human Resources Management

Humanresourcesmanagementisastrategicfunctionforidentifyingthemosteffectiveuseof people.Expectedbenefitscanbedelayed,diminished,orneverrealizedif theproperhumanresourcesarenotavailablewhentheyneedtodeliverandembedthechange.

Resourceavailabilityconflictsmayoccurduetocompetingpriorities,coincidingtasks,orunavoidablecircumstances.Theseconflictsmayrequirereschedulingactivitiesandcouldresultinchangesinresourcerequirementsforcurrentorsubsequentactivities.Proceduresshouldbeestablishedtoidentifysuchshortages,facilitateresourcereallocation,andreducethelikelihoodandconsequenceof resourceavailabilityconflicts.

Specificroledefinitionsshouldbedefined,alongwiththeirrequiredskillsets,experiencelevels,andengagementdurations.Theengagementprocessesfordifferenttypesof resources(e.g.,permanentemployees,contractors,consultants)needtobefullydefined,understood,anddocumentedtoenableexecutionof thehumanresourcesplan.



Humanresourcesshouldberecruited,selected,andorientedtotheprojectandintegratedwiththechangeteaminordertobuildchangecapabilityandsupporttheresourcesplan.

Information Resources Management

Informationresourcesmanagementinvolvesasystematicprocessforcreating,storing,sharing,anddisseminatingdatarecords,documents,andreportsrelatedtotheChange Managementeffort.

Processesshouldbeestablishedforauthorizingwhichstakeholdergroupscancreate,review,update,ordeletecertaintypesof records,documents,andreports.Itisexpectedandacceptablethatconfidentialandothertypesof records,documents,andreportswouldnotbeaccessibletostakeholdersimpactedbyachange.Informationrepositories(e.g.,electronicfilesharingsystem,collaborativewebsite,physicaldocuments)canprovideappropriatesecurityaccessforspecificstakeholdergroups.

OrganizationresourcesthatmayprovideassistanceincludetheInformationTechnology/Services(IT/IS)functionandtheLegal/RecordsRetentionfunction.

Physical Resources Management

Physicalresourcesmanagementinvolvesensuringtheavailabilityof suitablefacilities,equipment,andsupplies.Theprimaryfunctionsincludeidentifyingwhatisrequiredandensuringthatsuppliersprovideequipmentandmaterialsneededtodeliverthechange.Italsoinvolvesmanagingthepurchasingrelationship,whichincludesnegotiatingwithsupplierstoreachagreementsthatprovidevalueandmeetorganizationalrequirements,keepingaccuraterecordsof materials,andtakingappropriateactionintheeventof problemswiththematerials.

Processesshouldbeestablishedtomonitorphysicalresourcesandtheirperformance.Theseprocesseswillensurethestandardsof serviceanddeliveryaremaintained,physicalresourcesareusedefficiently,andsuppliersaredeliveringthedesiredactivitiesandoutcomes.

Resourcessuchasbuildings,rooms,technology,andotherphysicalneedsshouldbeacquiredtosupporttheexecutionof theplan.Physicalresourcesmustmeettheneedsspecifiedduringplanningandcoverareassuchasquality,quantity,andduration.Theyshouldbeengagedoracquiredthroughanagreed-upon,documentedcontrolprocesstoensurethatneedsaremetandvalueisobtained.

Inputs Outputs � ChangeManagementPlan � ProjectScheduleandPlan � ResourcePlan

� ChangeManagementPlan � FinancialResourcesUpdate/ImpactReports � HumanResourcesUpdate/ImpactReports � InformationResourcesUpdate/ImpactReports � PhysicalResourcesUpdate/Impact � Reports

5.4.1.2 Execute Communication PlanThesuccessof aChangeManagementProgramrequireseffectiveimplementationof theCommunication Plan.



Execute the Established Communication Plan

Theaudienceanditsspecificcharacteristics(e.g.,sizeof theorganization,locationof workers,levelof changeresistance)serveasthebasisforcustomizingthemessaginganddeliverymethods.Themessageshouldbecraftedconsideringthecultureof thestakeholdersandorganizationandbealignedwiththeobjectiveforeachcommunicationevent.Wheneffective,thestakeholdersareabletobuildawareness,establishunderstanding,anddefinecoreresponsibilitiesaroundthedeliveryof messages.

Delivery of Messaging

Messagesaredeliveredthroughthemethoddeemedmosteffectiveforthecommunication.Further,messagesaredeliveredataspecificphaseintheprojecttoensurethatstakeholdersreceivethecorrectmessagesatthecorrecttime.Communicationsubjectmatterexpertsmayprovideguidanceinthedeliveryof thecommunicationsandregularlyassesseffectiveness.

Feedback

ThefeedbackchannelsandmechanismsidentifiedintheCommunicationStrategyshouldbeexecuted,astheyprovidestakeholderswiththeopportunitytoaskquestionsandprovideupdatesonhowtheyareexperiencingthechange.

Inputs Outputs � ProjectPlan � CommunicationPlan � StakeholderEngagementPlan

� CommunicationDelivery

5.4.1.3 Execute Sponsorship PlanSponsorshipismostsuccessfulwhenleadersrecognizethepeoplesideof changeandvisiblyparticipatewithstakeholdersthroughouttheproject.Thechangesponsorbuildsawarenessdirectlywithstakeholdersregardingtheneedforthechange.

Prepare Sponsors

Thechangemanagementteamreviewstheroleof sponsorshipwitheachleaderinvolvedinthechangeinitiativeandprovideschangemanagementcoachingwhereneeded.Coachingshouldaddresstheneedforsponsorstounderstandtheirrole,responsibilities,andexpectationsandincludeidentifiableactionsthatvisiblysupportsuccessfulchange,examplesof goodsponsorshipactivities,andcommonsponsormistakes.Thesponsorshouldalsoreceivepreparedcommunicationsandguidancefordeliveringmessagestostakeholdergroups.

Sustain Sponsor Engagement

TheChangeManagementLeadshouldprovidethesponsorwithregularupdatesonthechangeinitiativestatus.



Inputs Outputs � SponsorshipPlan � CommunicationPlan � StakeholderEngagementPlan

� SponsorActivities � SponsorCompetencyBuildingActivities

5.4.1.4 Execute Stakeholder Engagement PlanEffectivestakeholderengagementiscriticaltoensuresuccessfulexecutionof theChangeManagementPlan.

