Lead Your Projects with Confidence. Deliver Change That Sticks.
Most projects don't fail because of bad ideas. They fail because of poor planning, weak sponsorship, and people who weren't prepared for the change.
That's exactly what IPCM is designed to fix. The BPMO's Integrated Project and Change Management methodology combines the structure of project management with the people-side of change into one practical framework. The result is projects that get delivered on time and changes that actually stick.
Browse the phases below to find the guidance, templates, and tools you need for wherever you are in your project.
PHASE: Initiate & Identify
The Initiate phase is where projects are won or lost before the real work even begins.
Most project problems that show up later, misaligned expectations, surprise resistance, unclear scope, trace back to a weak start. This phase is about building a solid foundation by getting aligned with your Sponsor, understanding the landscape, and making sure everyone knows the project is happening and why it matters.
By the end of this phase, you'll have a draft charter that defines what success looks like, a clear picture of your stakeholders, and an official announcement that puts the project on everyone's radar.
ACTIVITY #1: Initiate Project with Sponsor
A well-run Sponsor meeting sets the foundation for everything that follows. It gives you the context, clarity, and connections you need to hit the ground running. By the end of this activity, you'll have the information you need to start drafting your charter, an initial list of key stakeholders, and a clearer picture of who should be on your project team.
Expected Output |
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Establishes shared understanding of project purpose, expectations, roles, and next steps between the Project/Change Manager and Sponsor. Produces a draft One-Page Charter and an initial stakeholder and team member list. |
Your first job is to get aligned with your Sponsor before the project gains momentum. Start by reviewing any available project information and drafting a rough version of the One-Page Charter based on what you already know. Use the Sponsor Interview Template to build your question list. The gaps in your draft are your agenda.In the meeting, focus on listening. Your goal is to walk out with three things: enough information to finalize the charter, a list of key stakeholders, and a starting list of potential project team members. Don't try to finalize anything in the room. This is a listening and learning meeting. |
Tip 1: Use your draft charter as a preparation tool, not just a deliverable. Every blank field is a question you need to ask. The more complete your draft going in, the sharper your questions will be and the more productive the meeting.
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Sponsor Invitation Email |
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Meeting Agenda |
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Sponsor Interview Template |
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ACTIVITY #2: Draft Project Charter
The charter is the single most important document on your project. It creates a shared understanding of what you're doing, why it matters, and how you'll measure success. Think of it as the contract between you, your Sponsor, and your team.
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A draft One-Page Charter capturing the problem statement, business case, objectives, measures of success, scope, milestones, and risks. This is the project's foundational alignment document. |
Start with what you already know. Using notes from your Sponsor Kickoff Meeting, fill in as much of the One-Page Charter as you can. Don't wait for perfect information. Every blank field is a signal of what you still need to find out.From there, use the stakeholder and team member list your Sponsor provided to gather additional input. These conversations will help you refine the charter and surface any assumptions or risks you haven't accounted for yet. Keep refining until the charter is ready for Sponsor review and approval in the Plan and Prepare phase. |
Tip: The charter is never finished in one sitting. Draft what you know, flag what you don't, and use your stakeholder conversations to fill the gaps. Sponsor approval is the finish line, not perfection. |
One-Page Charter |
Micro-Trainings
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ACTIVITY #3: Send Initial Project Announcement
The first announcement sets the tone for the entire project. It signals to stakeholders that something is happening, who is behind it, and why it matters. Sent by the Sponsor, it carries organizational weight that a project manager simply can't replicate. This is the first step in building awareness and it starts the change curve.
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A project announcement sent by the Sponsor to all key stakeholders that officially launches the project, establishes its importance, and sets expectations for what comes next. |
Draft the announcement on behalf of your Sponsor using the Project Announcement Template. Don't wait for the charter to be fully approved before drafting it. You have enough from your Sponsor meeting to write a solid first version.The announcement should cover four things: what the project is, why it's happening, what stakeholders can expect, and who to contact with questions. Keep it concise. Stakeholders don't need every detail at this stage, they need enough to understand what's coming and feel confident that leadership is behind it.Once drafted, review it with your Sponsor, incorporate their edits, and get it sent before the project gains too much momentum without people knowing about it. |
Tip: The announcement should always come from the Sponsor, not the project manager. Stakeholders pay attention to who sends a message, not just what it says. A message from leadership signals this project is a priority. A message from the PM signals it's an administrative update. |
Project Announcement Template |
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PHASE: Plan & Prepare
The work you did in the Initiate phase gave you a solid foundation. Now it's time to build on it. You'll dig deeper into your stakeholders, plan for the people-side of the change, align your team around the charter and resources, identify what could go wrong, and build the plan that will guide the rest of the project.
