change in control business plan

• Business Essentials
• Leadership & Management
• Credential of Leadership, Impact, and Management in Business (CLIMB)
• Entrepreneurship & Innovation
• Digital Transformation
• Finance & Accounting
• Business in Society
• For Organizations
• Support Portal
• Media Coverage
• Founding Donors
• Leadership Team

• Harvard Business School →
• HBS Online →
• Business Insights →

Business Insights

Harvard Business School Online's Business Insights Blog provides the career insights you need to achieve your goals and gain confidence in your business skills.

• Career Development
• Communication
• Decision-Making
• Earning Your MBA
• Negotiation
• News & Events
• Productivity
• Staff Spotlight
• Student Profiles
• Work-Life Balance
• AI Essentials for Business
• Alternative Investments
• Business Analytics
• Business Strategy
• Business and Climate Change
• Creating Brand Value
• Design Thinking and Innovation
• Digital Marketing Strategy
• Disruptive Strategy
• Economics for Managers
• Entrepreneurship Essentials
• Financial Accounting
• Global Business
• Launching Tech Ventures
• Leadership Principles
• Leadership, Ethics, and Corporate Accountability
• Leading Change and Organizational Renewal
• Leading with Finance
• Management Essentials
• Negotiation Mastery
• Organizational Leadership
• Power and Influence for Positive Impact
• Strategy Execution
• Sustainable Business Strategy
• Sustainable Investing
• Winning with Digital Platforms

5 Critical Steps in the Change Management Process

• 19 Mar 2020

Businesses must constantly evolve and adapt to meet a variety of challenges—from changes in technology, to the rise of new competitors, to a shift in laws, regulations, or underlying economic trends. Failure to do so could lead to stagnation or, worse, failure.

Approximately 50 percent of all organizational change initiatives are unsuccessful, highlighting why knowing how to plan for, coordinate, and carry out change is a valuable skill for managers and business leaders alike.

Have you been tasked with managing a significant change initiative for your organization? Would you like to demonstrate that you’re capable of spearheading such an initiative the next time one arises? Here’s an overview of what change management is, the key steps in the process, and actions you can take to develop your managerial skills and become more effective in your role.

Access your free e-book today.

What is Change Management?

Organizational change refers broadly to the actions a business takes to change or adjust a significant component of its organization. This may include company culture, internal processes, underlying technology or infrastructure, corporate hierarchy, or another critical aspect.

Organizational change can be either adaptive or transformational:

• Adaptive changes are small, gradual, iterative changes that an organization undertakes to evolve its products, processes, workflows, and strategies over time. Hiring a new team member to address increased demand or implementing a new work-from-home policy to attract more qualified job applicants are both examples of adaptive changes.
• Transformational changes are larger in scale and scope and often signify a dramatic and, occasionally sudden, departure from the status quo. Launching a new product or business division, or deciding to expand internationally, are examples of transformational change.

Change management is the process of guiding organizational change to fruition, from the earliest stages of conception and preparation, through implementation and, finally, to resolution.

As a leader, it’s essential to understand the change management process to ensure your entire organization can navigate transitions smoothly. Doing so can determine the potential impact of any organizational changes and prepare your teams accordingly. When your team is prepared, you can ensure everyone is on the same page, create a safe environment, and engage the entire team toward a common goal.

Change processes have a set of starting conditions (point A) and a functional endpoint (point B). The process in between is dynamic and unfolds in stages. Here’s a summary of the key steps in the change management process.

Check out our video on the change management process below, and subscribe to our YouTube channel for more explainer content!

5 Steps in the Change Management Process

1. prepare the organization for change.

For an organization to successfully pursue and implement change, it must be prepared both logistically and culturally. Before delving into logistics, cultural preparation must first take place to achieve the best business outcome.

In the preparation phase, the manager is focused on helping employees recognize and understand the need for change. They raise awareness of the various challenges or problems facing the organization that are acting as forces of change and generating dissatisfaction with the status quo. Gaining this initial buy-in from employees who will help implement the change can remove friction and resistance later on.

2. Craft a Vision and Plan for Change

Once the organization is ready to embrace change, managers must develop a thorough, realistic, and strategic plan for bringing it about.

The plan should detail:

• Strategic goals: What goals does this change help the organization work toward?
• Key performance indicators: How will success be measured? What metrics need to be moved? What’s the baseline for how things currently stand?
• Project stakeholders and team: Who will oversee the task of implementing change? Who needs to sign off at each critical stage? Who will be responsible for implementation?
• Project scope: What discrete steps and actions will the project include? What falls outside of the project scope?

While it’s important to have a structured approach, the plan should also account for any unknowns or roadblocks that could arise during the implementation process and would require agility and flexibility to overcome.

3. Implement the Changes

After the plan has been created, all that remains is to follow the steps outlined within it to implement the required change. Whether that involves changes to the company’s structure, strategy, systems, processes, employee behaviors, or other aspects will depend on the specifics of the initiative.

During the implementation process, change managers must be focused on empowering their employees to take the necessary steps to achieve the goals of the initiative and celebrate any short-term wins. They should also do their best to anticipate roadblocks and prevent, remove, or mitigate them once identified. Repeated communication of the organization’s vision is critical throughout the implementation process to remind team members why change is being pursued.

4. Embed Changes Within Company Culture and Practices

Once the change initiative has been completed, change managers must prevent a reversion to the prior state or status quo. This is particularly important for organizational change related to business processes such as workflows, culture, and strategy formulation. Without an adequate plan, employees may backslide into the “old way” of doing things, particularly during the transitory period.

By embedding changes within the company’s culture and practices, it becomes more difficult for backsliding to occur. New organizational structures, controls, and reward systems should all be considered as tools to help change stick.

5. Review Progress and Analyze Results

Just because a change initiative is complete doesn’t mean it was successful. Conducting analysis and review, or a “project post mortem,” can help business leaders understand whether a change initiative was a success, failure, or mixed result. It can also offer valuable insights and lessons that can be leveraged in future change efforts.

Ask yourself questions like: Were project goals met? If yes, can this success be replicated elsewhere? If not, what went wrong?

The Key to Successful Change for Managers

While no two change initiatives are the same, they typically follow a similar process. To effectively manage change, managers and business leaders must thoroughly understand the steps involved.

Some other tips for managing organizational change include asking yourself questions like:

• Do you understand the forces making change necessary? Without this understanding, it can be difficult to effectively address the underlying causes that have necessitated change, hampering your ability to succeed.
• Do you have a plan? Without a detailed plan and defined strategy, it can be difficult to usher a change initiative through to completion.
• How will you communicate? Successful change management requires effective communication with both your team members and key stakeholders. Designing a communication strategy that acknowledges this reality is critical.
• Have you identified potential roadblocks? While it’s impossible to predict everything that might potentially go wrong with a project, taking the time to anticipate potential barriers and devise mitigation strategies before you get started is generally a good idea.

How to Lead Change Management Successfully

If you’ve been asked to lead a change initiative within your organization, or you’d like to position yourself to oversee such projects in the future, it’s critical to begin laying the groundwork for success by developing the skills that can equip you to do the job.

Completing an online management course can be an effective way of developing those skills and lead to several other benefits . When evaluating your options for training, seek a program that aligns with your personal and professional goals; for example, one that emphasizes organizational change.

Do you want to become a more effective leader and manager? Explore Leadership Principles , Management Essentials , and Organizational Leadership —three of our online leadership and management courses —to learn how you can take charge of your professional development and accelerate your career. Not sure which course is the right fit? Download our free flowchart .

This post was updated on August 8, 2023. It was originally published on March 19, 2020.

About the Author

9 Free Templates for a Successful Change Management Plan

Flicking through articles on my tablet, I came across a study conducted by McKinsey and Company , creating an aha moment when thinking about the term business change .

The study looked at 2000 executives from 900 companies across multiple industries. More than half of respondents stated that, in five years, their change efforts failed to meet business goals and sustained results over time .

We at Process Street wanted to know why ?

Trying to navigate business change without a formal process is like plonking an elephant into a china shop…

It can get messy.

What you need is a change management plan , to bring structure and control to the change process. If you ignore change – whether that be external to your business, internal, expected, or unexpected – or fail to respond appropriately, then there can be shattering negative consequences.

With our 9 free change management plan templates, you can effectively guide your business through change. These templates are just what you need to succeed in an ever-changing business landscape.

Lewin’s Change Management Model Process Checklist

Bridges transition model process checklist, adkar model change management process checklist, mckinsey 7-s model process checklist, pdca cycle change management model process checklist, kotter’s change management model process checklist.

• Kubler-Ross Change Curve Process Checklist

Nudge Theory Change Management Model Process Checklist

Satir change management model process checklist.

Scroll down to find out what a change management plan is and why it is needed, before moving onto our top 9 free change management plan templates. Alternatively, you can use the links below to jump to your section of choice.

What is a change management plan?

Change management models: what they are and why they are important, the top 9 change management models.

Let’s get started!

A change management plan is exactly what it says on the tin, it is a plan for change . The plan defines activities and roles for the management and control of change. Planning for change maintains the change schedule, budget , scope, communication , and resources at a feasible and achievable level. It is an internal response to expected or unexpected change, that mitigates potential negative repercussions.

Change management is predominantly people focussed , it uses tools and techniques to manage the people side of change for a required business outcome.

Little is a given in business, what is certain though is change .

There are two types of change: Unexpected and intentional .

• An unexpected change could be due to market influences, environmental impacts, resource constraints, or as we witnessed, the 2020 COVID-19 outbreak. We have little direct influence on these changes, but we can adapt our businesses internally in response.
• Intentional changes include organization restructuring, growth , mergers, acquisitions, or budget re-allocation. These changes are fully co-ordinated by a business, yet the change inflicted needs to be effectively managed internally.

As the saying goes, if you are not prepared, then prepare to fail . When it comes to change, regardless of whether that change is intentional or not, an effective change management plan is needed.

Change has the power to crumble even the most successful companies if not planned for and managed appropriately.

It is often the case that the issue is not an inability to act, but an inability to take appropriate action . The term used is active inertia .

That is, through behavioral stubbornness, companies will continue along a set trajectory. Certain modes of thinking and actions have established success in the past and are inappropriately applied to the changing circumstances.

Under a false illusion, corporations continue without change in the face of change .

A paradoxical situation .

Active inertia may seem an innocent cognition, however, it can ripple devastating blows to a company’s success.

Change paralysis: Case study #1 – Kodak

Ah, Kodak…the gold-standard example of what happens when companies fail to plan and respond appropriately to change.

I have a faint memory of being dragged into the Kodak shop, waiting for hours as my parents decided to print the year’s backlog of photographs. Today, these photos are stored in albums, forgotten and gathering dust. The albums are a melancholic reminder of what happened to Kodak…

A business that regressed into dust, only to be resurfaced in memento of the embarrassing failure the brand would rather forget. For Kodak, technological advances reared an ugly head, leading to its demise.

Kodak’s core business model was selling film. As cameras became digital and slowly disappeared into cellphones, images moved from print to online cloud storage.

Blinded by its previous success, active inertia meant Kodak completely missed the rise of digital photography.

But wait, there is more to this story.

In 1975, Steve Sasson, an engineer working for Kodak developed the first digital camera prototype.

The camera was large, cumbersome, and took ~20 seconds to take a picture.

Who would want that?

But this prototype signified a beginning of a transition . A transition that would make film and Kodak’s core business model superfluous.

Driven by an unwillingness to adapt and change, management’s response to Sasson’s development was…

“ that’s cute – but don’t tell anyone about it”

The company filed for bankruptcy in 2012 , exacted legacy business and sold off its patents.

Active inertia cost Kodak its success .

A change management plan prevents such common cognitions creeping in and causing a company’s demise.

Change embodied: Case study #2 – Changing to survive a pandemic

The COVID-19 outbreak shook up our economy, imposing an uncontrollable external change, negatively impacting businesses both large and small at an unprecedented level. As nature took command, it truly was business-tooth-and-claw.

Adapt or fold. So how were businesses adapting?

One example would be the evolution of remote work.

As stated by Ryan Anderson from Bead the Change …

“ Our company has started implementing remote work due to the recent stay at home orders “

Another example is the oil company Shell, stating:

“ We are taking many steps to protect the health of our colleagues, including requiring or encouraging office-based staff to work from home, depending on the advice of local authorities. We are providing the technical support to ensure up to 70,000 people can work from home each day .” – Shell , COVID-19: Shell’s global response

I live in a small village in the mountains of North Wales, UK. Looking around I could see how the pandemic had affected small local businesses. Some closed up with the question arising: Will they re-open ?

Others planned for and embraced change as an opportunity. They acted appropriately in light of the unexpected external change, remaining operational by adopting new ways to conduct business. For instance, restaurants continued to provide take-outs under social distancing rules. My local yoga teacher moved her lessons online.

Through adaption, these local businesses opened up new potential, investing, and exploring new ways of doing business. This diversification of business operations, in response to the COVID-19 outbreak, is a movement that can continue indefinitely to adapt and respond to change.

Change, in this sense, is embodied as a strength by taking appropriate action. A change management plan assists movement towards an appropriate action.

So far we have learned that change is unavoidable, and companies need systems in place to respond to change, whether that is internal, external, expected, or unexpected. A change management plan is an integral part of a change management system. A change management plan can bridge the difference between success in the face of change, and failure. Change management plans remove seemingly innocent cognitions such as active inertia .

This knowledge brings forward further questions:

• How do you create a change management plan?
• How is a change management plan best structured?

The best way to adapt to and embody change is via the implementation of a change management model . A change management model is a properly structured and proven successful means of managing change .

Adapting to change is not easy – it takes time, effort, and energy. You want to make sure you stay in budget, on schedule, and that your invested change leads to a higher ROI.

You want to avoid clutching at thin-air, implementing random and irrelevant change action plans. You want and need to implement a change management model that is proven effective.

That’s why we at Process Street are going to show you how to implement the following 9 change management models:

• ADKAR Model
• Bridges Transition Model
• McKinsey 7-S Model
• Kotter’s Change Management Model
• Lewin’s Change Management Model
• PDCA Cycle Change Management Model
• Nudge Theory Change Management Model
• Kubler-Ross Change Curve
• Satir Change Management Model

Each one of these models has been adopted and transformed into a checklist format for easy implementation on your end. For instance, check out Lewin’s Change Management Model Process Checklist embedded below.

Click here to access Lewin’s Change Management Model Process Checklist Template !

With this checklist, effort on your part is minimized. All you have to do is follow the steps, and you are guaranteed to plan for change in a way that is proven to be effective.

As promised, I present you with Process Street’s top 9 change management models, which you can implement for free today.

For simplicity and actionability, we have transferred these models into a checklist format. Open the checklist, follow each step with no second-guessing and no errors .

Developed by social psychologist Kurt Lewin in 1940 , Lewin’s Change Management Model is one of the most popular approaches for dealing with and planning for change.

In this model, change is split into three stages:

• Stage 1 : Unfreeze the status quo
• Stage 2 : Make changes
• Stage 3 : Refreeze to lock-in changes for a new status quo

Lewin’s model breaks change down into bitesize chunks, taking people, and processes into account. The model recognizes that companies can be stuck in a rigid process that needs to be unstuck for change to occur.

Click here to access Lewin’s Change Management Model Process Checklist !

Developed by William Bridges in 1991 , this model looks at change as a transition, considering the emotional journey of change experienced by the employees. In this model, the change is forced on the recipient, but this is acknowledged and dealt with.

The model considers the transition during change, looking at change as a journey instead of an abrupt shift. Three stages of this journey are detailed:

• Stage 1 – Ending, losing and letting go
• Stage 2 – The neutral zone
• Stage 3 – The new beginning

Each stage is characterized by the feelings instigated within the employee during that period.

Click here to access Bridges Transition Model Process Checklist !

Developed by Jeffery Hiatt in 2003 , the ADKAR Model takes a bottom-up approach for the application of change. Each letter in the acronym stands for a goal to be reached:

• A : Awareness of the need for change
• D : Desire to participate and support the change
• K : Knowledge on how to change
• A : Ability to implement the required skills and behaviors for change
• R : Reinforcement to sustain change

With these goals, the ADKAR Model successfully plans for change on both an individual and organizational level. As a change management model, ADKAR is easy to learn, creates a new lens for viewing change, drives action, and addresses how change happens.

Click here to access the ADKAR Model Change Management Process Checklist !

The McKinsey 7-S Model was developed in the 1980s by Robert H. Walterman and Tom Peters.

The model identifies 7 elements of a company, detailing how one will impact the other. These elements are split into two categories, hard and soft . Hard elements are driven by management and are more tangible. Soft elements are driven by culture and are less tangible.

Hard elements include :

Soft elements include :

• Shared values

The model aims to align these 7-S elements so that they support each other and your company’s objectives.

Click here to access the McKinsey 7-S Model Process Checklist !

First introduced by Walter Shewhart , and later developed by W.Edwards Deming in the 1950s, the PDCA cycle looks at change as a continuous process for improvement.

There are four stages:

• Stage 1 : Plan
• Stage 2 : Do
• Stage 3 : Check
• Stage 4 : Act

These stages are iterative, that is, as a circle, each stage is completed again, and again, and again…

Problems are identified, solutions are tested systematically, results are assessed and new solutions are implemented when needed.

Click here to access the PDCA Cycle Change Management Model Process Checklist !

Developed by John Kotter in 1995, Kotter’s Change Management Model’s core focus is to create a sense of urgency for change. The model states, with this urgency, momentum for change is obtained.

The model splits the application of change into 8 stages:

• Stage 1 – Creating a sense of urgency
• Stage 2 – Building a core coalition
• Stage 3 – Forming a strategy vision
• Stage 4 – Getting everyone on board
• Stage 5 – Removing barriers and reducing friction
• Stage 6 – Generating short-term wins
• Stage 7 – Sustaining acceleration
• Stage 8 – Setting the changes in stone

The first stages are all about creating drive within your team to implement the needed change. The following stages focus on sustaining this drive, seeing the change through to the end.

Click here to access Kotter’s Change Management Model Process Checklist !

Kubler-Ross Change Curve Change Management Model Process Checklist

The Kubler-Ross Change Curve was developed by Elisabeth Kubler-Ross, a psychiatrist who detailed the first five stages of grief in her book On Death and Dying , published in 1969 .

The model recognizes the emotional burden of change on employees within a company. These emotions can place a stranglehold on productivity . However, if acknowledged and managed correctly the negative emotional repercussions of change can be minimized.

The Kubler-Ross Change Curve details five stages of grief during the change process:

• Stage 1 : Denial
• Stage 2 : Anger
• Stage 3 : Bargaining
• Stage 4 : Depression
• Stage 5 : Acceptance

With knowledge of these stages, the model suggests a way to manage, control, and direct these emotions positively and progressively, leading the way for change.

Click here to access the Kubler-Ross Change Curve Process Checklist !

The Nudge Theory for change is more of a theory – hence the name – than a change management model. The idea is that individuals are nudged into making the desired decision by altering the environment in which the individual is making that decision. This environment is the choice architecture .

The theory is a behavioral science concept developed by Richard Thaler and Cass Sunstein in the book Nudge: Improving Decisions About Health, Wealth, and Happiness .

Individuals are nudged along the choice process with the end goal that they will choose your introduced changes. This Nudge Theory Change Management Model Process Checklist has been broken down into the following stages:

• Changes are clearly defined
• Changes are considered from the employee’s point of view
• Evidence is used to show the best options
• Change is presented as a choice
• Feedback is listened to and gathered
• Obstacles are limited
• Momentum is maintained with short-term wins

Click here to access the Nudge Theory Change Management Model Process Checklist !

For more information on the Nudge Theory and Choice Architecture, read : Choice Architecture Explained: How To Remove Human Bias From Your Business Today

Developed by Virginia Satir, the Satir Change Management Model explores five stages of grief that employees are predicted to feel during organizational change.

These grief stages are:

• Stage 1 : Late status quo
• Stage 2 : Resistance
• Stage 3 : Chaos
• Stage 4 : Integration
• Stage 5 : New status quo

The stages are designed to track the impact of change on employee performance.

Click here to access the Satir Change Management Model Process Checklist !

How to use Process Street for your change management plan

If you are new to Process Street and unsure how to use our platform, watch the below webinar: An Introduction to Process Street .

Process Street is superpowered checklists.

Our 9 change management plan templates use a checklist format to guide you through the process of change implementation in your business. In these templates you will find the following features:

• Stop tasks to ensure task order.
• Dynamic due dates , so no deadline is missed.
• Conditional logic , creating a dynamic template that caters to your needs.
• Role assignments , to ease task delegation within your team .
• Approvals , allowing decision-makers to give the go-ahead (or rejection) on important items. Also, the necessary comments can be provided.

These features plus the ability to integrate with thousands of other products make your Process Street checklists superpowered !

You can edit any one of our change management plan templates to adapt the checklists to your specific needs. To find out more, watch the below video: The basics of creating and editing templates .

Be pioneers of change and use a Process Street change management plan template

Change is an inevitable part of Business. We cannot stop it, but we can control potential negative aspects. Planning for change is key for positive progression, directing the impacts of change in your favor.

Kodak provides a stark reminder for us all of what happens when change is not adequately planned for and acted on. Luckily for us, there is a wealth of ongoing research into how change can be planned and managed more appropriately.

By transforming these top change management models into actionable checklists, we have made the planning and management of change easy for you. All you have to do is sign up for Process Street today to begin your change management journey.

For more information on how to manage change in your business, check out the following articles:

• How to Make a Change Management Strategy (and Defuse the Growth Time Bomb)
• 8 Critical Change Management Models to Evolve and Survive – ⭐️ Star Post!

How do you plan for change in your business? What issues have you faced and how did you deal with them? We would love to hear from you. Who knows, you may get featured in an upcoming article! .

Get our posts & product updates earlier by simply subscribing

Jane Courtnell

Hi there, I am a Junior Content Writer at Process Street. I graduated in Biology, specializing in Environmental Science at Imperial College London. During my degree, I developed an enthusiasm for writing to communicate environmental issues. I continued my studies at Imperial College's Business School, and with this, my writing progressed looking at sustainability in a business sense. When I am not writing I enjoy being in the mountains, running and rock climbing. Follow me at @JaneCourtnell.

Leave a Reply Cancel reply

Your email address will not be published. Required fields are marked *

Save my name, email, and website in this browser for the next time I comment.

Take control of your workflows today

• Product overview
• All features
• Latest feature release
• App integrations

CAPABILITIES

• project icon Project management
• Project views
• Custom fields
• Status updates
• goal icon Goals and reporting
• Reporting dashboards
• workflow icon Workflows and automation
• portfolio icon Resource management
• Capacity planning
• Time tracking
• my-task icon Admin and security
• Admin console
• asana-intelligence icon Asana AI
• list icon Personal
• premium icon Starter
• briefcase icon Advanced
• Goal management
• Organizational planning
• Project intake
• Resource planning
• Product launches
• View all uses arrow-right icon

Featured Reads

• Work management resources Discover best practices, watch webinars, get insights
• Customer stories See how the world's best organizations drive work innovation with Asana
• Help Center Get lots of tips, tricks, and advice to get the most from Asana
• Asana Academy Sign up for interactive courses and webinars to learn Asana
• Developers Learn more about building apps on the Asana platform
• Community programs Connect with and learn from Asana customers around the world
• Events Find out about upcoming events near you
• Partners Learn more about our partner programs
• Asana for nonprofits Get more information on our nonprofit discount program, and apply.
• Project plans
• Team goals & objectives
• Team continuity
• Meeting agenda
• View all templates arrow-right icon
• Project management |
• What is a change control process and ho ...

What is a change control process and how do you use it?

A change control process is a way for project managers to submit requests to stakeholders for review, that are then approved or denied. It’s an important process to help manage large projects with multiple moving parts.

The change control process is essential for large initiatives where many teammates work cross-departmentally. Let’s dive into the process and tangible examples to help you implement a change control procedure of your own.  

What does change control process mean?

Change control is a process used to manage change requests for projects and big initiatives. It’s part of a change management plan, which defines the roles for managing change within a team or company. While there are many parts to a change process, the easiest way to think about it is that it involves creating a change log where you’ll track project change requests. 

In most cases, any stakeholder will be able to request a change. A request could be as small as a slight edit to the project schedule or as large as a new deliverable. It’s important to keep in mind that not all requests will be approved, as it’s up to key stakeholders to approve or deny change requests. 

Since the change control process has many moving parts and differs from company to company, it’s useful to implement tools that can help the lifecycle process flow smoothly. Tools such as workflow management software can help you manage work and communication in one place. 

Change control vs. change management

Confused by the difference between change control and change management? We don't blame you. There are many differences between change control and a change management plan . Change control is just one of the many pieces of a change management strategy. 

Change control: A change control process is important for any organization to have, and can help the flow of information when it comes to project changes. A successful process should define success metrics, organize your workflow, enable teams to communicate, and set your team up for future success. 

Change management: A change management plan consists of coordinating budget, schedule, communication, and resources. So while a change control process consists of a formal document that outlines a request for change and the impact of the change, change management is the overarching plan.

As you can see, a change control process is just one small part of a larger change management plan. So while related, the two terms are different.

What are the benefits of a change control process?

Implementing a change control process can help organize your team with the support of organization software and efficiency around project deliverables and due dates. It’s also crucial when considering the consequences of change that isn’t managed effectively.  

A change management process can help you execute a resource management plan or other work management goals. Here are some additional benefits of implementing a change control process. 

Increased productivity  

A change control process will eliminate confusion around project deliverables and allow the focus to be on executing rather than collecting information. This results in increased productivity and efficiency, especially with the help of productivity software .

Without a process in place, productivity can suffer due to time spent on work about work. With limited bandwidth available for the most important work, over one-quarter (26%) of deadlines are missed each week.

Effective communication

Properly documenting change can help alleviate communication issues. When goals and objectives are clearly defined, team communication can flourish. Keep in mind, a change control process won’t fix all communication issues. It may be helpful to also incorporate work management software to keep communication about projects in one place.  

A change control process can then also be shared with executive stakeholders in order to easily provide context for change requests.  

Better teamwork and collaboration

Not only is effective communication a benefit in its own right, but it can also help improve collaboration. With clear communication on project changes, it’s easier to collaborate and work together. 

For example, when changes are clearly communicated the first time around, stakeholders have more time to focus on creativity and teamwork. Without effective communication, stakeholders are forced to spend time piecing information together instead of working creatively with team members. 

Want to enhance collaboration even further? Pair your change control process with task management software to set your team up for success. 

The five steps of a change control process

Similar to the five project management phases , there are five key steps when it comes to creating a change control process. Though some processes differ slightly, they all contain a few key elements. From initiation to implementation, each one of these basic steps helps change requests move efficiently through the pipeline and prevent unnecessary changes. 

Some prefer to view the procedure in a change control process flow, which can be easier to visualize. No matter how you choose to look at it, the outcome will be a finalized decision on whether a change request is approved or denied.  

Let’s dive into the five steps that make an effective change control process and what’s included in each.

1. Change request initiation

In the initiation phase of the change control process, a change is requested. There are numerous reasons why you might request a change. For example, a creative deliverable is taking longer than anticipated. A request would then be made to adjust the deliverable due date. While a request may be more likely to come from a stakeholder or project lead, a proposed change can be requested by anyone. 

A team member who wishes to make a request should submit one via a change request form. As the project manager, you should store the change log in a place that’s easy to find and everyone has access to. 

Once the request form has been filled out, you will update the change log with a name, brief description, and any other details you see fit, such as the date and name of the requester. The log is a record of all project changes, which can be beneficial for managing multiple projects that span many months. 

Here’s an example of various fields you might include in a change request form.

Project name

Request description

Requested by

Change owner

Impact of change

The fields you include will depend on how thorough you want your change log to be and the type of changes you come across.

2. Change request assessment

Once the request has been filled out and the initial form has been submitted and approved, the request will then be assessed. This is different from the initial form submission since the assessment is when the actual change will be evaluated. 

The assessment phase isn’t necessarily where a decision is made, but rather, reviewed for basic information. The information will likely be assessed by a project or department lead, who will review details such as the resources needed, the impact of the request, and who the request should be passed on to. 

If the change request passes the initial assessment, it will then be passed on to the analysis phase where an actual decision will be made. 

3. Change request analysis

The change impact analysis phase is where there will be a final decision on whether the request is approved or denied by the appropriate project lead. While you may also give input on the decision, it’s a good idea to get official approval from a leader as well. In some cases, there may even be a change control board that is in control of any change approvals. 

An approved change request will require signoff, and from there, be communicated to the team and continue through the rest of the five-phase process. It should be documented on the change log and anywhere else project communication lives to ensure all project stakeholders understand the shifts needed. 

If the change request is denied, it should also be documented on the change log. While communicating a denied request to the team isn’t necessary, it could be helpful in order to prevent confusion. 

4. Change request implementation

If the change request is approved, the process will move on to the implementation phase. This is where you and the project stakeholders will work to make the project change.  

Implementing a change will look different depending on what stage the project is in, but it usually consists of updating project timelines and deliverables, as well as informing the project team. Then the actual work can begin. It’s a good idea to evaluate the project scope to ensure any changes to the timeline won’t have a huge impact on projected goals. 