TheStakeholderEngagementPlanestablishesthetasksthatneedtobeexecutedtoensurethatallstakeholdersunderstandandadoptthechange.Executingtheplanwillsignificantlyreduceuncertainconsequencesandidentifythebenefitsof thechangeforstakeholders.Effectiveplanexecutionwillenablestakeholderstoadoptthechangeswiftlyandwithloweredresistance,whileunderstandingitsbenefitstotheorganizationandindividualstakeholder.

Resistance Management

Addressingandmanagingresistancetoensuresuccessfultransitiontothefuturestateshouldengageanumberof leaderswithintheorganization.Keyaspectsof jobroles,performancemanagement,learningneeds,andorganizationaldevelopmentresourcesshouldbeconsideredandreviewedregularlythroughoutthechangeinitiative.Thesereviewsshouldinvolveregularcommunicationwithleadersandsupportingfunctionsasneededtoensureresistanceis properlymanaged.

Inputs Outputs � StakeholderEngagementPlan � SponsorshipPlan � CommunicationPlan

� StakeholderEngagementActivities � SponsorEngagementActivities � ResistanceManagementActivities

5.4.1.5 Execute Learning and Development Plan

Changeinitiativesrequireactivemanagementof thelearningprocesstoincreasestakeholderskillsanddeveloprequiredcompetenciesthroughappropriatelearningactivities.Learninganddevelopmentmayincludetraininganddevelopmentactivitiesaswellasevaluatingknowledge,skills,andattitudesbeforeandafterthelearningactivities.

Define Learning Objectives

Learningobjectivesshouldbeclearlystated,measurable,realistic,andappropriateforthelevelof thelearner.Theyshouldbeconsistentwiththeobjectivesof theChangeManagementStrategyanddefinewhatthelearnerwillknoworbeabletodobecauseof thelearningactivity.Theyshouldprovideabasistoevaluatelearnerachievement.

Execute Learning and Development Plan

Asstatedin5.3.1.5 Learning and Development Plan,eachlearninggrouphasauniquecurriculumthatwillbeexecuted.Thefirststepinexecutingtheplanistoensurethelearningmaterialssupportingthecurriculumhavebeendeveloped(e.g.,jobaids,usermanuals,quick



referenceguides).Second,thelogisticsof thelearningactivityforeachgroupmustbecompletedaccordingtothedeliverymethodandtimeline(e.g.,bookingaconferenceroom,settingupanonlinemeeting).Lastly,thecurriculumisdeliveredtothespecifiedgroupaccordingtotheplan.AsstatedintheLearningandDevelopmentStrategy,theremaybeotherresourcessuchasanoutsidevendordeliveringthelearningactivity.

Evaluate Learning Activities

Measuringthesuccessof learninganddevelopmentactivitiesdemonstrateswhethertheparticipantslearnedthenecessaryskills.Theobjectivesdevelopedpriortodeliverywillserveasthebasisfortheevaluation.

Notalllearningactivitieswilldelivertheexpectedbenefits,possiblybecausealessonwasmisunderstood,misapplied,orwasnotapplicabletothesituationoraudience.Learningactivitiesthatdonotproducetheexpectedbenefitsshouldbereevaluatedandthenmodified orremoved.

Learningmeasurementshoulddeterminewhatknowledgewasobtained,theskillsthatweredevelopedorimproved,andthefrequencyandeffectivenesswithwhichthenewknowledgeandskillsareusedonthejob.Itmayalsoidentifyif attitudeshavechanged.Avarietyof methodscanbeusedtoevaluatetheeffectsof learning,includinglearnerreactions,supervisorobservations,andperformanceappraisals.

Theevaluationshouldshowboththetangibleandintangibleindicatorsresultingfromthelearninganddevelopmentactivities.

Tangible Indicators Intangible Indicators � Skillsandknowledge � Jobperformance � Productivity � Responsetime � Salesvolumeandservicelevels � Requestsforhelp

� Effectivecommunication � Qualityof decisionmaking � Conduciveteamwork � Jobsatisfaction � Stressrate

Inputs Outputs � LearningandDevelopmentPlan � ChangeResources,Roles,andResponsibilitiesPlan � SupportingLearningandDevelopment �Materials(e.g.,jobaids)

� LearningandPerformanceEvaluationReports

5.4.1.6 Execute Measurement and Benefit Realization

Accuratemeasurementsprovideanindicationof thelevelof stakeholderadoption,thedegreeof stakeholderpreparedness(knowledgeandability),andthesuccessof thechangeproject.Themeasurementsshouldbecommunicatedtoallsponsorsandprojectleads.Processescanbeadaptedbasedonthemeasurementoutcomestoensurethatgoalsaremet.



Tracking and Measuring Benefits

Thisprocessinvolvestrackingandmeasuringthebenefitsagainsttargetstoensurechangesarealignedwithorganizationalobjectivesandexpectedbenefitsasdescribedinthebusinesscase.Itinvolvesmeasuringagainstthebaselinedataandtarget,chartingprogress,andreviewingtheeffectivenessof thebenefitsmanagement.Italsoincludesinformingstakeholdersof progressinbenefitsrealizationandassessingtheperformanceof thechangedorganizationaloperationsagainstperformancebaselines.

Progress Monitoring

Progressmustbecontinuallymonitoredduringexecutiontotestandassessstakeholderawarenessof change(andthereforesuccessof communications),tounderstandthechangebenefitsanddeterminethewiderchangeimpact.Thismonitoringcanprovideanestimateof thestakeholderengagementwithandsupportof thechange.

Monitoringprogressallowsthechangemanagementteamtoreportresultsandtracktheprogressbyindividualstakeholdersegmentsusingappropriatetechniquesandbymonitoringstaffturnover,absences,tardiness,andotherfactors.

Effectivemonitoringof progressprovidesthenecessaryinformationforthecommitteeof stakeholderrepresentativestomakedecisionstoadjustthecourseof execution.

Communications with Stakeholders

TheChangeManagementLeadshouldreportfrequentlyandhonestlyonthestatusof thechange.Thisindividualshoulddescribeprogressinthepreviousperiod,impedimentscurrentlybeingencountered,andpotentialbarrierstoprogress.Communicationsshoulduse appropriatechannels.