By the end of this phase, you'll have everything you need to move into the Build & Manage phase with confidence: a finalized charter, a clear picture of your stakeholders, a change management plan, a risk register, and a project work plan that reflects reality.
ACTIVITY #1: Perform Stakeholder Analysis
Knowing who your project affects and how they're likely to respond is one of the most valuable things you can do before the real work begins. Stakeholder analysis is an ongoing process of understanding who has a stake in the project, what they care about, and how to keep them informed and engaged throughout. By the end of this activity, you'll have a clear picture of your stakeholders and a plan for how to engage them.
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A completed Stakeholder List and Assessment that identifies all key stakeholders, their level of influence and impact, their current and desired level of support, and the engagement actions needed to bring them along. |
Start with the stakeholder list you began building during the Initiate phase. Using input from your Sponsor and any stakeholder interviews you've conducted, assess each stakeholder across two dimensions: how much influence they have over the project and how significantly the project will impact them.From there, assess where each stakeholder currently stands. Are they supportive, neutral, or resistant? Where do they need to be for the project to succeed? The gap between those two answers tells you exactly where to focus your engagement efforts.Document your findings and use them to inform your Change Management Plan in the next activity. Your stakeholder analysis and your change management plan should always be telling the same story. |
Tip 1: Stakeholder analysis is not a one-and-done task. Revisit it regularly throughout the project. People's positions change as the project evolves and new stakeholders may emerge as the work progresses.Tip 2: Pay close attention to high-influence stakeholders who are resistant or neutral. A resistant stakeholder with organizational clout can stall or derail a project faster than almost anything else. Early engagement with these individuals is not optional. |
Stakeholder List & Analysis |
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Stakeholder Map |
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Stakeholder Survey Template |
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Organizational Change Level Assessment (OCLA) |
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ACTIVITY #2: Develop Change Management Plan
A project without a change management plan is just a to-do list. This activity is where you translate your stakeholder insights into a concrete roadmap for managing the people side of the change. You won't finalize everything here, but you'll build enough of the plan to guide your team kickoff and inform your project workplan.
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A draft Change Management Plan that captures your initial communication approach, resistance risks, coaching and training needs, and project health baseline. This draft serves as the foundation for the finalized plan developed in the Build & Manage phase. |
Using insights from the Stakeholder Assessment and OCLA results, develop a draft Change Management Plan by completing the following steps:1. Review OCLA Results: Analyze OCLA findings to identify key themes, resistance risks, and engagement priorities that will shape the overall change management approach.2. Prepare PCT Assessment: Customize the PCT Assessment for the project and incorporate its administration into the Kick-Off Meeting agenda. The PCT will be administered during the Kick-Off Meeting to establish a project health baseline.3. Draft Communication Plan: Identify all audiences, key messages, delivery channels, timing, and message owners. Map communications to the change curve to move audiences through Awareness, Readiness, and Adoption.4. Identify Resistance Risks: Using OCLA and Stakeholder Assessment findings, document initial resistance risks and high-level mitigation approaches.5. Identify Coaching and Training Needs: Based on stakeholder and OCLA insights, identify which audiences will need coaching support and what training will be required to prepare them for the change.6. Change Management Activities for Workplan: All change management activities identified in this plan will need to be incorporated into the Project Workplan. The full workplan build, including change management activities, is covered in detail in Activity 5: Build Project Workplan. |
Tip 1: The Change Management Plan is directly informed by your OCLA and Stakeholder Assessment results. Don't build it in isolation. The data you've already collected tells you exactly where to focus your change management energy.Tip 2: Resistance is easier to address when it's anticipated. Use your OCLA and Stakeholder Assessment data to identify likely sources of resistance before they become active problems.Tip 3: As you develop this plan, note all change management activities that will need to be scheduled and resourced and include them in the Project Workplan. |
OCLA Results |
Micro-Training
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Tip: At this stage the plan is a draft. It doesn't need to be perfect. Focus on capturing enough detail to inform the Kick-Off Meeting and give the team a clear picture of the change management approach. You'll finalize and fully develop each component in the Build & Manage phase. |
Communication Plan Template |
Micro-Training
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Tip: Prepare the PCT Assessment during this activity so it's ready to administer at the Kick-Off Meeting. The baseline established there will be compared against check-in results in the Build & Manage phase. |
PCT Assessment Template |
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ACTIVITY #3: Initiate Project with Team
This is where your project stops being a plan and starts being a team sport. Before you can kick off with your team, you need to know who's on it and make sure they're set up for success. By the end of this activity, your team is assembled, aligned on the charter, and ready to move into the Build & Manage phase together.
