The necessary understanding of the project and its impact, the context of the change (people and history), and the project's goals will be assembled as a foundation for all subsequent change management work.

For effective change management support, the project will have a register of identified individuals whose behaviour will have to change, ideally aggregated into groups of common change.

The change management team will have performance goals for its objective of maximizing change adoption and may have targets for the underlying change performance.

The project will have a register of anticipated forms of individual and group resistance along with proposed responses should they be needed.

The project will have a comprehensive list of behaviours that need to change specifying current and desired states, and proposing how to shift those affected from one to the other.

The project and change management teams will have directions to the necessary data for performance reporting, at worst by description and at best for systematic (automated) access.

A detailed training plan including at least type, target, and timing of training will be ready as the foundation for developing and delivering effective training.

A detailed coaching plan that includes the type of coaching to be performed, specifies who will coach and how to recruit/prepare them, and the timing for coaching efforts will be ready as the foundation for developing effective training.

A comprehensive, traditional "comms plan," integrated with the communication supporting other change management tactics will direct execution of these interactions with applicable audiences.

An instruction set that identifies data, the arithmetic to change them to information, templates into which the metrics are fit, and a list of recipients will be ready to use at the first reporting cycle.

The material and method for delivering training—be that an infographic and email notice, computer-based training, or full classroom sessions—will be ready to be tested in simulated use.

Job aids ready for electronic distribution or reproduction to paper (real old school stuff).

A documented approach and supporting material, tested for efficacy, ready to be deployed for coach the coach sessions.

Final draft text and complete graphics ready for implementation as planned.

Training will be ready to deploy in its various forms.

Each iteration of the Assessment provides a point in time state of the readiness for change, which is a good proxy for the probability of success. The second iteration (prelaunch) can serve as a trigger element for project "go/no go."

Impacted people have received at least one instance of available training and should know (or at least be aware of) the expected, specific adjustments to their behaviour.

Coaches have been prepared and are ready to engage with impacted colleagues.

Impacted personnel will have (had) the opportunity to elicit direct personal support from a trusted colleague; coaching methods and materials (experience-based) will be improved.

An endorsement of some aspect of the change or behaviour change process, in the planned medium (e.g., video), available for broad promotion and promoted to chosen audiences.

Regular distribution of planned performance reports to targeted recipients.

A produced and distributed promotional —success—message for the project.

Change management reporting for this project (and maybe even project performance measurement) are under the authority of the appropriate operational team; the change management team will have made recommendations based on a performance self-assessment and experiential learnings.