Stakeholder Feedback

Feedbackfromstakeholdersprovidesevidenceof benefitsachievedto-date,thosestilltobeachieved,andanythatarenolongervalid.

Benefits Realization

Achievingadoptionof plannedchangesbyimpactedstakeholdersisthefirststeptowardbenefitsrealization.Adoptionof plannedchanges,orsuccessfullychangingthewayinwhichpeoplethink,act,andbehavetoalignwiththefuturestate,shouldresultinachievingorganizationaloutcomes(e.g.,improvedcustomerexperience,improvedefficiency,increasedskilllevelof employees).Whencombined,theseintendedorganizationaloutcomesshouldleadtorealizationof theintendedbenefitsoutlinedinthebusinesscase(e.g.,increasedsales,costsavings,improvedmarketshare).

Executingtheplanformeasurementandreportingof theprogresstowardchangereadiness,adoption,achievementof organizationaloutcomes,andbenefitrealizationshouldinvolveparticipationfromtheimpactedbusinessunitinordertogaininputandagreementonthe



measurementsandresults.Thisinvolvementisalsoimportantinfacilitatingthepotentialtransferof accountabilityformeasurementandreportingrequiredforatimeextendingbeyondthechangepractitioner’sinvolvement.

Inputs Outputs � ChangeManagementPlan �MeasurementandBenefitRealizationPlan

�MeasurementandBenefitRealizationReports � BenefitsRealizationActivities

5.4.1.7 Execute Sustainability PlanChangemustbecontinuallymanagedtoachievesustainedresultsthroughadoptionof thechangeandtheassociatedvalues,principles,andprocesses.Execute Sustainability Plan shouldtriggeractivitiesandmechanismsrequiredtocultivateaculturethatwillsustainthechangeonceithasbeenimplementedanddeterminedtobeeffectiveandtohelpensurethereisnotaretreattothepriorcurrentstatecondition.

Activitiesandmechanismsshouldminimallyincludethefollowingcomponents: �Communication:Mechanismsforpersuasivecommunicationandongoingsocializationof thechange,ritesof parting(sayinggoodbyetotheoldwaysof doingthings),andritesof enhancement(acknowledgmentof quickwinsandcontinuedadoption) �Metrics Tracking:Consistentandeffectiveprocessforsustainingmeasurementandresultsreportingtotrackprogressandensureresults �Performance Management:Consistentprocessforobservingandobjectivelymeasuringsustainedbehaviorsandattitudes,includingtheperformanceappraisalprocess;promoting,demoting,andtransferring;andlearninganddevelopment �Rewards and Recognition:Programof intrinsicandextrinsicincentivestosustainachievedbehaviorsandattitudes �Sustaining Ownership: Consistentprocessforensuringsustainedownershipof thechangethroughtheongoingtransferof experienceandknowledge �Continuous Improvement: Mechanismsforrespondingtochangingrequirementsandimplementingimprovementsbasedonfeedback,observations,andmetrics

Inputs Outputs � SustainabilityPlan �MeasurementBaselines

� CommunicationEvents � BenefitsReviews � BusinessPerformanceReports � EvaluationsandReviews

5.4.2 Modify the Change Management Plan as Required

TheChangeManagementPlanwillgenerallyrequiremodificationthroughoutthechangelifecycleinordertoensurethatoutcomesremaincorrectlyalignedwiththe organization’sneeds.

Changeleadersneedtoreviewobjectivesandmaketheadjustmentsnecessarytomaintainmomentumanddeliverresults.Adjustmentsmayincludeadding,eliminating,orrealigningchangeprogramcomponentstoreinforcethechangeordecreaseoracceleratechangeinresponsetointernalorexternalpressures.Changestodeliverablesshouldbecontrolledthrough



formalproceduresthatarealignedwiththeorganization’schangecontrolframework.OnceachangetotheChangeManagementPlanorStrategyhasbeenapproved,thenthedecisionshouldbecommunicatedtoallrelevantstakeholders.

Inputs Outputs � ChangeManagementPlan � ProjectScheduleandPlan

� ChangeManagementPlan(updated)


Thepurposeof CompletetheChangeManagementEffortistodocumenttheactionsandresourcesneededtoclosethechange.Thecloseeffortisthepointatwhichthereisadistincttransitiontomaintenanceorsustainingactivities.

5.5.1 Evaluate the Outcome Against the Objectives

TheChangeManagementeffortshouldincludethefollowingactions,asrequired,toevaluatetheoutcomesagainsttheobjectives:

�Comparetheoutcomesof thechangemanagementeffortagainstthechangeobjectivessetatthebeginningof thechangeeffort �Comparetheoutcomesof thechangemanagementeffortagainstprojectorprogramobjectives(if projectorprogrammanagementisinuse) �Documenttheoutcomeof theappropriatecomparisonsindicatingthatchangeeffortsmetobjectives,failedtomeetobjectives,orexceededobjectives �Reviewoutcomeswithappropriateleaders/stakeholders

Inputs Outputs � ChangeObjectivesandGoals �MeasurementandBenefitRealizationPlan � SustainabilityPlan

� ChangeObjectivesAnalysisOutcomesandNextSteps

5.5.2 Design and Conduct Lessons Learned Evaluation and Provide Results to Establish Internal Best Practices

Thepurposeof conductinglessonslearnedistoevaluatethesuccessoradoptionoutcomesof theChangeManagementProgram,documentwhatwentwell,recordlearnings,andshareimprovementsforfuturechangemanagementprogramswithotherchangemanagementpractitionersororganizations.ThisstepisconductedbytheChangeManagementLeadinconcertwiththeprojectmanager(whenpossible).Thefinallessonslearnedevaluationusesthecollectivefeedbackof theteamandstakeholders/customerstounderstandtheoutcomeof thechangemanagementprogramanddocumentimprovements.Italsoprovidesausefulvalidationof anyoutstandingchangemanagementissuesoractivities.

Undertakinganevaluationof lessonslearnedreinforcesthecommitmentof theteamtocontinuingandsustainingthesuccessof thechange.Italsoenablestwo-wayfeedbackregardinghowthechangehasbeenembeddedandfutureimprovementsforthechangeleads andorganization.



