It was the amazing and talented project manager entertainer Michael Jackson that once wisely said, \u201cMake that change!\u201d He also accompanied it with some dancing and singing, but the point of the song \u201cMan in the Mirror\u201d was that change starts with you. As a CIO, project leader, or IT manager, you might find it difficult to get your organization or project team to recognize the need for change, and the even greater need to control change. As my mentor used to say, \u201cControlling change can be a lot like herding cats.\u201d\nSo, how do we handle it? We utilize the area of Organizational Change Management (OCM). When people understand change and how to control, maintain, and generally move it in a positive direction, you\u2019ll find that your projects and services will increase their likelihood of success. For some of you, you\u2019re nodding your head in agreement and high-fiving yourself because you\u2019re on top of it. Some of you are shaking your head and saying, \u201cI\u2019ve read a bunch of articles and I still can\u2019t get my team to understand that change is not necessarily evil.\u201d OCM can be very effective. I\u2019d like to point you toward two very effective methodologies that have helped me and a few organizations I\u2019ve collaborated with on projects.\nThe first is Prosci\u2019s ADKAR model. It was published in the Best Practices in Change Management \u2013 2014 Edition. Based on 822 organizational change leaders in over 63 countries, the research found that projects were six times more likely to meet the objectives and budget when organizations managed the \u201cpeople\u201d side of change effectively.\nProsci\u2019s ADKAR Model:\nA\u00a0\u2013 Make each individual\u00a0aware\u00a0of the need to change. D\u00a0\u2013 Ensure each individual has the\u00a0desire\u00a0to change. K\u00a0\u2013 Ensure each person has the\u00a0knowledge\u00a0in order to implement the change. A\u00a0\u2013 Ensure they have the\u00a0ability\u00a0to change. R\u00a0\u2013 Ensure the change is\u00a0reinforced;\u00a0sustain the change by making sure that people are continuing to implement the changes.\nHaving good communication and someone that is \u201csponsoring\u201d the change throughout the life cycle will help make sure it moves through this process.\nThe second model is John Kotter\u2019s 8 Steps to Successful Change. It\u2019s been around for 20 years now and is considered a big part of ITIL\u00ae Continual Service Improvement.\nStep 1 \u2013 Establish a sense of urgency. \u201cIf we don\u2019t change, we will fail.\u201d\nStep 2 \u2013 Create a guiding coalition. \u201cWe can decide how this change will happen.\u201d\nStep 3 \u2013 Create the vision of the change. \u201cThis is what the change will accomplish.\u201d\nStep 4 \u2013 Communicate the vision. \u201cHey everyone! This is what the change will accomplish.\u201d\nStep 5 \u2013 Empower and enable action for the vision. \u201cI\u2019m giving you the authority and resources necessary to accomplish the vision.\u201d\nStep 6 \u2013 Get quick wins. \u201cLook at what we\u2019ve accomplished so far! We\u2019re on the right track!\u201d\nStep 7 \u2013 Build on the change and consolidate wins. \u201cLet\u2019s take what we\u2019ve done so far and make it even better.\u201d\nStep 8 \u2013 Institutionalize the change (make it stick). \u201cThis change has really improved our project\/service\/organization. Let\u2019s continue to do this.\u201d\nYou\u2019ll notice that with both models, there is quite a bit of communication and more emphasis on the people involved rather than the technology involved. Both models also allow for heavy involvement of leadership at all levels and not just upper and middle management. That helps with sponsorship and ownership of the change, and it allows people to say, \u201cthis is actually turning out to be a good change.\u201d With that sense of ownership and ability to be heard, your team will rise to the occasion. So, make that change!