How to Master Change Management with PPM: Framework & Software Schedule

Successful digital transformation needs a human-centric change management program together with a software implementation schedule.

Key Takeaways

• Change management models provide structured approaches to guide organizational transformation initiatives

• Human-centric transformation requires careful planning, communication, and gradual implementation

• Employee buy-in is critical - emphasize benefits and provide continuous support throughout the process

• Small, incremental steps are more effective than sudden, dramatic changes

• Regular communication, training, and feedback sessions ensure successful adoption

• Creative engagement strategies (project branding, celebrations, free food) significantly improve participation

• Data migration and system integration must be carefully scheduled with clear blackout dates

• Leadership commitment and SME involvement are essential for sustainable change

• Post-implementation support and lessons learned sessions maximize long-term success

Change Management Framework

Digital Means Technology, Transformation Depends on People

“21% of global services decision-makers cited implementation of new processes and capabilities as one of their greatest challenges.” Forrester’s Business And Technology Services Survey 2022

Enterprise organizations embark on digital transformation programs for a number of reasons. You want to reduce costs, minimize waste, boost margins and increase revenue.

But as much as anything else, you want to create operational efficiencies by remedying the problems caused from having teams, business units and departments working in individual siloes. With each unit pursuing its own set of objectives and using its own particular set of procedures.

One of the key components then in any digital transformation program is the software solution you acquire to centralize your data, streamline your processes and integrate any existing software and systems. You need to have everyone working in the same, standardized way, using the same facts and figures.

End-to-end Digital Transformation

Digital Transformation, Adoption Challenges and Proposed Solutions:

“End-to-end digital transformation is complex and usually calls for a change in processes and collaboration, and how things get done and reported.” -Deloitte

It’s vital then that you have a framework in place to help you shepherd your employees from the old system onto the new one. You need to have and follow a schedule in which you clearly explain and demonstrate the different ways that all of their jobs are going to be made easier.

As Jeff Hopkins, Honeywell VP, Global PMO and Intelligrated PMO Leader explains in one of our recent podcasts

“You’re going from a world where you’re in emails and spreadsheets to a world where your data’s more democratised, and you can access and leverage it more easily.” -Jeff Hopkins

Small, Incremental Steps

The best way to do this is with a number of small, incremental steps that are planned and executed over a period of weeks and months, rather than by trying to do it with one sudden flick of a switch that gets activated overnight.

What’s required then is a program of gradual, gentle persuasion in which the many benefits resulting from the new way of doing things are explained and demonstrated.

So that, instead of resisting the change program, everyone will see it as an opportunity to do what they do more effectively. Which will be good for them, and good for the company

“Once you get people over and they’re set up and operational in the new world, nobody wants to go back. So the question is, what do our people need to successfully navigate that transformation?” -Jeff Hopkins

In other words, the key to successful change management comes from putting less emphasis on technology, and more of the focus on the transformation element. As Deloitte conclude:

“A human-centric view of managing change is crucial for realising the intended goals and benefits of a digital transformation programme.” -Deloitte

This guide provides you with that framework, by giving you a schedule you can implement that guarantees frictionless and lasting buy-in across your organization.

Understanding Change Management Models and Frameworks

The foundation of any successful organizational transformation lies in selecting and implementing the right change management models. These proven frameworks have been developed through extensive research and practical application across thousands of companies worldwide. Understanding the theoretical underpinnings and practical applications of these methodologies enables change managers to make informed decisions about which approach best suits their specific organizational context.

The Evolution of Change Theory

Change implementation has evolved significantly over the decades, with practitioners and researchers continuously refining their approach based on real-world outcomes. The lewin change model, developed by social psychologist Kurt Lewin in the 1940s, introduced the foundational concept of unfreezing, changing, and refreezing organizational behaviors. This three-stage approach remains influential today, though modern frameworks have expanded upon its core principles to address the complexities of contemporary organizational transformation.

John Kotter's eight-step process, widely recognized among change managers, emphasizes the critical importance of creating urgency, building coalitions, and communicating vision throughout the organization. Kotter's research with Harvard Business School demonstrated that companies following his structured methodology were significantly more likely to achieve their transformation objectives. The model stresses that effective leaders must actively champion change initiatives while building broad-based support across all organizational levels.