Theactivitiesof aLessonsLearnedEvaluationareto: �Reviewchangemanagementactivitiesanddocuments � Identifyandrecognizepositiveoutcomesandopportunitiesforimprovement �DevelopaRemediationPlanforchangemanagementactivitiestoaddresskeyissues �Verifyanddocumentactionsforfutureprojects �Documentlessonslearnedinaknowledgemanagementdatabaseorcommondocumentstoragelocationforsharingwithotherchangemanagementpractitioners

Identify Appropriate Group to Conduct Evaluation

Keyindividualsandgroupsaffectedcanbeidentifiedforparticipationusingtheoutputsdelivered.TheChangeManagementLeadconductsanevaluationof lessonslearnedbybringingtogetherteammembers,keystakeholders,theprojectsponsor,leadership,affectedstaff/customers,andotherappropriateparties.

Perform the Lessons Learned Evaluation

Thepurposeof bringingkeyindividualstogetherduringthisprocessisto: �Reviewthechangemanagementobjectives �Revieweachphaseanditskeyobjectives �Reviewtheeffectivenessof eachchangemanagementworkstreamagainstitskeyobjectivesanddefinedoutcomes �Reviewtheeffectivenessof theapproachandwaysof working �Verifythatthechangemanagementgoalsof theinitiativewerereachedandvalidatekeychangeactionsforfutureprojects � Identifygoodoutcomesandpointsforimprovement,includinganypossiblemitigationorimprovementbasedonthecurrentinitiative �Reviewchangemanagementactivitiesanddocumentsforotherbestpracticesor futureimprovements �Determinewhichdesigns,strategies,andlessonslearnedwillcontributetointernalbestpracticesgoingforward �Updatetheknowledgemanagementdatabaseorcommondocumentstoragelocationforsharingthelessonslearnedwithotherchangemanagementpractitioners

TheChangeManagementLeadproducesadocumentthatpresentslessonslearnedinalogicalmanner.Thedocumentshouldprovideguidanceandbestpracticesforfuturechangeinitiatives.

TheLessonsLearnedEvaluationdocumentshouldconsiderquestionssuchas: �Whatarerepeatable,successfulactivities? �Howcanweensurefutureprojectsgoaswellorbetter? �Whatadvicewouldyougivetofutureteams? �Whataresomeindividualsuccesses?

Inputs Outputs � CaseforChange � SuccessCriteriaandMeasures � ChangeManagementPlan

� LessonsLearnedEvaluation � RemediationPlan



5.5.3 Gain Approval for Completion, Transfer of Ownership, and Release of Resources

Severalactivitiesneedtobecompletedduringthisfinalsteptoformallyclosethechange.

Gain Approval for Completion

Approvalshouldbesoughtfromthestakeholdersteeringcommittee,seniorsponsor,orclientconfirmingthattheclosureconditionshavebeenmet,including:

�Anevaluationof outcomesagainstobjectivesaccordingtotheagreedscopeof thechange �Areportof thelessonslearnedthroughthechange �Adocumentdemonstratingthetransferof thechangeoutcomestotheappropriatestakeholderoperationalowners �Aplantoreleaseanyremainingchangeresources

Transfer Ownership

Theownershipof allchangeoutcomes(processes,technology,organizations,andotheroutcomes)mustbetransferredfromchangeresourcestostakeholderoperationalresources.Thisshouldbeevidencedbywrittenagreementof bothparties.Additionally,transferof futurestrategyplansmustalsooccurif partof theoutcomes.

Release of Resources

Allchangeresourcesshouldbereleasedandmadeavailableforuseinotherchangeefforts.

Inputs Outputs � ChangeObjectivesandGoals �MeasurementandBenefitRealizationPlan � LessonsLearnedReport � FutureStrategyPlan � AgreementonOwnershipTransfer � ResourceReleaseApproval

� FinalSummaryReport � ChangeInitiativeCompletion



Appendix A: ACMP Statement of Change Management

Introduction

TheAssociationof ChangeManagementProfessionals®(ACMP)isaglobalmembershiporganizationwhosepurposeistoadvancethedisciplineof changemanagement. ACMPprovides:

1. Astructuredenvironmenttofacilitatechangemanagementasaprofessionaldiscipline. 2. Aprofessionalrecognitionandcertificationprogramforchangemanagement practitioners. 3. Opportunitiesforprofessionalgrowth,networking,andlearning. 4. Agloballyrecognizedstandardof generallyacceptedandeffectivechangemanagement norms,practices,andprocesses. 5. Identificationof newtrends,needs,andopportunitiestoadvancethefield.

Inordertofulfillitspurposes,ACMPdevelopsandpromotesacommondefinitionandunderstandingof thedisciplineof changemanagement.Thisincludesacommonlexicon;theknowledge,skills,andabilitiesexpectedof aprofessionalchangemanagementpractitioner;andtheprocessesandpracticesthatapplytomostchangemanagementimplementations.

ThisdocumentprovidestheboundaryconditionsforACMP’sChangeManagementCertificationprogramsandservesasaguidingframeworkforthedevelopmentof achangemanagementstandard.ACMPrecognizeschangemanagementasaprofessionaldisciplineandprovidesstandardsandcertificationtosupportprofessionalsinthisfield.

Change Management Definition

ACMPdefineschangemanagementastheapplicationof knowledge,skills,abilities,methodologies,processes,tools,andtechniquestotransitionanindividualorgroupfromacurrentstatetoafuturestatetoachieveexpectedbenefitsandorganizationalobjectives.Changemanagementprocesses,whenproperlyapplied,ensureindividualswithinanorganizationefficientlyandeffectivelytransitionthroughchangesothattheorganization’sgoalsarerealized.Changemanagementisanintegralpartof theoverallchangeprocessandideallybeginsattheonsetof change.ACMP’sdefinitionassumesthattheorganizationhasagreedupontheneedforchangeandhasidentifiedthenatureof thechange.

Scope and Boundaries

ACMP’schangemanagementstandardwilloverlapwithotherprofessionaldisciplinesthatmayhavetheirownstandardsandcertification.Effectivechangeagentswillneedstrongleadershipskills,interpersonalskills,emotionalintelligence,andexcellentverbalandwrittencommunicationskills.Theywillneedtonavigatecomplexpoliticalenvironments,operatewithinvariousgeographicandorganizationalcultures,workatmultiplelevelswithinanorganization,andengagemanydifferenttypesof personalitiesintheworkplace.