It’s best to disseminate the request’s information in a shared workspace and the change log to ensure productivity isn’t lost by trying to look for new information. You may even want to send out a revised business case to cover all of your bases. 

5. Change request closure

Once the request has been documented, disseminated, and implemented, the request is ready to be closed. While some teams don’t have a formal closure plan in place, it’s helpful to have one in order to store information in a place that all team members can reference in the future. 

In the closing phase, any documentation, change logs, and communication should be stored in a shared space that can be accessed later on. You should also store the initial change form and any revised project plans you created along the way. 

Once documents are in the appropriate place, you can close out any open tasks and work on successfully completing your project. Some project leads also host a post-mortem meeting before officially closing the project. 

Change control process example

Now that you understand the five steps of a change control process, it’s time to put them into action. We’ve put together an example to give you a tangible place to start.   

Before putting your own plan together, it’s important to evaluate your current processes and tools to ensure they’re right for your team. You may even want to create a business case or project plan to present to company stakeholders. 

The entries you include in your change log may differ depending on the types of changes you frequently come across and how complicated the projects are. While complicated projects that span months may run into more change requests, smaller one-off projects may not need as detailed of a change log. 

Here’s an example change log to give you an idea of what to include and how to format your own. This change control example includes:

Priority status

Progress status

Change type

This simple format is a great starting point for a change log, but you may choose to add additional fields depending on the complexity of your project. 

To create your own change log, you can create a custom template or view our project templates gallery . 

When to use a change control process

It’s a good idea to note when to use a change control management plan so you’re prepared when the time comes. There are many different kinds of change that you might come across, depending on any new initiatives and the tools in place.

Common changes might include requests to extend timelines, reorganization of information, or a change in the deliverables. Here are some additional instances where you may want to use a change control process. 

Over scope: You may want to consider using this process when a project is going over scope, also known as scope creep . 

Project inconsistencies: If you notice inconsistencies during a project, requesting a change can help you avoid having to rework deliverables later. 

Steep goals: In some cases, OKRs may be out of reach and it’s a good idea to flag those issues before the project is complete.

New tools: If there are new processes or tools in place, change may be inevitable while you work out new issues during your first few projects. 

Request your way to change

While changes are inevitable, the good news is a change doesn’t have to derail your next project. By implementing a change control process, you can ensure the project stays on track and communication is clear and effective. This will bolster productivity and lessen confusion about your project deliverables . 

In the event that you do run into change, it’s reassuring to know that you have the right processes in place to handle the situation. When you have a change management plan ready to go, you can mitigate the negative impacts associated with a shift in strategy and continue to focus on delivering impact.

Related resources

New site openings: How to reduce costs and delays

8 steps to write an effective project status report

Provider onboarding software: Simplify your hiring process

Inventory management software: How to control your stock

Developing an Effective Change Management Plan: A Step-by-Step Guide

Key Takeaways

• Navigate the complexities of organizational change with a step-by-step guide to crafting an effective change management plan that ensures stakeholder buy-in and lasting success.
• Discover the essentials of creating a robust change management plan, from stakeholder analysis to communication strategies , and learn to steer your organization towards success amid change.
• Master the art of change management planning with this comprehensive guide, covering key components and best practices to help you achieve organizational transformation with confidence.

A change management plan is a crucial component of any organization’s change management process . It outlines the sequence of tasks, activities, deliverables, and resources required to execute a change strategy while applying project management discipline through phases, workstreams, decision points, and milestones.

A well-defined change management plan is essential for successful change initiatives. It ensures alignment between the change strategy and the solution, facilitates stakeholder engagement, and reduces the risk of project failure. Without a proper plan, stakeholders may become disengaged, leading to increased costs and a higher likelihood of project failure.

In this step-by-step guide, we will explore how to develop an effective change management plan. This includes reviewing the change impact assessment, defining workstreams, tasks, and timelines, calculating resource requirements, outlining assumptions and risks, creating the change management plan, and developing a detailed change management work plan. By following these steps, organizations can ensure a smoother transition from their current state to their desired future state.

1. Review Change Impact Assessment

a. The role of change impact assessment in change management planning

Change impact assessment plays a significant role in change management planning. It helps identify the potential effects of a change initiative on people, processes, and technology within an organization. A thorough assessment lays the foundation for a successful change management plan by pinpointing areas that require attention and resources.

b. Key components of change impact assessment

Key components of change impact assessment include identifying affected stakeholders, understanding the nature and extent of change, and evaluating the impact on business operations. This assessment should also consider the readiness of stakeholders to adopt the change and any potential barriers to successful implementation.

c. Assessing and addressing stakeholder commitment, adoption, and business benefits

Assessing and addressing stakeholder commitment, adoption, and business benefits are crucial elements of the change impact assessment. By understanding the level of stakeholder commitment, organizations can develop targeted strategies to move them along the commitment curve. Evaluating adoption rates helps identify areas that may need additional support or resources to facilitate a smoother transition. 

Lastly, assessing the potential business benefits of the change initiative ensures that the organization can achieve the desired outcomes and justify the resources and efforts invested in the project.

2. Define Workstreams, Tasks, and Timeline

a. Identifying phases, workstreams, and milestones

In developing an effective change management plan, it is crucial to identify the phases, workstreams, and milestones that outline the change journey. Phases represent the overall stages of the change initiative, while workstreams consist of the specific activities and tasks required to achieve the desired outcomes.

Milestones serve as checkpoints to track progress and ensure the project remains on schedule. Identifying these elements early on helps to establish a clear roadmap for the change management process .

b. Developing a realistic and manageable timeline

Creating a realistic and manageable timeline is essential for successfully executing a change management plan. Factors to consider include the complexity of the change, the availability of resources, and the urgency of the initiative. A well-defined timeline ensures that stakeholders have a clear understanding of the project’s duration and can allocate resources accordingly.

To create a realistic timeline, break down each phase and workstream into smaller, manageable tasks and estimate the time required to complete each one. Remember to account for potential delays, such as unforeseen challenges or changes in priorities.

c. Best practices for organizing and prioritizing tasks

Organizing and prioritizing tasks is vital for maintaining momentum and ensuring the project stays on track. Some best practices for organizing tasks include grouping related activities into workstreams, assigning deadlines for each task, and delegating responsibilities to appropriate team members. Prioritizing tasks can be done using various methods, such as the Eisenhower Matrix, which categorizes tasks based on their urgency and importance.

By effectively organizing and prioritizing tasks, change managers can ensure that resources are allocated efficiently and that the most critical aspects of the change initiative are addressed promptly.

3. Calculate Resource Requirements

a. The importance of accurate resource estimation

Accurate resource estimation is a critical component of the change management process . Proper resource allocation ensures that the change initiative has the necessary personnel, equipment, and budget to succeed. Underestimating resource requirements can lead to project delays, increased costs, and stakeholder dissatisfaction.

Conversely, overestimating resources can result in inefficiencies and wasted resources. To minimize these risks, change managers must carefully assess the resources needed for each task and phase of the project.

b. Utilizing the Change Management Resource Estimate template

The Change Management Resource Estimate template is a valuable tool for calculating the resources required to deliver a change management plan. This template helps change managers assess the Full Time Equivalent (FTE) effort needed for each task by estimating the length of time required to complete it.

By using this template, change managers can create a detailed resource allocation plan that aligns with the project’s timeline and objectives.

c. Tips for determining Full Time Equivalent (FTE) effort for each task

To determine the Full Time Equivalent (FTE) effort for each task, consider the following tips:

• Break down tasks into smaller, manageable components to facilitate accurate time estimation.
• Consult with subject matter experts or team members who have experience in similar projects to gain insights into resource requirements.
• Factor in any dependencies or constraints that may impact resource allocation, such as the availability of personnel or equipment.
• Adjust resource estimates as needed throughout the project, accounting for changes in scope or unforeseen challenges.
• Monitor and track actual resource usage to compare against initial estimates, and use this information to refine future resource planning.

4. Define Assumptions and Risks

a. Identifying potential risks and challenges in the change management plan

Change management initiatives often face risks and challenges that can impact their success. Identifying potential risks early in the planning process enables change managers to develop strategies to address them. Common risks include resistance to change, lack of stakeholder buy-in, inadequate communication, and insufficient resources.

Additionally, assumptions about the project’s scope, timeline, or required resources can also pose risks if they prove to be inaccurate.

b. Developing strategies for addressing risks and mitigating their impact

Developing strategies to address risks is a crucial aspect of the change management process . Risk mitigation strategies may include:

• Engaging stakeholders early and often to address resistance and build commitment to change.
• Implementing a robust communication plan to keep stakeholders informed and maintain their support.
• Ensuring adequate resources are allocated and adjusting resource estimates as needed.
• Continuously monitoring risks and updating mitigation strategies in response to changing circumstances.

c. Tips for managing assumptions and staying adaptable throughout the change process

Managing assumptions and staying adaptable throughout the change process are key to successful change management. Consider the following tips:

• Document assumptions at the beginning of the project and revisit them regularly to ensure they remain valid.
• Create a culture of open communication and encourage team members to share concerns and insights that may challenge existing assumptions.
• Be prepared to adjust plans and strategies if assumptions prove incorrect or if new information becomes available.
• Encourage a mindset of continuous learning and improvement to promote adaptability and resilience in the face of change.

5. Create Change Management Plan

a. Utilizing the Change Management Plan template

A Change Management Plan template can be an invaluable tool for organizing the various elements of your change initiative. The template should outline the timeline, tasks, activities, dependencies, and milestones that will guide the transition from the current to the future state.

Utilizing a template ensures a consistent, organized approach to change management planning, making it easier to track progress and make adjustments as needed.

b. Integrating the Change Impact Assessment and Change Management Strategy deliverables

To create an effective Change Management Plan, it is essential to integrate the insights gained from the Develop Change Strategy and Change Impact Assessment processes.

The deliverables from these processes help identify areas that require attention, resources, and stakeholder engagement. By incorporating the findings from these assessments, the Change Management Plan becomes a dynamic, responsive document that addresses the specific needs of your organization.

The Change Management Plan should focus on activities that:

• Move stakeholders along the commitment curve, ensuring they understand and embrace the change.
• Facilitate adoption of the change solution, providing necessary training and support.
• Achieve anticipated business benefits, tracking progress and adjusting the plan as needed to realize the desired outcomes.

c. Continuously reviewing and refining the plan throughout the program

A Change Management Plan should not be viewed as a static document. Instead, it should be continuously reviewed and refined throughout the program to adapt to evolving circumstances, stakeholder feedback, and changing priorities. Regularly revisiting the plan allows change managers to:

• Monitor progress against milestones and adjust timelines as needed.
• Identify emerging risks and challenges, developing mitigation strategies to address them.
• Assess the effectiveness of communication and engagement efforts, making improvements as needed.
• Ensure that the change initiative remains aligned with the organization’s strategic objectives and delivers the desired business benefits.

6. Develop Detailed Change Management Work Plan

a. Purpose and benefits of a Change Management Work Plan

A Change Management Work Plan is a detailed document that describes the specific tasks and activities required to execute the Change Management Plan.

It provides greater granularity and focus, allowing for more effective management of resources and timelines. The benefits of developing a Change Management Work Plan include:

• Improved clarity and understanding of each task and its dependencies.
• Enhanced ability to track progress and measure success.
• Greater accountability among team members and stakeholders.
• More effective identification and management of risks and challenges.

b. Utilizing the Change Management Work Plan template

A Change Management Work Plan template can streamline the process of creating a detailed work plan by providing a structured format and a list of common tasks and activities.

The template should be adaptable to the unique needs of your change initiative, allowing for customization as necessary. When utilizing a Change Management Work Plan template , be sure to:

• Include all tasks identified in the Change Management Plan.
• Clearly define the roles and responsibilities of team members.
• Specify dependencies, prerequisites, and contingencies for each task.
• Establish clear, measurable milestones and deadlines.

c. Tips for successfully executing and monitoring the work plan

To ensure successful execution and monitoring of the Change Management Work Plan, consider the following tips:

• Assign ownership and accountability for each task to specific individuals or teams.
• Implement a robust communication plan to keep stakeholders informed and engaged.
• Use project management tools to track progress, identify bottlenecks, and address issues as they arise.
• Continuously evaluate and adjust the work plan based on feedback, changing priorities, and lessons learned.

In conclusion, the key steps to developing an effective change management plan involve reviewing the change impact assessment, defining workstreams, tasks, and timelines, calculating resource requirements, identifying assumptions and risks, creating the Change Management Plan, developing a detailed Change Management Work Plan, and continuously reviewing and refining the plan.

Throughout the change management process , it is crucial to remain adaptable and committed to continuous improvement. Change initiatives often involve unforeseen challenges and shifting priorities; therefore, a flexible and agile approach is necessary for success.

As you embark on your change management journey, consider applying the steps outlined in this article to create a comprehensive, well-structured plan that addresses the unique needs and challenges of your organization. By doing so, you will be better positioned to successfully navigate the complex landscape of change and drive meaningful, lasting results.

Article Contents

Share this article.

Maximize the success of your change projects with this in-depth guide on change management measurement. Learn essential strategies and techniques for data-driven decision-making and progress tracking.

Unlock the potential of a change agent network in your organization’s change management efforts. Explore their vital role in driving successful change initiatives and fostering a resilient change culture.

Discover insightful techniques and approaches for evaluating organizational change with our comprehensive guide on change impact assessment. Make informed decisions and navigate change with confidence.

Customer Testimonials

"Broad, deep and comprehensive. I have found myself coming back to Changemethod again and again: ten out of ten" - Francesca Gallo, Microsoft Corporation.

Sign up for best practices

We will never share your information.

ChangeInsights

Copyright © 2024 | Changemethod | All Rights Reserved

What is the Change Control Process in Project Management?

In the high-stakes world of project management, change is inevitable. You may have started a project with a well-defined plan, but as time marches on, things rarely go exactly as expected. Unexpected challenges, stakeholder requests, or evolving business needs can throw a wrench into your carefully laid-out project roadmap. That’s where the change control process comes into play.

The change control process is a structured method for managing changes within a project. It helps make sure that when unexpected changes occur, they are properly assessed, documented, and approved to maintain the project’s success. In this guide, we’ll provide you with clear, actionable steps and insights to master your organizational change control process and boost your project management success.

What is Change Control Process

Change control vs. change management, benefits of a change control process, change control process steps, change control process example, when to use the change control process, tips for effectively implementing a change control process.

• Ready to use
• Fully customizable template
• Get Started in seconds

The change control process is a structured and methodical approach used in project management to identify, assess, document, and manage changes to a project’s scope, schedule, and resources.

Its primary purpose is to make sure that any modifications to the original project plan are carefully evaluated, approved, and implemented in a controlled manner. This helps project managers and teams maintain project quality, minimize risks, and achieve their desired objectives, even in the face of unexpected changes or challenges.

Change control and change management are related concepts in the field of project management and organizational development, but they serve different purposes and functions. Change control process is more project-focused, making sure that changes are handled within the context of a specific project, while change management process is broader and addresses the people and organizational aspects of change. Both are essential for successful project delivery and organizational adaptation, and they often work hand in hand to achieve a common goal.

A good change control process makes sure project quality is maintained, risks are minimized, and changes are managed efficiently, all of which contribute to the success of projects and organizations.

Maintains project integrity : It makes sure that changes are thoroughly evaluated and approved, which in turn prevents any unauthorized or uncontrolled adjustments to the project’s scope, schedule, and resources. This helps maintain the project’s original objectives and prevents scope creep.

Risk mitigation : By examining and documenting changes, the process helps spot potential risks and allows for proactive risk management. This minimizes the chances of project disruptions due to unforeseen issues.

Resource allocation : It offers a structured approach to reevaluate and redistribute project resources as necessary, ensuring an efficient use of time, budget, and workforce.

Stakeholder engagement : The process often entails clear communication with stakeholders, which not only helps in addressing their needs and concerns but also improves collaboration, building a sense of trust and shared ownership in the project’s success.

Quality control : Change control guarantees that all changes adhere to established quality standards and do not compromise the project’s overall quality. This leads to a more dependable final result.

Documentation and accountability : It creates a comprehensive record of all changes and their approvals, reinforcing accountability and transparency within the project team and among stakeholders.

Cost management : Controlling changes prevents cost overruns from unauthorized or unregulated changes, so the project stays on budget.

Project success : Ultimately, the change control process contributes significantly to achieving project success by making sure that the project remains adaptable to changing circumstances, maintains quality, and delivers the desired outcomes on time and within budget.

The change control process typically involves a series of steps to effectively manage changes within a project. Here are the fundamental steps;

1. Change Request Submission

The process begins when a change is identified, often by project team members, stakeholders, or external factors. The person or team proposing the change submits a formal change request. This document should include details about the nature of the change, the reasons behind it, and its potential impact on the project’s scope, schedule, and resources.

2. Change Request Review and Evaluation

The submitted change request is then reviewed and evaluated by a designated Change Control Board (CCB) or a review team. This group assesses the necessity and feasibility of the proposed change and its potential effects on the project. They consider factors such as cost, time, quality, and risk.

3. Change Approval or Rejection

Based on the evaluation, the CCB or relevant authority makes a decision to either approve or reject the change request. If approved, the change is authorized to proceed. If rejected, the project continues according to the original plan. The decision should be well-documented.

4. Change Planning and Implementation

If the change is approved, a detailed plan is developed for its implementation. This plan outlines the specific steps required to execute the change, allocates necessary resources, and establishes a timeline for implementation. The change is then executed based on this plan, making sure that it aligns with the approved scope, schedule, and resource adjustments.

5. Testing, Validation, Documentation, and Change Closure

After the change is implemented, it’s important to validate its impact on the project and formally close the change request. This closure process helps make sure that all aspects of the change, including its testing and outcomes, are properly documented, and the project continues with the modified scope, schedule, or resources. Closing the change request marks the end of the change control process for that specific change.

Let’s consider how an organization might use the change control process in the context of implementing a new software system

Imagine a mid-sized organization that decides to upgrade its customer relationship management (CRM) software. The current CRM system is outdated and no longer meets the organization’s needs. It takes several stages to implement a new CRM system, and the change control process makes sure everything goes smoothly.

• The IT department initiates a change request, specifying the necessity for upgrading the CRM software to improve customer data management, streamline sales procedures, and improve reporting functionalities.
• The change control board, consisting of IT managers, department heads, and the project manager, evaluates the request. They look at things like budget, timeline, and possible disruptions to ongoing operations to see what impact it could have on the project.
• After a thorough evaluation, the CCB approves the change request. They decide that upgrading the CRM system aligns with the organization’s strategic goals, and the benefits outweigh potential changes to the project plan.
• The IT department creates a detailed plan for the CRM system upgrade. This plan includes selecting the new software, data migration, staff training, and revising the project timeline to accommodate the change.
• The new CRM system is tested thoroughly to make sure it works as needed. Once it passes the tests, the IT department documents the whole process, and the CRM upgrade is officially completed. The organization now uses the new system.

The change control process can be used in the following situations;

Project scope changes : Use when you want to modify what the project will include, like adding new features or requirements.

Schedule adjustments : Apply when you need to change project timelines, whether to speed up or delay the project.

Resource allocation : Use when you need to shift people, money, or equipment to different tasks.

Quality assurance : Necessary when changes could affect project quality, and you need to check their impact.

Risk management : When changes bring potential risks that must be identified, assessed, and controlled.

Regulatory compliance : Use when your project must follow industry or legal rules, and changes must meet these standards.

Stakeholder input : Apply when clients or end-users request changes to match their expectations.

Manage changes efficiently and successfully within your projects with these change control process tips.

Clear documentation

Maintain clear documentation for every change request, evaluation, approval, planning, and implementation step. This ensures accountability and transparency.

Creately tip : Use Creately’s document embedding features and integrated notes to embed and attach all necessary documents in one workspace.

Engage stakeholders

Involve key stakeholders in the change control process. Their input and buy-in are essential for successful change management.

Creately tip : Use Creately’s stakeholder engagement plan template to effectively plan how to interact and communicate with stakeholders.

Defined roles and responsibilities

Clearly define roles and responsibilities within the Change Control Board or team to avoid confusion and ensure efficient decision-making.

Creately tip : Use Creately’s pre-made project team org chart template to effectively visualize the roles, responsibilities, and reporting relationships of those involved in the process.

Risk assessment

Always consider potential risks associated with a change. Assess and mitigate them early in the process to prevent surprises.

Creately tip : Effectively identify and prioritize risks to mitigate with this risk assessment template.

Communication

Effective communication is paramount. Keep all team members and stakeholders informed throughout the process, from initiation to closure.

Creately tip : Use Creately’s communication plan template to easily plan messaging and its delivery to relevant stakeholders.

Templates and tools

Use standardized templates for change requests, evaluation forms, and other documentation to maintain consistency and streamline the process.

In summary, the change control process equips you with a structured approach to manage changes effectively. For project managers, it’s a must-have tool for evaluating, planning, and implementing changes. By following this process, you can maintain control and keep your projects on the path to success.

Join over thousands of organizations that use Creately to brainstorm, plan, analyze, and execute their projects successfully.

More Related Articles

Amanda Athuraliya is the communication specialist/content writer at Creately, online diagramming and collaboration tool. She is an avid reader, a budding writer and a passionate researcher who loves to write about all kinds of topics.

• Design for Business
• Most Recent
• Presentations
• Infographics
• Data Visualizations
• Forms and Surveys
• Video & Animation
• Case Studies
• Digital Marketing
• Design Inspiration
• Visual Thinking
• Product Updates
• Visme Webinars
• Artificial Intelligence

How to Create a Practical Change Management Plan for Your Company & Projects

Written by: Olujinmi Oluwatoni

Change is inevitable in any organization's journey toward progress and growth. Moreover, every business has grand aspirations and desire to witness substantial shifts and improvements.

However, the harsh reality is that only a handful of ventures truly manage to achieve the transformative changes they set out to accomplish.

The missing piece of the puzzle lies in the absence of a well-crafted change management plan. A study revealed that 47% of firms that embrace change management are more likely to fulfill their goals than the other 30% who do not.

A change management plan outlines how various business divisions will handle the innovation and transformation process. It translates your vision into workable procedures that drive change.

In this post, we'll look at how you can create practical change management plans for your business. We’ll also provide some professional and easily customizable templates to help you create your plans effectively.

Table of Contents

What is a change management plan, the purpose of a change management plan, change management models you can use, what to include in a change management plan, 8 change management plan templates to use, best practices for creating a change management plan, change management faqs.

• A change management plan outlines the measures a company wants to take to make a change inside the organization. Having this plan on hand is necessary when making substantial changes that are anticipated to have a significant impact.
• A change management plan is important because it facilitates adoption, improves plan effectiveness and sustainability, minimizes negative impact and improves collaboration.
• Some of the change management models are Kotter’s 8-Step, Lewin, ADKAR Bridges Transition and McKinsey’s 7S change management model.
• You should include the following when creating your change management plan: Goals of the proposed change, stakeholder analysis, implementation plan, training plan, resistance management and provision for feedback.
• Creating change management plans and other HR documents is considerably seamless with Visme. Select one of our professionally designed templates, then quickly customize it with your branding and content.

A change management plan outlines the steps and strategy necessary for implementing a change(s) within the organization. It is often required for implementing significant changes that are likely to have a high degree of impact.

Examples of such changes include standard operating Procedures (SOP), updating personnel roles/responsibilities, tweaking the marketing approach or replacing those in leadership positions.

However, the change management plan does more than just list the actionable steps and processes that must be taken to bring about the change. It also covers the need for the proposed change, expected impact, procedures required and strategies to gauge the effectiveness of the change.

Below are some key purposes of a change management plan and why you should also consider creating one.

Facilitates Adaptation

It is difficult for people to switch up or change their habits or routine abruptly. However, with a change management plan you can address resistance and inspire everyone (the employees) to adopt the new plan.

Improves Plan Effectiveness

The process of creating the change management plan would necessitate the need to weigh the outcome or adjust plans if need be. Simply put, it's an easy way to brainstorm the quality of a plan.

Improves Sustainability

Having a solid plan for innovation, growth and development can help your businesses stay ahead of the competition and remain sustainable.

Minimizes Negative Impact

Random implementation of change can adversely disrupt the operations of a business. However, with a change management plan, organizations can minimize the negative impact of change on workers. Also, they can prevent a total breakdown of their entire system of operations.

This is possible because a plan helps manage change efficiently, resulting in a smoother and more successful transition of different processes.

Improves Collaboration

When change happens, processes change. Employees are also saddled with new responsibilities in the new direction the business is being steered.

Making a change management plan available to the whole organization ensures everyone knows the new direction. This fosters employee collaboration and guarantees a seamless pivot or transition.

These are several change management models you can incorporate. Let’s take a look at 5 of them.

Kotter's 8-Step Change Model

Image Source

The model is based on the work of Harvard Business School Professor John P. Kotter . It consists of eight steps that guide an organization through the process of implementing the desired change.

The steps are:

• Identify the reasons for change and create urgency
• Form a powerful guiding coalition
• Develop a vision and strategy for change
• Communicate the vision and strategy
• Incentivize action by removing barriers
• Create and celebrate quick wins
• Consolidate Improvements
• Make change stick and anchor change in the corporate culture

Lewin’s Change Management Model

Lewin's Change Management Model, established in the 1950s by Kurt Lewin, consists of three pivotal steps aimed at helping organizations effectively manage changes. The three steps are:

• Unfreeze: This is the preparation stage, which involves analyzing current processes to pinpoint necessary changes. Effective communication is essential to ensuring employees understand the reason and expectations for the upcoming transition.
• Change: The implementation phase involves initiating the transition while maintaining open channels of communication and support for all employees during the process.
• Refreeze: To solidify new practices, develop and implement a strategy for monitoring progress and evaluating the change's effectiveness. Regular reviews and goal measurements are vital to prevent reverting to old habits.

ADKAR's Change Management Model

The ADKAR Model was crafted by Prosci's founder, Jeff Hiatt. It offers a five-step structured approach to managing organizational changes efficiently. Each step offers a distinct, actionable goal that frames the change-management process; they include:

• Awareness: This step involves creating a crystal clear understanding of the necessity for change within your organization and ensuring each member is informed and aligned with the transition.
• Desire: Secondly, persuasively present your case to produce a shared desire for change among all parties involved. This drives engagement and motivation.
• Knowledge: Facilitate comprehensive knowledge sharing, equipping each employee or stakeholder with the necessary information to participate effectively in the change process.
• Ability: Ensure that all involved personnel receive adequate training to upgrade their skills, empowering them to contribute successfully to the transition.
• Reinforcement: Post-change, continuous engagement with stakeholders is vital to reinforce the new practices, ensuring they become ingrained within the organizational culture.

The Bridges Transition Model

The Bridges Transition Model was developed by William Bridges. This framework focuses on understanding and managing the emotional and psychological transitions that individuals go through during a change. It consists of three stages:

• Ending: In this stage, individuals let go of the old ways and processes that are no longer relevant due to the change. It involves dealing with feelings of loss, uncertainty and resistance.
• Neutral Zone: The neutral zone is a period of transition where individuals may feel disoriented and uncertain. It is a time of exploration, experimentation and adaptation to the new reality.
• New Beginning: This stage marks the acceptance and integration of the change into daily routines. Individuals start to embrace new ways of working and find a sense of stability and purpose.

McKinsey 7-S Model

This model helps analyze and improve the effectiveness of an organization by examining seven interrelated elements crucial for success. The seven elements are:

• Strategy: This element refers to the organization's plan for achieving its goals and objectives.
• Structure: Structure refers to the organizational hierarchy, reporting lines and how various departments and teams are organized.
• Systems: Systems include the technology, tools and routines employed to carry out tasks efficiently.
• Shared Values: Also known as superordinate goals or core values, these are the fundamental beliefs and guiding principles that shape the organization's culture and behavior.
• Skills: Skills represent the capabilities and competencies of the organization's employees.
• Style: Style refers to the leadership and management styles prevalent within the organization which influences the overall culture.
• Staff: Staff refers to the employees and their characteristics, such as qualifications, experience and mindset.

Goals Of The Proposed Change

For every change process you wish to embark on, there must be an end game (what you seek to achieve).

Every effective change plan must include the measurable goals of the proposed project.

For example, if the goal of the change process is to facilitate gender inclusion and equity, this has to be clearly stated in the change management plan. These objectives provide a clear direction when implementing change.

Stakeholder Analysis

Identify all the stakeholders who will be affected by the change and analyze their interests, concerns and influence. Understanding stakeholders' perspectives helps tailor communication and engagement strategies.

Implementation Plan

After defining the goal of your project, your next course of action is to outline the specific steps and timeline for implementing the change. You should also include responsibilities, resources, deliverables, performance indicators and key project milestones. This gives you an indispensable baseline to gauge your progress.

The plan also has to include the training process required to facilitate the necessary changes. From seminars to webinars and educational programs, each training process should be properly documented in your change management plan. This gives room for improvement and reduces unwarranted resistance to the proposed change.