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A recruited and confirmed project team with documented time commitments and budget requirements. A fully aligned project team that understands the project purpose, goals, roles, and risks. Key stakeholders are informed of the formal project launch through Sponsor announcements, and the project is ready to advance to the Build & Manage phase. |
Part 1: Complete Resource Planning1. Identify Resources: Using the Project Charter and Stakeholder List as inputs, identify all resources needed to deliver the project including team members, subject matter experts, and external resources. Estimate time commitments and budget requirements for each.2. Recruit Project Team Members: Reach out to identified candidates and their managers to confirm availability, bandwidth, and role on the project team. Document confirmed team members and their commitments in the Resource Plan.3. Send Team Assembly Announcement: Once the project team is confirmed, the Project Sponsor sends an announcement to key stakeholders introducing the assembled team, their roles, and what stakeholders can expect next. |
Tip 1: Always confirm team member commitment with their manager, not just the individual. Without management buy-in, team members will struggle to protect their project time when competing priorities arise.Tip 2: Plan for change management resources, not just project delivery resources. Communications, training, and stakeholder engagement all require time and ownership. Be honest about how much time team members can realistically commit.Tip 3: The Team Assembly Announcement continues building awareness on the change curve. Stakeholders who know who is on the project team feel more confident that the right people are involved. It builds credibility for everything that follows. |
Resource PlanRecruitment Request Email TemplateSponsor Announcement Email Template
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Part 2: Send Project Kick-Off Announcement4. Send Project Kick-Off Announcement: Prior to the Kick-Off Meeting, the Project Sponsor sends a formal announcement to all stakeholders. This announcement formally launches the project, summarizes its purpose and importance, introduces the project team, and communicates the date of the Project Team Kick-Off Meeting. |
Tip: The Kick-Off Announcement should reach all stakeholders before the Kick-Off Meeting. Stakeholders who are informed in advance arrive with context and confidence, not confusion. |
Sponsor Announcement Email Template
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Part 3: Conduct Project Team Kick-Off Meeting5. Prepare for the Kick-Off Meeting: Use the Project Kick-Off Checklist to confirm everything is in place. Send the meeting agenda to attendees 24-48 hours in advance. Complete the Kick-Off Presentation so it's ready to go.6. Conduct Project Team Kick-Off Meeting: Facilitate the Kick-Off Meeting with the Sponsor opening to set the tone of importance and commitment. Review the One-Page Charter, team roles and responsibilities, and the draft Risk Assessment. Conduct the PCT Assessment to establish a baseline measurement of project health. Document action items and next steps, and establish a recurring team meeting cadence. |
Tip 1: The Sponsor should open the Kick-Off Meeting, even if only for 5-10 minutes. Their presence signals the priority and importance of the project to the entire team.Tip 2: The Kick-Off Meeting is not just an information session. It's a team alignment moment. Use it to build energy, establish trust, and set the tone for how the team will work together throughout the project.Tip 3: The PCT Assessment conducted here establishes your baseline. Run it again in Build & Manage and Close & Sustain to track project health over time. Low scores signal where action plans are needed. |
Meeting AgendaProject Kick-Off ChecklistProject Kick-Off Presentation TemplatePCT Assessment Template |
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ACTIVITY #4: Identify & Analyze Risks
Every project has risks. The ones that derail projects aren't usually the ones nobody saw coming. They're the ones people saw coming and didn't plan for. This activity is about getting your risks on paper, assessing how serious they are, and deciding what you're going to do about them before they become problems.