Changemanagementprofessionalsneedabroadsetof knowledgeandskillstoenablethemtobeeffectivechangemanagersandchangeconsultants.However,anyattempttocreateastandardandcertificationprogramthataddressesallof theseknowledgeandskillsareaswould



beproblematicinscopeandsubjectiveinimplementation.Therefore,ACMPwillcreateanobjectiveandmeasurablestandardfortheapplicationof changemanagementasaprofessionaldisciplinebutwillnotcertifytherelativeeffectivenessof a“person”asachangemanagerorchangeconsultant.Thisdistinctionenablesthecreationof achangemanagementstandardandcertificationprogramwiththefollowingcharacteristics:

1. ACMP’schangemanagementstandardwillhavedefinedboundaries.

2. ACMP’schangemanagementstandardwillnotoverlapwithotherprofessionaldisciplines, whichmayhavetheirownstandardsandcertification.

3. ACMP’schangemanagementstandardwillhaveobjectiveandmeasurableperformance criteria.

Thenetresultof thisdistinctionbetweencertifyingapersonasan“effectivechangemanager”versuscertifyinginthepracticeof changemanagementisthatsomeknowledgeandskillareasof aneffectivechangemanagerwillbeoutof scopeforACMP’scertificationandstandardsprocess,atleastfortheinitialdevelopmentof Level1andLevel2certifications.Forexample,ACMPwillnotdevelopstandardsandcertificationforgeneralleadershipcompetencies,cross-culturalcompetencies,interpersonalskills,orconsultativeskills.ACMPmayexaminethesebroaderknowledgeandskillareasintermsof theirimpactoneffectivechangemanagementatafuturetime.

ACMPalsorecognizesthatchangemanagementisacomplementarydisciplinetootherprofessionaldisciplinesthatworktogethertobringaboutchange.Forexample,changesinorganizationsmayaffectstakeholders’workprocesses,softwareapplications,systems,tools,organizationalstructures,jobdescriptions,worklocations,oroverallworkenvironment.Eachtypeof changerequiresdifferentprofessionaldisciplinestodevelopthetechnicalelementof thechange,includinghardwaredevelopment,softwaredevelopment,organizationalstructuredesign,jobroledesign,strategydevelopment,andprocessandworkflowdesign.

Theprofessionaldisciplinesthatcreatethetechnicalelementsof thechangearenecessaryandcomplementarydisciplinestochangemanagementbutareoutof scopeforACMPstandardsandcertificationwork.Forexample,ACMPwillnotdevelopstandardsandcertificationforareassuchasvisionandstrategydevelopment,newproduct/serviceofferings,processdesignandimprovement,organizationaldesign,jobroledesign,hardware/software/equipmentdevelopment,orsystemtesting.Similarly,thestructuredmanagementof theresources,deliverables,andscheduleforthechangeprocess,oftenreferredtoasprojectmanagement,isacomplementarydisciplinetochangemanagement.ACMPwillnotbedevelopingstandardsandcertificationforprojectmanagement.

ACMPrecognizesthatknowledge,skills,andabilitiesinthetablebelowareuniqueandcriticaltothedisciplineof changemanagementandarethereforewithinthescopeof itsrecognitionandcertificationprograms.



Knowledge and Skill Areas Description and Examples

The process of change

Changedrivers,thechangeprocess,overallcontextforhowchangehappensinorganizations,changeleadershipandprojectgovernance,mechanismsforcreatingthe“content”of thechange,patternsof changesuccessandfailures,emotionalcomponentsof thechangeprocessforindividuals

Change management vocabulary Termsanddefinitions,generalframework,andcontext

Change management methodologies and tools Processesandtoolsforchangemanagement

Relationship and integration of change management with other disciplines

Integrationwithprojectmanagement,integrationwithotherbusinessimprovementmethodologiessuchasSixSigma,Lean

Change management strategy, architecture, and planning

Changemanagementarchitecture,strategydevelopment,changemanagementplanning,impactandriskassessments

Change management team structures

Leadershipalignment,roles/responsibilities,budget,resources,teampreparation,governance,subjectmatterexpertise

Change leader/sponsor development

Changeleader/sponsoreducation,sponsorskillandwillingness,sponsoreffectivenessassessments,sponsorcoalitionanalysis,creatingalignmentamongsponsorsandseniorleaders,changeleadership/sponsorcoaching,reportingandupdatesforsponsors

Organizational and culture assessments

Cultureassessments,changeimpactassessments,changereadinessassessments,changesaturationassessments,organizationandchangehistoryassessments,resistanceassessments,stakeholderreadinessassessments

Stakeholder engagement Stakeholderanalysis,planning,implementation,andsustainabilityasneededtosupportachange

Communications in support of the change process

Communicationstrategy,planning,andcommunicationactivitiesasneededtosupportachange

Training in support of the change process

Trainingstrategy,requirements,planning,andtrainingactivitiesasneededtosupportachange

Leading stakeholders through change

Coachingof stakeholdersthroughchangebysupervisorsandmanagerstoenablesuccessfulindividualtransitions

Stakeholder engagement Feedback,performancemeasurement,andcompliancewithnewjobroles,responsibilities,systems,andprocesses

Resistance management Resistanceidentificationandmanagementtechniquestosupportachange,buildingcommitmentandacceptance,riskmanagement

Organizational change competency

Developingorganizationalcompetenciesandcapacitytochange,continuousimprovementof thechangeprocess,culturalshifts

Change performance measurement Successmeasures,monitoringprogress,sustainingthechange



Appendix B: Process Groups Mapped to Subject Groups

Thefollowingfiguresillustratetheinteractionsof theindividualprocessesinthefiveprocessgroupsidentifiedin5 Change Management Process mappedtothesubjectgroups.Theinteractionsillustratedrepresentonlyonepossibleviewof theprocesses.Thearrowsdonotnecessarilyrepresentasequenceof processes.Thechangemanagementpractitionerdecideswhichprocessesarerequiredandtheirsequence.Anyprocessmayberepeated.

Thefirstfivefiguresmaptheprocesseswithineachprocessgroupbasedupontheirsubjectgroup.Theremainingfiguresmaptheprocesseswithineachsubjectgroupbaseduponthe processgroups.