Resistance Management

Analyze the potential effects of the change on processes, roles and responsibilities, as well as any potential risks or challenges. Then, develop strategies to address and manage resistance to change. Addressing concerns proactively can improve acceptance and adoption.

Provision For Feedback

Providing a means to collect feedback in your change management plan can help employees air their opinions and feel heard. You will be creating a platform to address their various concerns.

Not all of the feedback received would be positive since some people are naturally resistant to change. However, there may be a few valuable suggestions from the feedback that would reasonably improve the plans.

Collect feedback on your plan by using Visme's interactive form .

Here are eight easily customizable change management plan templates that’ll inspire you.

Change Management Communication Plan

This template offers a comprehensive framework to assess needs, identify key stakeholders and communicate change management plans for maximum impact. With a focus on clarity, transparency and two-way communication, stakeholders are informed, engaged and supportive throughout the change journey.

You can easily replace the colors in the template with your company colors and add stunning photos to upscale your design. Take your designs a notch higher by creating highly realistic images using our AI image generator . Simply input your prompts and our AI tool will generate your desired image.

Change Management Plan Workbook

If you’re looking for a classic design to craft a well-structured and effective change management strategy, this template is the way to go.

Each section guides your readers to identify the need for change and creates a compelling vision for the future. From communication strategies to risk mitigation and resistance management, every crucial aspect is covered to ensure seamless change adoption.

With interactive exercises, insightful prompts and practical templates, this workbook allows you to customize your change plan according to your unique needs.

Make your slides more engaging with distinctive features like animated icons , illustrations and special effects. You can also take advantage of hover effects or clickable pop-ups to provide your viewers with more information without overwhelming them.

Change Control Management Plan

This meticulously designed template empowers project managers and teams to effectively manage change requests, ensuring a smooth and well-organized process.

The change control management plan template provides a structured framework to identify, assess and prioritize change requests. With clearly defined roles and responsibilities, this plan enables seamless stakeholder collaboration, mitigating potential risks and minimizing disruptions. You can use Visme’s collaboration tool to add key board members to your document. With that, there’s no back-and-forth of corrections or modifications.

Watch this video to learn how the collaboration and feedback tool works.

Change Control Management Analysis Plan

Communicate and analyze the impact of your proposed changes in a structured manner with this minimalistic template.

With this template, you can lay out accurate and relevant information for making informed change decisions. Make your argument for change stronger by utilizing data visualization tools like charts to present intricate statistics and data that support the need for change.

You can also take your design a notch higher by adding interactive icons to capture your audience’s attention.

Change Leadership Plan Template

This template is designed to equip change agents, managers and executives with the tools and strategies to lead successful change initiatives.

The Change Leadership Plan Template provides a comprehensive framework to assess the current state, define a compelling vision and engage stakeholders in the change process. From setting clear objectives to identifying potential obstacles and risks, this template guides you through every critical aspect of change leadership.

You can track who has viewed your plan with Visme’s analytics tool . Use this feature to know if the stakeholders have viewed the plan. You can also control user permissions to ensure that only those on a need-to-know basis can view.

Change Management Training Plan Template

This template offers a structured and systematic approach to designing and delivering impactful change management training programs. With customizable modules and engaging content, this plan ensures your team is equipped with the latest strategies and best practices to successfully navigate change.

From understanding change models to mastering communication techniques, this template covers a wide range of essential topics to elevate your team's change management capabilities. Whether you're a seasoned change practitioner or new to the field, this training plan caters to all levels of expertise.

Need help writing your plan? Visme’s AI writer can help. Simply input the right prompt and you can generate a draft minutes. All you have to do is edit your new information.

Organizational Change Management Plan

The Organizational Change Management Plan Template provides a structured roadmap to assess the organization's current state, define clear objectives and implement effective change strategies. With a focus on engaging stakeholders and fostering a culture of adaptability, this plan ensures a seamless transition to the desired future state.

From identifying change champions to crafting tailored communication plans, this template covers every crucial aspect of change management.

Software Change Management Communication Plan

Communicate your software change initiatives effectively with this clean and colorful template.

With a clear structure and customizable sections, this template outlines the need for change. It addresses the primary parties impacted by the change, both internal and external stakeholders. Lastly, it designates teams responsible for each task in the change implementation.

Don’t forget to use Brand Wizard to automatically add your brand’s assets to your plan or presentation. This personalized touch will take your design to the next level.

Users all across the world agree that Visme is superior to other tools because of its ease of use and impressive functionality.

Hear what Wolfgang H., an adjunct professor, has to say about Visme:

I like using Visme because it is easy to use and I can create almost everything I want. I use it to create training modules and standard operating procedures for employees in the AG business."

Wolfgang H.| Adjunct Professor

RELATED: What is a Management Presentation: Templates, Tips & Topics

• Start with the end (your goal) in mind: Determine what you are setting out to achieve with the change first, as this will guide how you plan for the change. As always, ensure you are setting SMART goals .
• Create a diverse planning team by including more people than simply those in executive or managerial positions on the change management team. Including individuals from different levels of the organization can bring valuable diversity of perspectives to the table, which can assist in creating a more effective strategy.
• Anticipate resistance and develop a plan to address any possible resistance that may arise.

What Are the 7 R’s of Change Management?

• Reason: What is the reason for the change?
• Risks: What are the potential risks involved in implementing the change?
• Resources: What are the resources required to successfully execute change?
• Raised: Who raised or originated the idea for the change?
• Returns: What is the return (i.e., expected outcome) of the change?
• Responsibilities: Who are those responsible for the implementation of the change?
• Relationship: How would the currently considered change impact other existing initiatives and systems in the organization?

What Are the 5 Key Elements of Change Management?

Every change management plan varies depending on your organizational structure. However, there are some key elements for effective change management. They include:

• Leadership Assistance: Leaders' dedicated involvement and clear guidance are paramount for a well-executed change.
• Planning Tools and Resources: Change management requires effective tools (like timelines, communication plans) to aptly execute strategic plans .
• Communication: Wide-reaching and inclusive communication is instrumental in enhancing understanding, fostering and aligning all necessary stakeholders to achieve the desired change.
• Employee involvement: Persistent engagement of employees throughout the change, not just during transitions, bolsters productivity, workplace atmosphere and ultimately, the bottom line.
• Measurement of progress: Consistent assessment of outcomes lets organizations check in with employees and streamline communication, accelerating learning and success.

What Are the 5 Steps to Create a Management Plan?

• Define the objectives and goals.
• Identify individual/team roles and responsibilities.
• Develop your strategies and action plans.
• Create a communication plan.
• Establish a suitable system of evaluation (Key Performance Indicators.)

What Are the 5 Cs of Change?

The 5 C’s of Change are five key elements essential for successful change management. They include:

• Comprehensive: Change efforts should cover all relevant aspects and factors, ensuring that no critical elements are overlooked.
• Consistent: Maintaining a consistent message and approach throughout the change process helps minimize confusion and resistance among those affected.
• Continual: Change is an ongoing process. Regularly reviewing and adapting the change strategy ensures it remains effective and aligned with evolving needs.
• Customized: Recognize that different individuals or groups may have distinct needs and reactions to change.
• Convenient: Making the change process as convenient and accessible as possible helps individuals adapt more smoothly.

What Is a Change Management Model?

A change management model is an organized framework used to direct and control the process of making changes inside an organization. It offers a methodical approach to planning, implementing and evaluating the change, ensuring its efficiency and effectiveness.

Examples of change management models include Kotter’s 8-Step, Lewin, ADKAR Bridges Transition and McKinsey’s 7S change management model.

Easily Create Company Plans & Documents With Visme

Change Management plans provide a structured and strategic approach to effectively handle organizational transitions . They help minimize resistance, improve employee morale, and enhance overall productivity.

Creating your company plans doesn’t have to be challenging. With Visme's intuitive editor and pre-made templates, you can create plans that’ll effectively streamline communication across key stakeholders and help you achieve your goals.

Visme's collaborative design features will facilitate more productive meetings and brainstorming sessions while creating your plan. You can pin annotations, add sticky notes, share documents, evaluate and respond to comments, and more by tagging people in your team. You can also collect feedback from stakeholders or team members and evaluate the change process using Visme forms .

Unlock your organization's potential to captivate audiences and drive success through professional and engaging company plans with Visme today.

Easily create change management plans with Visme

Trusted by leading brands

Recommended content for you:

Create Stunning Content!

Design visual brand experiences for your business whether you are a seasoned designer or a total novice.

About the Author

Olujinmi is a Content writer for Visme who creates human-first SEO content. She loves helping businesses smash their ROI goals with strategic content development and optimization. When she’s not writing, you’ll find her composing songs.

Advisory boards aren’t only for executives. Join the LogRocket Content Advisory Board today →

• Product Management
• Solve User-Reported Issues
• Find Issues Faster
• Optimize Conversion and Adoption

What is a change control process? Steps and template

As the famous quote by Benjamin Franklin goes, “In this world, nothing is certain except death and taxes.”

In life — both personal and professional — change is inevitable. Whether it occurs at a micro scale, such as the particular team you are working on, or at a macro scale, such as a change in the company’s goals or strategy moving forward, the inevitability of change means that there should be some foresight by product managers.

PMs need to put methods, frameworks, and systems in place that minimize the adverse impact of changes and maximize the positive potential, both for themselves and their teams.

As a product manager, it is your responsibility to look a few steps ahead into the future, identify the risks of something that either might potentially change or is bound to, and put together a process to mitigate the negative effects of that change — all whilst simultaneously informing stakeholders about the reason, impact, and mitigation tactics.

What is a change control process in the context of product management?

The change control process is a method used by teams to capture, manage, and communicate any deviations from the agreed-to plan or initiative. Change can happen at any point during the software development lifecycle (SDLC) , which can either make or break the ultimate delivery of your plan.

Although a product manager can be involved in all types of changes within the company (including the larger macro strategy of the company moving forward), the type of change we’ll cover here are those to the delivery of your expected epic, feature, or initiative. The “delivery” ( or “deployment” ) phase of the SDLC is rife with uncertainties, ranging from delays, unexpected problems, and changing requirements, which can all impact your initiative moving forward.

Throughout this process, the product manager is expected to consider how these impediments or changes in direction can impact the delivery of their initiative, as well as communicate the decision that they make around whether they accept, reject, or modify the change to suit the successful delivery of their feature.

What is the difference between change control and change management?

Contrary to popular opinion, the differences between change control and change management are not as wide as they seem. Change control is a part of change management, as it is a way of communicating the changes being made, the impact of those changes, and what is being done to mitigate them. This is usually a formal document that lives within a wider change management strategy for the company.

Conversely, change management is a wider umbrella, encompassing different types of change control processes. This can include budget and resource allocations, communication channels between different types and levels of stakeholders , and directly responsible individuals (DRIs) at every level of the chain when making changes within the wider organization.

As such, both are complementary to each other. The change control process lives inside the wider Venn diagram that is change management.

Advantages of following a change control process

The following are the advantages of following a well-structured and fully communicated change control process:

Improves collaboration and productivity of the team

Creating and sticking to a formal change control process can help improve not only how your team can work together to deliver the intended product or feature, but also the effectiveness and efficiency of your team . This can result in a better quality product overall.

The way that the change control process facilitates this is because of enhanced communication and visibility, enabled by the fact that the process makes the changes that are contemplated clear, as well as the reasons behind why the change is occurring in the first place.

Your team and interested stakeholders will have all of the information to piece together what needs to be done and can work creatively together to ensure that this works long-term.

Allows the PM and directly responsible stakeholders to take action earlier

By having increased visibility over the kind and reason for a change, the product manager and interested stakeholders have the time and capacity to try to mitigate the change. Increased visibility also helps inform their experience with the change that may occur again in the future.

This experience will help them put safeguards in future initiatives — whether that gets discussed in a retrospective or otherwise — to ensure that said change, if it has negative effects, will not happen to the team again.

Over 200k developers and product managers use LogRocket to create better digital experiences

Increases effectiveness of communication between the organization

Finally, it helps to have a change control process in place as a living, breathing document, as it directs interested stakeholders to one place where they can understand the kind of challenges, changes, and problems that your team needed to mitigate. It also helps them understand why those challenges exist in the first place, the decisions made to address the changes, as well as their impact on the delivery of the initiative.

For larger organizations in particular, the product manager will not have time to meet interested stakeholders one by one to facilitate a conversation around the changes made to the SDLC. Having a single place to direct all interested stakeholders reduces the amount of time a product manager needs to take out of their day to explain the changes. PMs can rely on the assumption that “If they are interested, they will read.”

Typical steps of the change control process

The following are the steps in the change control process:

1. A change is requested

As can happen at any moment in the SDLC process, a change is being requested that can either positively or negatively impact the initiative. Change can come from anywhere for several different reasons, such as:

• The initiative is taking longer than initially planned and a change is required to either reduce the scope of the initiative or increase the amount of time to deliver it
• The initiative is running into technical roadblocks and a change is required to identify the risks and issues (e.g., as part of a spike ) to figure out the issues
• The initiative no longer aligns with the strategic direction and foundations of the company, and a change is required to realign the overall direction and focus

When a change is being proposed, it is best to have a communication channel or funnel where these changes can be introduced and discussed. Several examples of how this channel can look include:

• A simple face-to-face meeting between both the requested stakeholders and the product manager
• A Slack channel for your initiative, where interested stakeholders can join in to track the progress of the initiative and suggest changes
• A request for comment (RFC) process, where the change requester can write up a formal document requesting a certain change, describing it, and explaining how it would benefit the initiative or organization
• A structured change request form that provides key information, such as details about the change request itself and the intended impact of the proposed change

2. Discuss and evaluate the impact of the change

Once a change request has been communicated or discussed with the team, it is the product manager’s responsibility to assess the information associated with the change request. They also have to make a preliminary decision as to whether the change request has legs to stand on — whether or not it is being made for a valid reason to accomplish a valid purpose.

There is no science about this initial triage, it all depends on the nature of the change request presented to the product manager and how the current circumstances of the company dictate its acceptance or rejection. Several things that the product manager can consider at this stage are:

• What is this change trying to accomplish?
• Is this change to the benefit or detriment of your customers?
• Does this change hinder or assist with the completion of your initiative?
• Does this change unearth information and facts that you were previously unaware of?
• Does this change align with the overall company strategy and vision for the quarter or the year?

Once the change request has passed the initial assessment or triage by the product manager, it is time to determine whether the change should be approved or declined.

3. Approve or decline the change

The product manager then arranges a chat with all interested stakeholders, including team members and other individuals outside of the team with a vested interest in the change, to do the following:

• Summarize the change and its intended effects
• Make a recommendation about whether to accept or reject the change
• Cultivate discussion and discourse within the team as to whether that is the right decision

Sometimes, it might not require a large discussion with multiple different individuals to come to this decision. If there is one decision-maker that stands head and shoulders above everyone else when it comes to suggesting and committing to changes, then they should be the first port of call for discussing and deciding whether to approve or decline the change.

4. Document the implementation of the change

Once the decision is made, it would be good to document the change. This can come in multiple forms, depending on the type of change that was discussed and decided upon. For example, if it is a change that was decided as part of an initiative or an epic, there can be a small table that exists in your epic that looks something like this:

The table is pretty self-explanatory — it is a way for the product manager to capture the conclusion of the change request and ensure that whoever picks up the initiative or feature fully understands the different decisions, twists, and turns that have been made along the way.

Change control process template

Please use this link to download a free change control process template on Google Sheets! It includes an example entry to showcase how you can use the change control process to effect change in your team and company:

Follow the steps above and you’ll be on your way to implementing a change control process in your team and company in no time. Until next time!

Featured image source: IconScout

LogRocket generates product insights that lead to meaningful action

Get your teams on the same page — try LogRocket today.

Share this:

• Click to share on Twitter (Opens in new window)
• Click to share on Reddit (Opens in new window)
• Click to share on LinkedIn (Opens in new window)
• Click to share on Facebook (Opens in new window)
• #collaboration and communication

Stop guessing about your digital experience with LogRocket

Recent posts:.

7 steps to winning at product strategy

With so many conflicting sources of information, it can be difficult to grasp how to actually implement a sound product strategy.

Leader Spotlight: Solving people problems, with Alec Fullmer

Alec Fullmer, Head of Product at Angel Studios, shares how focusing on users instead of the product is the best way to solve people problems.

Positioning your product in an AI-driven market

Can a product succeed without embracing AI, or does it risk being left behind? Let’s discuss ways to integrate AI in your product strategy.

What is the ladder of abstraction?

As a product manager, you need to strike the right balance between high-level strategic thinking and detailed execution.

Leave a Reply Cancel reply

Work Life is Atlassian’s flagship publication dedicated to unleashing the potential of every team through real-life advice, inspiring stories, and thoughtful perspectives from leaders around the world.

Contributing Writer

Work Futurist

Senior Quantitative Researcher, People Insights

Principal Writer

Organize the chaos: 5 steps to effective change management

Change doesn’t just happen. It takes planning and participation – and sometimes a little push.

Contributing writer

Get stories like this in your inbox

5-second summary

• Any major change within an organization will create a certain amount of disruption.
• Organizations may be resistant to make changes over fear of “sunk costs” related to prior investments.
• People may have emotional investments in old habits, software, and workflows.
• The change – and the reason for it – needs to be communicated clearly, honestly, and frequently.

If there’s one word that describes the process of making big changes to big-deal processes, systems, or workflows, that word might be “ chaos .” But here’s the good news: an effective change management process – which is your plan to organize that chaos – can yield lasting, positive results. 

“Change management is about managing the chaos of changing humans from one habit to another,” says Kim Perkins, an organizational psychologist who has a doctorate in positive organizational technology.  

Whether you’re planning a migration to the cloud or reorganizing your corporate structure, Perkins says that creating a human-centered plan for change management will help you increase buy-in and head off potential problems before they arise. 

We asked Perkins to share some of her best insights on effective (and less stressful) organizational change management.

What is a change management process?

A change management process is a structured set of steps for moving from the old to the new. It takes into account all the people, processes, and systems that will be impacted by a transition. Whenever an organization plans to make a switch – to a different system, type of software, org structure, or even culture – they may enter into a process of change management .

For example, a cloud migration might impact legal, security teams, and end users. Working with stakeholders in advance of and during the change can minimize disruption throughout the organization.

Change can be daunting, but proper planning helps. The change management plays from the Atlassian Playbook can help head off disruption during your team’s next big change.

5 critical steps in the change management process

Do you have to be a manager to be a changemaker?

Perkins has worked with many organizations that thought they could just tell everyone to stop using one tool and start using a different one. “It sounds really easy,” says Perkins. “All everybody has to do is click a button. And it’s actually one of the hardest things to get people to do.”

That’s why, when Perkins consults with an organization trying to make a change, she uses a human-centered approach that can be broken down into five steps.

1. Get clarity on the intended result of the change

Sometimes you know exactly what you need to do – move your software system to the cloud, or use a more secure chat platform. But Perkins often sees clients that want a particular but non-specific result and haven’t figured out what that actually looks like. 

For instance, a client might say they want “everyone to be more innovative.” In that case, Perkins would push them to dive deeper. “Does it really need to be everybody? And when you say ‘be more innovative,’ what is it that you want them to do? How would you know if you walked in one day and saw people being more innovative? Who would be doing what?”

2. Identify your supporters and skeptics

Once you’ve identified your end goal, it’s time to wrangle your champions. These are the people who will be cheerleaders for the change and encourage others to get on board. 

“When you find them,” says Perkins, “you want to load them up with resources and empower them to go off and carry the banner.” 

You’ll also want to identify the people who will oppose or block your change plan. Your level of engagement with these folks depends on their power within the organization. For instance, if the head of IT opposes your big IT change, you could be in for a difficult road. 

But Perkins warns that leaders often spend too much time thinking about the people that will oppose a plan. There will always be opposition, but the skeptics can be more than offset by effective champions.

3. Acknowledge the loss

Moving to something new always involves the loss of something old. That means letting go of emotional attachment to familiar ways of working or a sunk-cost mindset.

Perkins worked with a film studio that had made several unsuccessful attempts to transition their team from AOL to a more secure messaging service. “When we’re stressed, we do the thing that we know works,” says Perkins. “So if AOL has worked for me for the last 10 years, I’m going to go there when I need a quick answer from a colleague.” 

To ease the transition, Perkins encouraged the company to take the loss of AOL seriously. They put a big poster of the AOL running man in the lobby and asked everyone to write their screen name on it, along with a little goodbye.  

“Everybody had a great time with it, with the screen name they’d made up when they were 12. People took pictures with it,” says Perkins. It became a cultural moment.

Of course, it doesn’t always need to be a huge process, says Perkins. “It can be taking a moment in a meeting to give some applause to Fred, who wrote our old software system in 1997.”

4. Offer an honest explanation

Once team members have processed the loss, they’re ready to think about the future. 

Leaders need to be open and honest, says Perkins, and “realistic with your team that it sucks to have to make a change.” Then explain the undeniable forces that are requiring it. 

Perkins cautions that a lack of explanation often leads employees to believe the worst – that the change is based on ego or one person’s whim. 

Taking the time to describe the market forces acting on team members will help them envision the possibilities for the future. “When you can see and feel it for yourself, that’s when the real change happens. And that’s when people get on board,” says Perkins.

5. Implement the change

By the time you’ve gotten buy-in, implementation can be relatively straightforward. Some companies hire a change management consultant who specializes in the specific technology or corporate structure you’re moving to – they can help with the actual mechanics of implementation.  

“The most important thing you can do as a leader is walk your talk,” says Perkins. Implementation is about you and your champions engaging fully and visibly in the change. 

“So if somebody messages you on [an old tool], respond on the new tool you want everyone to use. It sounds obvious, but it’s surprising how many people don’t do this,” says Perkins. “Your example will go a long way.”

The challenge of change: Why is change management so hard?

Workplace overwhelm: how to protect your team from change fatigue

This can come as a shock to leaders – especially new ones – but it’s not a given that people will get on board with a requested (or even a mandated) change. Employees are especially apt to resist changes that they see as based on a leader’s ego, a whim, or the latest fad. And resistance to a particular change isn’t always immediately obvious. 

Ever heard of slow walking? 

“It’s a way that people combat initiatives they don’t agree with but don’t feel they have the political power to actively oppose,” says Perkins. It’s a common problem among organizations that have a history of making lots of changes that didn’t work. 

Employees sometimes see new change plans as short-term problems that will blow over if they wait long enough. They verbally cooperate with a change initiative but never quite get around to making the change. 

If you’re dealing with a history of unsuccessful changes, it’s important to acknowledge the past and approach the new normal with a change management process that addresses employees’ resistance and accounts for change fatigue . 

A leader’s own resistance can stall change as well. 

Particularly in situations where organizations are trying to make cultural changes, the path is long, and not everyone will get on board. A leader has to be prepared to say goodbye to people who won’t adapt to change. “If you let high-profile saboteurs linger, then everybody’s going to decide you’re not interested in this after all. And they won’t do it,” says Perkins. “That’s a hard choice for a lot of people. But if you’re not willing to make that choice, you’re not ready for a cultural change.”

4 (more) things to remember about change management

The secret to people management? Less managing, more peopling

When you’re beginning a change management process, keep these four principles in mind. 

• You can’t please everyone. “Not everybody is going to like this, and that’s okay,” says Perkins. “People get really, really focused on the people who are going to oppose this or that. Spend your time instead on who’s going to be in favor of it and why you’re doing it.”
• Change takes time. “When leaders talk about change, they need to talk about it over and over and over,” says Perkins. “If you’re sick of talking about this, that’s probably the right amount.” Making change takes cognitive effort, and we’re more likely to engage in that effort if we’ve had the time to wrap our minds around it and learn its benefits.
• Visibility is critical. Most people will do what they see everyone else doing. “People often approach change as if you have to go in and convince everyone, and it’s not like that at all. Research says most people – 80% – are going to be fence-sitters. They don’t really care one way or the other. But they won’t do it if they don’t feel like everybody’s doing it.”
• Leadership comes from the top. “If the leaders at the top aren’t doing it, it’s not going to get done,” says Perkins. If employees think it’s a rule they have to follow but management doesn’t, they’ll resist every time.

Out with the old: How to support change in your organization

The most effective way to support change in your organization is to remember that change is a team effort – and then develop processes that help achieve the buy-in you need. 

“Any change is going to have a wide variety of people involved in it, because no change can happen from just one person making a decision,” says Perkins. “Other people have to care, to have input, to carry it out and convert people. Even if you’re doing something as simple as changing from one piece of software to another, it’s gonna have to be a team approach. Legislating it doesn’t work.”

Advice, stories, and expertise about work life today.

• The Grossman Group Difference
• Internal Communications
• Leadership Communication
• Change Management
• Organizational Culture Change
• Resource Center
• Heart First Giveaway
• Case Studies

Change Management Communication: 5-Step Plan + Template

With all the uncertainty in business today, leading through change is a clear priority for many organizations. The challenge is that so much change management is poorly handled largely because of one simple misstep – not taking change communication seriously enough.

The scale of change going on in companies today is endless. New strategies, digital transformations, transitioning from paper to electronic records, mergers and acquisitions, HR platform rollouts, new operational processes, and so much more. Too often, organizations spend so much time on the change itself but very little on communicating the context and meaning behind it for employees. And without employee buy-in, the chances of that change taking root and flourishing are slim.

Our organization has had a front seat alongside many leaders as they roll out and navigate change, and we’ve learned a lot from those experiences as to what works – and where the classic stumbles often occur.

Here are our five-step best practices, including real-life examples and templates you can use as you plan and implement your next important change effort.

What is Change Management Communication and Why is it Important?

Change management communication is the process of building awareness and support for organizational change. It helps stakeholders understand what’s changing and why, and how it will affect them. It delivers timely information and materials, ensures stakeholders receive information about what’s important, and provides ways to share feedback and ask questions.

Whether you are changing technology, business practices, leadership, or a combination of things, change management communication is essential to helping people move from where they are today to the desired “future state.”

Change Management and Communication Follow Similar Processes

The industry  Standard for Change Management defines a multi-phase process that professional change managers use to strategize, plan for, and execute organizational change. It identifies the impacts across the organization, focuses on how changes will affect employees, and outlines a consistent set of strategies and plans needed to help the organization achieve its goals. The approach is informative as you think about documenting the key information you’ll need and creating your communication plan to support a change.

a. Clearly define the change and vision for the future – What is changing and when, where will changes take place and why, who needs to change and what do we want the future to look like?

b. Assess all the factors related to the change – What risks, goals, culture, and other changes are happening, and what other internal and external factors could influence them?

c. Analyze all the stakeholders affected – Who is accountable, how are different groups and roles affected, who is being impacted the most, and who might be resistant to the change?

d. Consider how the organization operates – Once a clear vision of the future is developed, how is it different from the way the organization operates today and what risks are there in moving to the future state?

• Formulate the change management strategy – This includes approaches for resources, communications, sponsorship, stakeholder engagement, learning and development, measurement, and sustainability for the change.
• Develop a detailed change management plan – Spell out action steps and timeline to accomplish the strategy.
• Execute the change management plan – Monitor the implementation, measure outcomes, and adjust ongoing activities as needed to continue reinforcing adoption.
• Complete the change management effort – Evaluate outcomes against objectives, design and conduct a lessons-learned evaluation, and gain approval to close the project once successful.

Creating a Change Communication Plan

Like the process outlined in the Standard for Change Management, creating a change management communication plan starts with a deep understanding of the organization, stakeholders, and change impacts. The goal is to support the business objective by helping stakeholders understand the change, how they will need to adapt their day-to-day responsibilities, and what is expected of them.

By ensuring a consistent flow of information, engaging stakeholders, and continually managing feedback, change communication helps people feel more comfortable as they move to the future state and adopt new ways of working.

The communications planning process involves the following steps similar to the change management process described above:

Step 1: Assess the Situation, People, Channels, and Needs

If you are working with change management partners, they are likely responsible for a stakeholder analysis, which summarizes the levels and types of impacts on different roles and functions. If a stakeholder analysis is not available, you should work with the change sponsor or subject matter expert in each function to uncover the critical information needed for communications planning. It’s critical to analyze the mindset of the full team impacted by the change. You need to know what their concerns and challenges will be, so you’re grounded on how best to go about the behavior change you’re seeking.

As you assess the situation, people, channels, and needs to prepare for developing a change communications plan, be sure to:

• Know your employee audience and who will be most affected  – To be able to plan appropriate and customized communication, you need details of the changes happening to each audience and when.
• Understand what’s changing and why and document the case for change  – The “what” and “why” of the change are key components of your messaging to all audiences.  Click below and try this tool to capture your information:

• Define the vision for the future and how it aligns with the business plan – The organization has a reason for making the change and the vision explains this in terms employees will understand.  Try the tool below, “Paint a Picture of the Future,” to help guide your vision.
• Identify the “pain points” that the change plan addresses  – The difference between how people operate today vs. the “future state” should be reflected in your messaging to help people understand what to expect and areas that will change the most.
• Identify communications channels needed to reach the audiences  – Keep in mind that any touchpoints stakeholders may have with their leaders or the organization, including face-to-face huddles and operational meetings, can be used to deliver and reinforce key messages.