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A documented Risk Assessment that identifies potential project and change management risks, their likelihood and impact, and mitigation strategies. Serves as an early warning system to keep the project on track throughout the Build & Manage phase. |
With the project team now assembled, conduct a collaborative risk assessment to identify potential risks to the project. Include both project delivery risks and change management risks such as resistance, low readiness, or insufficient sponsorship.For each risk, assess the likelihood and potential impact, assign an owner, and define a mitigation strategy. Review the completed risk log with the Project Sponsor before advancing to the next activity. Continue updating the risk log throughout the Build & Manage phase. |
Tip 1: Identify both project risks and change management risks. They are equally important. A technically successful implementation that people won't adopt is still a failed project.Tip 2: Every risk needs an owner. A risk without an owner is just a worry. Assign someone responsible for monitoring and mitigating each risk on the log.Tip 3: Don't wait for risks to become issues before acting. The value of a risk log is in the early identification and mitigation, not the documentation of problems after they've occurred.Tip 4: Conducting the risk assessment with the full project team surfaces risks that no single person would identify alone. Different team members bring different perspectives. Use that to your advantage. |
Risk Assessment Register |
Micro-Training
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ACTIVITY #5: Build Project Work Plan
A good plan doesn't predict the future. It gives your team a shared roadmap and a baseline to measure progress against. This is where all the work from the previous activities comes together. Your charter defines what you're delivering, your risk assessment tells you what to watch out for, and your change management plan tells you what people-side activities need to be resourced. Now you build the plan that ties it all together.
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A completed and Sponsor-approved Project Workplan that documents all project activities, owners, timelines, dependencies, and resource requirements. Serves as the primary tool for managing and monitoring project progress throughout the Build & Manage phase. |
With the project team now assembled, collaboratively build a comprehensive workplan that captures all activities needed to achieve the project goals. For each activity, assign an owner, define start and end dates, identify dependencies, and estimate resource requirements. Make sure to include change management activities from your Change Management Plan. If it's not on the plan, it won't get prioritized.Review the workplan with the project team to ensure alignment and feasibility. Obtain Sponsor approval before advancing to the next activity. Update the workplan regularly throughout the Build & Manage phase to reflect current status. |
Tip 1: Every task needs an owner. A task without an owner won't get done.Tip 2: Build the workplan with the project team, not for them. Team members who contribute to building the plan are far more committed to executing it.Tip 3: Include change management activities in the workplan. Communications, training, stakeholder engagement, and readiness assessments all need to be planned and resourced. If it's not on the plan, it won't get prioritized.Smartsheet Tip: Smartsheet is the recommended tool for larger, more complex projects. It offers powerful features for tracking dependencies, automating updates, and collaborating across teams. If you're new to Smartsheet, start with the Quick How-to-Guide before building your workplan. |
Smartsheet Project Workplan Template |
Micro-Training
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Google Sheet Tip: Google Sheet is a great option for smaller, less complex projects or teams who need a simpler, more accessible tool. It's easy to share, requires no additional software, and works well when Smartsheet's full feature set isn't needed. |
Google Sheet Project Workplan Template |
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PHASE: Build & Manage
This is the longest and most dynamic phase of the project. Your team is executing the plan, building the solution, and managing everything that comes with it: progress, risks, issues, stakeholder engagement, and the ongoing people-side of the change. Things will shift. Priorities will compete. This phase is about staying focused, keeping the team aligned, and making sure the change lands the way it was intended.
By the end of this phase, the solution is built, stakeholders are prepared, and the project is ready to transition to operations.
ACTIVITY #1: Drive & Manage Change Management Activities
Planning for change is one thing. Making it happen is another. This is where your Change Management Plan moves from a document to a set of real actions happening in the real world. Communications go out, coaching happens, training gets delivered, and resistance gets managed. By the end of this activity, your stakeholders are informed, prepared, and supported through the change.
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A fully developed Change Management Plan that details the communication strategy, resistance management approach, coaching plan, and training plan needed to successfully move stakeholders through the change. Serves as the primary change management execution guide throughout the Build & Manage phase. |
Building on the draft Change Management Plan developed in Plan & Prepare, fully develop each component:1. Finalize Communication Plan: Review and finalize all audiences, messages, channels, timing, and owners. Ensure communications continue to map to the change curve and align to the Project Workplan.2. Develop Resistance Management Plan: Using the initial resistance risks identified in Plan & Prepare, develop detailed mitigation strategies for each risk. Assign owners and incorporate resistance management activities into the Project Workplan.3. Develop Coaching Plan: Identify who needs coaching support, what coaching is needed, who will deliver it, and when. Incorporate coaching activities into the Project Workplan.4. Develop Training Plan: Identify all training needed to prepare stakeholders for the change. Define training content, delivery method, audience, timing, and ownership. Incorporate training activities into the Project Workplan.5. Incorporate into Project Workplan: Ensure all finalized change management activities are reflected in the Project Workplan and resourced appropriately. |
Tip: The draft Change Management Plan from Plan & Prepare gives you a head start. Don't start from scratch. Focus on adding detail and depth to what's already there. |
Communications Plan |
Micro-Training
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Tip: Resistance management is not a one-time activity. It's an ongoing process. Build regular resistance check-ins into your Project Workplan throughout the Build & Manage phase. |
Barrier Point Assessment Template |
Micro-Training
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Tip: Training and coaching are not the same thing. Training builds knowledge and skills. Coaching builds confidence and commitment. Both are needed for sustainable change. |
Coaching Plan TemplateTraining Plan Template |
Micro-Training
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Tip: Every change management activity needs to be in the Project Workplan. If it's not scheduled and resourced alongside project delivery activities, it will get deprioritized when things get busy. |
Smartsheet/Google Sheet Project Workplan |
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ACTIVITY #2: Document & Manage Process Changes
Most projects change how work gets done. This activity makes sure those changes are captured clearly before implementation so your team, your trainers, and your Process Owner all understand what's changing, why it's changing, and what people need to know and be able to do differently. Process documentation isn't just a project artifact. It's the foundation for training, sustainability, and everything that comes after go-live.
