ABSTRACT
Many projects end when the change has been implemented - the product is put into service and is working to an agreed level, users have been trained on any associated activities, and an agreed period of post-implementation support has been supplied, often known as hypercare. The period after implementation is a very fragile time for change. The time taken to embed change is really dependent on the type of change that is being put in, the culture of the organisation, how easy it is to measure and report on progress, and how committed the senior leaders are to really making a change. The type of activities one chooses to carry out to help embed the change will be dependent on the individual circumstances they are working in. There will come a time when the change team disband and the change has to become part of business as usual.
