Change management approach

The change management approach describes how a project will plan, manage, and control organizational change to move from the current state, through any interim states, to the target state required to achieve the project’s objectives. It sets out the procedures, techniques, standards, and responsibilities needed to manage change consistently across the project lifecycle.

This approach ensures that:

• The transition from current to target state is managed in a controlled way.
• Disruption to business operations is minimized during the change.
• Stakeholders are supported and engaged throughout the transition.
• The desired outcomes are embedded within business-as-usual.

It covers areas such as:

• Defining current, interim, and target states
• Planning and delivering enabling activities
• Stakeholder engagement and support
• Roles and responsibilities for managing change

Lifecycle

The change management approach is applied throughout the project, aligning with PRINCE2’s processes:

1. Starting up a project (SU) – Little activity takes place here, apart from noting any anticipated organisational change needs that the project may address.
2. Initiating a project (IP) – The change management approach is created and facilitated by the project manager. It defines the scope of the change, the description of current, interim, and target states, and the enabling activities to deliver the change. The project manager will normally use a template from the programme or organization (if available) to review and finalize the change management approach.
3. Directing a project (DP) – The project board will approve and baseline the change management approach as part of approving the project initiation documentation.
4. Controlling a stage (CS) – The project manager monitors how change-related activities are being carried out during day-to-day work. This includes checking progress toward interim states, ensuring enabling activities are delivered, and escalating any risks or issues related to change adoption.
5. Managing product delivery (MP) – Team managers and work package leaders ensure that deliverables support the agreed change outcomes. They apply the enabling activities, capture feedback from users, and provide evidence that outputs are aligned with the desired interim and target states.
6. Managing a stage boundary (SB) – The project manager can review progress in achieving the planned interim states at the end of each stage, and update the approach if necessary. The change management approach may be updated if there are changes to scope, timing, responsibilities, or enabling activities.
7. Closing a project (CP) – The project manager uses the original change management approach to confirm that the target state has been reached (or that a handover to business-as-usual is in place for any remaining transition activities). Lessons learned about change implementation are recorded.
8. After the project – The business level (corporate, programme management, or operational teams) takes over responsibility for sustaining the target state and continuing any remaining change activities.

Contents

A change management approach document will normally include:

• Scope: What organisational changes will be delivered and any exclusions.
• Change states: Description of current, interim, and target states.
• State characteristics: For each state, the aspects that will change (e.g., processes, structures, capabilities, responsibilities).
• Enabling activities: Key activities before, during, and after transition (e.g., consultation, trials, training, communication, helplines).
• Resources: People, skills, and systems to deliver enabling activities.
• Responsibilities: Who is responsible for each change activity.
• Supporting tools & techniques: Modelling tools, templates, and tracking systems.
• Standards: Any standards that apply to change management activities.
• References: Links to related documents or corporate guidance.

Tips

The following tips help you have a more effective approach to managing changes:

• Engage stakeholders early – Understand their concerns and build commitment before changes are implemented.
• Be clear on the vision – Clearly describe the target state so everyone understands what they are working towards.
• Use a structured approach – Follow an agreed change framework or organisational standard to ensure consistency.
• Support adoption – Provide adequate training, tools, and help during and after the transition.
• Monitor progress – Track the achievement of interim and target states, adjusting the plan where needed.
• Plan for sustainability – Ensure the target state is embedded in business-as-usual with ownership assigned after project closure.
• Keep it live – Update the change management approach at stage boundaries to reflect evolving circumstances.

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Written by Frank Turley.

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