ABSTRACT
Bringing about change in an organization should be considered a process. The change process with three key enablers added to the change process chart includes: pain drivers, implementation architecture, and future state vision. These three key enablers are required to make the process function. The change facilitator will prepare a specific part of the project plan that will be referred to as the project change management (PCM) plan. The challenge that faces the change facilitator and the rest of the project team is to implement all of the individual sections that make up the project plan and still meet the cost, schedule, and performance requirements. The chapter provides a list of support patterns that we have found useful in applying PCM to projects. It also provides a detailed discussion on eight change management risk factors: cost of the status quo, vision clarity, sponsor's commitment, change agent/advocacy skills, target response, culture/organizational alignment, internal and external organizational events, and implementation architecture.
