Communicate the change

Build awareness and understanding

Effective communication starts by creating awareness about the upcoming change and explaining why it's necessary. When stakeholders understand how Planview aligns with strategic objectives and addresses specific pain points, they're more likely to support the initiative rather than resist it.

Individuals need to clearly understand:

• The specific challenges the organization is trying to solve
• How Planview will address these challenges
• The benefits they'll personally experience from this change
• The timeline and what to expect during the transition

Manage resistance and building buy-in

Resistance to change is natural and expected. A robust communication plan anticipates objections and addresses them proactively. By acknowledging concerns and demonstrating how the Planview implementation will ultimately benefit teams and individuals, you can transform potential resistors into advocates.

Enable adoption through knowledge transfer

Communication goes beyond simply announcing changes—it involves providing the information people need to adapt successfully. This includes:

• Details about new processes
• Role-specific impacts and expectations
• Training opportunities and resources
• Where to find help when needed

Balance communication overload  

The right balance of information is crucial to not overwhelm your audience. As you build your communication plan, don’t forget to discuss other communications going out across the organization. Individuals can only absorb so much change at one time!  Be thoughtful of your timing and try delivering your messaging at a standard cadence to build trust with your audience.

Every organization is unique. Embrace your company culture and existing communication frameworks alongside our best practices to develop your change approach. While some implementations or changes may require a full marketing campaign with months of planning, others may only require a few key messages. No matter the scale of your change, Prosci’s ADKAR® model can help drive your Communication Plan. Planview’s communication will take individuals through the various phases of change, leading them ultimately to adoption.

On this page, we will dive into communication basics and share sample ADKAR®-based communications. You can also download additional communication templates from our OCM Resource Library.

1. Define your "Project Change Story"

Develop a compelling narrative that explains the why, what, and how of your Planview use. This story should be a holistic view that connects the technical changes to broader business objectives and demonstrates the value for different stakeholder groups. Being transparent in your messaging will increase the comfort of your audience and help you build trust. Each team member needs to understand the reasons behind the change before they can embrace it.

2. Identify and engage your stakeholders

Map out all affected groups and develop targeted role-based communications for each persona. While Executive Sponsors need information about strategic impacts and ROI, your End Users will need more practical guidance on new workflows and expectations, and direct managers will need to understand how to lead their teams through the change. Clearly identify the WHY for each group/persona and build the desire in your communications.

3. Establish a change champion network

Don’t skip this step! Creating a change champion network with representatives from across the user community will help drive successful change. These champions can help cascade communications throughout the organization, provide feedback about concerns or questions, and help support their peers through the transition.

5. Maintain consistent communication

Communication is not a one-time event—it should continue throughout the implementation lifecycle and after go-live. Leaders must deliver communications early on, stay engaged, and empower Change Champions to continue driving the messaging alongside leadership.  Maintain momentum through regular status updates that celebrate progress and acknowledge challenges

Before any training occurs, communications should focus on creating awareness and building excitement. During training phases, be sure to provide regular updates and communicate opportunities to share feedback to address early resistance. After users have completed training, communications will focus on support, continuous improvement, and celebrating your successes.

6. Measuring communication effectiveness

How do you know if your communications were well received? Survey your teams to gather sentiment and track metrics. For example,

• Attendance at information sessions
• Frequency and types of questions received
• Speed of adoption post-implementation
• Awareness levels through surveys
• User proficiency and confidence levels

Shifting focus and needs over time

The Planview implementation journey involves three key stakeholder groups with distinctly different engagement patterns:
 