The change adkar model, developed by Prosci, takes a more individual-focused approach to organizational change. ADKAR stands for Awareness, Desire, Knowledge, Ability, and Reinforcement - representing the five key elements individuals must experience for change to be successful. This methodology recognizes that organizational transformation ultimately depends on individual adoption, making it particularly valuable for practitioners managing large-scale technology implementations.

Strategic Framework Selection

Selecting the appropriate management framework requires careful analysis of organizational culture, change complexity, and resource availability. McKinsey's 7-S model provides a comprehensive diagnostic tool, examining strategy, structure, systems, shared values, style, staff, and skills to identify potential barriers to change implementation. This holistic approach ensures that change initiatives address all critical organizational dimensions rather than focusing solely on process or technology modifications.

The influence model, also developed by McKinsey researchers, emphasizes four key levers for driving behavioral change: fostering understanding and conviction, reinforcing change through formal mechanisms, developing talent and skills, and role modeling desired behaviors. This approach recognizes that sustainable organizational change requires alignment across multiple organizational systems and cannot be achieved through communication alone.

Companies implementing digital transformation projects often benefit from combining multiple frameworks to create a customized approach. For instance, organizations might use Kotter's methodology for overall change strategy while employing the ADKAR model for individual change management and the McKinsey 7-S framework for organizational assessment.

The Role of Research in Framework Development

Contemporary management frameworks are built upon extensive research conducted across diverse industries and organizational contexts. Academic institutions, consulting firms, and professional organizations continuously study change implementation outcomes to refine existing methodologies and develop new approaches. This ongoing research helps practitioners understand which strategies are most effective for specific types of organizational change.

Prosci's annual change management studies, involving thousands of change practitioners worldwide, provide valuable insights into best practices, common pitfalls, and success factors. These studies consistently demonstrate that projects with excellent change management are six times more likely to meet or exceed their objectives compared to those with poor change management.

The theory underlying successful change management emphasizes the importance of addressing both rational and emotional aspects of transformation. While technical aspects of change can often be managed through traditional project management approaches, the human elements require specialized strategies that address resistance, motivation, and capability development.

Selecting the Right Management Framework for Your Organization

Choosing the appropriate management framework requires a thorough understanding of your organization's unique characteristics, culture, and transformation objectives. Different frameworks excel in different contexts, and successful change managers must evaluate multiple factors when making this critical decision. The selection process should consider organizational size, industry dynamics, change complexity, timeline constraints, and available resources.

Organizational Assessment and Framework Alignment

Before selecting a management model, organizations must conduct a comprehensive assessment of their current state and desired future state. This assessment should examine organizational culture, leadership styles, communication patterns, and historical change experiences. Organizations with hierarchical cultures might benefit from top-down approaches like Kotter's model, while those with more collaborative cultures might find bottom-up frameworks more effective.

The nature of the change initiative also influences framework selection. Technology-driven transformations often benefit from structured approaches that emphasize training and capability development, while cultural transformations might require frameworks that focus more heavily on communication and engagement. Companies undergoing merger or acquisition activities might need specialized frameworks that address the unique challenges of integrating different organizational cultures and systems.

Change practitioners must also consider the organization's change readiness and capacity. Organizations with limited change management experience might benefit from simpler, more prescriptive frameworks, while those with mature change capabilities might prefer more flexible approaches that can be customized to specific needs. The availability of internal change management expertise and external consulting support also influences framework selection.

Implementation Strategies for Different Models

Once a framework has been selected, organizations must develop detailed implementation strategies that translate theoretical models into practical action plans. This process involves identifying key stakeholders, defining roles and responsibilities, establishing communication protocols, and creating detailed project timelines. Successful implementation requires careful coordination between change management activities and technical implementation tasks.

The organizational change process must be carefully phased to minimize disruption while maintaining momentum. Early phases typically focus on building awareness and securing leadership support, while later phases emphasize skill development and reinforcement activities. Throughout the process, managers must monitor progress, gather feedback, and make adjustments as needed.

Effective change model implementation also requires robust measurement and evaluation systems. Organizations should establish baseline metrics, define success criteria, and implement regular monitoring processes. This data-driven approach enables continuous improvement and helps demonstrate the value of change management investments to organizational leaders and stakeholders.