Step 2: Create the Change Communications Plan

The most effective change communication gets employees bought in and motivated to drive the change you’re seeking. This means employees understand what new ways of working are needed from each of them, and why. Any  internal communication plan can build awareness of what is happening and promote its benefits. Change communication plans must do that and more – it must help people see where they fit and provide answers to their deepest concerns, such as:

What does this mean to me and what do I need to do?

Behavior change happens one person at a time and the more your communication can connect on a personal level, the more effective it will be.

This doesn’t mean your communication team should offer therapy or coaching to every employee. However, you will be most successful with an approach focused on individual needs as well as overarching general communications. Consider:

• What do frontline employees need to know as they experience and deal with the expectations of change?
• What will help their leaders answer their questions and connect team members to their roles in attaining the ultimate goal?
• What framework can you use to ensure your communication and messages can adapt to audience needs as transformation moves forward and continues to evolve along the way?

Your plan should support the behavior change with communication that gives stakeholders the information they need  when  they need it, and equips leaders to guide their team members through the process. The change communication plan includes the following key sections:

• Objectives based on the business goals (what success looks like)  – Like any communications effort, change communication plans should align closely with the business objectives for the change. These objectives can be explained in a story or graphic to help everyone connect with the vision for success.
• Desired behaviors for employees – These may vary by role or function and should be observable (ideally measurable, e.g., use of a new tool or software) to demonstrate adoption of the change.

Consider using a  template like the one below  to help lead a discussion with your change sponsor on what you want each impacted group to  know, feel, and do  as a result of the change. This insight can be included in your communications plan to help guide your messages and communication strategies. 

• Key messages  – You’ll need core messages explaining the why and what behind the overarching change and vision. Without a why and what, employees have difficulty processing change and instead view it with skepticism. It’s also important to have audience-specific messages to support key milestones. For example, customized messages for field engineers would be timed to the rollout of a new process, or to explain training plans and provide timing and expectations for their role in consulting with the field.
• Communication strategies and tactics  – This section summarizes the key activities you’ll implement to support the change for all categories of stakeholders. It might be organized by target audience (e.g., leaders/frontline employees), or by change initiative (e.g., phases of a rollout).
• Editorial calendar  – An overview of your plan for delivering relevant information to stakeholders at key points in the change effort. It summarizes the message themes and the channels used to deliver them, aligning timing with key milestones in the program.

Editorial Calendar Template:

An editorial calendar showing monthly communication themes aligned with key change milestones captures your plan at a glance and helps leaders understand how communications are reinforcing key behaviors.

• Formal and informal two-way feedback channels  – Whether you use existing channels or create new ones, this “must have” could include online mailboxes, suggestion boxes in a field office, or a defined process for frontline leaders/change champions to invite and respond to employee feedback. The organization must actively respond to feedback from all channels and use it to guide communication, often through the communications team.
• Cadence of measurement  – Key performance indicators (KPIs) measure business progress, and the communications team should regularly report on measures such as engagement with tools, participation in key events, feedback received and responded to, etc.  Measure your progress using this dashboard template:

• Input and ongoing feedback – Be ready to evolve your activities to meet changing needs and continuously evaluate the effectiveness of communication efforts. This will be easier if you engage regularly with those on the front lines of the change – whether through focus groups, surveys, or periodic input meetings with a cross-functional work team.
• Action plan – A game plan outlining specific activities and timing for executing tactics in the change communications plan. It details the deadlines and people responsible for certain steps including leader and legal review of content and design, printing or other production, mailing, distribution, and delivery of presentations or information to employees. Get the action plan template  at the end of this post, or  skip down to it here .

Step 3: Prepare Key People for Their Critical Influencer Role

Leaders at every level of the organization – from frontline supervisors to middle managers and senior executives – need to champion change and lead their teams to adopt new behaviors. For any change to be successful, leaders from every stakeholder group must be active and visible in leading their teams and reinforcing progress. After all, employees can easily tell if a supervisor is on board with the change, and if that leader is on board, it’s far more likely the employees will be, too. We’ve seen many organizations make the mistake of letting frontline leaders share their skepticism or concerns about change, and it’s a recipe for failure. Best practice research confirms what employees want to hear from leaders during change, including:

• The business reasons for the change, risks, and competitive information from senior leaders who are responsible for the change.
• Personal impacts of the change and what it means to them  from their immediate supervisors .

In addition, employees often turn to influential peers across the organization because of strong relationships, experience, skills, and commitment. These influencers can be enlisted as “change agents” (or part of a “change network”), trained as communicators to carry messages forward into the organization, equipped with information, and asked to share feedback that they hear from their coworkers. It’s critical, though, that these influencers are authentic. If they are seen as mouthpieces or spies for leadership, their impact falls apart. In identifying and training change agents, it’s important to select employees who believe in the change overall but also aren’t afraid to share candid concerns or questions. These types of employee leaders have the best chance at establishing credibility and moving their teams to action.

These Official and Unofficial Leaders are the Drivers of Change

In best-practice organizations, the tone for change is set at the top, with the executive team sharing clear expectations for the importance of the change and the responsibility of all people managers in making the change happen and consistently communicating about it. All people leaders also need tools, training, and accountability to reinforce the change plan and ensure its success. This can be hard work but so necessary and can’t be shortchanged. The bottom line: organizations that simply announce the change and do little to continually communicate about it, gain feedback, and evolve are setting themselves up for failure.

To set leaders and change agents up for success, top leadership and communication teams need to collaborate to define their communication role and ensure they are equipped with information, tools, training, and support. These key steps should be a component of every change communication plan:

• Evaluate communication capabilities of leaders  – Consider their communications experience and knowledge when choosing the tools and training to help prepare leaders for their change role. For example, supervisors with minimal experience may be best served by a more basic approach, while senior leaders will find messages and toolkits familiar. You also can use a  leadership communication skills assessment  to determine their needs.
• Assemble a network of change agents, including peer influencers  – Early in your planning, define what this group will be asked to do, how much time it will take, and the support to be provided. Share this information with managers and supervisors in each stakeholder group and ask them to nominate influential employees to participate. With leader approval, invite the individuals to participate, starting with a kick-off meeting to share expectations.
• Create tools to help them deliver critical messages  – Develop a toolkit for leaders and change agents with communication tools suited for their specific situation and audience. Core messages, communication tips, slides, handouts, infographics, posters, FAQs, and even communication content (e.g., email announcements) can be provided to support communication with their teams. Toolkits can be customized and updated periodically as the program progresses.
• Brief them on the tools and provide more training if needed  – Conduct a briefing or webinar that explains the change, key tools in the toolkit, and how to use them. This will have the greatest impact if their senior executive reinforces the importance of their communication roles. Keep in touch with participants to understand how they are using the tools and what is most helpful (gathering input to guide future activities). Provide coaching as needed on key communication concepts and tools.
• Identify feedback channels and reinforce response expectations  –  Responding promptly to employee questions and feedback is one of the most important change communication responsibilities. Leaders and change agents need to know which feedback channels employees can use, the response process being followed, and specific expectations for them to answer employee questions. If a response process doesn’t exist, create and implement one. Be sure this information is in the toolkit and reinforced consistently.

Step 4: Execute the Communications Plan

When you receive input and approval on your change communication plan and messages, it’s time to take action. Be sure to brief key communication contacts (such as internal communications editors, intranet managers, and video resources) about your plans so they are ready to provide support when needed. Also, give a heads-up to anyone who will be tapped to deliver messages to employees, so they know their role, what’s coming and when.

Because change programs must evolve to address needs that emerge during the process, expect to evolve your plans and adapt your materials to the changing needs of the projects and stakeholders. Your efforts are more likely to be successful if you follow a few guiding principles:

• Be consistent and purposeful about messaging – Ensure everyone receives the same core messages and understands the importance of using them. Be consistent and also use the same core messages in internal communications materials, graphics, and intranet content.
• Keep leaders at the forefront – Employees are closely watching their leaders and looking for guidance and direction as changes progress. It is up to the communication team to provide leaders with the latest information and tools – and ensure they understand their important role – to keep employees informed.
• Communicate often with a focus on what employees want to know – Be sensitive to the concerns of frontline employees and what they need to know to deal with uncertainty and changing circumstances. Provide updates when available and be clear about what is in progress. Address myths or rumors with facts and share information in channels most likely to reach them (including providing updates that leaders can share with their teams). Help guide your communications in times of change with this tool:

Listen carefully and respond consistently  – Monitor feedback channels and ask employees what they’re thinking to uncover questions and concerns to address in communication. Set a standard for responding to employee questions or feedback within 48 hours, even if it’s just to let them know their input was received and you are working on finding an answer. Guidance and talking points for handling feedback should be provided to leaders and change agents as well.

Celebrate work done in the previous system and highlight successes  – While it is good to communicate about the “future state,” it’s also important to acknowledge the achievements of the past. This can help  employees feel their efforts are appreciated here and now. As changes roll out and successes are identified, be sure to highlight people who are adopting new ways of working and the positive outcomes they are achieving. Ask change agents and leaders to be on the lookout and bring you success stories you can share.

Plan for recognition and ongoing engagement  – Work with different functions as needed to align on ways to recognize and reinforce progress and adoption of change. The communications team can provide visibility through internal communications channels, for example, but recognition programs and engagement surveys may be owned by human resources or another team.

Remember that it takes time and consistent reinforcement to achieve lasting change – Your communications and recognition activity should continue long after the rollout. By reinforcing key concepts and successes in internal communication and ensuring leaders are equipped with updated messages and leader tools, you’ll help employees see ways the change is taking hold and know their efforts are successful.

Step 5: Evaluate What to Stop, Start, and Continue

After a project launch or at key milestones, gather input from leaders, change agents, and your cross-functional team of advisers to understand what communication is working well and what could be done better to meet employee needs. Ask the tough questions and probe to understand how employees are feeling, what challenges they are facing, and what they are worried about.

You can uncover important information in day-to-day conversations, input meetings, follow-up surveys, or stakeholder interviews. Consider using these tips to help you listen for what's not being said  and ask questions to ensure understanding so you can formulate ways to revise your approach to better meet employee needs.

In addition to anecdotal feedback and insights from people on the front lines, some of the things you can use to evaluate your efforts include:

• Communication metrics  – What tools are employees using most (e.g., intranet pages or software tools)? Which activities are most popular? What is the most used feedback loop?
• How are employees handling the change?  – Use a  pulse survey of approximately five questions to consistently poll employees on their knowledge, acceptance, and adoption of the change. Compare your results across employee groups and locations to identify topics of concern and adjust communications accordingly.
• What is getting in the way ? – Watch for trends in questions asked, information requested, or comments made and  probe with leaders and change agents  to understand issues people are facing. Share information with project leaders to  prompt possible adjustments to address issues  and  communicate updates  as appropriate.
• Is the change actually happening? – Look for whether the critical changes that need to happen are actually happening. For instance, we worked with an organization that analyzed performance metrics after the strategy was launched. Within a few months, many of their KPIs moved from red to green, a clear way of showing that the change effort was indeed taking root.
• Lessons learned  – Many change efforts are done in the spirit of continuous improvement and learning, and your communication plans should be no exception. Learn from your evaluation and adjust your messages, tools, and communication cadence to respond to stakeholder needs.

Change Management Communications in Practice

Here are some examples of ways that we at The Grossman Group have helped clients understand stakeholders and needs, identify change communication strategies, and support advancement of organizational transformation.

Case Study 1: An Exemplary Transformation Communication Plan

To implement an industry-endorsed approach to safety management, a multi-state organization deployed a large transformation team to align its structures, processes, and roles across multiple operating companies. They identified nearly 20 workstreams to advance the work and the change management team conducted stakeholder analyses for each workstream.

The analysis determined the level of impact for employees in a variety of functions such as construction, engineering, employee health and safety, field and system operations, human resources, maintenance, and planning. The stakeholders included leaders and employees at the corporate level and in the state-operating companies.

The safety management communication team was responsible for an overarching change communication plan and day-to-day support for individual workstreams. Through detailed interviews with leaders, they identified what was changing, why and when, and the desired behaviors to achieve workstream goals. The team also consulted communication and state-level leaders to select the best communication channels and identify potential challenges at the local level.

This research identified the audiences, key messages, milestones, and timeline to inform the communication plan, and helped set the strategy for supporting state communication teams. The final plan included specific messages for the overall safety effort and key workstreams, infographics to illustrate the process and benefits, leader communication toolkits, and an alignment strategy with monthly updates from state-operating companies.

Case Study 2: Preparing Leaders to Communicate Transformation

A long-standing scientific organization experienced multiple pain points in its traditional methods for developing and publishing its standards. In response, the organization identified the need for a new approach to a number of processes, as well as systems, technology, and talent to improve efficiency and enhance collaboration among its highly-skilled staff. With the vision defined, the organization identified key people to help identify solutions to achieve their transformation.

The organization needed its leaders to understand the vision, explain it to their teams in a clear and relatable way, and align around the ultimate goal that had been set by a select group within the organization. A leader prep meeting briefed 95 leaders on the plan, outlined role expectations, and introduced a toolkit with leader tips and key messages plus several tools to share. Following the briefing, working sessions for leaders in four divisions talked about what the transformation would mean for their teams, anticipated employee questions, and started planning for the upcoming employee launch.

Following the prep meeting, leaders used the materials to prepare their teams for the plan’s launch and encouraged involvement in eight solution teams tasked with identifying next steps. More than 100 employees volunteered to serve on the teams that were formed following the launch and together developed rollout plans for implementation over a period of two years.

In Conclusion

Change management communication is essential to building awareness and support for organizational change. Built on key information about what is changing and why and who is most impacted, it helps stakeholders understand what to expect, what their role is in the change, and how they can help the organization be successful.

What big changes are ahead for your organization and are you ready to put a best practice Change Communication Action Plan in place? Download this free editable template, which aligns with the content in this post, to guide you.

Comments on this post

Other posts you might be interested in, leader’s guide to change: what you need to know and do, leading through change in the workplace: key strategies to use today, you don't need a change management plan, subscribe to the leadercommunicator blog.

Get new blog posts delivered directly to your inbox.

• Cheers for Peers
• Resource Center
• Request a Demo
• Watch a Demo

How to Implement Change Management: A Step-By-Step Guide to Successful Organizational Change

In recent years, change management has become somewhat of an organization buzz phrase—and for good reason. For businesses to succeed in today’s world, change is inevitable. And whenever it occurs, it needs to be masterfully managed. 

On average, more than two out of three organizations experience four significant changes over the course of five years. Being able to effectively manage these changes is more important than ever because—in the coming years—that number is set to grow even higher. 

Despite the growing number of initiatives, 70% of all change management initiatives will likely fail . 

But the good news is that your organization doesn’t have to suffer the same fate. By following the steps in this article, you can successfully implement change management initiatives and increase your productivity and profitability along the way.

What is Change Management?

Change management is the process of systematically managing how well employees accept and adopt organizational changes. It’s about ensuring your employees buy into and champion the changes your business makes. 

When change management is implemented correctly, your organization and your employees benefit. What if you could ensure each of your projects met every one of your objectives? It almost sounds too good to be true, but it isn’t.  

Research has shown that if your organization has excellent change management chops, you are six times more likely to meet your objectives. It is one of the key predictors of success and it affects your employees.

Change can be difficult. However, with excellent change management, your employees are more likely to support the initiatives while remaining engaged in their work and more productive.

3 Critical Phases of Change Management

According to change management leader Prosci’s research, there are three phases of change management . Successfully managing each phase is what will help you implement changes and grow as an organization.

1. Prepare for change

In the first phase of change management, you’ll lay the groundwork for your entire change management plan. During this phase, you’ll develop a situational awareness, identify potential challenges with leadership, and perform an impact assessment. 

With this insight, you can begin to create your change management strategy.

2. Manage change

Once you have your strategy developed, you can create and implement plans to support your overall strategy. 

Below are some common plans you’ll want to develop during this phase.

3. Reinforce change

The final phase of change management takes place after you implement your changes. This phase ensures your organization maintains the changes and you get the results you expect. 

In this phase, you’ll measure and reinforce behavior changes, correcting any gaps that arise.

How to Successfully Implement Change Management

It can be difficult to implement each phase of change management. But there are proven steps you can take to make your efforts effective. 

Chet Holmes, an acclaimed corporate trainer and business growth expert, is no stranger to change. After working with nearly 1,000 clients—including major companies like Citibank and Warner Bros.—he’s considered a master at implementation.  

In his national best seller, The Ultimate Sales Machine , Holmes shared exactly how to master organization change. Here are 10 steps—based on his experience—that you can use to successfully implement new concepts, policies, change, and growth in your organization.

1. Communicate and get everyone to understand and feel the pain

“The first thing you need to do is if you want people to change is to show them why what they’re doing now isn’t working.” –Holmes

When you’re just getting started with change management, you’ll want to communicate with your employees from the get-go. They need to understand the problem and the pain it’s causing to realize why change is necessary. This will help create buy in and support for the changes to come.

Before you explore solutions, focus on the problem and create a sense of urgency with pain. To do this, Holmes suggests starting the discussion by asking the question. Gather your employees and ask them to identify what their current challenges are. Let them complain and feel the pain as a group.

Once your staff have identified their current challenges and the negative impact of it, intensify the pain. Ask them to consider what the drawbacks are for not changing and solving this problem. You can guide the conversation; just make sure your employees are able to provide their honest opinions.

2. Seek employee feedback to assess the pain and generate solutions

“People liked to be asked their opinion. Then when they give it, they’ll have a greater buy-in when you actually take advantage of the ideas they suggest.” –Holmes

Once your employees understand the problem and feel the pain, let them be the ones to find the solution. 

To do this, Holmes recommends that you get your employees together and have them spend some time writing down their ideas to solve the problem. After the two minutes, ask your employees to share what they’ve written and capture each idea on a whiteboard. 

Once all of the ideas are shared, work as a group to prioritize solutions. Start by having each individual rate their top three choices. After all of your employees are finished, tally the totals and pick the top five to focus on.

If you have a remote workforce , you can still benefit from Holmes’ strategy. Instead of meeting in person, replicate the experience with video conferencing. As each individual shares their ideas, document them and use screensharing to display the list to the group and rank each solution.

Tackling problems as a group will help generate better solutions and get your employees involved in the process. This involvement will help create support for the solutions you ultimately implement. 

Streamline feedback collection and collaboration

If you’re short on time or find it difficult to get everyone together, you can use short surveys instead of meetings to collect feedback and get your employees involved. This will also streamline this critical change management step and maximize your employees’ time. 

To conduct a solutions-oriented survey, first send out a one-question survey that asks your employees how they would solve the problem at hand. Make sure the question is open-ended and your employees know they can provide several ideas.

Once your survey ends, review the results and consolidate any similar responses. Send out a follow-up survey and ask your employees to rank their top three choices from the consolidated list of solutions. Using their feedback, you can quickly identify the top five solutions that will have the most impact.

Steps 2 & 3 In Action: Royal Dutch Shell’s “Valentine” Events

One of the world’s largest organizations, Royal Dutch Shell, used pain to develop effective solutions to problems they faced with a new initiative. At the time, chairman Chris Knight had proposed a customer service center initiative to streamline communication and improve relationships with service centers.  

Initially, not all employees were on board with the idea. Knight needed also needed to solve the problem of how to empower customer service staff so they could meet their customers’ needs in these centers. 

To do this, he gathered employees for one-day events called valentines . For the valentine events, small groups came together and wrote out the grievances they had with other groups and described how they were getting in the way of a successful customer service center. 

When each group received their grievances, they discussed each one, prioritized them, and selected the two most important to deal with. For each prioritized grievance, the groups then created a detailed plan to resolve the issue and built in accountability.

3. Turn it into an initiative and communicate about it.

“Each solution or procedure is ‘conceptual’ until it is ‘proven’ by you and your staff.” –Holmes

Once you’ve found your solutions, your next step in implementing change management is to turn each one into an initiative. To get started, you’ll want to create your conceptual solutions. These will be a work in progress and you can expect to make several changes before you are ready to implement them.

These conceptual solutions can take a variety of forms. Often this includes scripts, job aids, procedures, and any other materials you will need when your solution rolls out. 

For example, if one of your solutions is that your employees will use a checklist to review applications received from customers, you will create the conceptual checklist and procedures for using it during this step.

When you have your conceptual solutions, make sure to communicate and share these with your change management team, subject matter experts, and sponsors. This will give them the opportunity to provide feedback and correct any major issues before you move into the next step.

4. Leadership or a small tiger team pilots the change

“Don’t be tempted to have everyone in your organization test and perfect the procedure at the same time. Instead, have the higher-level talent perfect it.” –Holmes

Once your conceptual solutions are ready, it’s time to pilot the changes. The pilot group Holmes recommends is a little different than what most are familiar with but can be very effective nonetheless. Rather than large-scale pilots, he suggests having top leadership or a team of high-level talent test and perfect your solutions.

Leadership and top performers will be the ones to champion your change. Having them pilot it shows they support it and produces better results. 

5. Set a deadline and communicate the results

Throughout your pilot testing, there will likely be challenges that arise and hurdles to overcome. That’s the purpose of a pilot. But this can become problematic if there are so many changes that it becomes an endless pilot.

To avoid this, set a testing deadline from the outset and make sure your pilot team is aware of it. This is also a good time to communicate with your employees so they know the pilot is happening in the first place. 

After the testing is over, share the results with your employees. It’s important to keep the process as transparent as possible. Let your employees know the good and the bad—what worked, what didn’t, and what you are doing differently because of your results.

6. Analyze and document the process

“You want this to be a repeatable process, so spell it out.” –Holmes

When pilot testing is over, you should have a streamlined, repeatable process all of your employees can follow. Your process should be detailed enough that it’s clear to a brand-new employee. 

Documenting your process ensures that your employees understand exactly what they need to do when your new process is rolled out. It keeps things consistent and helps your employees perform the process as efficiently as possible.

7. Show-and-tell the documented steps and train staff

Once you have a documented process, it’s time to train your employees. One of the most effective ways to do this is through show-and-tell and role-playing. It’s one thing to read a script. It’s another to see it in action. 

Show-and-tell and role-playing can be done in a variety of ways. The important thing is that your employees see the process and have the opportunity to practice it in a safe environment.

For example, you can record a telephone procedure and incorporate it into an eLearning module. You could then create an interactive scenario for your employees to complete. 

You could also use the same recording as part of an in-person training and follow up by having employees partner up to practice using the procedure. This type of hands-on learning will help your employees better apply the new process and retain information.

8. Seek employee feedback again to improve

With any good change management strategy, it’s important to listen to your employees. Once they are trained on the new procedure, get them back together or send out a short survey. 

Ask them how they would implement the procedure and how they would do it better. This step will help you refine and improve your process before you roll it out.

Step 8 In Action: Toyota

“Kaizen” (continuous improvement) is a core principle of the Toyota Production System and should be at the heart of every change management initiative. 

Kaizen is a philosophy that improves standardized work by empowering employees to identify problems with a procedure and brainstorm solutions. Using this approach, Toyota has been able to better maximize productivity and increase the quality of their products.

9. Monitor the procedure

When you implement a new procedure, there’s always a learning curve. As such, it’s important to monitor it and make sure your employees are properly implementing it.

Holmes suggests monitoring it on at least a weekly, if not daily, basis. By doing this, you can see what’s happening and correct behavior, if necessary. 

Frequent monitoring like this creates accountability for your employees and makes them more likely to adopt the changes.

10. Regularly take a pulse to measure how effective the change is

“You must measure your results intently. People re spect what you in spect.” –Holmes

Measuring the effectiveness of your change will reinforce it and ensure it is working as intended. Regular pulse surveys can help you do this. 

By sending a quick survey to your employees , they can provide instant feedback that will help you continuously improve the process and gauge their comfort level. These surveys also help your employees continue to feel involved and a part of the process.

The anonymous nature of pulse surveys means your employees will be more likely to respond and provide honest feedback. This gives you better insight into how well your changes are working.

How to Conduct a Post-Implementation Survey

When you conduct your pulse survey, try to limit it to three to six meaningful questions at a time. Each week, you can focus on different topics and ask different questions. In general, there are three areas to focus on post-implementation:

• Pre-implementation training
• Solution or procedure implemented
• Communications and feedback loop

Example Post-Implementation Survey Questions to Ask

Pre-Implementation Training

• On a scale of 1 – 10, how would you rate the quality of the training?
• On a scale of 1 – 10, how would you rate the instructor?
• On a scale of 1 – 10, how easy was it to apply with you’ve learned?
• Were there any questions or concerns left unaddressed in the training?

Solution or Procedure Implemented

• On a scale of 1 – 10, how comfortable are you performing the new procedure?
• Are there any unexpected negative impacts of the new procedure? If yes, please describe.
• Have repetitive tasks been reduced since the new procedure has been implemented?
• Are you using [insert new job aid, computer system, etc.] to perform [insert task] on a regular basis?
• Is there anything about the new procedure that needs clarification?
• Is it easier to perform [insert task] since the new procedure was introduced?

Communication and Feedback Loop

• Did you receive the right amount of communication throughout the project? If no, please explain.
• Do you know how to submit feedback or make a suggestion to improve the new process?
• On a scale of 1 – 10, how likely do you think it is that your feedback will be considered?

Implement Your Change Management Strategy

To grow your organization and remain competitive, a strong change management strategy is essential. How you manage change impacts more than just one project. It affects your entire organization because it is a reflection of your culture. 

Mismanaged change often creates stress and confusion because employees don’t understand why changes are happening. Some may even feel angry if they weren’t involved in the process or feel like their feedback was ignored. 

These feelings can decrease the overall morale in your organization and lower productivity. It can also create a legacy of failed change—making it that much more difficult to get your employees to buy into future changes. 

By working through the three phases of change management and following the 10 steps described in this article, you can prevent common pitfalls and become a master at implementing change.

Including your employees and getting them involved in generating solutions is one of the most crucial things you can do to create buy-in. Once you’ve created your conceptual solutions, have leadership or a small team pilot the changes. Document the “perfected” process but expect there to be changes to it. 

Throughout any change management project, actively solicit feedback from employees. Once you’ve implemented the new procedure, make sure to monitor it and take regular pulse surveys to measure the effectiveness. This type of continuous improvement will make your procedures the best they can be and set your organization up for success. 

With a firm change management strategy in place, your organization can continue to evolve with the times and figure out the best way forward—delighting your customers along the way.

RELATED POSTS:

• 10 Quick and Easy Ways to Begin Organizational Change
• 3 Hidden Traps That Make Mergers and Acquisitions Fail

How To Be A Change Management Hero: Process, How-To Plans, and Steps

You May Also Like

These Related Stories

How to Create an Inclusive Workplace [Diversity and Inclusion Employee Survey Template Included]

The Beginner’s Guide to Launching an Employee Survey

Get email notifications.

Start evaluating if your employees know how much you value them!

Employees who feel they are listened to and recognized feel more valued — then become motivated to be more productive.

Lean Six Sigma Training Certification

• Facebook Instagram Twitter LinkedIn YouTube
• (877) 497-4462

Change Control in Project Management. How Does it Work

August 30th, 2024

It’s normal for things to change as work moves along.

The work environment, requests from important people involved, or unforeseen problems could all potentially require tweaks to schedules, budgets, or what gets made. That’s where good change control in project management comes in.  

Change control in project management is the process that assists project leaders notice, assessing, approving, and correctly applying any necessary changes.

Implementing a strong change management process is important to keeping projects progressing according to plan, within budget, and delivering the expected results – even when adjustments are needed along the way.

Key Highlights

• Change control in project management is the process of systematically handling any necessary changes to a project’s schedule, budget, what’s included, or what gets made.
• Using change control in project management helps project leaders spot and assess the potential effects of changes to keep projects on track.
• The main steps of change control in project management include writing down change requests, figuring out how changes could impact things, getting approvals, and sharing decisions.  
• Dealing with risks and including important people involved are important parts of good change management .
• Templates, project planning materials, and change management tools support stronger change management.
• Best practices include carefully considering the impact of changes, thorough documentation, clear approvals, and communication. Paying attention to how changes may affect the project and properly managing them is key for dealing with unpredictable parts of projects.

What is Change Control in Project Management

Change control in project management refers to the formal process of systematically dealing with all changes that come up during a project. This includes changes to what the project covers, the schedule, the budget, or what gets made at the end. It’s about identifying changes being proposed or happening and managing them properly.

Good change control in project management is important for a project to succeed for a few reasons. It helps projects adjust to changing business needs and situations while minimizing problems with the timeline and budget. When changes aren’t managed well, it can easily throw off a project’s schedule and goals.  

Change control in project management sets up clear transparency around all proposed changes through a standard process to evaluate, approve, or reject changes through a board overseeing changes. This reduces project risks.

Tracking all changes through documentation also helps avoid redoing work from recurring change requests. Carefully considering impacts early on plans better for potential risks or issues from changes. This improves the chances changes approved will succeed.

Paying attention to potential impacts and dealing sensibly with needed changes is key for keeping projects progressing positively, even when things change along the way.

Want to anticipate and mitigate risks before they impact your project? Learn more about powerful preventative tools.