Start 5.1

5.1.1 Define the

Change

5.1.2 Determine Why the

Change is Required

5.1.3 Develop a Clear Vision of

the Desired Future State

5.1.4 Identify Goals,

Objectives, and Success Criteria

5.1.5 Identify Sponsors

Accountable for the Change

5.1.6 Identify Stakeholders

Affected by the Change

5.1.7 Assess the Change

Impact

5.1.8 Assess Alignment of the Change

with Organizational

Strategic Objectives and Performance Measurement

5.1.9 Assess External

Factors that may Affect

Organization-al Change

5.1.10 Assess Organization Culture(s) as Related to the Change

5.1.11 Assess Organizational

Capacity for Change

5.1.13 Assess Communica-tion Needs,

Communica-tion Channels, and Ability to Deliver Key Messages

5.1.12 Assess Organization-al Readiness for Change


5.1.14 Assess Learning

Capabilities

End 5.1

5.1 Evaluate Change Impact

and Organizational

Readiness

ChangeInitiative

Scope

Communication

Learning and Development

Stakeholder Management

and Engagement

Resource Management

Leadership / Sponsorship Engagement

Measurement and Benefit Realization

Risk Management

Sustainability





5.2.1 Develop the Communication

Strategy


5.2.3 Develop the Stakeholder

Engagement Strategy

5.2.4 Develop the Change Impact and Readiness Strategy

5.2.5 Develop the Learning and

Development Strategy

5.2.6 Develop the Measurement and Benefit

Realization Strategy

5.2.7 Develop the Sustainability Strategy

Start 5.2 End 5.25.2 Formulate

the Change Management

Strategy

ChangeInitiative

Scope

Communication



and Engagement

Resource Management



Risk Management

Sustainability




5.3.1.1 Resource Plan

5.3.4 Develop Feedback Mechanisms to Monitor

Performance to Plan

Start 5.3 End 5.35.3 Develop the

Change Management

Plan

Communication



and Engagement

Resource Management



Risk Management

Sustainability

5.3.1 Develop a Comprehensive

Change Management Plan

5.3.1.2 Sponsorship Plan

5.3.1.3 Stakeholder

Engagement Plan

5.3.1.5 Learning and Development

Plan

5.3.1.4 Communication

Plan

5.3.1.6 Measurement and Benefit Realization

Plan

5.3.1.7 Sustainability Plan

5.3.2 Integrate Change Management

and Project Management Plans

5.3.3 Review and Approve the Change Plan in Collaboration

with Project Leadership

ChangeInitiative

Scope




5.4 Execute the Change

Management Plan

Communication



and Engagement

Resource Management



Risk Management

Sustainability

ChangeInitiative

Scope

Start 5.4 End 5.4

5.4.1 Execute, Manage, and Monitor Implementation of the Change Management

Plan

5.4.1.1 Execute Resource Plan

5.4.1.2 Execute Communication Plan

5.4.1.3 Execute Sponsorship Plan

5.4.1.4 Execute Stakeholder

Engagement Plan

5.4.1.5 Execute Learning and

Development Plan

5.4.1.6 Execute Measurement and Benefit Realization

5.4.1.7 Execute Sustainability Plan

5.4.2 Modify the Change Management

Plan as Required




5.5.1 Evaluate the Outcome Against

the Objectives

Start 5.5 End 5.55.5 Complete the Change

Management E�ort

ChangeInitiative

Scope

Communication



and Engagement

Resource Management



Risk Management

Sustainability

5.5.2 Design and Conduct Lessons Learned Evaluation and

Provide Results to Establish Internal Best Practices

5.5.3 Gain Approval for Completion, Transfer of

Ownership, and Release of Resources



Change Initiative Scope

5.1 Evaluate Change Impact and

Organizational Readiness

5.2 Formulate Change

Management Strategy

5.3 Develop the Change

Management Plan


Management Plan

5.5 Complete the Change

Management E ort

Change Initiative Scope

5.1.1 Define the Change

5.1.2 Determine Why the Change is Required

5.1.8 Assess Alignment of the Change with the

Organizational Strategic Objectives and

Performance Measurement

5.1.9 Assess External Factors that may Affect Organizational Change

5.1.10 Assess Organization Culture(s) Related to the

Change

5.1.11 Assess Organizational Capacity for

Change

5.1.12 Assess Organizational Readiness

for Change

5.2.4 Develop the Change Impact and Readiness

Strategy

5.3.1 Develop a Comprehensive Change

Management Plan

5.3.2 Integrate Change Management and Project

Management Plans

5.3.3 Review and Approve the Change Plan in

Collaboration with Project Leadership

5.4.1 Execute, Manage, and Monitor Implementation of the Change Management

Plan

5.4.2 Modify the Change Management Plan as

Required

5.5.2 Design and Conduct Lessons Learned

Evaluation and Provide Results to Establish

Internal Best Practices



Communication




Management Strategy


Management Plan


Management Plan


Management E ort

Communication

5.1.13 Assess Communication Needs,

Communication Channels, and Ability to Deliver Key

Messages

5.2.1 Develop the Communication Strategy

5.4.1.2 Execute the Communication Plan5.3.1.2 Sponsorship Plan

Leadership/Sponsorship Engagement




Management Strategy


Management Plan


Management Plan


Management E ort


5.1.3 Develop a Clear Vision of the Desired

Future State

5.4.1.3 Execute the Sponsorship Plan

5.3.1.3 Stakeholder Engagement Plan

5.1.5 Identify Sponsors Accountable for the

Change


5.5.3 Gain Approval for Completion, Transfer of

Ownership, and Release of Resources







Management Strategy


Management Plan


Management Plan


Management E ort


5.1.14 Assess Learning Capabilities

5.4.1.5 Execute the Learning and Development

Plan

5.3.1.5 Learning and Development Plan

5.2.5 Develop the Learning and Development Strategy





Management Strategy


Management Plan


Management Plan


Management E ort


5.1.4 Identify Goals, Objectives, and Success

Criteria

5.4.1.6 Execute the Measurement and Benefit

Realization Plan

5.3.1.6 Measurement and Benefit Realization Plan

5.2.6 Develop the Measurement and Benefit

Realization Strategy

5.5.1 Evaluate the Outcome Against the

Objectives

5.3.4 Develop Feedback Mechanisms to Monitor

Performance to Plan



Resource Management

5.1 EvaluateChange Impact and



Management Strategy


Management Plan


Management Plan


Management E ort

Resource Management

5.1.7 Assess the Change Impact

5.4.1.1 Execute the Resource Plan5.3.1.1 Resource Plan

Risk Management

5.1 EvaluateChange Impact and



Management Strategy


Management Plan


Management Plan


Management E ort

RiskManagement




Stakeholder Management and Engagement




Management Strategy


Management Plan


Management Plan


Management E ort

Stakeholder Management and

Engagement

5.1.6 Identify Stakeholders Affected by the Change

5.4.1.4 Execute the Stakeholder Engagement

Plan

5.3.1.4 Communication Plan

5.2.3 Develop the Stakeholder Engagement

Strategy

Sustainability




Management Strategy


Management Plan


Management Plan


Management E ort

Sustainability

5.4.1.7 Execute Sustainability Plan5.3.1.7 Sustainability Plan5.2.7 Develop the

Sustainability Strategy


ACMP Change Management Code of Ethics

Part II:

