The Change Management Plan outlines four essential sections for developing a plan to manage organizational change: 1) assessing change readiness, 2) describing the project purpose and goals, 3) defining the scope of work, and 4) creating a project plan with timelines, resources, deliverables, and a cost/benefit analysis. The document provides guidance on best practices for developing each section to ensure project alignment, clear scope, executive support, and demonstrated business value.

1. Change Management Plan
Purpose
The purpose of this tool is to facilitate the development of a Change Management Plan. A
Change Management Plan is a helpful tool for determining readiness for the proposed
changes, and to build a project plan for delivery.
Scope
There are four essential sections of a Change Management Plan
1. Change Management Assessment
2. Project Purpose
3. Definition of Scope
4. Project Plan
Use the following framework for developing your Change Management Plan.
Best Practices
• Always align project goals to organizational goals, and outline business value.
• Be very specific when outlining deliverables to ensure that the scope of the project
accurately reflects the budget that has been approved.
• Clearly outline timelines for project milestones and change request processes.
• Identify a Project Sponsor from the Senior Management team to ensure that
executive-level stakeholders stay engaged for the entire project cycle.
• Make recommendations based on a clear and concise Cost/Benefit Analysis.

2. 1. Change Management Assessment
Answer these questions to assess your readiness for a major organizational change:
• Why is the change required?
• What triggered the necessity of this change?
• What will need to change?
• What will stay the same?
• What will happen if we don’t change?
• How will we know when we get to the desired state?
• Who is the sponsor of this change?
• How important is making this change to the sponsor?
• What does the sponsor need to do, in order to invoke the change?
• Who are the targets of the change?
• How will the change impact these targets?
• How will the targets view these changes?
• What impact will organizational culture have on this change?
• Who will implement the change?
• What skills are required to implement these changes?
• What training will be required to successfully implement the change?
• What needs to be in place to sustain this organizational change?
• Are people, process, or technology changes required? How so?
• What are the key success factors for managing this change initiative?
2. Project Purpose
• Provide a brief description of the key drivers for this project and outline which
business issues or problems this project is intended to solve.
• Describe the goals & objectives and business value expected to result from this
project in terms of the ability to generate more revenue, reduce costs, or develop
your organization’s processes or people.

3. 3. Definition of Scope
• Clearly outline all the tasks that will be completed during this project.
• Define tasks that are outside the scope of this project and will be done during
subsequent projects at a later date.
• Document any tasks that will not be completed in this project, or any other
anticipated projects in the short-term.
• List any related business issues or problems that will not be dealt with during this
project cycle but may be covered by other projects.
• Define the procedure for making any changes to the project scope, and ensure
templates such as Project Change Request Forms are available.
4. Project Plan
Project Title
Develop a name that can be used to identify this project with your team and stakeholders.
Try to select a name that describes the project purpose and makes reference to either the
company or the project team.
Start Date
Document the anticipated start date of the project to ensure resources can be effectively
allocated to your initiative.
End Date
Although timelines may change during the course of the project, attempt to set an end date or
deadline by which all milestones will be achieved. This may coincide with the end of a fiscal
period, such as quarter or year.
Project Team
Project Sponsor
This person is driving this initiative and is ultimately accountable for results. Typically, the
project sponsor is the Director of the department who will benefit from the effort.

4. Project Manager
The project manager is responsible for implementing the project plan, communicating
milestones, and solving problems that arise during project delivery.
Internal Stakeholders
These people represent a functional department’s interests and are involved to provide
requirements and approve quality and acceptance of project deliverables.
Internal Resources
Any other internal employees that are critical to the project should be listed here. This may
include senior executives, I/T staff, or Legal. Be sure to include an estimate of the time that
each team member will be required to set aside.
External Resources
Consultants, Contractors, or Professional Services resources from vendors are often involved
in project delivery.
Communication Tools & Plan
• List any collaboration software tools, messaging platforms, or templates that will be
used to track project communications such as meeting minutes, status reports, or
scope change requests.
• Develop a schedule for project team meetings or other communications.
Project Deliverables
Provide a listing of all the major project deliverables. Be sure to clearly describe deliverables
as they relate to requirements of stakeholders.
Project Milestones
Break the project deliverables into manageable chunks and organize these milestones by
Phase, Stage, and/or Steps.

5. Anticipated Budget
Communicate the expected costs and staffing/consultant resources required for the project.
Cost/Benefit Analysis
Cost/Benefit Analysis Worksheet
Project Costs
Incremental Costs Description High Low
Total Costs
Project Benefits
Incremental Benefits Description High Low
Total Benefits
% Benefits/Costs