Key Elements of Change Control in Project Management

Some key elements involved in any change control process typically include documentation procedures, a change control board, a change log to trace changes, and templates for standardizing change requests.

Documentation procedures involve how teams submit and document proposed changes for review. A change control board approves or denies proposed changes after conducting impact assessments .

A change log centrally tracks all approved and rejected changes for reference. Templates standardize how teams submit and provide details for changes to simplify the evaluation process.

In subsequent sections, we will explore each step of the change control process in more detail along with how tools and best practices support successful change management . But first, let’s examine the overall process at a higher level.

The Change Control Process

Being able to clearly distinguish between different types of changes is the first step in effective change identification.

There are generally two categories – unplanned changes and requested changes.

Unplanned changes refer to events outside a team’s direct control like weather delays, staff turnover, or technology issues. Requested changes come from internal or external stakeholders who submit formal change requests.

Change requests are the typical way changes enter the control process. Teams should use a standardized change request form template to record necessary details about each proposed change in a consistent manner.

The template collects information like the requested change description and reason, potential impact, and suggested implementation approach. This provides reviewers with the context needed to evaluate change feasibility and priority.

How can you ensure your project adapts smoothly to necessary changes? Learn to systematically evaluate modifications’ true impacts.

Change Impact Analysis

Once a change request is received, its implications must be thoroughly assessed. Project managers coordinate impact analyses to carefully evaluate how a change could influence scope, timelines, costs, quality, and risks if implemented.

They consider both potential benefits the change may offer as well as drawbacks. Scope impact looks at how the requested change adjusts functional or system requirements.

Schedule impact estimated timeline adjustments. Cost impact determines revised budget needs. This due diligence informs the change review and approval process.

Change Evaluation

Following impact assessments, a change control board meeting takes place. This committee, usually consisting of key project stakeholders and managers, makes the critical decision to approve, reject, or defer each pending change request.

Relevant considerations include alignment with business strategic priorities, compliance with budget and schedule constraints based on the impact analysis , and feasibility of completing necessary transition work. The board documents its ratification of approved changes.

Thoroughly assess the implications on scope, schedule, costs, quality, and risks before a decision is made.

Change Documentation

For approved changes, a formal change authorization known as a change order is generated. This contract-like form spells out adjusted project details and obtains necessary signoffs.

All changes, whether approved or rejected, are also recorded in a centralized change log for tracking purposes. Effective documentation provides an audit trail and helps communicate change decisions, new baselines, and pending additional transition work needed.

Risk and Stakeholder Management

Risk management plays an important supporting role in change control. Any change carries risks that must be mitigated to some degree. During impact assessments , project teams evaluate potential risks the change could introduce, such as delays, budget overruns, or quality issues.

They also assess the risks of not implementing certain changes. This risk analysis allows for proactive risk response planning like adjusting contingency reserves or adding preventative controls. Risk management enhances change success rates and overall project resilience to disruption.

Stakeholder Management

Stakeholder buy-in and clear communications are equally crucial to change control. Stakeholders may propose changes, provide input during impact reviews, and need detailed communication regarding final change decisions.

Project managers ensure stakeholder expectations are managed appropriately throughout the process. Status updates disclose potential and definite change impacts for transparency.

Ongoing stakeholder involvement through meetings or shared documentation systems helps socialize changes and secure necessary approvals. It eases transition work for implementing approved changes.

Learn how to evaluate the importance of change implications in a project. Analyze minute details to ensure success.

Project Planning and Templates

Robust project planning establishes the foundation needed for systematic change control. During initiation, detailed planning defines the project baseline – an approved scope description, schedule milestones, budget, and quality standards.

This baseline forms the basis against which future changes will be evaluated and approved.

Additionally, comprehensive planning reduces unforeseen issues arising later to introduce fewer changes. Strong change control depends on thorough upfront planning of the project framework to maintain.

Standardized templates further streamline change control processes. A change request form captures all details required from those proposing changes in a consistent format. This simplifies impact assessment and decision-making.

A change management plan formalizes the entire change control methodology, procedures, responsibility assignments, and integrates with overall project documentation. Templates reduce redundancies and reinforce governance across the project lifecycle .

Implementing and Managing Change Control in Project Management

Timeline Adjustment

Upon approval, changes must be implemented by modifying project schedules. Project managers use scheduling softwares to easily shift dependent work based on start and end date changes as needed.

Adjusted timelines are distributed to keep all team members synchronized on current deliverable due dates and budgets.

Resource allocation

Approved changes may require adjustments to assigned personnel or the availability of tools/equipment. Managers reallocate team members or request additional hiring according to impact analyses . Ensuring resources match approved changes helps seamless implementation.

Status updates

• Approval process

Transparency in change implementation is key. Regular status meetings and reporting disclose progress to stakeholders.

Any issues warranting reevaluation through the approval process are identified and readdressed. Consistent governance over ongoing procedures maintains structure and efficiency for change adoption.

Change Control in Project Management – Best Practices

Impact assessment.

Thorough impact analyses evaluating all potential consequences of changes are imperative. Considering scope, timeline, budget, quality, and risk factors leads to well-informed approval decisions. Quantitative data strengthens assessments over vague assumptions.

Approval Process

A standardized approval workflow through a designated change board provides structure and accountability. Consistent procedures maintain fair, consistent evaluations of each change request’s merits.

Communication

Frequent, transparent communication informs stakeholders of change decisions and potential impacts. Meetings and documentation systems keep all parties notified of project variances to secure buy-in and prevent issues.

Documentation

Maintaining a detailed audit trail of all changes crossed reference to original project documentation supports future reference, compliance, and demonstrates authorized evolution.

Budget and Cost Change Management

Prudent change control in project management incorporates flexible contingency planning and cost/funding reallocation to successfully implement approved changes within financial constraints.

Adhering to these practices yields optimal results from changes and safeguards progress toward objectives.

Change Control Software Tools

Dedicated change control software streamlines documentation, approval workflows, impact assessments , and status visibility. Integrated options avoid isolated manual efforts susceptible to human error.

Key capabilities to look for  

Look for flexibility to customize processes. Templates should expedite request submissions and reviews. Resource and task scheduling supports timeline adjustments. Reporting gives oversight into execution and outstanding changes.

Example tools

Microsoft Project supports change management capabilities. Jira Software facilitates submissions and board approval voting. Changepoint offers specialized functionality and cloud-based team collaboration . BlueAnt’s ClearScan combines request logging, impact analysis, and approval routing.

The right software selects boost productivity, standardization , and transparency around change control practices. Integrations maintain synchronization as changes propagate across workstreams.

As we’ve discussed, properly implementing change control in project management is important for projects trying to navigate uncertain situations. The process acts like the glue guiding projects through changes while still reaching important milestones.

Following tested practices such as impact assessments , clear documentation, and overseeing change approval supports control throughout a project’s progression. Choosing the right collaborative tools also streamlines processes for more efficiency.

Change control in project management establishes a structure for reasonably and methodically dealing with changes. It helps teams keep moving ahead positively despite variations. Including stakeholders and dealing with risks also counters how changes might affect things.  

Overall, a well-thought-out change management system protects projects from uncontrolled scope increases or delays because of unmanaged changes.

It ensures careful consideration and oversight of all adjustments. For any project leader, building strong change management foundations is worth the initial effort.

SixSigma.us offers both Live Virtual classes as well as Online Self-Paced training. Most option includes access to the same great Master Black Belt instructors that teach our World Class in-person sessions. Sign-up today!

Virtual Classroom Training Programs Self-Paced Online Training Programs

SixSigma.us Accreditation & Affiliations

Monthly Management Tips

• Be the first one to receive the latest updates and information from 6Sigma
• Get curated resources from industry-experts
• Gain an edge with complete guides and other exclusive materials
• Become a part of one of the largest Six Sigma community
• Unlock your path to become a Six Sigma professional

" * " indicates required fields

• Contact sales

Start free trial

What Is Change Control in Project Management?

Not all change is equal in a project. Some changes happen to you like weather delays, sickness—yet others are requested. Whatever the change, it must be managed and analyzed, then accepted or rejected. If the change is accepted, it must be responded to—which opens a whole new set of change control procedures to ensure you stay on track and within budget.

Change control is the process used to manage all these variables. If a change happens (which it always does), you must have a mechanism in place to control that process. But what is change control in project management, and what are the steps necessary to implement it?

What Is Change Control?

Change control is a methodology used to manage any change requests that impact the baseline of your project. It’s a way to capture that change from the point where it’s been identified through every step of the project cycle. That includes evaluating the request and then approving, rejecting or deferring it.

The purpose of this process is to make sure that you’re not changing things in the project that don’t need to be changed. The last thing you want to do is disrupt the project for no good reason, wasting valuable time and resources. Any changes that are approved are then documented. The change control process is part of the larger change management plan.

Get your free

Change Log Template

Use this free Change Log Template for Excel to manage your projects better.

Change Control Management

The term change control management refers to all the activities undertaken to set up a change control framework in a project, such as appointing a change control board, managing documentation and establishing a process for the evaluation of changes. Here’s a brief description of these key elements.

Change Control Standard Operating Procedure (SOP)

A change control standard operating procedure is the set of actions that employees of an organization or project team must take when submitting, evaluating and approving change order requests. This will vary from one organization to another depending on how rigorous the change control process will be and its risk tolerance and organizational structure among other factors.

Change Control Board

A change control board is a group of representatives from the project team that regularly meet to approve or disapprove change requests. If they approve a change request, it can turn into a change order.

Change Requests

A change request is a formal petition for change in a project. It’s a document that explains what are the changes to be made and the main reasons why they should be implemented.Change requests can either be submitted by internal or external project stakeholders. Our free change request template can help you streamline this process.

A change request is usually the trigger that starts the process of change management. The change request, also referred to as change control document or change control form, can originate from stakeholders asking for new features, the need to repair something that proves faulty during the execution phase, upgrades or any number of other causes. Whatever or wherever the change comes from, change control determines its value and how to feasible implement it.

Change Orders

Once the change control board has approved a change request, a change order is signed by the board and the clients or stakeholders. This is an agreement from both parties to change the conditions that were first drafted in the original contract. Our free change order template is a great tool to create your change orders.

Change Control Log

A change log is a change management tool that’s used to document all the changes made to a project plan or any contracts. It’s a must-have tool for any project manager.

What Is a Change Control Plan?

A change control plan is a document that’s typically used by project management offices (PMOs) to establish the standard operating procedures for change control. This guarantees that the same evaluation process is consistently followed for all change requests.

Change control comes in many forms, but the change control process is most effective when executed with project management software. ProjectManager allows you to capture the change in your project when you discover it on a task list, kanban board, Gantt chart or spreadsheet.  Then manage that change with real-time dashboards and instant reports. Get started for free.

Change Control vs. Change Management

Change control is the first step of the larger change management process. It consists of receiving change requests from internal and external stakeholders of a project or organization and then evaluating them based on their potential risks, benefits and impact on the project plan.

The change control stage finishes once the change is approved or rejected, but the change management process continues with the execution of the change implementation plan. However, once completed, the change should be documented in the change control log.

What Is Integrated Change Control?

As defined in the project management body of knowledge (PMBOK), integrated change control is a process that consists of ensuring that implemented changes are properly documented.

This is done by adjusting the project plan, budget, schedule or any other project management form as needed and communicating those changes among the project team and stakeholders.

What Is Change Control Software?

Change control software allows organizations to plan, schedule and track changes. For example, ProjectManager is equipped with change control features such as unlimited cloud-based file storage so that team members across an organization can submit and access change order requests and collaborate online.

More importantly, ProjectManager allows users to make visual project schedules with Gantt charts and then adjust them whenever a change is made with a few clicks. Similarly, additional tasks, resources and costs can be added to a project using various project management tools such as kanban boards, task lists and calendars to seamlessly reflect any changes.

Then, you can use real-time dashboards and timesheets to monitor the progress, costs and timeline of the change implementation process.

5 Steps to the Change Control Process

By knowing the five stages of change control and what they entail, you can make sure your project and organization can reap the benefits and avoid the pitfalls of a bad change control process. While going through this process, keep in mind these two key documents (which we provide templates for!) to help you with managing your change control: your change log and change request forms.

1. Propose Change

The first thing to do is to identify the change. This can come from anyone on the project team, a stakeholder or even a customer. There must be a channel open for these suggestions to flow. The change proposal is submitted using a change order request form, which describes the change and how it would benefit the project or organization. If there are other reasons for the change, outline them on the change request form. That would then be added to the change log.

2. Change Impact Assessment

Once the change has been proposed, it’s now up to the project manager, the change control board and any other decision-makers to consider it in the larger context of the project. How will that change impact several variables? The main objective is to determine what the potential benefits of the change are and whether those outweigh any potential costs and risks.

To determine this, you should ask yourself questions such as, how will the change impact your schedule? Will you need to employ more resources? What about other projects and the overall business? Will the change bring new risks or issues to the project? Once decision-makers have done the due diligence, they recommend that the change is either approved or denied.

3. Change Readiness Assessment

Once the potential impact of the change has been gauged, it’s important to determine whether the organization is ready to implement the change based on variables such as strategic alignment, resource availability, capacity planning, resistance to change and many other factors. If the organization isn’t prepared for a change, its implementation could fail and therefore any potential benefits would be lost, but costs might still be incurred.

4. Making a Decision

The project manager makes the recommendation but is not always the authority to make the final decision on the change. Whoever that person or those persons are, the project manager will present their findings to them. Then, the person or persons authorized to make the decision will either accept the change; accept the change, but with notes and conditions; reject the change; or defer, which means the change will not be carried forward at this time but will be further deliberated on at a later date.

5. Implement the Change

If the change is not approved, then that’s the status quo as far as managing the project. However, a change that has been accepted moves on to the planning stage. You’ll develop a plan of action , including a schedule with start and end dates, all of which must meet with the approval of the project stakeholders. The plan should include a regression test in case the change proves too problematic to follow through to the end and the project must revert to its original intent. After the change plan is completed, it’s usually followed by a post-mortem to review any mishaps and successes.

Just as in any project, the final phase of your change control plan is closing it up. This includes having the person who requested the change oversee the final deliverable and make sure they agree with it. Once they have signed off on the change, then any outstanding paperwork must be completed, such as the change log, and filed away for future use.

Change Control Process Example

Let’s look at a hypothetical change in a project and go through the five steps that are part of the change control process. Take something as simple as painting a house. The client proposes a color change from the agreed-upon white to light green.

• The change is made during a meeting with the construction project manager, who creates a change proposal to capture the change.
• The construction team then looks into what impact the color change will have on the project. Did they already purchase the white paint, is the green paint more expensive, etc?
• After researching its impact, the project manager will make a decision . If going forward will impact the budget, then the client will be consulted.
• Once everyone agrees, the change is made. The new paint is purchased and applied to the construction.
• The client approves the paint job and any cost change, which brings this change control process to a close.

More Free Change Control Templates

Change control requires a lot of work. Templates can codify the change control process to make sure you’ve covered all the bases. ProjectManager is the premier online source for project management templates, which touch on every aspect of managing your work. Best of all, the downloads are all free. Here are a few free change management templates to try out.

Once you’ve identified the change and have the approval to go ahead, you need a template that can track that change to make sure you’re staying on schedule. Our free change log template for Excel has all the details you need to monitor the change. From the type of request to the date identified, from the priority to its status, it’s all here for your change control process.

Change Order Form Template

The free change order form template for Excel helps you not only identify the change in your project but provide detailed information to put it in context. For example, you can note the opportunity that the change will provide to the work, describe the reason for the change, how long it’ll take and have a signoff from who requested and authorized it.

Project Dashboard Template

Managers and stakeholders are interested in the change you’re making to the project. They want to make sure it’s going ahead as planned and not negatively impacting the project. With our free project dashboard template for Excel, you can keep everyone updated. The free template creates graphs that show workload, costs and task metrics once you feed in the data manually.

What Are the Benefits of a Well-Executed Change Control?

If you know that there will come a point (or many points) in your project that requires a decision about some large or small change, then it’s safe to say that, as a project manager, you’ll want to have a process associated with this situation to ensure that the change is worth the effort. Then, you’ll want to have a way to manage the change to make sure it doesn’t negatively impact your project’s schedule and costs.

Managing change effectively is crucial to bringing in your project on time and within budget. But there are also unexpected benefits that come from change control. For one, it improves teamwork. Change is an opportunity for your team to work together to figure out how to respond to the change request. The teamwork involved in change control can be a boon to the productivity of the entire project.

Change control not only reinforces your team’s ability to work better together, but the positive effects bleed into overall efficiency. It works hand-in-glove with teamwork, of course. But the more you engage your team in change control, the more adept they become at solving problems quickly. This helps with the change, naturally, but will also make your team more effective in all their duties.

The team isn’t the only beneficiary of the positives related to good change control; managers are helped, too. Change control informs the project manager during the planning phase of the project. They will start thinking about change and how to better respond to it and learn from their experience with change control to put more safeguards upfront in their planning for future projects.

How Can ProjectManager Help Your Change Control?

Templates are a great way to get your change control process started, but software offers so much more. ProjectManager is an award-winning project and work management software that organizes risk, issues and changes within a project. Change control is a sub-project of the larger project you’re managing. You need software with features to capture what might benefit from a change, plan for that change and then monitor and report on it. We can do all that and more, without you ever needing to leave our tool.

Track the Progress of Your Changes

Change occurs for many reasons, but most of them are initiated by external forces. Keeping an eye on your project is one way to spot issues and respond to them before they become problems. Our real-time dashboard tracks several project metrics, calculates the data automatically and displays the results in colorful graphs and charts. Proper use of the dashboard could give you early signs about any issues with your project.

Collaborate on Change & Attach Documents

Once you’ve identified change, the next step is doing the work to determine if that change is worth pursuing or not. While the project manager will collect data and make a recommendation, the process can be facilitated by our collaborative platform. Everyone on the team has a space to comment and even attach documents and images related to the change. When the project manager has a recommendation, they can back it up to stakeholders.

Make Change Management Plans

If your change is approved, then comes the planning. We have an interactive Gantt chart that collects all your tasks and places them on a timeline once you’ve determined the duration of each. You can then link dependent tasks, set up milestones to break the project into phases and even assign from the Gantt. Teams can collaborate on their tasks and progress is indicated by the shading on the duration bar.

Related Change Management Content

Being prepared for planned and unplanned changes is key to success when managing projects and organizations. For that reason, we’ve created dozens of blogs, templates and guides about change management-related topics. Here are a few.

• 10 Free Change Management Templates for Excel and Word
• What Is Change Management? Principles, Process & Models
• How to Make a Change Management Plan

ProjectManager is online software that manages project changes with features that help you on every step of controlling your overall project. Identify what needs to change, plan the change and then track its progress all with the same tool that you’re already on board to manage the larger project. Assume total control of project changes by taking this free 30-day trial.

Deliver your projects on time and on budget

Start planning your projects.

8 Elements of an Effective Change Management Process

By Diana Ramos | December 14, 2016 (updated March 22, 2023)

• Share on Facebook
• Share on LinkedIn

Link copied

In this article, you’ll get an in-depth look at change management processes and principles. We’ve included the critical elements that are essential to facilitate successful change management outcomes. 

Included on this page, you’ll find the 8 essential steps for an effective change management process , common challenges of change management to get ahead of, and supporting tools necessary to implement change management processes .

History of Change Management

The philosophies behind today's change management practices are structured to anticipate the challenges of organizational change. This framework emerged in the 1940s and was adopted by businesses later in the century, and continued to evolve over time.

The concept of change management dates back to the early to mid-1900s. Kurt Lewin’s 3-step model for change was developed in the 1940s; Everett Rogers’ book Diffusion of Innovations was published in 1962, and Bridges’ Transition Model was developed in 1979. However, it wasn’t until the 1990s that change management became well known in the business environment, and formal organizational processes became available in the 2000s.  

There are concrete reasons for accelerated growth in the change management industry. Products, technology, or ideas that used to take years to design, develop, test, and deploy are now being squeezed down to months or even weeks. The evolving consumer expectations for better, faster, and cheaper products also drive the need to reorganize the work culture to meet demand. Books touting these concepts run from the obvious, such as Change the Culture, Change the Game by Roger Connors and Tom Smith, to Alan Deutschman's dire call to action in Change or Die , Linda Ackerman Anderson’s Beyond Change Management , and Daryl Conner’s Managing at the Speed of Change . In addition, models and certifications from The Association of Change Management Professionals have come to life in support of this growing industry.

Understanding Change Management Terminology

As a discipline, change management has evolved to include change management models, processes, and plans that help reduce the negative impact of change on organizations. We’ve broken down the differences between these elements below:  

• Change Management Models have been developed based on research and experience on how to best manage change within an organization or in your personal life. Most Change Management Models provide a supporting process that can apply to your organization or personal growth. 
• Change Management Processes include a sequence of steps or activities that move a change from inception to delivery.
• Change Management Plans are developed to support a project to deliver a change. It is typically created during the planning stage of a Change Management Process. 

Here is a great resource for an overview of effective change models, methodologies, and frameworks. You’ll find theories such as the McKinsey’s change management framework, John Kotter’s change management model, the Prosci ADKAR process, and the Deming Cycle. 

Kotter's Change Model

ADKAR Model

Deming Cycle

8 Essential Steps for an Effective Change Management Process

Change management processes should include the following steps: First, identify opportunities for improvement and secure approval from stakeholders. Then, make a plan and evaluate your processes. Communicate the changes, monitor progress, and continue to assess any risks.

All organizations constantly experience change, whether caused by new technology implementations, process updates, compliance initiatives, reorganization, or customer service improvements. But, this isn’t necessarily negative — in fact, change is often necessary for growth and profitability. A consistent change management process will aid in minimizing the negative impact of change on your organization and staff. 

We’ve outlined the eight essential steps to an effective change management process below.

1. Identify What Will Be Improved   Since most change occurs to improve a process, a product, or an outcome, it is critical to identify the focus and to clarify goals. This also involves identifying the resources and individuals that will facilitate the process and lead the endeavor. Most change systems acknowledge that knowing what to improve creates a solid foundation for clarity, ease, and successful implementation.     2. Present a Solid Business Case to Stakeholders   There are several layers of stakeholders that include upper management who both direct and finance the endeavor, champions of the process, and those who are directly charged with instituting the new normal. All have different expectations and experiences and there must be a high level of "buy-in" from across the spectrum. The process of onboarding the different constituents varies with each change framework, but all provide plans that call for the time, patience, and communication.   3 .Plan for the Change   This is the "roadmap" that identifies the beginning, the route to be taken, and the destination. You will also integrate resources to be leveraged, the scope or objective, and costs into the plan. A critical element of planning is providing a multi-step process rather than sudden, unplanned "sweeping" changes. This involves outlining the project with clear steps with measurable targets, incentives, measurements, and analysis. For example, a well-planed and controlled change management process for IT services will dramatically reduce the impact of IT infrastructure changes on the business. There is also a universal caution to practice patience throughout this process and avoid shortcuts.   4. Provide Resources and Use Data for Evaluation   As part of the planning process, resource identification and funding are crucial elements. These can include infrastructure, equipment, and software systems. Also consider the tools needed for re-education, retraining, and rethinking priorities and practices. Many models identify data gathering and analysis as an underutilized element. The clarity of clear reporting on progress allows for better communication, proper and timely distribution of incentives, and measuring successes and milestones.   5. Communication   This is the "golden thread" that runs through the entire practice of change management. Identifying, planning, onboarding, and executing a good change management plan is dependent on good communication. There are psychological and sociological realities inherent in group cultures. Those already involved have established skill sets, knowledge, and experiences. But they also have pecking orders, territory, and corporate customs that need to be addressed. Providing clear and open lines of communication throughout the process is a critical element in all change modalities. The methods advocate transparency and two-way communication structures that provide avenues to vent frustrations, applaud what is working, and seamlessly change what doesn't work.   6. Monitor and Manage Resistance, Dependencies, and Budgeting Risks Resistance is a very normal part of change management, but it can threaten the success of a project. Most resistance occurs due to a fear of the unknown. It also occurs because there is a fair amount of risk associated with change – the risk of impacting dependencies, return on investment risks, and risks associated with allocating budget to something new. Anticipating and preparing for resistance by arming leadership with tools to manage it will aid in a smooth change lifecycle.   7. Celebrate Success   Recognizing milestone achievements is an essential part of any project. When managing a change through its lifecycle, it’s important to recognize the success of teams and individuals involved. This will help in the adoption of both your change management process as well as adoption of the change itself.   8. Review, Revise and Continuously Improve   As much as change is difficult and even painful, it is also an ongoing process. Even change management strategies are commonly adjusted throughout a project. Like communication, this should be woven through all steps to identify and remove roadblocks. And, like the need for resources and data, this process is only as good as the commitment to measurement and analysis.

Common Challenges of Change Management

Change management, like any other business process, involves some unique challenges. From the evolving approaches to the need for continual adjustment and improvement, change management is a sometimes difficult — but always worthwhile — task.

Due to ever-changing consumer expectations and the competition in the global economy, the science of organizational change is itself constantly changing and evolving. The human element of change management may be one of the most difficult to navigate because people do not inherently like change or adjust to it well. 

Most change methods agree that change is difficult and cumbersome. Therefore, it’s critical to involve people early on, implement processes, and continuously adjust for improvement. This includes thorough planning, securing buy-in and resources, developing strong communication norms, and continuously evaluating your processes.

Supporting Tools and Components for Implementing Change Management Processes

Effective change management processes rely on supporting activities and tools, which are often developed and managed by the change management team or other stakeholders. We’ve included examples of tools for implementing change management below:

• Product or Business Roadmaps
• Readiness Assessments
• Training Tutorials and Education Sessions
• Stakeholder Feedback Forums
• Post Mortem Review
• Measurements and Analytics
• Resistance Management
• Continuous Improvement Plan
• Business Case

Today, there are numerous proven methodologies. Some models focus on changing the individual as a method of cultural change and some have structures and frameworks to move an entire organization towards focused change and improvement. There is no one "right" solution, but with research, exploration, and resource planning, a change management strategy is possible regardless of organization size or need. If the explosive growth in the change management industry is any indication, the business of change is here to stay.

Managing Change in Healthcare Organizations

The healthcare industry uses digital tools to optimize its processes and procedures. Clinical tests and trials, healthcare credentialing, team onboarding, and clinic openings are all examples of processes that benefit from a more streamlined, automated approach.

However, implementing change in a healthcare organization requires high-level visibility into updates, efficient organization of contracts and timelines, and secure documentation and storage of confidential information. As the demand for better, more standardized processes increases, the need for a collaborative, visible, and real-time tool is more apparent than ever.

Smartsheet is a work execution platform that enables healthcare companies to improve work efficiency, scale repetitive processes, and securely store and share protected health information compliant with HIPAA’s regulatory requirements. Streamline documentation, improve communication across your organization, and modify healthcare processes for the better, while also maintaining top-level data security and compliance.

Interested to learn more about how Smartsheet can help you maximize your efforts? Discover  Smartsheet for Healthcare .

Why Smartsheet is the Ultimate Tool for Managing Processes

Empower your people to go above and beyond with a flexible platform designed to match the needs of your team — and adapt as those needs change. 

The Smartsheet platform makes it easy to plan, capture, manage, and report on work from anywhere, helping your team be more effective and get more done. Report on key metrics and get real-time visibility into work as it happens with roll-up reports, dashboards, and automated workflows built to keep your team connected and informed. 

When teams have clarity into the work getting done, there’s no telling how much more they can accomplish in the same amount of time.  Try Smartsheet for free, today.

Take your work to the next level. See how Smartsheet can help.

The Whatfix Blog | Drive Digital Adoption

• CIO CIO CIO Blog Explore all new CIO, change, and ITSM content on our enterprise digitalization blog hub. Explore by Category Business Processes Change Management Digital Adoption Digital Transformation ERP Healthcare Transformation ITSM Insurance Transformation Procurement
• Employee Experience Employee Experience EX Blog Explore all new employee experience related content on our EX blog hub. Explore by category Employee Onboarding Employee Training HCM HR & People Ops Instructional Design Learning Technology Performance Support Skill Development CRM Sales Ops
• CX & Product Product CX & Product Ops Blog Explore all new CX and product-related content on our CX and product manager hub. Explore by category Product Ops Support Technical Documentation User Feedback User Onboarding
• Resources Customer Experience What Is a Digital Adoption Platform? Learn how DAPs enable technology users in our ultimate guide. Resources Case Studies eBooks Podcasts White Papers
• Explore Whatfix What Is Whatfix? Whatfix DAP Create contextual in-app guidance in the flow of work with Whatfix DAP. Mirror Easily create simulated application experiences for hands-on IT training with Whatfix Mirror. Product Analytics Analyze how users engage with desktop and web apps with no-code event tracking. Resources About Us Pricing Userization Whatfix AI
• Back to Blog
• Change Management

What Is a Change Control Process? +Examples

• Published: March 24, 2022
• Updated: July 29, 2024

Organizational change is a complex undertaking. These change projects often coincide with other large transformation projects and may spiral out of control without a tracking process system.

However, with a change control process, change leaders can better manage all incoming change requests, analyze potential blockers, and drive successful implementation.  

