ABSTRACT
In production phase, if the project management and sponsorship structure has been demobilized, the focus on assimilating the change is lost, and antagonistic stakeholders may take the opportunity to resist the changes introduced by the project and try to go back to the previous situation. In some cases, antagonists who were quiet throughout the project phases appear strategically after the change is implemented to attempt going back to the previous situation. A recurring issue regarding the sustaining of a change is who should carry out sustainability efforts. Sustaining the change should keep the existing project management structure mobilized, even if the configuration differs. Change assimilation indicators can be quantitative or qualitative. The quantitative ones usually have to do with the project objectives, return-on-investment (ROI) analysis, business plan, goals, and metrics. Publicly acknowledging possible adjustments needed in the project greatly helps to reverse the situation.