Implementing Proven Management Models in Practice

Successful implementation of management models requires translating theoretical frameworks into actionable strategies that address the specific needs and challenges of each organization. This process involves careful planning, resource allocation, and coordination between multiple stakeholder groups. Practitioners must adapt proven frameworks to fit their unique organizational context while maintaining the integrity of the underlying methodology.

Building Organizational Capability

Implementing change initiatives successfully requires developing internal capability and expertise. Organizations must invest in training programs that build change management competencies across multiple levels. This includes developing change champions, training managers in change leadership skills, and providing employees with the tools and knowledge needed to navigate transformation successfully.

The methodology for building change capability should be systematic and comprehensive. Organizations typically begin by identifying key individuals who will serve as change agents and providing them with intensive training in change management principles and practices. These individuals then serve as internal consultants and coaches, supporting broader organizational change efforts.

Professional development in change management should be ongoing rather than limited to specific transformation projects. Organizations benefit from creating communities of practice, establishing mentoring relationships, and providing access to external training and certification programs. This investment in human capital creates sustainable competitive advantages and improves long-term organizational adaptability.

Managing Resistance and Building Support

One of the most critical aspects of change implementation involves addressing resistance and building broad-based support for transformation initiatives. Resistance often stems from fear of the unknown, concerns about job security, or skepticism about the benefits of proposed changes. Effective change managers must anticipate resistance and develop strategies to address concerns proactively.

Communication plays a crucial role in managing resistance and building support. Organizations must develop comprehensive communication strategies that provide clear, consistent, and compelling messages about the need for change, the benefits of transformation, and the support available to help employees adapt. These strategies should utilize multiple communication channels and be tailored to different audience segments.

Building support also requires demonstrating early wins and celebrating progress throughout the transformation process. Quick victories help build momentum and confidence while providing tangible evidence of the benefits of change. Change practitioners should identify opportunities for early wins and ensure that these successes are visible and well-communicated throughout the organization.

Building Support Through Strategic Leadership and Vision

Effective leadership and clear vision are fundamental prerequisites for successful organizational transformation. Leaders must not only champion change initiatives but also model the behaviors and attitudes they expect from others. This requires a deep understanding of both the technical and human aspects of change management, as well as the ability to inspire and motivate others during periods of uncertainty and transition.

The Role of Leadership in Change Success

Research consistently demonstrates that leadership commitment is the single most important factor in change success. Leaders must provide visible, consistent, and authentic support for transformation initiatives. This involves more than simply endorsing change efforts; it requires active participation, resource allocation, and personal accountability for outcomes.

Effective change leadership requires developing a compelling vision that articulates the benefits of transformation and creates emotional connection with stakeholders. This vision must be communicated clearly and consistently across all organizational levels, adapted to different audience needs while maintaining core messaging integrity. Leaders must also demonstrate their commitment through their actions, decisions, and resource allocation choices.

The influence of senior leadership extends beyond direct communication and decision-making. Leaders create organizational culture through their behaviors, priorities, and responses to challenges. During change initiatives, this cultural influence becomes particularly important as employees look to leadership for cues about how seriously they should take transformation efforts.

Creating Sustainable Change Culture

Building a culture that supports continuous change and adaptation requires intentional effort and long-term commitment. Organizations must move beyond managing individual change initiatives to creating capabilities that enable ongoing transformation. This involves embedding change management practices into standard operating procedures and developing organizational learning systems.

Sustainable change culture is characterized by openness to new ideas, willingness to experiment, and ability to learn from both successes and failures. Organizations with strong change cultures invest in employee development, encourage innovation, and reward adaptability. They also maintain strong external networks that provide early warning of industry trends and best practices.

Creating this type of culture requires systematic attention to hiring practices, performance management systems, reward structures, and organizational design. Companies must align all organizational systems to support and reinforce desired change behaviors while removing barriers that inhibit adaptation and innovation.

Software Implementation Schedule

Day 1

Company-wide Announcement
Who: Everyone in the organization
How: At a company meeting, in any newsletters and by email

You’ve purchased your software solution and the implementation process is about to begin, so the first step is to inform everyone throughout the company about this new beginning. There are two things you need to emphasize:

• How this is going to make doing their jobs so much easier, and the various ways it will help to make the company more profitable.

• That you’ve formulated a carefully calibrated plan of action to ensure the smooth transition from the old to the new way of doing things.

An internal team has been formed and they will be working with your software provider to ensure its successful implementation. Everyone involved will be walked through the change management process by their senior management.

