Articulating the Project Information
Collecting the particulars of the project itself helps the system calibrate and articulate the change to the impacted individuals.
23 articles
"What's in a name?" Project Names in Change ManagementThis article defines the concept of Project Name in change management, explaining why a clear, consistent name is critical for stakeholder alignment, communication effectiveness, and change readiness planning.
Articulating The Specific Project ObjectivesThis article examines how to identify, document, and use specific project objectives in change management, distinguishing them from goals and benefits, and providing guidance on common pitfalls.
Project Alignment with Organisational ValuesThis article explores how to assess and document the alignment between a project and an organisation's values, explaining why values-alignment is critical to stakeholder buy-in and sustainable change outcomes.
Project Alignment with Organisational StrategyThis article examines how to assess and document a project's alignment with organisational strategy in change management, explaining its importance for prioritisation, sponsorship, and stakeholder engagement.
Sufficiency of Budget Allocated to Building Adoption and UsageThis article explains how to assess the sufficiency of budget allocated to building adoption and usage in change management, including what adequate funding covers and how to identify underfunding risks.
Alignment of Budget Timing to People and Adoption Milestones in Change ManagementThis article covers how to assess whether change management budget timing aligns with key people and adoption milestones, explaining why misaligned funding can derail adoption efforts regardless of total budget…
Determining the Scope of ChangeThis article explains how to define and document the scope of a change in change management, distinguishing it from project scope, and covering assessment techniques and common documentation errors.
Rating the Degree to Which a Change Impacts the BusinessThis article explains how to rate the degree to which a change impacts the business in change management assessments, covering rating scales, impact dimensions, and how to avoid common rating…
How the Link Between a Project and Strategy Affects Change ManagementThis article examines how the perceived strategic importance of a project influences change management planning, sponsorship quality, and stakeholder engagement—and how to assess and document this perception accurately.
Building Change Capability Through Project ScopeThis article explores whether a project's scope creates opportunities to develop organisational change capability, explaining why building internal capability is a long-term benefit and how to identify and document such…
Managing Change in Confidential ProjectsThis article explains how to assess and document the level of confidentiality required for a change management initiative, including its implications for communications planning and stakeholder engagement.
The Impact of External Stakeholders in Change ManagementThis article examines the degree to which stakeholders impacted by a project are external to the organisation, covering why external stakeholder complexity matters and how to assess and manage it…
How Perceptions Affect Change PlansThis article explains how to assess and document the perceived need for change among impacted individuals, distinguishing it from actual need, and covering its role in ADKAR-based change planning.
Why the Presence of a Project Manager is a Critical CM Readiness IndicatorThis article examines why the assignment of a project manager is a critical change management readiness indicator, explaining the PM's role in enabling effective change planning and common risks when…
How a Work Breakdown Structure Affects Change PlanningThis article explains the role of a finalised work breakdown structure as a change management readiness indicator, covering how WBS completeness affects change planning, communications scheduling, and adoption milestones.
Scheduled Regular Meetings with Project Team and Key StakeholdersThis article explores the importance of scheduled regular project meetings as a change management readiness indicator, covering meeting governance, change manager participation, and common pitfalls in meeting structure.
Project Managers and the People Side of ChangeThis article examines why a project manager's recognition of the importance of change management is a critical readiness indicator, how to assess it, and how to address situations where this…
Integration of the Change Management Plan into the Project Management PlanThis article explains why incorporating the change management plan into the project management plan is a best-practice readiness indicator and how to assess and achieve effective integration of the two…
Organisational Readiness to Own and Sustain the ChangeThis article examines how to assess whether an organisation is ready to take ownership of and sustain a change after project close, explaining the distinction between project adoption and sustainable…
Identification of Resources Needed to Implement the Change Strategy and PlansThis article examines how to assess whether the resources needed to implement the change strategy and plans have been identified, explaining why resource identification is a critical readiness milestone in…
Why Should We Change? Developing the Case for ChangeThis article explores the 'Why should we change?' question in change management, explaining how to develop and communicate a compelling, evidence-based case for change that resonates with diverse stakeholder groups.
What Will Happen If We Don't Change? Articulating UrgencyThis article addresses the 'What will happen if we don't change?' question in change management, explaining how articulating credible consequences of inaction builds urgency, reduces complacency, and supports the case…
People Dependent ROI in Change ManagementThis article explains the concept of People Dependent ROI in Change Management—the portion of a project's financial return that is contingent on people adopting new ways of working—and how to…