In this article, we explore the change control process, its stages, and how you can leverage one to create an effective change management strategy.

What Is Change Control?

Change control refers to the systematic process of managing any modifications or adjustments made to a project, system, product, or service. This ensures that all proposed changes undergo a structured evaluation, approval, implementation, and documentation process.

Change control aims to maintain the integrity and consistency of a system or project by ensuring that changes are introduced in a controlled and coordinated way, minimizing potential risks and unintended negative consequences. It ensures that every change is justified, beneficial, and aligned with the overarching objectives and requirements. 

The change control process should consider the scale and complexity of change for streamlining purposes. For example, change initiatives at scale – such as digital transformation – requires the support of multiple departments and team members, and have higher associated risks. Such initiatives require formalized and extensive control processes.

Change control vs. change management

Although change control and change management are related terminologies, the two have significant differences. 

Change control is part of the overall change management process. It’s the “how” of managing and implementing change.

While the change control process is essential for streamlining a change initiative and includes formal documentation of the change, change management is an overarching plan that considers all the various project aspects, from budgeting, to communication, to implementation and more. It’s more about the “why” and “what” – the reasoning behind instituting changes, the strategies used to implement them, and the tools and techniques used to support the process.

The Role of a Change Agent: Characteristics, Types, Skills (2024)

10 Proven Change Management Models in 2024

Resistance to Change: 7 Causes & How to Overcome Them (2024)

Benefits of a Change Control Process

During a change implementation project, the change control process provides several crucial benefits, including:

1. Improved productivity

Research suggests that an average employee is only productive for three working hours a day. One of the major reasons for this behavior is unclear deliverables or a poorly managed execution process. Change control often rectifies this issue by reducing employee confusion on project deliverables, helping to improve overall employee productivity.

2. Collaborative teamwork

The change control process streamlines the implementation by documenting all the project details in a centralized location. It also helps provide clear team communication, allowing cross-functional teams to collaborate seamlessly on a change initiative.

3. Effective change communication

Transparency in change management communication is critical to prepare your workforce for an upcoming change and to accept that change at both an individual & company-wide level. Effective change communication will allow you to deal head-on with various barriers to change and reduce internal resistance.

4. Decreased cost of change

The change control process effectively reduces risks associated with a change initiative and minimizes the risk of change failure . The streamlined approach results in resource optimization and decreased project costs.

5. Enhanced compliance and traceability

Especially relevant in more regulated industries, a change control process ensures that all changes adhere to certain standards and guidelines. By documenting each step of the process, organizations have a clear audit trail. This not only helps in demonstrating compliance during audits, but also provides a historical reference for future change initiatives.

6. Reduced risks and unintended consequences

An effective change control process involves assessing and mitigating risks. Companies can avoid unwanted and unintended consequences by anticipating potential challenges and developing plans to address them. This proactive approach promotes business continuity and ensures that changes have a positive impact instead of causing disruption.

7. Continuous improvement and feedback integration

One of the most significant benefits of a change control process is its cyclical nature. After changes are implemented, change feedback is gathered and analyzed to ensure organizations are always evolving, refining, and improving their processes, systems, and strategies.

With a digital adoption platform like Whatfix , enable your employees with in-app guidance and contextual self-help IT support to accelerate the adoption of new software implementations, employee onboarding, change initiates, and more. Whatfix’s no-code editor enables IT teams with a no-code editor to create product tours, interactive walkthroughs,  task lists, smart tips, pop-ups, self-help wikis, and more. Analyze and measure user engagement and software usage to identify friction points, measure digital adoption, and improve employee digital experiences.

When to Use a Change Control Process

Whether driven by tech advancements, market shifts, internal improvements, or regulatory compliance, change is inevitable and can significantly impact an organization’s operations. The change control process serves as a systematic approach to manage these transitions, ensuring that changes are beneficial, aligned with business goals, and introduced with minimal disruption. 

But when is it the right time to employ this structured method? 

Understanding the scenarios that warrant implementing a change control process is crucial, ensuring that organizations harness change as a tool for growth.

• Significant system modifications: When there are significant system changes, it’s crucial to be cautious, especially when changes could affect the continuity of business operations.
• Regulatory and compliance requirements: Industries with strict guidelines, like pharmaceuticals, finance, or aviation, often require a formalized change control process to demonstrate compliance and maintain records of changes.
• Product changes: When there’s a need to alter product features, specifications, or design after its initial release or during development, it’s essential to manage these product changes systematically.
• Process alterations: It’s crucial to adopt a change control approach whenever there are alterations to core business processes or operational procedures, especially when the goal is to enhance efficiency or adapt to new conditions.
• Project scope changes: In the realm of project management, if there are proposed alterations to a project’s scope, budget, or timelines, these project scope changes must be handled tactfully.
• Software and application updates: Implementing software and application updates, especially those involving significant fixes, updates, or upgrades, is crucial since these can have ramifications for users and other integrated systems.
• Equipment or hardware changes: For critical changes to equipment or hardware that might influence the production process or delivery of services, it’s key to have a structured process in place.
• Changes in contractual agreements: When there’s a need to modify terms, conditions, or other significant elements in contracts with suppliers, clients, or partners, these changes in contractual agreements should be managed with care.
• Organizational structure changes: Organizational structure changes, especially during significant events like mergers, acquisitions, or any major restructuring, can have huge impacts on a company’s personnel or operational hierarchy and require careful management.
• Quality management: Quality management becomes a top priority when changes might affect the quality of a product or service, especially in industries where quality assurance is crucial.
• Documentation and policy updates: When company policies, standards, or important documentation need revision, updates, or even elimination, it’s essential to manage these documentation and policy updates systematically.
• Resource allocation or reassignment: Resource allocation or reassignment is necessary when there’s a significant shift in how resources, like personnel, budget, or materials, are designated for various tasks or projects.
• Addressing identified risks: When it comes to dealing with risks that have been identified during assessment, it’s crucial to address them in a systematic way in order to effectively respond to and minimize their impact.
• Response to external factors : Companies must be responsive to external factors, like changes in market dynamics, shifts in customer preferences, technological advancements, or evolving regulatory and legal landscapes.

5 Stages of the Change Control Process

When a change project fails, it can expose an organization to risks and incur costs at both the organizational and project levels. Here is a five-stage framework to establish a successful change control process:

1. Initiate change request

In this stage, there is a clear need for change due to business process inefficiencies, technological advancements, and evolving customer needs. These types of change requests come from various areas of an organization – a project team member, leadership, or a customer. 

This requires organizations to have open communication channels to hear the voice of the customer (VoC) and insights from various team members and departments. There must be a detailed change proposal describing the change and how it would benefit the company to initiate a change request. The initiator must outline the reasons for the change on the change request form, which is further added to the changelog. 

Here are some examples of what to include in your change request:

• Project name
• Request description
• Requested by
• Change owner
• Impact of change

2. Evaluate the change request

In the second phase, the change request is assessed to evaluate the resource requirement, budgeting, and impact on the company. This step also comprises risk evaluation and any behavioral modifications required for the change to succeed. Finally, the process moves to the next step if the change is approved. If rejected, the reasons are documented and communicated to the stakeholders and client.

• If a change request is not legitimate, you must deny or cancel it as a project manager. 
• Then, you need to determine the resources required for the change request analysis. 
• After that, quickly evaluate the potential outcomes, and revise the request form as needed. 
• At this point, rejected requests for modifications should be put on hold.

3. Develop a change management strategy

The third stage includes detailed planning for a change initiative. Change leaders build a clear & concise strategy, including timelines, resources, pilot testing, and how to minimize the impact of change. Here are a few action items for a successful organizational change: 

• Identify clear milestones
• Create a change communication plan
• Clearly define the roles & responsibilities using the RACI matrix
• Decrease change resistance by conducting change management exercises

4. Implement change

In this step of the change control process, a company begins to disrupt the status quo and initiates the change action plan. It’s crucial to ensure that the change implementation occurs in phases and not at once.

5. Close change request

Review the implemented change to mark it as a success or failure. Once the change initiator signs off the document for closure, the process is finalized and closed for future reference.

Tips for Implementing a Change Control Process

Implementing an effective change control process can be a game-changer for organizations, driving efficiency and ensuring that changes are well-executed and aligned with business objectives. However, the journey to successful implementation comes with challenges. 

To navigate these complexities and ensure a smooth transition, consider the following tips that have proven beneficial for many organizations embarking on this path.

1. Engage all relevant stakeholders

Stakeholder engagement is the cornerstone of any change initiative. Involving those directly or indirectly affected by a change ensures that multiple perspectives are considered. This engagement fosters a sense of ownership and inclusion, which is critical to the success of the change control process.

Stakeholders also often provide valuable insights that might otherwise be overlooked. Their feedback can identify frustrating roadblocks, enhance the efficiency of the process, and drive a more unified approach to implementing changes.

2. Maintain clear documentation

Having a comprehensive documentation system serves as a historical record of all changes made, which ensures transparency, clarity, and traceability. This documentation becomes an essential resource for any team member who needs to understand the rationale, methodology, and outcomes of previous changes.

Well-maintained process documentation also provides a framework for future changes, ensuring consistency and reducing the likelihood of errors. It facilitates knowledge sharing , making it easier for new team members to get up to speed and contribute to ongoing change initiatives.

3. Establish a change control board (CCB)

A change control board (CCB) is responsible for overseeing the change control process. By bringing together a diverse group of experts and decision-makers, the CCB ensures that changes are evaluated holistically, taking into account various organizational perspectives.

The CCB has a dual role of ensuring that changes align with the organizational objectives while also acting as a gatekeeper to allow only well-planned and essential changes to proceed. This centralized decision-making structure ensures that changes are strategic, beneficial, and well-coordinated.

4. Prioritize changes

It’s not uncommon for organizations to have limited resources, making it crucial to prioritize changes based on urgency, impact, and feasibility. By ranking changes, organizations ensure that the most critical and beneficial changes are addressed first.

A structured prioritization process also fosters better decision-making and reduces the risk of changes that might not yield significant benefits. It clarifies the change control process and ensures alignment with broader organizational goals.

5. Implement standardized procedures

Standardized procedures bring consistency and predictability to the change control process. They outline a clear roadmap for initiating, evaluating, and implementing changes, ensuring that all team members have a common understanding of the steps involved.

Having standard operating procedures (SOPs) in place also reduces the risk of errors and oversights. They act as a safety net, ensuring that all changes—regardless of their size or complexity—are handled with the same level of diligence and care.

6. Provide training and raise awareness

Change control is most effective when everyone involved understands its intricacies. Change management training sessions empower stakeholders with the knowledge and tools they need to navigate the change control process efficiently, ensuring they play an active, informed role.

Alongside training, raising awareness about the reasons for and benefits of changes ensures buy-in from the organization. A well-informed team is more likely to support, advocate for, and effectively implement changes, making the overall process smoother and more successful.

7. Communicate regularly about change status

Communication connects all elements of a change control process. Organizations can foster transparency and trust by keeping stakeholders updated about the status of changes.

Regular communication also provides an opportunity for feedback, allowing for real-time adjustments and refinements. It ensures everyone is aligned and working towards a common goal, making the entire change control process more cohesive and collaborative.

8. Maintain flexibility within the process

Change is inherently unpredictable. Even with the best plans in place, unforeseen circumstances and challenges can arise. That’s why flexibility with the change control process is crucial—it ensures a structured approach to managing change and room to adapt when necessary.

Being rigid can lead to inefficiencies, missed opportunities, or even failures in implementation. Flexibility allows for better responsiveness to a project’s evolving needs and realities, ensuring that the change control process remains effective and relevant.

9. Incorporate a risk assessment

Every change, no matter how well-planned, comes with potential risks. Organizations can identify, evaluate, and mitigate potential threats associated with proposed changes by incorporating a risk assessment stage within the change control process.

A thorough risk assessment not only safeguards against potential pitfalls, but also instills confidence in stakeholders. Knowing that risks have been considered and planned for ensures a more streamlined implementation, reducing uncertainties and enhancing the overall robustness of the change control process.

10. Establish a constructive feedback mechanism

Feedback is a vital aspect of continuous improvement. Establishing a mechanism where employees can share their observations, experiences, and suggestions ensures that the change control process is dynamic and improves over time.

Constructive feedback, when acted upon, can lead to refinements that make processes more efficient, user-friendly, and effective. It fosters a culture of open communication where employees feel valued and heard, promoting greater engagement and collaboration throughout the change control journey.

11. Utilize technology to facilitate change control

In today’s fast-paced business environment, leveraging technology can enhance the efficiency and effectiveness of the change control process. Tools and platforms can automate various stages, provide real-time tracking, and ensure seamless stakeholder communication.

Technology also ensures that data is stored, accessed, and analyzed systematically. This not only brings speed and accuracy to the process, but also provides valuable insights through data analytics, enabling better decision-making and fostering a more data-driven approach.

12. Conduct post-implementation reviews

Once a change has been implemented, it’s crucial to evaluate its effectiveness and the overall efficiency of the change control process. Conducting post-implementation reviews allows organizations to assess what went well and where there might be room for improvement.

These reviews are not just backward-looking; they also provide essential learnings for future change initiatives. Organizations can refine their approach by understanding the successes and challenges of a recently completed change and ensure that subsequent changes are even more successful.

13. Carry out regular audits

Change control processes, like all organizational procedures, benefit from regular audits. These audits dive deep into the workings of the process, ensuring that it’s being followed correctly and identifying areas where it could be improved.

An audit isn’t just about compliance; it’s about continuous improvement. By regularly examining the change control process, organizations can stay ahead of potential issues, ensure alignment with industry best practices, and maintain the process’s effectiveness.

14. Commit to continuous improvement

The business environment is in a constant state of flux, and what works today might not necessarily be the best approach tomorrow. That’s why committing to continuous improvement ensures that the change control process remains relevant, efficient, and aligned with an organization’s goals.

Embracing a mindset of continuous process improvement means regularly evaluating and refining the process. This approach ensures that the change control process not only responds to current needs, but also anticipates future challenges and opportunities, keeping the organization agile and ahead of the curve.

Best Tools for Managing the Change Control Process

Navigating the complexities of organizational change demands more than just strategic planning; it requires robust technological support. The tools that enable, track, and enhance every stage are essential for the success of this methodical approach.

Here are some of the best change management software and project management tools that aid in the change control process:

G2 Rating: 4.3 out of 4 stars

Price: Starts at $10/user/month

Originally designed for software bug tracking, Atlassian’s Jira has evolved into a versatile tool that supports change management processes. Its customizable workflows make it adaptable to a variety of change control scenarios.

Key features:

• Customizable workflows allow for creating workflows that can be tailored to fit specific change control requirements.
• Real-time collaboration empowers teams to work together on change requests, update statuses, and add comments in real time.
• Advanced reporting provides insights into the change control activities, helping teams monitor progress and identify bottlenecks.
• Integration capabilities allow for seamless integration with other tools, enhancing the change control process with additional functionalities.
• Permission and access control ensure that only authorized personnel can submit, review, or approve change requests.

2. ServiceNow

G2 Rating: 4.4 out of 5 stars

Price: Contact for pricing

ServiceNow offers an IT Service Management (ITSM) suite that includes change management functionalities. Its platform allows users to automate change processes, track changes, and integrate with other ITSM practices.

• ITSM suite offers a comprehensive toolset that includes dedicated change management functionalities.
• Automated change processes reduce manual steps by automating processes based on predefined criteria.
• Impact analysis assesses the potential impacts of a proposed change on various systems and processes.
• Visual task boards provide a visual representation of change requests, helping teams prioritize and track progress.
• Audit trails ensure compliance by logging every action and change made within the system.

3. Microsoft Project

G2 Rating: 4.1 out of 5 stars

Price: Starts at $7/user/month

As a comprehensive project management tool, Microsoft Project can be adapted to track and manage changes, particularly when they’re part of larger projects.

• Detailed project planning allows for meticulous planning of changes, including resource allocation and timelines.
• Dependency mapping highlights how different tasks and components are interrelated, aiding in understanding the ripple effects of changes.
• Gantt charts provide a visual representation of project timelines, assisting teams in monitoring progress of change initiatives.
• Resource management keeps track of available resources, ensuring optimal allocation for change tasks.
• Collaboration tools enable team members to communicate and collaborate on change initiatives within the platform.

Price: Free version available, price determined by tier

Trello ‘s card-based system can be used to represent change requests. Its simplicity and visual nature can be useful for teams that want a straightforward way to track and manage changes.

• Card-based system allows each change request to be represented by a card, allowing for a visual and organized layout.
• Flexible boards can be customized to represent various stages of the change control process.
• Team members can add comments, attach documents, and move cards between lists in real time as changes happen.
• Integration with power-ups enhances the tool’s capabilities by integrating with other applications and services.
• Simple invite system and straightforward user interface make team collaboration effortless.

G2 Rating: 4.3 out of 5 stars

Price: Free version available

As a task and project management tool, Asana can be customized to handle change requests, prioritize them, and assign them to appropriate team members.

• Task and project management capabilities organize change requests into tasks and projects for structured management.
• Timeline view visualizes the progression of changes, aiding in understanding project timelines and dependencies.
• Priority setting allows teams to prioritize change requests based on various criteria.
• Can be integrated with a wide range of tools to enhance change control functionalities.
• Real-time feedback provides an interactive space for team members to discuss and provide feedback on change requests.

6. Confluence

Price: Starts at $10/month

Another product from Atlassian, Confluence is a collaborative documentation tool. It can document change requests, maintain change logs, and store related documentation.

• Collaborative documentation provides a centralized space for documenting change requests, procedures, and related information.
• Page templates offer a variety of templates suited for various stages of the change control process.
• Permission settings ensure that sensitive information related to changes is accessible only to authorized personnel.
• Audit logs track changes made within Confluence, providing a history of modifications for accountability.

7. Monday.com

G2 Rating: 4.7 out of 5 stars

Price: Starts at $8/4 seats/month

Monday.com is a work operating system that empowers teams to run projects and workflows with confidence. Its visual project management and team collaboration software is popular for change control and other uses.

• Visual Work OS provides a clear view of change processes, from initiation to completion.
• Automation capabilities enable the automation of repetitive tasks in the change control process.
• The integration center connects various tools, enhancing the change control ecosystem.
• Time tracking monitors time spent on change control activities, aiding in resource optimization.
• Customizable workflows offer adaptable boards and templates to fit specific change control methodologies.

Example of a Change Control Process: Software Implementation

Change control is used across industries to act as a check on an entire project. Let’s consider an example from IT change management – software implementation . 

Software implementation is a risky and complex task, and to avoid any implementation failures, every organization must consider the following action items:

• The scope of the implementation project : After conducting a need assessment, list out the required features & integrations needed. Narrow your research down to top vendors suited according to the budget. 
• Create a data migration & implementation plan : Create a multi-functional team with the required expertise to create a backup plan and initiate data migration. Additionally, create an employee training program to bridge the skill gap post-implementation. 
• Pilot testing : Create a sandbox environment to test the software for any bugs and configuration requirements. Before you launch the new application to the entire company, choose one or two teams to run a soft launch with. This will help you identify any early bugs before you launch the new tool for the entire organization.
• Launch and integration : Launch and integrate the new software. Create new account logins and send training materials to end-users. 
• Feedback : Collect regular feedback to identify any issues or common questions that can be added to your application support documentation

Free Change Control Templates

Change control requires quite a lot of documentation and manual work. Change control templates come in handy to help minimize these administrative tasks. 

Here are a few  common templates for you to get started with a change control process:

• Change Request Form
• Change Log Template
• Project Management Template

✓ Thank you, the checklist will be sent to your email

In an evolving business landscape, understanding and implementing a change control process is more crucial than ever. Change control not only streamlines modifications within a project or system, but also ensures that every alteration is beneficial, efficient, and in line with an organization’s objectives. From deciding when to employ a change control process to utilizing free templates, the journey can be extensive. However, the heart of successful change lies in its adoption.

Change processes, while foundational, can be daunting. The intricacies of change management require robust tools to ensure effective transition and, above all, a high adoption rate. One of the most significant challenges any organization faces is resistance to change . More often than not, this resistance stems from a lack of understanding or the overwhelming nature of new processes. Enter Whatfix —a game-changer in the realm of digital adoption.

By leveraging a digital adoption platform (DAP) like Whatfix, you’re not just introducing change; you’re handholding your employees through it. Whatfix ensures a seamless transition by providing in-app guidance and interactive walkthroughs that enable employees to learn and adapt within the context of their actual work environment. Employees are actively engaged instead of passively receiving training, reducing the learning curve and accelerating productivity.

What makes Whatfix stand out among other tools is its commitment to real-time, personalized training experiences. With 24/7 end-user support available in multiple formats and embedded directly within your applications, it eradicates the conventional barriers to learning. Through intuitive task lists, customized pop-ups, and self-help modules, Whatfix supports users, especially during those crucial initial stages of change.

While understanding the mechanics of the change control process is vital, ensuring its successful adoption is where true success lies. With Whatfix, you’re not just managing change; you’re championing it. Whether you’re undertaking significant system modifications, software implementations, or any other change process, consider Whatfix as your ally in ensuring change is implemented and embraced.

Explore Whatfix today and transform your change control process into an empowering and seamless experience for your entire organization.

Above: Enable your employees with contextual user support and accelerate IT adoption with Whatfix's digital adoption platform.

The Whatfix Digital Adoption Platform empowers IT teams to create in-app guidance and self-service user support on all internal desktop, web, and mobile applications. Enable employees with Self Help, which overlays onto your CRM, HCM, ERP, CPQ, and other digital workplace applications. Self Help connects to your process and IT documentation, LMS, video tutorials, onboarding documents, and other IT support-related content to provide employees self-help, at the moment of need. Create additional in-app guidance and pop-ups to contextually guide users through applications and alert them to process changes.

• How to Drive Change Adoption: 5-Step Enterprise Plan
• What Is Nudge Theory? How to Apply It in the Workplace
• Change Management Training in the Workplace (+Certifications)
• The Role of a Change Agent: Characteristics, Types, Skills (2023)
• Resistance to Change: 7 Causes & How to Overcome Them (2023)
• 20 Best Change Management Tools for Managing Change (2023)

• Project Management

Change Control Process: Benefits, Examples, and Templates

Home Blog Project Management Change Control Process: Benefits, Examples, and Templates

The change control process is a crucial aspect of project management intended to manage and regulate changes made to the project plan, schedule, and budget.  An ideal change control plan follows specific steps to manage the modifications. These change control process steps are planning, analyzing, approval, testing, implementing, and closing. 

Enrolling in Project Management classes is an excellent way to get comprehensive knowledge of the process mentioned in the above steps. Taking these classes helped me in managing the project changes systematically. Before that unexpected alterations used to make everything messy. So, in this article, I will discuss such benefits, examples, and templates that make to understand this topic better. 

What is Change Control in Project Management?

To define change control, It  is a process to avoid unnecessary disruption by detecting, recording, and approving all necessary adjustments taking place in a project. 

Change initiatives at scale, like digital transformation, need the complete cooperation of different groups and teams and therefore come with more challenges for Project managers. These kinds of initiatives demand rigorous and structured change control procedures. 

One of the primary functions of change control management is to limit unapproved alterations, which in turn helps cut down on mistakes. Also, project managers can use available resources better by following a structured and integrated change control process.

What is the Role of Change Request?

A change request is an official document that describes how the project's scope, timeline, or costs could be changed. It plays a vital role in the project change control process, as it is the starting point for analyzing and managing changes systematically. Within the team, if someone finds a project plan to be changed, then that member has to make a change request to let everyone know about the changes and make them official. I suggest a Project Management Professional preparation course to better understand the roles of change requests. The following are the key roles of Change requests:

• Change request identifies key changes to be made in the project plan to make it successful. Anyone connected to the project such as stakeholders, members, or team leaders can initiate this step.
• A change request acts as a document that outlines a clear description of the reasons behind project modifications, schedules, and budget changes.
• The change request kickstarts the process of change control. It initiates the team to discuss the impact of changes and evaluates its results before implementing it.
• Change requests enable project stakeholders to engage in open communication. Documenting suggested changes provides everyone involved insights into future changes, making them essential for project team confidence and collaboration.

Benefits of Change Control Process

A Change Control Process in project management has several benefits that increase project success. Some notable benefits with  real-world change control process examples are as follows:

Increased Productivity

The change control process increases productivity by managing sudden modifications systematically. For example, in a four-wheel design, when a client requests additional features mid-project, the project team adopts a change control process. This proactive process keeps the project moving forward and reduces interruptions as much as possible, which leads to higher total productivity.

Effective Communication

In project management, the Change Control Management Process makes conversation easier by giving team members an organized way to talk about, evaluate, and understand planned changes. For instance, when a stakeholder submits a change request, the project team reviews the document in detail and discusses the implications. This clarity makes it easier for team members and partners to talk to each other openly.

Better Teamwork and Collaboration

In project management, the Change Control Process sets up an organized way for people to talk to each other and make decisions, which leads to better teamwork and collaboration. In one example, when a planned change is made, team members work together to figure out what effects it will have, sharing their ideas and concerns. Everyone is on the same page because of this collective effort, which promotes togetherness and shared responsibility. The open approach improves contact within the team, which makes it easier for everyone to work together as the project changes.

What are the Types of Change Control?

Change control can be classified into two categories:

• Unplanned changes  
• Unplanned changes are something that requires immediate action. E.g. Withdrawing a product from the market because of an unavoidable problem might be called an unplanned change.  
• In contrast, planned changes are executed with proper planning while analyzing the risks and following a specific timeline. A planned change comes with a specific goal of preparing the organization or a particular team from the company for new goals or new objectives. This can include changes such as a change in company culture, internal structure, processes or any other aspects. 

Key Elements of Change Control Process

1. change requests.

If you want to modify your project, you need to submit a change request. This document describes the proposed changes and the key justifications for them. Those involved in a project, either internally or externally, can put in a change request. 

2. Change Control Board

The purpose of a change control board is to review and decide on proposed changes to a project at regular intervals. A change order can be created out of a change request if that request is approved. 

3. Change Order

If the change control board decides to go ahead with the requested modification, the next step is for the board and the affected clients or stakeholders to sign a change order. There will be modifications to the terms originally outlined in the contract, and both parties agree to these modifications. 

4. Change Log

A changelog is a tool used in configuration and change management to keep track of any modifications made to a project's plan or agreement. Every project manager should have access to a well-defined change log. 

When to Use a Change Control Process?

In project management, a Change Control Process is used whenever the project's plan, schedule, budget, or other important elements need to be altered. The Best PRINCE2 certification provides a solid foundation for understanding project management principles, including when and how to use a Change Control Process. In the following situations, you should use a Change Control Process:

Regulatory and compliance requirements

Regulatory and compliance requirements vary across organizations according to the condition of the project. For example, organizations that are required to comply with specific standards such as ISO 9001 must establish a robust change control system to manage modifications to their quality management systems efficiently. Furthermore, change control in pharmaceutical industry, medical equipment, and healthcare services are often obligated to follow the regulations established by the Central Drugs Standard Control Organization (CDSCO).

Product changes

When the stakeholders require some modifications in the product such as specifications, design, and features, then product changes need to be structured carefully. This systematic method not only eliminates scope creep but also allows for the smooth incorporation of product changes, which contributes to project success.

Process alterations

Process modifications in the change control process involve implementing changes to the current procedures, generally either to reduce production costs or to modify the design. These changes may include improving documentation, approval systems, or communication.

Project scope changes

Scope changes are part of the Change Control Process in project management. The Integrated Change Control Process provides a systematic method for evaluating and approving scope changes. The Change Control Process evaluates stakeholder proposals to change the project's boundaries, objectives, or deliverables. It requires documenting changes, performing an effect study, and presenting results to decision-makers for approval. This prevents scope creep, stabilizes the project, and ensures that changes meet project goals.

Software and application updates

Change control management software is used when a project undergoes frequent changes. Implement the software when projects require a simplified and centralized approach to documenting, tracking, and managing change requests. Large-scale projects, where manual tracking becomes difficult, benefit most from this. 

Changes in contractual agreements

During the Change Control Process, contractual agreements can be changed when changes to the project's scope, outputs, or standards mean that the terms of the contract need to be changed too. This happens when unplanned events, client requests, or changes in the project lead to changes that affect the terms that were agreed upon. For example, if a client asks for more features, then simultaneously it affects the deadline and budget. Then it also affects the terms and conditions in the agreement to be changed.

As an author and PMP holder, I recommend that all aspiring project managers consider getting a KnowledgeHut Project Management certificate online to advance their careers. Additionally, with the course, you can master the Change control process flowchart.

Engage with the top trending KnowledgeHut's Project Management Courses:

Change Control Process [In 5 Steps]

A typical change control process flow consists of 5 steps. Check out the change control process steps below to effectively create and implement the right plan of action.

Step 1: Identification for change

To make a change, any stakeholder may identify the need for the change and explain it on a project change request form. A change request form initiated by any team member should consist of the following details, 

• Project name 
• Request description 
• Requested by 
• Change owner 
• Change Impacts 
• Deadline 
• Priority 
• Comments 

Step 2: Asses the Change Request

• If a change request is not legitimate, you must deny or cancel it as a project manager. 
• Then, you need to figure out what resources will be needed to do the change request analysis. 
• After that quickly evaluate the potential outcomes, and revise the request form as needed. 
• As of right now, rejected requests for modifications should be put on hold. 