Awareness	Desire	Knowledge	Ability	Reinforcement
The foundation of successful Planview adoption begins with a clear, compelling message from executive leadership. This initial communication sets the tone for the entire implementation journey and creates the crucial awareness that drives organizational buy-in.    Sample message to use   "We're implementing Planview because our current project management approach results in 40% of our strategic initiatives falling behind schedule. This new system will provide the visibility and tools we need to deliver on our commitments more reliably."   Communication goal   Help stakeholders understand why the Planview implementation is happening and why it matters.  Start with the power of executive leadership communication then lean into creating a compelling why message.    Key awareness communication strategies   Executive messaging focused on business drivers and organizational challenges the implementation will addres Data-driven communications highlighting current pain points and inefficiencies Industry trend analysis showing how Planview aligns with best practices Clear articulation of the consequences of not changin Separate Awareness Communication for People Managers In addition to the larger audience messaging, be sure to give your direct managers a heads up that their teams will be experiencing change. If possible, send this prior to your “Global WHY” so that managers are prepared when individuals come with questions.  Check out our “Manager’s Talking Points” template in our OCM Resource Library.   Strategies for maximum impact For optimal effectiveness, this Global WHY message should be delivered through multiple channels: A personalized email from the executive sponsor Presentation at town halls or all-hands meetings Reinforcement through department-level discussions Supporting materials on internal SharePoint or similar documentation site   Best practices for awareness communications   The first communication that goes out to your impacted audiences needs to come from senior leaders.  Stakeholder commitment will be key to your success through this journey. Looking for metrics? Use the defined Business Outcomes from your original business case to purchase Planview to help explain why the company decided to go in this direction. This communication should be sent out early in the implementation to impacted audiences. Don’t overcommit to a specific date in your early communications; give a general quarter or month at this time. This will be the first time many users will hear of Planview, so focus on the value. Tell them how this will impact them at a high level. This is a purely information message, no action items should be included.   Examples Customer Example Communication: Executive Global WHY Message (LINK)	Connect tasks to high-level strategies so team members understand how they are contributing to the success of the organization   Share testimonials and case studies Our catalog of Planview customer success stories is growing with over 135 case studies available, and we’re always looking for our next story. If you’re interested in sharing your story, reach out to your account team or CSM.  Planview product reviews and testimonials – hear what our customers have to say about our products, including Gartner peer insights.   Host a roadshow with role-specific demos – for example, showcase the cool new reports that will make their lives easier, or the templates that will reduce their paperwork time.   Implement recognition programs Track course completions through the University of Planview and earn badges Try adding swag, bringing food into the office, or sending out $5 gift cards for a coffee break to those who have met their goals or to celebrate a milestone.       Bring in change champions to spread awareness and build desire. Change champions can have a significant, positive impact on influencing others to adopt change! Also referred to as early adopters or a change network, these team members are typically the first to test the system and provide feedback. Since the change champions have been through the different phases of ADKAR® before the other individuals, they can assist in training and support while providing feedback to the project team and assisting in readiness and stabilization efforts. Leadership should empower change champions to lead the change, cascade messages, encourage continuous improvement, and support a feedback loop. Add some fun! Create a badge to add to their e-mail signature.	Deliver training to meet all learning styles – in person or live; on-demand training; custom videos; in-app tutorials Interested in how Planview can help with training? Check out our learning services. Provide internal process documentation Explore the Customer Success Center	Open office hours / support sessions / coaching – don’t forget to utilize change champions and ambassadors to host these sessions Progression parties – Are you using Portfolios and experiencing confusion around the Progression  Engine? Gather the team the day after the progression engine runs for a party! Set aside a special “open office hours” session to support progression-specific questions in real-time.	Build communities of practice that continue to grow your change champion group! Highlight champions with specialties such as financials, project management, or resource management. Depending on your scale, these groups may meet monthly or quarterly.   Track OKRs/KPIs/success metrics – how will you track success? Here’s a few common adoption metrics to get you started: University of Planview metrics Pre-learning course completion % Pre-learning knowledge check scores % End user training completed  % Tool usage and frequency of use Time a project spends in each lifecycle or phase Timesheets submitted on time % RYG status or other project updates entered on time Accuracy of forecast vs. actuals – time and cost Can you go one step deeper w/ CapEx and OpEx accuracy? Number of changes/risks/issues associated with a project How quickly were those changes/risks/issues resolved? Share lessons learned Celebrate success, and don’t forget recognition! Go one step beyond reinforcement to recognize individual and team successes.

 ADKAR BREAKDOWN

Scenario

You're implementing Planview for resource management across multiple departments.

ADKAR®-based communication approach

Do I HAVE to send all of these messages?

NO, but sending only an invite to training is not enough. Find the right balance for your change and organizational culture.

How early should we start communicating about the change?

Communication should begin as soon as the change decision is made, with appropriate transparency about what is known and unknown. Early communication prevents rumor spread while allowing stakeholders to mentally prepare for upcoming transitions.

Who should deliver key change messages?

Different message types require different messengers. Strategic "why" messages should come from executives, while direct managers are most effective for messages about personal impact. Implementation details are best delivered by project team members with subject matter expertise.

How do we balance transparency with the fact that not everything is decided yet?

Communicate what is known with certainty, what is still being determined, and the process for making those decisions. Stakeholders appreciate honesty about unknowns more than delayed communication or false certainty. Share implementation information to build awareness of the software development process and help others understand why you may not have all of the answers at the start of configuration or a change. Reassure individuals that information will be shared as it becomes available and provide a contact for questions.

How do we address the "What's in it for me?" (WIIFM) question effectively?

Communications must explicitly translate organizational benefits into personal advantages for different stakeholder groups. This requires understanding each group's pain points and demonstrating how the change addresses their specific challenges. While there are some “standard” replies out there (we have some noted in our templates that you can use), the WIIFM will vary by role.  Take a moment to stop and assess the unique value to each stakeholder group and put yourself in their shoes, this exercise will not go to waste!

How do we maintain consistent messaging across multiple communicators?

Develop core message frameworks, talking points, and FAQs that all communicators can reference. Regular alignment meetings and communication toolkits help ensure consistency while allowing for authentic delivery styles. Have a dedicated SharePoint or intranet site available to share documentation and supporting assets.  Create an integrated communications calendar that accounts for major organizational announcements, busy operational periods, and competing initiatives.

How frequently should we communicate during the change process?