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Documented current and future state processes that clearly identify what is changing, how work will be done differently, and what people need to know and be able to do. Serves as the foundation for the Training Plan and ensures process changes are captured before implementation. |
1. Identify Process Owner: Identify and confirm the individual responsible for owning the process after the project closes. The Process Owner plays a critical role in ensuring the process is documented accurately and sustained after go-live.2. Document Current State Process: Map the current state process to establish a clear baseline of how work is done today. Identify inefficiencies, pain points, and areas of impact. Document current and future state processes using your organization's preferred process mapping tool or method.3. Document Future State Process: Map the future state process to clearly define how work will be done after implementation. Identify the gaps between current and future state. These gaps define what people need to learn and do differently.4. Integrate into Training Plan: Use the current and future state process maps to inform and update the Training Plan. The gaps between current and future state define the core training content.5. Incorporate into Project Workplan: Ensure all process documentation and mapping sessions are scheduled and resourced in the Project Workplan. |
Tip: The Process Owner should be identified early, before process mapping begins. Without a committed owner, process documentation often becomes a project artifact that no one maintains after go-live. |
Process Owner Guide |
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Tip 1: Always document the current state before the future state. Without a clear picture of how things work today, it's impossible to fully understand what's changing or design training that addresses the real gaps.Tip 2 UC Berkeley: Nintex Process Manager is the recommended tool for process documentation at UC Berkeley. It provides a centralized, accessible repository for all process documentation and supports ongoing process management after go-live. |
Process Map Template |
Micro-Training
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Tip: Use the gaps identified between current and future state processes as the foundation for your training content. If people need to work differently, the process map tells you exactly what they need to learn. |
Training Plan Template |
Micro-Training
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Tip 1: Process documentation sessions are often underestimated in terms of time and complexity. Build more time into the Workplan than you think you need. Getting the process right now prevents costly corrections after implementation.Tip 2: Schedule process mapping sessions as formal meetings with the right stakeholders in the room. The quality of your process documentation depends on who's at the table. |
Smartsheet/Google Sheet Workplan |
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ACTIVITY #3: Manage Build & Implementation
This is where the plan meets reality. Your team is building the solution, managing the schedule, tracking risks, communicating with stakeholders, and keeping the Sponsor informed. Things will shift and priorities will compete. Your job is to keep the project moving forward, address issues before they become problems, and make sure the organization is ready when go-live arrives.