ACMP Change Management Code

of Ethics



Alignment to ACMP’s Vision

WhentheAssociationof ChangeManagementProfessionals(ACMP)launchedin2011,itrepresentedasignificantmilestoneinthefieldof ChangeManagement.OtherChangeManagementorganizationscanrightlyclaimspecificareasof expertise,suchasdefiningbestpracticessupportedthroughresearch,deliveringknowledgeandskillsthroughtrainingprograms,creatinguniquemethodologieswhichhelpshapestrategyandexecution,andprovidingqualityconsultingservices.ACMPfillsanequallyimportantbutcomplementaryrole,providingpractitionersaprofessionalassociationdevotedtohelpingthemtoadvancethedisciplineandincreasechangeeffectivenessaroundtheworld.

Therearethreerequiredcomponentsinordertobeconsideredaprofession:thedevelopmentof auniquesetof professionalstandards,thecreationandmaintenanceof acertificationprocess,andtheestablishmentof guidelineswhichgoverntheprofessionasawhole.Eachisequallyimportant,andACMPcannotexistsuccessfullywithoutallthree.Tohelpguidetheprofession,ACMPhasadoptedtheChangeManagementProfessionalCodeof Ethics,whicharticulatestheminimumexpectationsforprofessionalconductforChangeManagementpractitioners.Itestablishesguidelinesforresponsiblebehaviorandsetsforthacommonunderstandingforhowtoidentifyandresolveethicaldilemmas.

I. Purpose of ACMP’s Code of Ethics

Thepurposeof thisCodeof Ethicsistoguidetheprofessionalconductof membersof theassociation,holdersandapplicantsof ACMP-sponsoredcertifications,volunteers,ACMPQualifiedTrainingProviders,staff,andcontractedresources.ThisdocumentaddressesspecificprofessionalconductforeveryindividualboundbythisCode.

II. Alignment of ACMP’s Ethics to the Change Management Standard

Theultimategoalof ACMP’sCodeof Ethicsistooutlineandcommunicateminimumprofessionalexpectationstochangepractitioners.ThetenetsdefinedinthisdocumentsupportandcomplementthemorespecificbehaviorsandguidelinesdefinedinACMP’s Standarddocument.



III. Scope of Coverage

TheCodeof Ethicsappliestothefollowingindividuals:a. ACMPMembersb. ACMPCertificateHoldersandApplicantsc. ACMPvolunteers,staff,andcontractorsd.ACMPQualifiedEducationProvidersTM(QEPTM)

Structure of the Code

TheACMPCodeof Ethicsisdividedintosectionsthatcontaintenetsof conductoutlinedwithinfivedutiesidentifiedasmostimportanttotheglobalchangemanagementcommunity.Thesedutiesinclude:Honesty,Responsibility,Fairness,Respect,andAdvancingtheDisciplineandSupportingPractitioners.ThisCodeaffirmsthesedutiesasthefoundationforethicalandprofessionalbehaviorforchangemanagementpractitionersgovernedbythisdocument.Descriptionsandexamplescitedthroughoutthisdocumentarenotintendedtobeprescriptive,butareinsteadincludedtoprovidepracticalillustrationsof changemanagementprofessionalism.

Mandatory Conduct

ACMP’sCodeof Ethicsisintendedtopromoteethicalpracticesintheprofession.Changemanagementprofessionalsareresponsibleforaddingvaluetotheorganizationstheyserveandethicallycontributingtothesuccessof thoseorganizations.Changepractitionersacceptpersonalresponsibilityfortheirdecisionsandactions.Eachsectionof theCodeof Ethicsincludesmandatorytenetsthatestablishfirmrequirements,andinsomecases,limitorprohibitspecificbehaviors.Practitionerswhodonotconductthemselvesinaccordancewiththesetenetsmaybesubjecttodisciplinaryprocedures.

IV. ACMP Ethical Standards

4.1 Duty of Honesty

HonestyiscentraltoethicalbehaviorandACMP’svalues.Ourdutyistodemonstratehonestythroughunderstandingthetruthandactinginatruthfulmannerbothinourcommunicationsandinourconduct.

Honesty in Communications

Aspractitionersintheglobalchangemanagementcommunitywedemonstratehonestyincommunications,conduct,andthroughourbehaviorinthreesignificantdimensionsby:



Truth �Earnestlyseekingtounderstandthetruth �Knowinglycommunicatingwithintenttoexpresstruth,ensuringthatduediligenceisundertakentoextracttruthateveryopportunity �Expressingtruthinourcommunicationsinawaythatisnotlikelytodeceiveormislead �Providingaccurateinformationinatimelymanner

Sincerity �Actingwithsincerity,communicatinggenuinely,andensuringmeaningfulexpression of intent �Makingcommitmentsandpromises,impliedorexplicit,ingoodfaith �Strivingtocreateanenvironmentinwhichothersfeelsafetotellthetruth

Candor �Establishingrelationshipswithlegitimateexpectationsof frank,forthrightexchangesbasedonmutualtrust �Seekingtoconductallexchangeswithothersrespectfully,emphasizingopennessandfrankdiscussionascriticaltohealthycommunication

Honesty in Conduct and Behavior

Aspractitionersintheglobalchangemanagementcommunity,wedemonstratehonestyinconductandbehaviorby:

�Conductingourselvesalwaysinamannerthatconsistentlydemonstratesourintegrity �Engaginginhonestbehaviorwiththeintentionof preservingtheinterityof self,theclientoremployerwerepresentandallotherstaffmembers �Engaginginbehaviorthatdemonstratesourconsistenttrustworthiness,actingonourcorevaluesindecisionmakingwithassuredexpectationandreliability �Actingconsistentlyregardlessof thesituation,remainingdutifulinrepresentingourpersonalandprofessionalethicsthroughbehaviorandwordassumingfullresponsibilityforourownactions

4.2 Duty of Responsibility

Ethicalresponsibilityisdemonstratedthroughaccountabilitywhilepursuingexcellenceandrespondingtoexpectations.Responsibilityimpliesthatwetakefullownershipforthedecisionswemakeorfailtomake,theactionswetakeorfailtotake,andtheconsequencesthatresult.