Communication should be regular and predictable, with increased frequency during critical transition periods. The appropriate cadence varies by stakeholder group and their involvement level in the change. Be careful not to oversaturate your audience the too many communications or details. Work with internal communications teams to prevent message fatigue. Segment communications by relevance and urgency. Use consistent formatting that allows readers to quickly assess whether a message requires immediate attention or future reference, and create repositories for detailed information.

How do we communicate effectively when we have both remote and on-site employees?

Design a multi-channel approach that ensures equitable access to information regardless of location. Consider time zones, technology access, and communication preferences when planning delivery methods. Will you have individuals all in one common area where you could hang a flyer or add an ad to your internal digital displays across the office. Set up dedicated channels for discussion to keep virtual employees engaged. For example, a ‘Planview Project Manager” Slack or Teams channel where users can network and ask role-specific questions.

How should we address resistance in our communications?

Acknowledge concerns openly, demonstrate that you're listening, and explain how feedback is being incorporated. Avoid dismissing resistance, as this often intensifies opposition and damages trust.  People managers play a critical role as resistance managers, helping employees through the change process by identifying and mitigating their concerns. Effective resistance management requires creating safe spaces for employees to express their hesitations, then addressing these concerns with a combination of empathy and clear, factual information about the change.

How do we gather meaningful feedback about our change communications?

Survey your teams! Don’t be afraid of negative feedback or let asking a few simple questions stand in your way of measuring your success. Implement multiple feedback channels including surveys, focus groups, manager reporting, and anonymous options. Track engagement metrics with digital communications and monitor question patterns in Q&A sessions. If feedback isn’t a standard for your organization yet, now is the time to start! Lead by example, share your learnings, and create open feedback loops.

Take an Audience-Centered, Role-Based Approach

Speak the language of your audience - When communicating with non-technical stakeholders, avoid technical jargon and Planview-specific terminology. Instead, translate concepts into terms that resonate with their daily work experiences and challenges. This demonstrates respect for their perspective and increases comprehension.

Address the WIIFM (What's In It For Me) - Help individuals understand personal benefits beyond organizational advantages and share the WIIFM for each role. Connect system changes to individual pain points and explain how Planview will make their work easier, more valuable, or more visible within the organization.

Ensure cultural alignment - Reflect organizational values and motivators in your communication approach. Messages that resonate with your existing culture will feel more authentic and relevant than generic change language.

Maintain Visible, Active Sponsorship

Demonstrate ongoing executive commitment - Ensure executives visibly champion the Planview implementation through consistent messaging, personal adoption of the system, and recognition of adoption efforts. Leadership engagement must extend beyond initial announcements to include regular touchpoints throughout the entire change journey. Integrate Planview updates into existing meeting structures to respect time constraints while ensuring continued visibility. Prosci research shows that active and visible executive sponsorship is a top contributing factor to change success, as stakeholders look to leadership behavior as a signal of organizational priorities.

Use Transparent and Authentic Communication

Be transparent about challenges - Acknowledge difficulties while maintaining a positive focus on solutions. There will be bumps in the road! Be open and honest with your team. Transparency builds credibility and prevents stakeholders from feeling blindsided when inevitable obstacles arise during implementation. When people understand both the challenges and the plan to address them, they're more likely to remain supportive. Prioritize face-to-face interaction whenever possible to demonstrate commitment and gather immediate feedback. Direct communication allows for nuance, reads body language, and builds stronger connections than digital communications alone.

Utilize Change Champions to share messages- Go beyond your core team and engage change enthusiasts throughout your organization who can reinforce messaging with personal credibility. These respected colleagues can share their own journey with the change, including initial concerns and how they've been addressed, creating powerful social proof that adoption is both possible and beneficial. Build excitement!

Create Open Feedback Loops- Ensure stakeholders have bi-directional channels to ask questions and express concerns throughout the implementation process. This might include:

·       Regular Q&A sessions during team meetings

·       Anonymous surveys

·       Dedicated email addresses for implementation questions (For example, PlanviewTeam@YourOrg.com to stay clear of a single point of contact!)

·       Feedback surveys at key implementation milestones

Show the benefits in tangible ways. Use demonstrations, case studies, and early wins to make benefits concrete rather than theoretical. Seeing real examples of how Planview solves existing problems creates more compelling reasons for adoption than abstract promises of future improvements.

Read Planview Customer Success Stories from other customers. Our catalog is growing with over 135 case studies available, and we are always looking for our next story. If you are interested in sharing your story, reach out to your account team or CSM. Check out the Planview YouTube Channel for more video testimonials coming soon, or network and share stories with the OCM User-Group on the Customer Community.

By implementing these communication best practices, your organization can create a supportive environment for change that maximizes Planview adoption and accelerates the realization of our outcomes.

The most successful implementations balance technical excellence with human-centered change management, recognizing that technology adoption depends on effective communication at every stage of the journey.

Remember: The technical implementation might determine if the system works, but your communication strategy determines if people will use it.