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Part 1: A successfully built and implemented solution that has been delivered on time, within scope, and within budget. All project activities have been managed, tracked, and reported throughout the Build & Manage phase, and the organization is prepared for go-live.Part 2: A completed PCT Assessment check-in that measures current project health across Success, Sponsorship, Project Management, and Change Management dimensions. Results are compared to the Plan & Prepare baseline to identify areas of improvement or concern, and action plans are developed where needed. |
Part 1: Manage Build & Implementation1. Facilitate Project Team Meetings: Hold regular project team meetings using a structured agenda. Document action items, decisions, and issues in real time. Distribute meeting notes and action items promptly after each meeting.2. Manage Project Workplan: Review and update the Project Workplan regularly to reflect current status. Identify tasks that are behind schedule and take corrective action. Escalate issues to the Sponsor when needed.3. Manage Issues and Risks: Continuously monitor and update the Issues & Risks log. Ensure all risks have owners and active mitigation strategies. Escalate critical issues to the Sponsor promptly.4. Manage Project Status Reports: Prepare and distribute regular Project Status Reports to the Sponsor and key stakeholders. Status reports should reflect current workplan progress, budget status, issues and risks, and upcoming milestones.5. Manage Communication Plan: Execute and manage the Communication Plan throughout the Build & Manage phase. Adjust messaging and timing as the project evolves and ensure communications continue to map to the change curve.6. Manage Project Budget: Track and manage project budget throughout the Build & Manage phase. Report budget status regularly and escalate variances to the Sponsor promptly.7. Identify Implementation Support Activities: Identify all activities and roles needed to support a successful go-live. This may include help desk support, super users, training delivery, and post-implementation monitoring. Incorporate support activities into the Project Workplan.8. Implement Solution: Execute the go-live plan. Monitor adoption, address issues in real time, and activate implementation support resources as needed. |
Tip: Consistent meeting cadence is one of the strongest predictors of project success. Protect your recurring team meetings. Canceling them sends a signal that the project is not a priority. |
Meeting Agenda |
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Tip 1: Implementation support is often an afterthought. Identifying support roles and activities early ensures the right people are trained, resourced, and ready on go-live day.Tip 2: Go-live is not the finish line. It's the beginning of adoption. Have a clear plan for monitoring adoption, addressing issues, and supporting stakeholders in the days and weeks immediately following implementation. |
Implementation Guide |
Micro-Training
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Tip: Every action item needs an owner and a due date. Without both, it's just a note. Review open action items at the start of every project team meeting to maintain accountability. |
Action Item Template |
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Tip: The Workplan is only useful if it's kept current. A stale workplan gives false confidence. Schedule a standing workplan review as part of every project team meeting. |
Smartsheet/Google Sheet Project Workplan |
Micro-Training
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Tip: Don't wait for issues to escalate before involving the Sponsor. Early transparency builds trust and surprises erode it. |
Issues & Risks Register |
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Tip: Status reports should tell the truth, including when things are behind or at risk. A green status report on a struggling project helps no one. |
Project Status Report Template |
Micro-Training
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Tip: As the project progresses from Awareness to Readiness, shift your communication focus accordingly. Stakeholders who understood the vision in early communications now need practical information about what's changing and how to prepare. |
Communication PlanBudget Tracking Template |
Micro-Training
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Part 2: PCT Assessment Check-in |
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Part 2: Complete PCT Assessment Check-in1. Administer PCT Assessment: At approximately the midpoint of the Build & Manage phase, after the team has been working together long enough to have a realistic view of project health, administer the PCT Assessment to the project team and Sponsor. Use the same assessment administered during the Kick-Off Meeting in Plan & Prepare to ensure results are comparable.2. Compare to Baseline: Compare current PCT results to the baseline established at the Kick-Off Meeting. Identify dimensions where scores have improved, remained stable, or declined.3. Develop Action Plans: For any dimension where scores are low or have declined, develop a targeted action plan to address the root cause. Assign owners and incorporate action plan activities into the Project Workplan.4. Share Results with Sponsor: Review PCT results and action plans with the Project Sponsor. Low scores in Sponsorship or Change Management dimensions are leadership conversations, not just project team problems. |
Tip 1: The PCT Check-in is most valuable when it's honest. Encourage the project team and Sponsor to respond candidly. Scores that look good on paper but don't reflect reality help no one.Tip 2: Administer the PCT Check-in at approximately the midpoint of the Build and Manage phase. Too early and the results won't reflect real project experience. Too late and there won't be enough time to act on what you find.Tip 3: Don't just review the scores, look at the trend. A declining score is more concerning than a low but stable one. Trends tell you whether things are getting better or worse.Tip 4: Low PCT scores are not a sign of failure. They're an early warning system. The purpose of the check-in is to surface problems while there's still time to address them.Tip 5: Always share PCT results with the Sponsor, not just the project team. Sponsorship and change management dimensions are leadership conversations that require Sponsor awareness and action. |
PCT Assessment Template |
Micro-Training
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PHASE: Close & Sustain
Too many projects close before the work is actually done. The solution gets implemented, the team moves on, and six months later people have quietly gone back to doing things the old way. This phase is designed to prevent that. You'll measure whether the project delivered what it promised, transition ownership to the people who will sustain it, capture what you learned, and formally close the project.
By the end of this phase, the change is embedded in the organization, results are documented, and your team has been recognized for the work they did.