Week 1

Project Kickoff
Who: PMO team
How: Email

The day after the announcement, or on the Monday after, the individuals who are part of the software implementation/change management project team are contacted and given the schedule detailing the project’s various stages, milestones, workshops etc.

It can help with engagement to get creative by giving the project its own name, tagline and logo, as this gives the project its own identity and supports recall value amongst employees.

Weeks 2-5

Pre-training and Project Updates
Who: PMO team
How: Email

Project team members need to be kept up to date about pre-training events and developments, and around any changes that might have taken place.

Weeks 4-10

Workshops
Who: PMO team
How: Email
The purpose of the various workshops and demos is to help your subject matter experts (SMEs) familiarize themselves with the features and functionalities of your software solution. And to identify which elements need to be tweaked in the course of the configuration.

You need then to decide which of your SMEs are going to be assigned to each of the different areas.

Notice of the workshops scheduled then need to be shared with the participants and the rest of the team, giving details of the topics covered, when, and who from your side is going to be attending, and who from your software provider.

Weeks 11-13

Workshop Review and Updates
Who: PMO team
How: Email

Tell the rest of the team which workshops have taken place, who attended and what they learnt. This will give everyone a sense of a process that’s continuing to progress and is moving towards its conclusion.

Week 14

Configuration Complete – UAT Kickoff

Who: PMO team
How: Email

Now that the software configuration has been completed it’s time to start the user acceptance testing (UAT) process. Contact the individuals involved to give them the timetable, set their expectations, allocate roles and responsibilities and distribute their scripts and training materials.

Then contact the rest of the team to let them know that the UAT process is about to kick off.

Weeks 14-17

UAT Updates
Who: PMO team
How: Email

Keep everyone up to date on the testing progress and about any major configuration reworks that are required.

Week 18

UAT Sign off

Who: PMO team
How: Email

The UAT process is now complete and the configurations are being moved over to the production site.

Week 19-24

Data Migration Plan
Who: PMO team

How: Email

Now that the UAT has been completed it’s time to begin the final stage of the data migration process, migrating the data from the current system into the new software solution, and changing from the UAT site (and URL) over to the new software site (and URL).

Everyone will need to be informed of any blackout dates, the cutover date and any other significant steps that need to be taken around any of that.

Weeks 17-22

Training Updates
Who: PMO team
How: Email

Weeks 19-20

Let everyone know about any changes or relevant updates during the data migration process, and keep everyone posted about the various training events around Train the Trainer, End Use Training and Admin Training that are taking place at this point.

Go Live Announcement
Who: Everyone in the organization

How: At a company meeting, in any newsletters and by email

Congratulate the project team and any of the key individuals, and emphasize again what an important change this represents, and how much easier everyone’s job is now going be because of it.

And give any updates around the various training sessions that are still going on and are about to be completed.

Getting Everyone On Board

There are all sorts of creative ways to gently nudge everybody on your team and to encourage everyone to get on board.

Begin by giving your software implementation/change management program its own name, logo and tagline, eg:

The Pegasus Project – The Sky’s the Limit

This will increase engagement, improve recall and encourage discussion throughout the team and across the organization.

Shout Outs and Spotlights

Make sure to use company meetings, quarterly business reviews, newsletters and any of the platforms your organization uses to highlight events and celebrate the continued progress of your transformation program.

Site Upgrades

Whenever your software provider releases an upgrade or introduces new features or phase completions use it as an opportunity to organize an implementation update. So that you and the team can get together and enjoy some food and snacks as you discuss the changes made.

The key here is the free food! It’s amazing how much more readily we all get on board with something when there are freebies involved. It doesn’t have to be anything major, a few snacks and treats is all you need.

Feedback/Lessons Learned Sessions

Schedule one or two sessions to get together with the rest of the team to go over the lessons learned from any of the workshops, UAT sessions and demos. Again, the key here is to provide free snacks, treats or food.

Digital transformation doesn’t happen overnight. But if you put as much effort into a software implementation and change management program as you do into selecting the right software, both you and your organization will enjoy its many benefits.

Further Insights

Find out more about Cora PPM
Access our Complimentary Guide on Keys to Effective Change Management.
Tune in to our most recent Project Management Paradise Podcast episodes available on Spotify and Apple.
Listen to our episode on How to Prepare Users for Change Management.