Step 3: Analyze the Change Request

• Assign the change request for evaluation to a qualified staff member. 
• Repeat this analysis with the deferred change factored in.  

Step 4: Implement the Change Request

• Before approval, determine the risk and complexity of the change. 
• Evaluate the impact of the change before giving final approval. 
• Analyze Effects of Change Request for review to the appropriate authority 

Step 5: Change Request Closure

• Revise project management practices and procedures 
• It's important to keep everyone informed of the changes. 
• Check the request for change status routinely. 
• Document the outcome of the change request. 
• Stop the request for changes. 

Top Cities where Knowledgehut Conduct Project Management Certification Training Course Online

Different Factors of the Change Control Process

When it comes to different factors of a project change control process, there are 6 key elements to it. These are Leadership Alignment, Communication, Stakeholder Engagement, Change Impact and Readiness, Training, and Organization Design. 

1. Leadership Alignment

Leadership Alignment should not take too much work. Usually, the project sponsor gives the original brief and describes the perks, so they should already be on board. Still, keeping people interested and on board with the project can take extra work if they are under a lot of pressure and their priorities are always changing. Project managers often presume that other senior executives interested in the project share the same views as the project sponsor or agree with the project's goals. However, if they aren't, it's vital to get their assistance since your senior team members will have an effect on other stakeholders. 

2. Stakeholder Analysis

At the start of a project, it is important to do a stakeholder analysis. It lets you find and learn about project stakeholders, put them into groups, and make engagement plans for each group. Stakeholder Engagement is a key part of the change, and it should be kept up throughout a project and even afterwards help a change stick. Groupings of stakeholders and plans for getting them involved should be changed and updated at different points in the project. 

3. Communication

Communication is the most important thing. A project manager needs to find out what communication channels are available and follow the steps required to utilize them. You want to get people interested in the project. People will make up their own truths if they can't talk to each other. So, if you have something to say, say it. If you do or don't have any new information, say so.   

In a change control process, every team member needs to be as open and honest as possible. Also, as a project manager, you must not make more promises than you can keep. This will help you build good relationships with stakeholders and earn their respect. Communication isn't just about obtaining and forwarding information from one person to another. It's essential to provide your team with a way to respond through feedback loops so they know they're important and can work together on ideas for the project. The feedback you get will help you decide how to communicate in the future. 

4. Change Impact and Readiness

Change Impact and Readiness is one of the most important factors in a change control process. It's about how much the change affects stakeholders and how prepared they seem to make the change. Readiness activity, which could include a Readiness Checklist and a Readiness Status Tracking system, offers insights into the group's ability to make the change and reduces risks to delivery.  

As a project manager, you need to ensure that the groups responsible for implementing the changes can provide accurate answers to your readiness questions. If they claim they're ready but aren't in reality, you'll run into problems later on in the delivery. When the planned readiness levels aren't met, change plans should be used to limit the damage to the project. 

5. Training and Following Organizational Structure

Where you have found gaps in knowledge, training is needed to help with adoption and integration. This could be both technical and about how they act. Depending on the type of change and the number of people affected, the best way to train will be one-on-one, in groups, through "train the trainer" programs, training guides, or in a remote or controlled setting. 

To support the change, businesses or teams that are affected may need to develop new organizational structures or make changes to the ones they already have. The "as is" and "to be" analyses should be finished, and the related processes and role descriptions should be made. Organization Design might not be part of the project, but it is still needed for it to work. This means that design work needs to happen alongside the main project work, and any changes need to be made before or even during the project's delivery time. 

Apart from these five there are some other factors which are crucial for successful change control. You can learn more on the same from the PMP online courses . 

How Do You Implement the Change Control Process?

You can follow the above steps to create an effective change request process. However, knowing when to use a change control management plan will help you to be ready when the time comes. Change can take many forms, depending on what new projects are going on and what tools are in place. 

Changes frequently include deadline extension requests, reorganizing information, or changing what needs to be done.  

The following can be the scenario when you might want to use a change control process. 

• Over scope: You may need to implement the change control process if a project is getting too big and it's difficult for the internal team to live up to the pressure. 
• Inconsistencies in a project: If you notice volatility in the process flow of a project, asking for a change can help you avoid having to redo deliverables later. 
• Goals that are too high: In some cases, meeting the objectives and expected key results may seem far-fetched. In such situations the right change control approach is to let people know about the limitations before the project is done. 
• Introduction of new tools: If new tools or processes are in place, you may have to change things as you work out unique problems during your first few projects. 

Change Control Process Tools

To create an effective plan for change control, project managers need to have access to change control tools. Depending on the nature of your project workflow you need to look for the following tools in your change control software. 

1. Flowchart / Process Maps

Flowcharts or process maps work as great tools for change control mapping. It allows all the stakeholders to get a clear idea of the process, no matter whether they are working internally or externally on the project. A flowchart is easy to create and manage. Project managers can map out the current state of the organizational process, update on the change management cycle and add or remove change requests depending on change control board approval through a flowchart. 

2. The ADKAR Analysis

ADAKAR model stands for Awareness, Desire, Knowledge, Ability, Reinforcement. In change management, ADKAR analysis is used as a training tool to ensure all the people related to the project believe and support the change. It represents a set of goals for team leaders. The plans are designed to implement the already approved changes. Product managers can achieve these goals through  

• Spreading awareness,  
• Rejuvenating the desire of employees to contribute,  
• Offering required knowledge,  
• Improving ability, 
• Reinforcing the changes. 

3. Force Field Analysis

Using a barrier and aids analysis or force field analysis can help you make better choices as a project manager. It's a useful tool for understanding the stakeholders' motives behind supporting or resisting a change proposal. 

4. Culture Map

A Culture map tool is typically used to visualize a company culture influenced by company norms, values and employee behavior. It allows product managers to find information essential for the change initiatives. While working as a project manager, a culture map can help you trace the positive enablers in your team. Thus, it becomes easier to assign the responsibility to the right person ensuring minimum risk for the project. 

Apart from these there are several other tools that project managers can use for better change control. Best Online Project Management Courses can give you the right insights on the same.

Change Control Process Example

Let's look at a hypothetical project change control process example and go through the steps that make up the process. Suppose in a website design project; the client wants to change the white colour of the theme to a light green colour. Here is an example of how the change control process will be implemented in the system, 

• During a meeting with the project manager, the change is made. The manager then writes up a change proposal to record the change. 
• Did they already design the theme in a colour scheme containing white?  
• Is changing it to light green affecting other design elements on the website? 
• The project manager will decide what to do after determining how it will affect the project. If moving forward affects the budget, the client will be asked what they think. 
• The change is made once everyone agrees on it. The new colour scheme is selected and then put on the website. 
• The change control process ends when the client approves the design work and any cost changes.

Change Control Process Templates for 2024

Change Control Process Templates offer a uniform framework for managing projects. The Change Control Plan Template is a crucial document that outlines the entire change management lifecycle. It includes important elements such as change request details, assessments, approval criteria, documentation requirements, and communication plans. The following are such project change control templates:

1. Change Proposal Template

A change proposal template will help you find out the "why" behind the change, even if the change has already been approved. Once you've filled out this template, you'll be ready to explain why the change is necessary and help others do the same. 

Key elements: 

• Changes proposed 
• Reason behind change 
• Expected outcomes 
• Estimated time 
• Estimated costs 
• Any additional factors

Download - Change Proposal Template

2. Change Communication Plan Template

A communications strategy is an important part of any plan. People affected by a change are ultimately responsible for its success, so it's important to devise a plan for communicating the change. A change communication plan template will help to better execute the plan. 

Key Elements: 

• Change management model 
• Change leader 
• Events that involve communication 
• Date of communication 
• Audience 
• Method of communication 

Download -  Change Communication Plan Template

3. Change Analysis Template

Each step of a change control process involves several different smaller steps. Project managers need to analyze each of these steps carefully. A change analysis template helps to monitor and implement the changes effectively. 

• Date of analysis 
• Issues faced 
• Successes 
• Required actions 

Download -  Change Analysis Template

Transform your management approach with our agile training course . Embrace change, boost productivity, and achieve unprecedented success.

Tips for Change Control Process

1. make use of project management software.

Use of project management and change control software is a great way to make sure that your change control processes are running smoothly. Software designed specifically for managing projects can offer numerous advantages, including more efficient communication, on-point scheduling, and better use of available resources. Team members can understand their roles and the team's overall objectives more easily through the use of collaborative software tools. Some software that facilitates group work includes the following: 

• Trello 
• Microsoft Project 
• Freedcamp 
• Asana 

2. Recognize Potential Risks

The risk associated with project management can be described as anything that might come in the way of meeting the project goals. During the change management process, project managers frequently assess the project's potential risks. Only then can they create effective change control strategies that will have minimal negative effects on the business.  

Risk identification, assessment, and mitigation are crucial for successful change control management. Developing an effective change control system helps businesses prepare for potential hurdles and overcome them easily. 

3. Create Change Control Plan

When introducing modifications to a project, a well-thought-out change control plan can boost output and reduce wasted time. This is because having a solid management strategy can help a project manager anticipate problems, create alternatives, and prepare for any eventualities. Establishing a significant shift in an organization with these plans can help in cost cutting and scheduling while ensuring zero negative impact on other operational factors. 

4. Use a Change Request Form and a Change log

The process of tracking, evaluating, and enacting change requests is simplified using a standardized request form. Change control templates can ensure an efficient change control process by providing team members with a standard format to follow when requesting a change. It also aids project managers in keeping tabs on change requests and changes made in the past. 

Change control improves teamwork, boosts employees' productivity and helps teams solve problems much faster. As you go through the article, you will gain some essential knowledge on several factors associated with the change control process.

You can make the best of your opportunity as a project manager. Simply check out the KnowledgeHut’s Best Online Project Management Courses to hone your project management skills.

Frequently Asked Questions

To write an effective change control process document, project managers should

• Explain the reasons behind the change. 
• Identify different stakeholders and create a change management team. Clarify the particular benefits associated with change. 
• Demonstrate clear goals for the project management team to complete the project.

As a project manager, the best change control practice you can follow is to use a change log and keep it updated and accessible to every project stakeholder. Apart from that, you must follow the methods mentioned here.

Change management is a process of understanding, adjusting and adapting to new norms after organizational transformation. Whereas change control is more of a part of change management that sources, analyses, manages change requirements, and creates a roadmap or change implementation schedule.

Project managers can follow a change control template and keep a close tab on the change log to effectively manage change control in a project.

The three main objectives of a change control process are:

• Analyzing the process and making corrective and preventive changes to stop recurring issues in a project. 
• Ensuring the change requests are aligned with the project management plan. 
• Processing change requests based on the direction offered by the appropriate authority.

Kevin D.Davis

Kevin D. Davis is a seasoned and results-driven Program/Project Management Professional with a Master's Certificate in Advanced Project Management. With expertise in leading multi-million dollar projects, strategic planning, and sales operations, Kevin excels in maximizing solutions and building business cases. He possesses a deep understanding of methodologies such as PMBOK, Lean Six Sigma, and TQM to achieve business/technology alignment. With over 100 instructional training sessions and extensive experience as a PMP Exam Prep Instructor at KnowledgeHut, Kevin has a proven track record in project management training and consulting. His expertise has helped in driving successful project outcomes and fostering organizational growth.

Something went wrong

Upcoming Project Management Batches & Dates

Useful Links

• React JS classroom training in Brisbane
• Puppet training in Hamilton
• Python Programming Certification training in Beijing
• Vue JS certification in Houston
• Resolving the Gap between Development and Agile Testing
• SAFe 4.6 Advanced Scrum Master (SASM) course in Ljubljana
• Functional testing using Ranorex classes in Boston
• Spring Framework classes in Salt Lake City
• Agile User Stories course online in Milwaukee

Change of Control?

What is change of control?

There is no standard definition for “change of control;” however, there are some common transactions in which a change of control may be triggered, including these:

• a sale of all or substantially all of a target company’s assets
• any “merger” of the target company with another company
• the transfer of a certain percentage of the target company’s issued and outstanding shares from the target company to the acquirer

Other events may be included in change-of-control definitions such as reorganizations, consolidations or other transactions in which one of the following occurs:

• more than 50% of the board members change
• change in shareholders who have the right to elect more than 50% of the board

A transaction where the acquirer of the stock, assets or rights is an “affiliate” of the target company may be an exclusion from the change-of-control definition.

Change of control 2.0

The transactions mentioned above are usually covered in change-of-control provisions in agreements between companies. However, there are other events that may trigger a change of control that you as a party to an agreement might want to guard against.

For instance, a company may change suppliers or subcontract with new parties, which may result in a change in the detail, quality or timing of obligations under the agreement, or a competitor may acquire one of your suppliers and you may no longer wish to do business with that supplier.

If the agreement includes a minimum product purchase requirement for a significant period of time, a change-of-control provision may ensure that a party would not have to meet this commitment. Change of control can also be used to deter a competitor from merging with, or another company wanting to acquire your supplier if the purchase volumes represent a significant portion of their business and your termination would significantly affect the worth of the company.

Change in management = change of control?

For some companies, a change in ownership may not be a concern, but if the agreement is very specific or relates to a novel product or service, it may be difficult to replace/duplicate with another company. A company may decide it doesn’t want to spend the time or have the inconvenience of having to get to know new management if the other party is acquired or take the risk that the new management will not be a good fit with them or their project team. The new managers may not prioritize the project in the same way once they have assessed the company’s assets.

If a company is venture capital funded, it can be important to include a change-of-control provision such that if the funder isn’t seeing the desired growth, it has the option of disposal via merger or sale.

Know what you need when drafting the change of control provision …

A lot of agreements do not allow an assignment; however, this does not cover a change of control. At the end of the day, a company must determine the circumstances under which it would not want to continue the agreement as originally negotiated and drafted. A party may try to ensure that the other party seeks consent to make the change and maintain the agreement, or provide some form of payment as compensation for the change, while retaining the right to terminate the agreement. In addition to termination, a party may seek reimbursement of some investments made pursuant to the agreement due to the fact that the change of control creates a significant threat to its business.

… make sure you have enough time to adapt …

In a change-of-control provision the period a party has in order to decide what action it wants to take in response to the change of control needs to be long enough for it to plan and implement an alternative strategy if required. Without that time limit, change-of-control clauses are inherently uncertain. If a party wishes to terminate an agreement, it is important for it to avoid taking steps whose effect is to affirm the continuance of the agreement after that party becomes aware of the change of control and within the time limit (if applicable) as it may be held to have waived its rights. If a time limit is included, it is important that the expiration of the time to terminate is recorded in a way that the time limit is not missed.

… and cover your back with an adequate termination clause

Any termination should be without liability, as the party who agrees to a merger is doing that voluntarily and it is under that party’s control. If there is an acquisition, from due diligence the acquiring company should know that there is a risk of termination and that the other party could walk away without liability.

It may be, however, that a company is happy with the acquisition or merger (change of control) as it means the other party becomes more skilled in the applicable field, stronger financially or bigger geographically.

A licensee should consider the impact of agreeing to a change-of-control provision or it may reduce the value of the company in the eyes of any potential acquirer. This is especially important for small and medium-size enterprises.

Related Resources

• Swiss Life Sciences Briefing

Related Capabilities

• Global Life Sciences

Suggested News & Insights

This website uses cookies. Analytical cookies help us improve our website by providing insight on how visitors interact with our site, and necessary cookies which the website needs to function properly.

Necessary Cookies

The website cannot function properly without these necessary cookies, and they can only be disabled by changing your browser preferences. To learn more about these cookies, how we use them on our website, and how to revise your cookie settings, please view  our cookie policy .

You have successfully set your edition to Global. Would you like to make this selection your default edition?

*Selecting a default edition will set a cookie.

Change-In-Control Agreements

Written by True Tamplin, BSc, CEPF®

Reviewed by subject matter experts.

Updated on May 23, 2023

Are You Retirement Ready?

Table of contents, what are change-in-control agreements.

Change-in-control agreements, also known as golden parachutes, are contractual provisions designed to protect key employees, executives, and board members in the event of a significant change in the ownership or control of a company.

These agreements outline the rights, benefits, and compensation that the affected parties will receive if specific triggering events occur.

Purpose and Significance of Change-In-Control Agreements

The primary purpose of change-in-control agreements is to retain and incentivize key employees and executives during periods of uncertainty, such as mergers, acquisitions , or other significant corporate events.

These agreements provide a level of financial security and stability for affected parties, which helps maintain focus and productivity during transitions.

Common Scenarios Triggering Change-In-Control Agreements

Common scenarios that trigger change-in-control agreements are pivotal events that can significantly impact a company's direction, control, and overall stability.

These events are often accompanied by uncertainty, both for the organization and its key employees. Here are some common scenarios that typically activate change-in-control agreements:

Mergers or acquisitions

Sale of a significant portion of a company's assets

Change in the composition of the board of directors

Change in majority shareholders

Key Components of Change-In-Control Agreements

Definition of change in control.

A change in control refers to a significant shift in the ownership, control, or management of a company. This shift can be triggered by various events, which can impact the organization's direction and decision-making processes.

Typically, a change in control is defined by one or more of the following events:

Merger or Acquisition : The company is involved in a merger or acquisition, resulting in a change of control or ownership. In such cases, the existing company may be integrated into the acquiring organization, leading to alterations in its structure, management, and direction.

Sale of a Significant Portion of Assets : The company sells a substantial part of its assets, which impacts its overall control. This can include the sale of key business units or intellectual property, which may result in a change in the company's focus or capabilities.

Change in the Composition of the Board of Directors : A significant change in the composition of the company's board of directors occurs, altering the balance of power.

Majority Shareholder Change : This can occur when a new investor acquires a majority stake in the company or when the existing majority shareholder sells their shares, resulting in a transfer of control and influence over the company's direction and management.

Affected Parties

Change-in-control agreements play a crucial role in providing stability and ensuring the smooth transition of a company during significant events, such as mergers, acquisitions, or other changes in control. These agreements typically affect the following parties:

Executives and Key Employees : Senior management and essential employees who are critical to the company's success and continuity.

Shareholders : Investors and stakeholders who may be affected by changes in control or ownership.

Board of Directors : The governing body responsible for overseeing the company's management and strategic direction.

Triggering Events

Change-in-control agreements are designed to activate under specific circumstances, ensuring that key employees and executives receive the agreed-upon benefits when the company undergoes significant changes. There are three types of triggering events commonly used in these agreements:

Single Trigger : A change in control alone is enough to activate the agreement.

Double Trigger : The agreement is activated only if both a change in control occurs and the employee is terminated or experiences a significant change in their role or responsibilities.

Hybrid Trigger : A combination of single and double triggers, depending on the specific circumstances.

Protection Provisions

Change-in-control agreements are designed to offer financial security and protection to key employees and executives during significant corporate events. These agreements typically include the following protection provisions to ensure that the affected parties receive the necessary support:

Severance Payments : Lump-sum payments or salary continuation for a specified period following the triggering event.

Accelerated Vesting of Equity Awards : The acceleration of equity awards , such as stock options or restricted stock, ensuring they become immediately exercisable or fully vested .

Continuation of Benefits : The continuation of health, retirement, or other benefits for a specified period.

Tax Gross-up Provisions : Payments to cover any additional taxes that may be incurred by the employee as a result of the change-in-control benefits.

Advantages of Change-In-Control Agreements

Retention of key employees.

Change-in-control agreements encourage key employees to remain with the company during uncertain times, helping to ensure business continuity and maintain shareholder value.

Neutralizing Potential Takeover Tactics

These agreements can act as a deterrent to hostile takeovers by making it more expensive for the acquiring company to replace the existing management team.

Ensuring Smooth Transitions During Corporate Changes

Change-in-control agreements can help facilitate smoother transitions during mergers, acquisitions, or other significant corporate events by providing key employees with a sense of financial security and stability

Minimizing Conflicts of Interest

By providing financial protection to key employees and executives, change-in-control agreements help minimize conflicts of interest that might arise during negotiations and decision-making processes related to potential changes in control.

Criticisms and Potential Drawbacks of Change-In-Control Agreements

Excessive executive compensation.

Critics argue that change-in-control agreements can lead to excessive compensation for executives, particularly in cases where the agreements are triggered without any negative consequences for the company or its shareholders.

Encouraging Short-Termism

Some argue that these agreements may encourage short-term thinking among executives who focus on potential payouts rather than the long-term interests of the company.

Negative Impact on Shareholder Value

Excessive payouts resulting from change-in-control agreements can negatively impact shareholder value by diverting resources away from other uses, such as reinvestment in the company or dividends .

"Golden Parachute" Stigma

The term "golden parachute" is often used pejoratively to describe change-in-control agreements, implying that executives are being rewarded excessively for their role in the change of control, regardless of the impact on the company or shareholders.

Legal and Regulatory Considerations

Internal revenue code section 280g.

Section 280G of the Internal Revenue Code imposes a 20% excise tax on certain change-in-control payments that are deemed to be excessive. Companies must carefully structure their agreements to avoid triggering this tax.

Securities and Exchange Commission (SEC) Disclosure Requirements

Publicly traded companies must disclose the terms of change-in-control agreements in their proxy statements and other SEC filings, ensuring transparency for shareholders.

Shareholder Approval Requirements

In some cases, shareholder approval may be required for change-in-control agreements, particularly if they involve significant payments or changes to executive compensation.

Best Practices for Drafting Change-In-Control Agreements

Clearly defining triggering events.

It is crucial to define the specific events that will trigger the change-in-control agreement clearly, ensuring that both the company and affected parties understand the circumstances under which the agreement will be activated.

Aligning Agreements With Company Goals and Values

Change-in-control agreements should be designed to align with the company's long-term goals and values, supporting the overall success and continuity of the business.

Setting Reasonable Protection Provisions

Protections offered in change-in-control agreements should be reasonable and balanced, considering the interests of all parties involved, including the company, affected employees, and shareholders.

Regularly Reviewing and Updating Agreements

Companies should regularly review and update their change-in-control agreements to ensure they remain relevant, compliant with legal and regulatory requirements, and in line with the company's strategic goals and objectives.

Change-in-control agreements play an essential role in modern business, providing key employees and executives with a sense of financial security and stability during times of uncertainty.

By carefully crafting these agreements to balance the interests of all parties involved, companies can help ensure smooth transitions during significant corporate events and protect shareholder value.

Adapting change-in-control agreements to the evolving corporate landscape is crucial for businesses looking to remain competitive and successful in today's fast-paced and dynamic environment.

Change-In-Control Agreements FAQs

What are change-in-control agreements.

Change-in-control agreements are legal contracts between a company and its key employees that outline the compensation and benefits they will receive if there is a change in ownership or control of the company.

Why do companies use change-in-control agreements?

Companies use change-in-control agreements to retain key employees and ensure business continuity in the event of a merger, acquisition, or other change in ownership or control. These agreements provide incentives for employees to remain with the company during periods of uncertainty.

What are some common provisions in change-in-control agreements?

Common provisions in change-in-control agreements include severance payments, accelerated vesting of stock options and other equity-based compensation, and the continuation of benefits such as health insurance and retirement plans.

Who is typically eligible for change-in-control agreements?

Senior executives, key managers, and other key employees who have a significant impact on the company's success are typically eligible for change-in-control agreements. These agreements are not typically offered to rank-and-file employees.

Are change-in-control agreements enforceable?

Yes, change-in-control agreements are enforceable as long as they are properly drafted and comply with applicable laws and regulations. It is important to seek legal advice when drafting and negotiating these agreements to ensure they are legally sound and enforceable.

About the Author

True Tamplin, BSc, CEPF®

True Tamplin is a published author, public speaker, CEO of UpDigital, and founder of Finance Strategists.

True is a Certified Educator in Personal Finance (CEPF®), author of The Handy Financial Ratios Guide , a member of the Society for Advancing Business Editing and Writing, contributes to his financial education site, Finance Strategists, and has spoken to various financial communities such as the CFA Institute, as well as university students like his Alma mater, Biola University , where he received a bachelor of science in business and data analytics.

To learn more about True, visit his personal website or view his author profiles on Amazon , Nasdaq and Forbes .

Related Topics

• 50/30/20 Budget Rule
• Aggressive Investing
• Canada Pension Plan (CPP)
• Cash Flow From Operating Activities
• Church Retirement Plan
• Confederate Pension
• Debt Reduction Strategies
• Divorce Financial Planning
• Education Planning
• Envelope Budgeting
• Farmland Investments
• Global Macro Hedge Fund
• Healthcare Pension Plan
• Inventory Turnover Rate (ITR)
• Long-Term Mutual Funds
• Low-Risk Mutual Funds
• Military Spouse Financial Planning
• Multiemployer Pension Plan
• Navy Pension Plans
• Pension Option
• Post-Divorce Debt Management
• Retirement Budgeting
• Retirement Fund
• Retirement Savings Vehicles
• Self-Invested Personal Pension (SIPP)
• Succession Planning
• Trustee Succession
• Types of Fixed Income Investments
• Widow's Pension

Ask a Financial Professional Any Question

Meet top certified financial advisors near you, our recommended advisors.

Claudia Valladares

WHY WE RECOMMEND:

Fee-Only Financial Advisor Show explanation

Bilingual in english / spanish, founder of wisedollarmom.com, quoted in gobanking rates, yahoo finance & forbes.

IDEAL CLIENTS:

Retirees, Immigrants & Sudden Wealth / Inheritance

Retirement Planning, Personal finance, Goals-based Planning & Community Impact

Taylor Kovar, CFP®

Certified financial planner™, 3x investopedia top 100 advisor, author of the 5 money personalities & keynote speaker.

Business Owners, Executives & Medical Professionals

Strategic Planning, Alternative Investments, Stock Options & Wealth Preservation

We use cookies to ensure that we give you the best experience on our website. If you continue to use this site we will assume that you are happy with it.

Fact Checked

At Finance Strategists, we partner with financial experts to ensure the accuracy of our financial content.

Our team of reviewers are established professionals with decades of experience in areas of personal finance and hold many advanced degrees and certifications.

They regularly contribute to top tier financial publications, such as The Wall Street Journal, U.S. News & World Report, Reuters, Morning Star, Yahoo Finance, Bloomberg, Marketwatch, Investopedia, TheStreet.com, Motley Fool, CNBC, and many others.

This team of experts helps Finance Strategists maintain the highest level of accuracy and professionalism possible.

Why You Can Trust Finance Strategists

Finance Strategists is a leading financial education organization that connects people with financial professionals, priding itself on providing accurate and reliable financial information to millions of readers each year.

We follow strict ethical journalism practices, which includes presenting unbiased information and citing reliable, attributed resources.

Our goal is to deliver the most understandable and comprehensive explanations of financial topics using simple writing complemented by helpful graphics and animation videos.

Our writing and editorial staff are a team of experts holding advanced financial designations and have written for most major financial media publications. Our work has been directly cited by organizations including Entrepreneur, Business Insider, Investopedia, Forbes, CNBC, and many others.

Our mission is to empower readers with the most factual and reliable financial information possible to help them make informed decisions for their individual needs.

How It Works

Step 1 of 3, ask any financial question.

Ask a question about your financial situation providing as much detail as possible. Your information is kept secure and not shared unless you specify.

Step 2 of 3

Our team will connect you with a vetted, trusted professional.

Someone on our team will connect you with a financial professional in our network holding the correct designation and expertise.

Step 3 of 3

Get your questions answered and book a free call if necessary.

A financial professional will offer guidance based on the information provided and offer a no-obligation call to better understand your situation.

Where Should We Send Your Answer?

Just a Few More Details

We need just a bit more info from you to direct your question to the right person.

Tell Us More About Yourself

Is there any other context you can provide.

Pro tip: Professionals are more likely to answer questions when background and context is given. The more details you provide, the faster and more thorough reply you'll receive.

What is your age?

Are you married, do you own your home.

• Owned outright
• Owned with a mortgage

Do you have any children under 18?

• Yes, 3 or more

What is the approximate value of your cash savings and other investments?

• $50k - $250k
• $250k - $1m

Pro tip: A portfolio often becomes more complicated when it has more investable assets. Please answer this question to help us connect you with the right professional.

Would you prefer to work with a financial professional remotely or in-person?

• I would prefer remote (video call, etc.)
• I would prefer in-person
• I don't mind, either are fine

What's your zip code?

• I'm not in the U.S.

Submit to get your question answered.

A financial professional will be in touch to help you shortly.

Part 1: Tell Us More About Yourself

Do you own a business, which activity is most important to you during retirement.

• Giving back / charity
• Spending time with family and friends
• Pursuing hobbies

Part 2: Your Current Nest Egg

Part 3: confidence going into retirement, how comfortable are you with investing.

• Very comfortable
• Somewhat comfortable
• Not comfortable at all

How confident are you in your long term financial plan?

• Very confident
• Somewhat confident
• Not confident / I don't have a plan

What is your risk tolerance?

How much are you saving for retirement each month.

