Qualified Education Provider™ (QEP™) of the Association of Change Management Professionals® (ACMP®) for the HCMBOK® Training and Certification Program


Change management is a broad subject and can be applied to all different types of organizational change. The most common change drivers include:  technological evolution, process reviews, crisis, and consumer habit changes; pressure from new business entrants, acquisitions, mergers, and organizational restructuring. They all have one characteristic in common—they affect people and their paradigms. They change the status quo (the way things are done) and take people out of their comfort zone.

We believe that, before the changes are consolidated in the organization, they need to touch the human being. That is why we call our body of knowledge the Human Change Management Body of Knowledge. We believe that it is through human change that we achieve organizational change.

Managing change means humanizing it. It means to design the project from the standpoint of the people involved in order to avoid the fact that natural resistance has an impact on planned objectives.

The HCMBOK® – Human Change Management Body of Knowledge is the  knowledge base of HUCMI. Comprising methodology, tools and good practices, its objective is to link the Organizational Change Management activities to the phases and typical management activities of projects of any nature.

Its structure comprises 48 macro-activities and 203 activities, developed from the planning up to the post-project phase, also known as “production,” when the project itself is already completed but the change must be supported until it is embedded into the organizational culture.


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 Content Summary


1. Everything Changes, Everything Passes

1.1. Is changing so hard?

1.2. What has changed in the change processes?

1.3. Change Strategies

1.3.1. Imposed Changes

1.3.2. Negotiated or Participative Changes

1.4. The Players of the Changes

1.5. Change Management Objective

1.6. Importance of the Strategic Approach to Change Management

2. HCMBOK – Human Change Management Body of Knowledge

2.1. Chronology of HCMBOK’s macro-view

2.2. Project Initiation and Planning

2.2.1. Mapping of project Sponsor

2.2.2. Definition of project objective, purpose, identity and goals

2.2.3. Mapping and classifying Stakeholders

2.2.4. Assess characteristics of organizational culture and their effects on change

2.2.5. Define roles and responsibilities

2.2.6. Adjust physical environment to project needs

2.2.7. Plan team’s assignment and development

2.2.8. Assess willingness to change and change effects

2.2.9. Establish milestones for the change process

2.2.10. Plan project’s Kick-off

2.3. Acquisition

2.3.1. Assess risks of cultural clashes between suppliers and team

2.3.2. Define team’s additional technical training needs

2.3.3. Identify alternatives to knowledge management

2.3.4. Map suppliers’ leadership styles

2.3.5. Validate roles and responsibilities (RACI Matrix) with suppliers

2.3.6. Plan suppliers’ integration into organizational culture

2.4. Execution

2.4.1. Carry out project Kick-off event

2.4.2. Assess Organizational Impacts

2.4.3. Execute learning management

2.4.4. Confirm team’s future in post-project stage

2.4.5. Plan gradual demobilization of project team

2.5. Implementation

2.5.1. Assess users’ readiness and confidence to implement project

2.5.2. Ensure leaders’ commitment to the implementation

2.5.3. Hold implementation decision meeting (GO or NO GO)

2.5.4. Communicate implementation decision meeting result (GO or NO GO)

2.6. Closing

2.6.1. Execute gradual demobilization of project team

2.6.2. Recognize team and individual performances

2.6.3. Set up a map of learned lessons

2.6.4. Ensure preparation of users to train new collaborators

2.6.5. Ensure preparation of the maintenance and support team in the post-project phase

2.6.6. Ensure correct relocation of project participants

2.6.7. Celebrate wins and goals achieved

2.7. Production (post-implementation)

2.7.1. Ensure change sustainability

2.8. Recurring activities in all project stages

2.8.1. Plan and Manage Communication

2.8.2. Create Team Spirit and Carry Out Reinforcement Dynamics

2.8.3. Encourage Participative Decision-Making

2.8.4. Manage the climate – conflicts, motivation, stress and behaviors

2.8.5. Encourage creativity and innovation

3. Essential Competencies for Change Leaders

4. A Case of Success

  • The context
  • The challenges and measures to be taken
  • The Sponsorship
  • Mapping the Stakeholders
  • Adaptation of the physical environment
  • Team selection and development
  • Maturity to deal with loss
  • The milestones of change
  • Planning and executing the Kick-off
  • Knowledge Management
  • Communication management
  • Communication with directors – sponsoring Stakeholders
  • Communication with the project – directly involved Stakeholders
  • Communication with leaders of business areas – Stakeholders directly involved but not dedicated to the project on full-time basis
  • Communication with the company – indirect Stakeholders
  • Communication with the market – indirect Stakeholders
  • Decision making and conflict management participative process
  • Project climate management
  • The result obtained

5. An Unsuccessful Case

  • The big mistakes
  • The outcome