Aspractitionersintheglobalchangemanagementcommunitywedemonstratedutyof responsibilityby:

�Makingdecisionsandtakingactionsbasedonthebestinterestsof society,publicsafety,andtheenvironment �Acceptingonlythoseassignmentsthatareconsistentwithourbackground,experience,skills,andqualifications �Competentlyandcompletelyfulfillingthecommitmentsthatweundertake–wedowhatwesaywewilldo �Takingownershipof ourerrorsoromissionsandtheresultingconsequences,ensuringthatcommunicationtotheappropriatebodyoccurs.andthatwemakecorrectionspromptly



�Promptlycommunicatingtotheappropriatebodyanyerrorsoromissionsdiscoveredthatarecausedbyothers �Protectingproprietaryorconfidentialinformationthathasbeenentrustedtous �Ensuringthatkeystakeholdersarecompletelyinformedif developmentalorstretchassignmentsbeingconsideredexceedourqualificationsorskillstherebyenablingourclient/employer/co-workerstomakeinformeddecisionsforoursuitabilityforthat particularassignment �Contractingforworkthatourorganizationisqualifiedtoperformandassigningonlyqualifiedindividualstoperformthework �UpholdingthisCodeandholdingeachotheraccountabletoit

4.3 Duty of Fairness

Fairnessinvolvesrepresentingourselvesinmatterswithconsistencybyevincingacommitmenttoimpartiality,objectivity,openness,dueprocess,andproportionality.

Aspractitionersintheglobalchangemanagementcommunitywedemonstratedutyof fairnessby:

�Treatingallpeopleequitablybasedonmeritandability �Dealingwitheachandeverymatterbeforeuswithconsistency �Demonstratingtransparencyinthedecision-makingprocessusingappropriatecriteriawithoutunduefavoritismorimproperprejudice �Conductingourselvesinamannerwhichisfreefromcompetingself-interest,prejudice, andfavoritism �Constantlyreexaminingourimpartialityandobjectivity,takingcorrectiveaction asappropriate �Providingequalaccesstoinformationtothosewhoareauthorizedtohavethatinformation �Makingopportunitiesequallyavailabletoallqualifiedcandidates �Proactivelyandfullydisclosinganyrealorpotentialconflictsof interesttothe appropriatestakeholders �Refrainingfromengaginginthedecision-makingprocessorotherwiseattemptingtoinfluenceoutcomeswhenwerealizethatwehavearealorpotentialconflictof interest,unlessoruntilwehavemadefulldisclosuretotheaffectedstakeholders,wehaveanapprovedmitigationplan,andwehaveobtainedtheconsentof thestakeholderstoproceed



4.4 Duty of Respect

Respectishowweacknowledgeandhonortheabsolutedignityof everyperson.Asprofessionalswemustcontinuallyshowahighregardforourselves,otherpeople,reputation,thesafetyof others,andfinancialandotherresourcesentrustedtous.Anenvironmentof respectengenderstrust,confidence,andperformanceexcellencebyfosteringmutualcooperation,whichinturnsupportsanenvironmentwherediverseperspectivesandviewsareencouragedandvalued.

Aspractitionersintheglobalchangemanagementcommunitywedemonstratedutyof respectby:

� Informingourselvesaboutthenormsandcustomsof othersandavoidengaginginbehaviorstheymightconsiderdisrespectful �Listeningtoothers’pointsof view,andseekingtounderstandthem �Approachingdirectlythosepersonswithwhomwehaveaconflictordisagreement �Conductingourselvesinaprofessionalmanner,evenwhenitisnotreciprocated �Treatingotherswithdignityandexpectthesameof ourcolleagues �Actingwithcompassionandsensitivitytothefeelingsandneedsof others �Negotiatingingoodfaith �Refrainingfromusingourexpertiseorpositiontoinfluencethedecisionsoractionsof others �Refusingtoactinanabusivemannertowardothers �Respectingthepropertyrightsof others

4.5 Duty of Advancing the Discipline & Supporting Practitioners

Advancingthedisciplineandsupportingpractitionerstoleadandpracticeethicalchangemanagementisatthecoreof theformationof ACMP.Throughcreatingacommunityof professionalswhoshareanethosof consistentlystrivingtodeliverbestpracticeandaddedvaluefortheirclientsoremployers,weadvancethedisciplineof changemanagementintoarecognizable,respectedprofession.

Aspractitionersintheglobalchangemanagementcommunitywedemonstrateourcollectiveethostoadvancethedisciplineby:

�Committingtoshareourknowledge,experienceandtoolstobuildconsistencyinvalueforclientsoremployerstothefullestextentpossiblewithoutviolatingagreementsof intellectualpropertyrightswiththeclientsorcompanieswhichthepractitionerisassociated �Supportingpractitionersthroughundertakingcuttingedgeresearchandsharing thosefindings �Enablingongoingeducationandaccreditationwithintheframeworkof theStandardsof ACMPfortheprofession �Advocatingfortheprofessionbyengaginginactivitiesthatenhanceitscredibilityandvalueteachingateveryopportunity–ourclients,ourpeers,ouremployersandemployees,andotherpractitionersandtheglobalcommunity



V. Adjudication and Appeals Process

TheACMPBoardof DirectorswillappointanEthicsInquiryTaskForcetoreviewcomplaintsand/orinquiriespursuanttoproceduresapprovedbytheACMPBoardandmadepublic.EthicalinquiriesandorcomplaintswillbesubmittedthroughtheEthicsInquiryform,reviewedandadjudicatedthroughtheEthicsInquiryTaskforce,withfindings/responsescommunicatedtothecomplainantorinquirerandtheACMPBoardof Directors.Violationsof theACMPCodeof EthicsmayresultinsanctionsbyACMP.

www.acmpglobal.org


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