• None currently
• Minimal: $50 - $200
• Steady Saver: $200 - $500
• Serious Planner: $500 - $1,000
• Aggressive Saver: $1,000+

How much will you need each month during retirement?

• Bare Necessities: $1,500 - $2,500
• Moderate Comfort: $2,500 - $3,500
• Comfortable Lifestyle: $3,500 - $5,500
• Affluent Living: $5,500 - $8,000
• Luxury Lifestyle: $8,000+

Part 4: Getting Your Retirement Ready

What is your current financial priority.

• Getting out of debt
• Growing my wealth
• Protecting my wealth

Do you already work with a financial advisor?

Which of these is most important for your financial advisor to have.

• Tax planning expertise
• Investment management expertise
• Estate planning expertise
• None of the above

Where should we send your answer?

Submit to get your retirement-readiness report., get in touch with, great the financial professional will get back to you soon., where should we send the downloadable file, great hit “submit” and an advisor will send you the guide shortly., create a free account and ask any financial question, learn at your own pace with our free courses.

Take self-paced courses to master the fundamentals of finance and connect with like-minded individuals.

Get Started

To ensure one vote per person, please include the following info, great thank you for voting., get in touch with a financial advisor, submit your info below and someone will get back to you shortly..

• FDA Issues Draft Guidance on Predetermined Change Control Plans for Medical Devices

The U.S. Food and Drug Administration (FDA) recently released a draft guidance describing its proposed approach to reviewing and authorizing a predetermined change control plan (PCCP) in a marketing submission for a device subject to the premarket approval (PMA), premarket notification (510(k)), or De Novo pathway, including the types of modifications and information it considers appropriate for inclusion in a PCCP. 1   If a PCCP is authorized, the manufacturer may make changes to the marketed device without the need to submit a supplemental or new marketing application to the FDA, provided the modifications are made consistent with the authorized PCCP and the manufacturer’s quality management system. 2

A manufacturer should carefully consider the pros and cons of a PCCP, among other strategic options, as part of its overall FDA regulatory strategy and product lifecycle management. A PCCP can be a useful tool for obtaining upfront FDA authorization for   predetermined , specific modifications intended to be deployed after marketing a device, which can potentially save a manufacturer substantial cost, time, and resources across a device’s lifecycle. But a PCCP can also increase the complexity of a submission, delay marketing authorization and commercial launch, and trigger implications surrounding disclosure of information. Comments on this draft guidance can be submitted to the FDA by November 20, 2024. 3

Determining Modifications That Are Appropriate for a PCCP

A PCCP describes specific device modifications that a manufacturer plans to make over time that would generally require a new marketing submission or FDA authorization. 4   Such device modifications must maintain the device within the device’s intended uses, and for cleared devices, allow the device to remain substantially equivalent to the predicate device. 5   Such device modifications   also   should be described in sufficient detail in the submission, be able to be verified and validated before implementation, and maintain the device within its indications for use. 6   In general, major changes to the intended use of a device are not considered appropriate for a PCCP (e.g., changes that require new clinical data or that expand the indication or labeling to include a new patient population).

The draft guidance provides examples of different types of modifications that generally may and may not be appropriate for a PCCP in a marketing submission (see Tables 1 and 2), as well as example use cases covering different types of devices (see Table 3).

Key Elements of a PCCP

A manufacturer interested in obtaining upfront FDA authorization for specific device modifications should provide a detailed PCCP with its marketing submission that includes:

• a Description of Modifications, a detailed description that outlines the specific, planned modifications that the manufacturer intends to make to the device, the specifications for the characteristics and performance of the planned modifications, and the rationale for the changes; 7
• a Modification Protocol, a protocol that describes the verification and validation activities, including pre-defined acceptance criteria, that will support each modification to assure the device remains safe and effective across the intended use populations, information about the manufacturer’s performance evaluation methods, and, if appropriate, update procedures; 8
• a description or table that clearly delineates which parts of the Modification Protocol are applicable to each modification in the Description of Modifications; 9   and
• an Impact Assessment, an assessment of the benefits and risks introduced by implementing the device modifications and a description of how the verification and validation activities of the Modification Protocol will continue to assure the safety and effectiveness of the device. 10

The FDA will review each proposed device modification as part of the marketing submission. 11   The   FDA anticipates the PCCP review process will be interactive. Should the FDA determine that revisions are needed to make a determination of reasonable assurance of safety and effectiveness or substantial equivalence, then the FDA will work with the manufacturer to revise the PCCP through a request for additional information or a deficiency letter. 12   The FDA encourages interested manufacturers to use the Q-Submission Program to obtain feedback from the Agency regarding their proposed PCCPs. 13   The FDA also notes that, if authorized, the PCCP should be described in sufficient detail in public-facing documents to support transparency to users (e.g., a summary of the planned modifications, testing methods, validation and performance requirements, and means by which users will be notified of implemented device modifications, but excluding trade secret and confidential commercial information, as appropriate). 14

A manufacturer should consider its broader regulatory and commercial strategies before pursuing a PCCP. A manufacturer should understand that a PCCP further adds to the complexity of the marketing submission and the FDA’s regulatory review process. There are limitations associated with any authorized PCCP. A manufacturer realizes the potential benefits of an authorized PCCP only if it actually implements the device modifications in accordance with the PCCP and its quality management system. Even so, the modified device cannot serve as a predicate device in a 510(k) submission for purposes of determining substantial equivalence (unless it is cleared in a subsequent marketing submission). 15   If a manufacturer implements a device modification that deviates from the authorized PCCP or was not included in the authorized PCCP, then it may need to submit a new marketing submission. 16   There are also other implications that may flow from the disclosure of the PCCP in publicly facing documents, such as potential downstream effects on its intellectual property, competitive advantage, future pricing strategies, and users’ and payors’ perception of the initial device before implementing the PCCP. Given these considerations and other factors relevant to market adoption and commercial success, a manufacturer should weigh the potential benefits of obtaining an authorized PCCP up front, as compared to launching a device without a PCCP and then pursuing modifications through subsequent submissions after commercial launch.

Table 1. PMA Devices   17

Table 2. 510(k) or De Novo Devices 18

Table 3: Select Examples of PCCP Use Cases 19

[1] U.S. Food and Drug Admin., Predetermined Change Control Plans for Medical Devices: Draft Guidance for Industry and Food and Drug Administration Staff (Aug. 2024), https://www.fda.gov/media/180978/download (hereinafter “PCCP Guidance”). The PCCP guidance broadly applies to PCCPs for all device types. The FDA has also published additional guidance regarding other types of device modifications or modifications for certain types of devices. See, e.g. , U.S. Food and Drug Admin., Marketing Submission Recommendations for a Predetermined Change Control Plan for Artificial Intelligence/Machine Learning (AI/ML)-Enabled Device Software Functions: Draft Guidance for Industry and Food and Drug Administration Staff (Apr. 2023), https://www.fda.gov/media/166704/download ; U.S. Food and Drug Admin., Deciding When to Submit a 510(k) for a Change to an Existing Device: Guidance for Industry and Food and Drug Administration Staff (Oct. 2017), https://www.fda.gov/media/99812/download ; U.S. Food and Drug Admin., Modifications to Devices Subject to Premarket Approval (PMA) - The PMA Supplement Decision-Making Process: Guidance for Industry and Food and Drug Administration Staff (Dec. 2008), https://www.fda.gov/media/81431/download .

[2] PCCP Guidance, at 4–5 and 10–11.

[3] See Regulations.gov, Predetermined Change Control Plans for Medical Devices; Draft Guidance for Industry and Food and Drug Administration Staff; Availability , https://www.regulations.gov/docket/FDA-2024-D-2338/document (accessed Aug. 29, 2024).

[4] 21 C.F.R. §§ 814.39(a) and 807.81(a)(3); PCCP Guidance, at 4.

[5] PCCP Guidance, at 19 (citing 21 U.S.C. § 360e-4(a)(2) and (b)(2)).

[6] Id. at 9 and 19.

[7] Id. at 9 and 26.

[8] Id. at 9 and 26–29.

[9] Id. at 30.

[10] Id. at 9 and 30–31.

[11] Id. at 17.

[13] Id. at 32.

[14] Id. at 13.

[15] Id. at 11.

[16] Id. at 14–15.

[17] Id. at 24–25.

[18] Id. at 21–22.

[19] Id. at 32–36 (examples 1, 4, 5, 8, and 9).

Related Posts

• FDA Finalizes Guidance for Using Real-World EHRs and Medical Claims Data to Support Regulatory Decisions for Drug Products
• FDA Publishes Machine Learning Transparency Guiding Principles for Medical Devices
• “Chevron is overruled”: Key Takeaways and Implications for the FDA and the Life Sciences Industry

Latest Posts

• Illumina/Grail: EU Court Overturns Below-Threshold Merger Review Policy

See more »

DISCLAIMER: Because of the generality of this update, the information provided herein may not be applicable in all situations and should not be acted upon without specific legal advice based on particular situations. Attorney Advertising.

Refine your interests »

Written by:

PUBLISH YOUR CONTENT ON JD SUPRA NOW

• Increased visibility
• Actionable analytics
• Ongoing guidance

Published In:

Wilson sonsini goodrich & rosati on:.

"My best business intelligence, in one easy email…"

We've detected unusual activity from your computer network

To continue, please click the box below to let us know you're not a robot.

Why did this happen?

Please make sure your browser supports JavaScript and cookies and that you are not blocking them from loading. For more information you can review our Terms of Service and Cookie Policy .

For inquiries related to this message please contact our support team and provide the reference ID below.

Sign in to add this item to your wishlist, follow it, or mark it as ignored

Coming soon

About this game.

• an emergency manual, which contains valuable notes on the environment as well as all the instructions necessary to solve the puzzles
• several dashboards filled with buttons, levers, screens and switches allowing you to monitor what is happening and above all to manage various systems (such as the door opening system or access to ventilation ducts, for example). But be careful, all this consumes electricity and it will have to be managed wisely

System Requirements

• OS: Windows 10 or later
• Processor: Intel Core i3
• Memory: 2 GB RAM
• Graphics: Intel HD Graphics 4000 and higher
• Network: Broadband Internet connection
• Storage: 100 MB available space
• Additional Notes: Internet connection required as it is an online cooperation game only

You can write your own review for this product to share your experience with the community. Use the area above the purchase buttons on this page to write your review.

You can use this widget-maker to generate a bit of HTML that can be embedded in your website to easily allow customers to purchase this game on Steam.

Enter up to 375 characters to add a description to your widget:

Copy and paste the HTML below into your website to make the above widget appear

Popular user-defined tags for this product: (?)

Sign in to add your own tags to this product.

Industry News

Lastpass for admins, lastpass labs, product updates, tips and tricks, understanding policy-based access control (pbac).

In June 2024, UNC5537 (a threat actor group) used infostealer malware for a credential-based attack on 100 Snowflake customers. In all, about 165 businesses (and their customers) were potentially exposed. The common factor among these businesses? A lack of multi-factor authentication (MFA) and other types of access controls. 

Below, we discuss what policy-based access controls are and how they could have helped prevent this devastating attack. 

What Is Policy-Based Access Control (PBAC)? 

Definition and explanation of pbac .

What is policy-based access control (PBAC)? 

Policy-based access control (PBAC) is an authorization access control. It uses dynamic policies to manage access to resources. It's often confused with RBAC, which prompts many people to ask, “What’s the difference between PBAC and RBAC?” 

PBAC’s cousin, role-based access control (RBAC), relies on static or predefined permissions.  While RBAC focuses on the user , PBAC focuses on the resource. 

RBAC asks, “What users do I have, and what can they do in my environment?”  

Meanwhile, PBAC asks , "What resources do I have, and how may they be accessed?” 

PBAC is more resilient than RBAC and an extension of ABAC (attribute-based access control). It uses a wide range of contextual factors like time, location, device, and user attributes to determine access rights.   

This facilitates access control that’s more nuanced and adaptable to your business needs. 

Key components and elements of PBAC 

There are three key aspects of PBAC that make it relevant in the face of credential-based attacks like the Snowflake incident: 

• Contextual, dynamic control. PBAC relies on contextual information to grant access. This means your users are verified based on who they are, what device they’re using, when they’re accessing a resource, and where they’re located during logins. The Snowflake breach was successful because there were no access controls in place to allow only logins from trusted locations. 
• Scalability and flexibility . PBAC is flexible enough to be deployed across all business systems and to accommodate changes due to evolving threats. It’s highly modular (1), which means permissions can be added, removed, or replaced without affecting the entire system.  
• Regulatory compliance. PBAC allows adjustments in line with industry regulations. For example, a clinic allows doctors and other healthcare professionals involved in a patient’s care to access PHI (protected health information). Thus, a “certified provider status” attribute can be added in compliance with the HIPAA Privacy Rule . This means your organization will be aligned with current laws and you’ll avoid costly non-compliance penalties. 

Advantages and benefits of PBAC 

PBAC allows precise control over access rights and dynamic adjustment of policies based on real-time data and the current threat landscape.  

Just days after the worldwide CrowdStrike outage, threat actors deployed infostealer malware to perpetrate credential-based attacks on businesses already reeling from the incident. 

PBAC would have helped tighten access rights to protect these vulnerable businesses. 

In addition, PBAC is highly extensible, which means it has high levels of interoperability and customizability. It can be modified as needed, which means it can accommodate new policies, rules, and attributes to meet evolving security needs. 

It can also be integrated with other identity and access management platforms to provide an extra layer of security against credential-based attacks. 

How Does Policy-Based Access Control (PBAC) Work? 

Overview of pbac workflow and decision process .

PBAC operates by evaluating access requests against policies at the time of access. When a user tries to access a resource, the PBAC system considers contextual factors, and grants or denies access based on those factors. 

The PBAC workflow typically involves: 

• Access request submission. This is where users request access to protected resources. 
• Policy evaluation. The request is intercepted by the PEP (Policy Enforcement Point), which acts as a gatekeeper. Next, the PEP forwards the request to the PDP (Policy Decision Point) for evaluation. The PDP references the PBAC policies on file. The PDP may also query the PIP (Policy Information Point) if it needs additional attribute information. 
• Access decision. Finally, the PDP decides to permit or deny access. It sends its decision back to the PEP.  
• Enforcement of the decision. The PEP enforces the PDP’s decision. 
• Visibility & Analytics: All access attempts and decisions are logged to detect policy violations or anomalies. 

This workflow supports a Zero Trust architecture that can protect your business from devastating credential-based attacks. 

Role of policies and rules in PBAC 

PBAC rules and policies incorporate multiple attributes and conditions to grant or deny access to resources.  

Policies are based on : 

• Subjects : users requesting access 
• Actions: the actions that can be performed on resources 
• Objects : the resources being accessed 
• Context: the conditions under which access is granted 

The role of policies and rules in PBAC is to allow for more granular control to reduce the risk of over-privileging users. For example, contextual evaluation ensures that access is only granted under certain conditions, such as time of day or completion of specific training or certifications.  

PBAC rules also enable real-time evaluations, which prevents threat actors from using outdated permissions to carry out attacks. 

Finally, PBAC supports the automation of access provisioning and deprovisioning. As compliance regulations change or employees leave their roles, access can be revoked automatically. This reduces administrative burdens and ensures a stronger security posture . 

Policy enforcement and evaluation in PBAC 

PBAC applies the relevant attributes and appropriate policies to make access decisions. 

It supports dynamic attribute assessment, which means that changes in a user’s status, job code, or other attributes are immediately reflected in access decisions. 

PBAC policies are also modular, allowing for independent evaluation of different access rules. This means changes in one policy won’t affect another. 

Finally, PBAC systems evaluate permissions symmetrically. The same set of rules and policies are used to grant or deny access. Symmetric evaluation is consistent, ensuring that permissions are always aligned with current policies . 

Why Is Policy-Based Access Control Important? 

Enhancing security and risk management with pbac .

A key component of PBAC is its enforcement of Zero Trust through the principle of least privilege.  

This ensures that users are granted only the minimum access necessary to perform their role functions, limiting potential damage from credential-based threats. According to the Cisco Talos Incident Response team , attackers primarily used compromised credentials to access valid accounts in Q1 2024. 

By enforcing least privilege access, PBAC reduces the risk of such attacks. 

Supporting compliance and regulatory requirements 

Many industries must comply with strict regulations such as HIPAA, GDPR, and PCI-DSS. PBAC allows administrators to create policies that directly align with these regulatory requirements. 

Primarily, PBAC’s auditing capabilities streamline your organization’s ability to demonstrate accountability and compliance in its data handling practices.  

Scalability and flexibility of PBAC for growing organizations 

PBAC promotes rapid updates and modifications without the need for complete system overhauls. This flexibility is valuable for businesses that want to expand into new markets or transition to a remote workforce. 

For example, expansion into new territories or geographical regions is often accompanied by new regulations. PBAC ensures that access is granted according to local regulations and business requirements. It also supports the retention of key talent by ensuring that employees can access resources in diverse locations. 

In the case of remote work, PBAC can dynamically adjust access rights based on changes in the user’s location, behavior, or device security posture. 

PBAC Use Cases and Examples 

Real-world scenarios showcasing pbac in action .

By now, you may be wondering, “What’s an example of PBAC?” or “What’s the purpose of PBAC?” 

To understand PBAC in action, let’s consider two real-world scenarios. 

Healthcare 

Securing patient data is more critical than ever. Currently, 32.4 million patients in the United States have already been impacted by 275 data breaches, with the largest attacks suffered by the Kaiser Foundation Health Plan, Concentra Health Services, and INTEGRIS Health.  

In a hospital, each department requires access to different types of patient data. Considering this, how can unauthorized users be prevented from breaking HIPAA laws? 

This is where PBAC comes in. It ensures that only doctors and other healthcare professionals can access a patient’s full medical records. This includes diagnoses, treatment plans, lab results, and medication charts. 

Thus, any access attempts that violate HIPAA or GDPR regulations will trigger alerts for investigation. This is likely how a member of staff at a London clinic was discovered accessing Princess Kate’s medical records after her abdominal surgery. 

Government 

A government agency like the Pentagon handles sensitive data related to national security. 

PBAC ensures that only personnel with the appropriate clearance levels can access classified documents. Access to these documents can also be made conditional on the user’s location, need-to-know privileges, and possession of approved non-disclosure agreements. 

Industry-specific use cases for PBAC 

So, how does policy-based access control (PBAC) enhance data security? 

Let's go back to our hospital. It wants to conduct a clinical trial to assess the potential benefits of semaglutide in the treatment of heart disease, Type II diabetes, and kidney disease. 

PBAC policies can restrict access to clinical trial data based on a user’s role, the phase of the trial, and data sensitivity. Thus, only clinical trial sponsors (usually pharmaceutical companies or universities), researchers, the FDA, and participating healthcare providers can access proprietary drug data and patient information.  

Patients or trial participants also have the right to their own clinical trial data. Ultimately, PBAC ensures compliance with HIPAA and GDPR rules on data privacy.    

Next, a government agency like CISA (Cybersecurity and Infrastructure Security Agency) investigates Russian threat actors targeting critical infrastructure sectors in North America and Europe.  

PBAC policies ensure that classified information can only be accessed by clearance levels, project involvement, and current assignments.  

Success stories and case studies of PBAC implementation 

In 2024, IBM is on track to leverage automation and generative AI to facilitate continuous compliance and stronger security postures for organizations. 

It accomplishes this through dynamic PBAC policies that adapt to changes in user behavior and data sensitivity in multi-cloud environments.  

Meanwhile, Microsoft’s new Azure Policy improvements makes policy definitions more agile and adaptable. For example, users can now specify which policy definitions they’d like to be assessed against at the time of assignment.  

Implementing Policy-Based Access Control (PBAC) 

Best practices for pbac implementation .

So, how do you implement policy-based access control in an enterprise environment? 

To implement PBAC successfully, consider these best practices: 

• Use a centralized policy management system to streamline policy creation, deployment, and maintenance. 
• Ensure PBAC policies are well-documented and understood by employees, vendors, and customers. 
• Define clear attributes and how they factor into access decisions.  
• Use LLMs (Large Language Models) to interpret natural language descriptions of access requirements and translate them into formal policies. 
• Use LLMs to continually analyze access patterns to suggest policy updates. LLMs can also make more context-aware access decisions and be trained on regulatory standards to ensure PBAC policies remain compliant. 
• Conduct regular reviews and incorporate user feedback to adapt to changing regulations, threat environment, and business goals. 
• Cultivate a culture of security with comprehensive training on PBAC policies. 

Considerations for integrating PBAC into existing systems 

One of the first considerations would be a thorough assessment of your existing IT infrastructure to identify potential integration points. 

PBAC integration with existing systems and other identity and access management (IAM) tools is critical to enterprise security. 

However, merging all the above is daunting, and the prospect of digital sprawl must be considered. To that end, deploying a scalable LLM security solution that adds no “weight” to the infrastructure and combines all access controls may be a viable solution. 

Common challenges and solutions in PBAC implementation 

Although PBAC comes with many advantages, its implementation may be fraught with complexities. Below, we list four roadblocks and their solutions: 

• Resistance to change . Many employees balk at new policies due to a sense of overwhelm or fear of the unknown. Solution. Provide adequate training and open forums to address concerns and instill confidence in PBAC adoption. 
• Policy conflicts. Do your new PBAC policies contradict your current rules? Conflicting policies can lead to unintended permission denials. Solution. Implement regular audits for policy analysis and conflict detection. 
• Administrative burdens . Successful large-scale implementations require extensive care and time. Solution . Automate provisioning and deprovisioning to simplify user lifecycle management (1). 
• Complexity in auditing policy implementations . Implementing granular, comprehensive policies correctly can be a time-consuming process. Solution . Use Large Language Models (LLMs) to automate policy implementation and to check if the implemented access controls match the intended policy written in natural language. 

As identity-based attacks proliferate, RBAC and ABAC are no longer enough . Here’s why: Although ABAC can factor in attributes for access control, its rules can’t be written in normal prose.  

Instead, they must be written in eXtensible Access Control Markup Language (XACML), which makes it inaccessible to anyone without IT expertise. With PBAC, you can deploy changes yourself, as security threats arise. 

PBAC policies can also dictate which users have access to password manager vaults, which provides an extra layer of security when it comes to sensitive login credentials.  

So, don’t let your business become a victim: adopt PBAC and sign up for a free, no-obligation LastPass Business password vault today. 

Get started with LastPass Business

14-day free LastPass Business trial. No credit card required.

• img-icon-footer-facebook Created with Sketch.
• img-icon-footer-twitter Created with Sketch.
• img-icon-footer-instagram Created with Sketch.
• img-icon-footer-youtube Created with Sketch.
• img-icon-footer-linkedin Created with Sketch.
• img-icon-footer-spiceworks Created with Sketch.

More From Forbes

Don’t buy kamala harris' anti-price gouging plan.

• Share to Facebook
• Share to Twitter
• Share to Linkedin

Vice President Kamala Harris has proposed a cap on the cost of insulin at $35 and more price ... [+] controls on prescription drugs through Medicare.

Vice President Kamala Harris has caught flak from Republicans for not offering much specificity on her policy preferences.

That's deliberate. Her policy vision is not pretty, particularly for those who are fans of market capitalism.

There's a reason Harris was once ranked one of the most liberal members of the Senate. If elected, she has promised to "lower costs for American families" by cracking down on "price gouging" by corporations that reap "excessive profits."

That may sound like standard progressive fare. But the means by which she'd try to achieve those goals is a scheme of price controls that could destroy entire sectors of the U.S. economy.

It's easy to see why Harris is building her campaign around a pledge to lower prices. Inflation and the economy consistently rank among voters' top concerns. Things have gotten so bad that the vice president is working to distance herself from her boss President Joe Biden's handling of the economy, according to reporting from Axios.

To that end, Harris has proposed a number of policies far to the left of anything she and Biden have tried during their three-and-a-half years in the White House. Among those policies are a pledge to cap the cost of insulin at $35 and accelerate price controls on prescription drugs through Medicare.

At this point, the insulin cap would be largely redundant. Insulin prices have been steadily falling as a result of market competition. Today, Eli Lilly's popular insulin, Humalog, sells for a net price of $26 per vial , while the company sells a generic version of that drug for just $17 . On average, patients shell out $5 and $3.40 per vial for those drugs, respectively .

Best High-Yield Savings Accounts Of 2024

Best 5% interest savings accounts of 2024.

More aggressive price controls on prescription drugs would do real harm. As George Mason University economist Alex Tabarrok points out , pharmaceutical price controls trade long-term benefits for short-term savings. Patients—or in the case of Harris's plan, the government—may save a few bucks in the near term. But over time, price controls will lead to less research and development, fewer new drugs, and reduced incentives for generic competition.

Tabarrok also points out that with fewer new drugs on the market, patients will wind up spending more money on doctors and hospitals. Because nine out of 10 prescriptions filled in the United States are for cheap generics, that means price controls may not wind up saving any money at all.

Harris seems intent on wielding price controls beyond the pharmaceutical market. She has pledged broadly to ban "excessive" profits, though she has not defined what "excessive" means or what such a ban would look like.

Left-of-center Washington Post columnist Catherine Rampell called Harris's plan "in all but name, a sweeping set of government-enforced price controls across every industry."

"It's hard to exaggerate how bad this policy is," Rampell wrote.

Allowing the federal government to set food prices is particularly misguided. For one thing, grocers do not have particularly high profit margins. And though grocery prices have increased—along with the price of just about everything else during the Biden era—they reached their peak in 2022 and have been dropping since .

So in more ways than one, fixing grocery prices is, as a Bloomberg columnist put it , "a solution in search of a problem."

As with prescription drugs, the potential impact of price controls on groceries could range from the irrelevant to the disastrous. When governments around the world have fixed grocery prices in the past, shortages , hoarding , and all manner of "creative" market distortions have resulted.

It would be a mistake to assume that the American economy would be immune to a similar fate. We have already seen pharmaceutical companies halt research and development efforts for certain medicines in response to the Biden-Harris administration's program of drug price controls in Medicare.

Price controls are no longer a foreign boogeyman. They are a very real threat to Americans' lives and livelihood. Unfortunately, they appear to be at the center of Kamala Harris's economic vision.

• Editorial Standards
• Reprints & Permissions

An air traffic controller was found asleep under a blanket while working their 7th night shift in 9 days

• An air traffic controller in Australia was found asleep under a blanket at the end of a shift.
• They'd worked seven night shifts in nine days due to staffing changes, a safety investigation found.
• The report said an "underlying lack of resources" contributed to the incident.

An air traffic controller working at a major Australian airport was found asleep at the end of their night shift, according to an investigation by the Australian Transport Safety Bureau.

The worker had signed on for their shift, which ran from 10 p.m. to 6 a.m., at Brisbane Centre, a major air traffic control center at Brisbane Airport.

Brisbane Centre monitors air traffic for most of northern Australia, and the controller found asleep was monitoring air traffic in and around Cairns, a city about 850 miles north of Brisbane.

The incident occurred on December 9, 2022, when a morning-shift controller arrived at work at 5:15 a.m. to find their night-shift counterpart asleep at the console.

The worker was discovered lying across two chairs with a blanket covering them, according to the report . They were still wearing their headset, and the air-situation-display screensaver was on.

After ensuring there was no traffic in the area, the station was handed over to the oncoming controller.

The report said that the Brisbane Centre building was cooler at night and that it was considered normal practice for blankets to be used during night shifts.

The ATSB's report blamed multiple night shifts in a short space of time, the worker's low workload, and an ineffective risk-management system for the incident.

It said the worker had 10 years of experience as a controller and had been in their current position for three years. Because of last-minute roster changes, however, they'd worked their seventh night shift in nine days and hadn't taken the recommended rest period in between.

A Brisbane Centre air traffic controller who was found asleep at their workstation towards the end of their shift had worked multiple consecutive night shifts resulting in sleep debt, an ATSB investigation report details. — ATSB (@atsbgovau) September 3, 2024

There had been no traffic or scheduled flights in the airspace the controller was responsible for, and a system supervisor had been on duty at the front desk of the center.

Related stories

But the report found that cumulative fatigue wasn't being effectively managed at the center.

"Likely due to an underlying lack of resources within Airservices Australia, there was an over-reliance on tactical changes to manage the roster," investigators said.

The ATSB said it would update its safety procedures and fatigue-risk-management regulations in response to the incident and would continue to monitor the issue.

Airservices Australia, which runs Brisbane Centre, said in a statement to Business Insider it had "reviewed and updated guidance to our staff on fatigue management processes" and was "working with CASA to explore further improvements on our fatigue risk management system," referring to the Civil Aviation Safety Authority.

Brisbane Airport, where Brisbane Centre is based, is Australia's third-busiest airport, handling about 22.6 million passengers annually. It has consistently been among the 100 busiest airports in the world and was ranked as the world's 32nd best by Skytrax in 2024.

In the US, fatigue has been a growing safety concern as shortages of air traffic controllers have driven up the amount of overtime required for those who remain. Some controllers are reported to have turned to alcohol and sleeping pills to cope with their grueling schedules.

Last year, The New York Times found that near misses between aircraft were happening more often than previously thought.

Watch: Warning light came on 3 times before plane wall blew out

• Main content