NOTE: Part 1 of this series from the Change Management LiveWorx session, "Defining the Change Management Process," can be found here and Part 3 is here.

To improve is to change, to be perfect is to change often.

Winston Churchill Former British Prime Minister

Once your Change Management Process has been clearly defined and outlined, now it’s time to plan and implement the new process.

First, map out and document an “As-Is” and “To-Be” process flow (either formal or informal), which will help visually compare the old and new processes.  Consider what your business goals are first, then look at any tools/software you’re going to use to meet these goals. Use this as a guideline for discussions with stakeholders and users. 

Process Topics to Consider

1. How and where to host Review Board meetings (work with your users and environments), for example:

  • Offline – Change Admin records result

  • Offline – Each review member completes task

  • Online – Each review member completes task 

2. Don’t shy away from face-to-face meetings just because you have an electronic tool

  • Use process management software (such as PTC’s Windchill) to deliver tasks, distribute the information and provide visibility to the Changes 

  • Improve quality of Review Board meetings

3. Voting Logic Plan-- Wait for all votes or Route on the first Reject vote?

  • Determine needs – (e.g. Windchill logic supports either path) 

4. Defining the Team for the Change

  • Object Initialization Rule based

  • Context roles

  • Workflow Resource pools – User, Group, Context team, Context role

Organizational Change Management

Now that you’ve thought about your process, reach out to your stakeholders and users for feedback.  This is a shift from Process Change Management to Organizational Change Management. Organizational Change Management deals with helping your users successfully transition from their older process to a new one. This can be accompanied by a range of emotions from your users, not just technical challenges. There are many good Organizational Change Management processes that can be leveraged. One example of organizational change management is Know, Feel, Do:

1. Know (relating to the Know-What): People need to know the rationale behind the changes and they need to come to their own conclusions.

  • Define the improvements and benefits
  • Be honest about trade-offs

2. Feel (relating to the Know-Why): People need to actively participate in the process of making decisions and need to create their own buy-in.

  • Describe the value from their point of view
  • Find the champions

3. Do (relating to the Know-How): People need the right tools to implement the change 

  • Provide the right training
  • Enable the right support
Change Mgmt Know Feel Do

Implementing the Change Process

Organizations should consider a flexible enterprise solution to:

  • Scale change processes from fast and simple to robust and rigorous
  • Execute planning, reviewing and releasing data across the enterprise
  • Improve decision quality to assure the right decisions are made

Which will improve change management execution:

  • Tailorable change management workflows
  • Validate enterprise data reducing reworking
  • Provide enterprise visibility and metrics

An important question to consider: How do I meet the right needs of complexity for my environment? The Process can span a broad spectrum of complexity, e.g.

  • Change Notice only
    • Smaller organizations
    • Lightweight Traceability during Prototype Phase
  • Change Request – Change Notice
    • Traditional Change Process
    • Formalize the Technical & Business Justification

Stay tuned for part 3 of this series which will cover Measuring and Improving the Change Management Process.

This session was presented at LiveWorx 17 by Jeff Zemsky (, a Solutions Management Director at PTC. He is responsible for Change Management, Configuration Management and Platform management within Windchill. For more great content like this, register for LiveWorx 2018, June 17-20 in Boston!