ACTIVITY #1: Measure & Report Final Results
You can't claim success if you don't measure it. This activity closes the loop on everything you set out to achieve. You'll go back to the Measures of Success defined at the start of the project, assess whether the change actually landed, and run the final PCT Assessment to complete the picture of project health. The result is a clear, evidence-based account of what the project delivered.
Expected Output |
What to Do |
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Templates Used |
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A final results report that measures project success across both delivery and change dimensions. Demonstrates the value and impact of the project against the Measures of Success established in Plan & Prepare and provides a clear picture of organizational adoption, competency, and perception. |
1. Report Final Measures of Success: Review the Measures of Success established in Plan & Prepare. Collect final data for each measure and document results against original targets. Report findings to the Sponsor and key stakeholders.2. Complete Final Measures of Change Assessment: Conduct a final assessment across three dimensions:- Adoption: Are stakeholders using the new solution?- Competency: Do stakeholders feel prepared and equipped to sustain the change?- Perception: Are stakeholders satisfied with the change and its impact?3. Administer Final PCT Assessment: Administer the PCT Assessment for the final time. Compare results to both the Plan & Prepare baseline and the Build & Manage check-in to track the full arc of project health. Document findings and share with the Sponsor. |
Tip: Go back to the original Measures of Success documented in Plan & Prepare. Don't redefine what success looks like at the end of the project. Measure against what was agreed at the beginning. |
Measures of Success Template |
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Tip: Don't skip the Measures of Change assessment because the project is technically complete. Adoption, Competency, and Perception data tells you whether the change will stick, which is ultimately the most important measure of project success. |
Measures of Change Assessment Template |
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Tip: The final PCT Assessment closes the loop on project health. Comparing baseline, check-in, and final scores tells a powerful story about how the project evolved and provides valuable data for future projects. |
PCT Assessment Template |
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ACTIVITY #2: Transition to Operations & Sustain the Change
Handing off a project is not the same as closing it successfully. This activity ensures the right people, processes, and support structures are in place before the project team steps away. Without a deliberate transition, even well-executed projects can quietly unravel after go-live as teams revert to old habits and no one is accountable for sustaining the change.
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A completed Transition to Operations Plan that formally transfers ownership of the solution, processes, and ongoing change reinforcement from the project team to operations. Ensures the right people, resources, and support structures are in place to sustain the change after the project closes. |
1. Document Transition to Operations Plan: Identify all operational responsibilities that need to be transferred from the project team to operations. For each responsibility, confirm the owner, timeline, and any support needed to ensure a smooth handoff.2. Hand Off to Process Owner: Formally transition process ownership to the identified Process Owner. Confirm they have the documentation, training, and support needed to manage and sustain the process after go-live.3. Hand Off to Sponsor Network: Formally transition ongoing change reinforcement responsibilities to the Sponsor Network. Confirm they understand their role in sustaining adoption, addressing resistance, and reinforcing the change in their areas of the organization.4. Confirm Support Resources: Verify that all support resources identified during Build & Manage are in place and accessible to stakeholders. This includes help desk support, super users, training materials, and process documentation.5. Monitor Adoption: Establish a plan for monitoring adoption after the project closes. Define who is responsible for tracking adoption metrics, how frequently they will be reviewed, and what actions will be taken if adoption falls below expectations. |
Tip 1: The Transition to Operations Plan should be started well before the project closes. Begin identifying operational owners and responsibilities during the Build & Manage phase so the handoff is smooth and well-prepared.Tip 2: A successful handoff to the Process Owner is not just about transferring documentation. It's about transferring confidence. Make sure the Process Owner feels fully prepared and supported before the project team steps away. |
Transition to Operations Plan Template |
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Tip 3: The Sponsor Network's role does not end when the project closes. Reinforce with Sponsor Network members that ongoing change reinforcement is critical to sustaining adoption, especially in the weeks and months immediately following go-live. |
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Tip 4: Adoption doesn't happen automatically after go-live. Build a formal adoption monitoring plan with clear owners, metrics, and review cadence. Without active monitoring, adoption gaps can quietly grow into operational problems. |
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ACTIVITY #3: Close Project & Lessons Learned
Closing a project well is just as important as starting one well. This activity brings the project to a formal, deliberate close. You'll capture what you learned, confirm all close and sustain activities are complete, get Sponsor approval, and archive everything so the next team can benefit from your experience. A well-closed project doesn't just end. It leaves something behind.
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A completed Lessons Learned session that captures what went well, what could be improved, and key insights to carry forward. A completed and Sponsor-approved Phase Gate Review confirming all Close & Sustain activities are complete and the project is officially closed. All project documentation and artifacts are archived and accessible for future reference. |
1. Plan the Lessons Learned Session: Schedule and prepare for the Lessons Learned session. Develop an agenda that covers project results and accomplishments, what went well across both project management and change management, what could be improved, and key learnings to carry forward.2. Conduct the Lessons Learned Session: Facilitate the session with the full project team. Review project results against original Measures of Success, celebrate accomplishments, and capture honest feedback on what worked and what didn't. Document all findings in the Lessons Learned template.3. Prepare Final Stakeholder Communication: Using insights from the Lessons Learned session and the final results report, prepare the final Sponsor communication to all stakeholders. This is the fourth and final touchpoint in the Sponsor announcement cascade and formally closes the Adoption stage of the change curve. The communication should announce project completion, share key results, celebrate successes, direct stakeholders to ongoing support resources, and thank the Sponsor Network for their contributions.4. Send Final Stakeholder Communication: The Project Sponsor sends the final communication to all stakeholders before the formal project close meeting.5. Conduct Final Sponsor Meeting: Facilitate the final project meeting with the Sponsor. Present final project results, Measures of Success outcomes, Measures of Change results, and PCT Assessment findings. Review key lessons learned and acknowledge the team's contributions. Obtain formal Sponsor approval to officially close the project.6. Confirm Project is Ready to Close: Before officially closing the project, jointly confirm with your Sponsor that all Close & Sustain activities are complete.Confirm the following before closing:- Final results reported against Measures of Success- Measures of Change assessment completed- Final PCT Assessment completed- Transition to Operations Plan completed and handed off- Process Owner and Sponsor Network handoffs completed- Support resources confirmed and in place- Lessons Learned session completed- Final stakeholder communication sent- Sponsor approval obtainedIf any items are incomplete, resolve them before advancing.7. Archive Project Documentation: Compile and archive all project documentation and artifacts in the designated project repository. Ensure all documents are organized, labeled, and accessible for future reference. |
Tip 1: Create a safe and honest environment for the Lessons Learned session. The most valuable insights come from candid discussions about what didn't go well, not just celebrations of what did.Tip 2: Document lessons learned in a way that makes them actionable for future projects. Vague observations help no one. Capture specific, concrete recommendations that the next project team can actually use. |
Lessons Learned Template |
Micro-Training
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Tip: Send the Lessons Learned agenda to attendees at least 24-48 hours in advance. People who come prepared share richer and more specific insights than those asked to reflect on the spot. |
Meeting Agenda |
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Tip 1: The final Sponsor communication is the formal close of the Awareness to Adoption journey. It should feel like a celebration, not just an administrative notification. Acknowledge the organization's effort in embracing the change.Tip 2: This communication should come from the Sponsor, not the project manager. It signals that leadership recognizes and values the organization's adoption of the change. |
Sponsor Announcement Email Template
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Tip 1: The final Sponsor meeting is not just an administrative close. Take the time to present results with pride, acknowledge the team's effort, and celebrate what was accomplished together.Tip 2: Don't rush the Phase Gate Review because the project feels done. A thorough review ensures nothing falls through the cracks, especially transition and sustainability activities that are easy to overlook in the excitement of project completion.Tip 3: Send the final Sponsor meeting agenda at least 24-48 hours in advance. Include the project results, Measures of Success outcomes, and PCT Assessment findings so the Sponsor has time to review before the meeting. A well-prepared Sponsor makes for a more meaningful and productive final meeting. |
Project Close ChecklistMeeting Agenda |
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Tip 1: Archive project documentation in a way that makes it useful. Organize files so that someone unfamiliar with the project can navigate them easily. Future project teams will thank you.Tip 2: Include the Lessons Learned document prominently in the project archive. It's the most valuable artifact the next project team can access. Make sure it's easy to find. |
Archive Guide |
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One Last Thing
Don't skip the celebration. Recognizing your team's effort is not just the right thing to do. It's what makes people want to show up and do it again on the next project.
Every project is different. Smaller, simpler projects may not need every activity, template, or step outlined here. Larger, more complex projects may require additional tools, deeper planning, and a more structured approach. The BPMO offers coaching, workshops, and consulting support to help you right-size your approach, tackle complexity, build your skills, and lead change at any level. Reach out and let us know how we can help.
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