Use the ADKAR Model to Integrate Change Management & Project Management

Manufacturing organizations operate in one of the most demanding project environments there is. Production schedules are tight. Margins are thin. Safety, quality, and regulatory requirements leave little room for error. At the same time, manufacturers are under constant pressure to modernize by introducing new technologies, optimizing processes, integrating acquisitions, and responding to shifting customer and market demands. With so many moving internal and external pressures, project management for manufacturing is not optional. It is the backbone that enables manufacturers to plan, coordinate, and deliver complex initiatives while keeping operations running. That said, it is often asked to carry more weight than it can bear on its own. Prosci’s proven change management methodology maximizes project success. × Break Through Project Roadblocks: A Project Manager's Guide to Success What Is Manufacturing Project Management? Manufacturing project management is the application of project management tools, principles, and techniques to initiatives that create, improve, or transform manufacturing operations. They introduce new equipment, processes, and ways of working that affect engineering, operations, supply chain, quality, IT, and commercial teams at the same time. When one group changes, every other group feels it. When done well, it helps organizations in the manufacturing industry bring order to complex, high-stakes operational environments by: Defining scope, timelines, and budgets Coordinating resources across functions and sites Managing risk, quality, and compliance Delivering technical solutions efficiently and predictably Project Management Methodologies Used in Manufacturing Manufacturing organizations use a range of project management methodologies to manage complex initiatives, each offering different strengths depending on the nature of the work, level of uncertainty, and operational constraints. Traditional (Waterfall) Project Management Waterfall project management follows a linear, sequential structure, moving through defined phases from planning to execution and closure. This approach provides clear documentation, predictable timelines, and strong control, which makes it well-suited for manufacturing projects with stability requirements, such as equipment installations, facility expansions, or regulatory-driven initiatives. However, its rigidity can become a drawback when changes are required midstream, as late-stage adjustments often introduce delays and additional cost. Lean Project Management Lean project management focuses on maximizing value by minimizing waste. It emphasizes efficiency, continuous improvement, and the elimination of non-value-adding activities. Lean works especially well for process optimization efforts, production flow improvements, and quality initiatives. While highly effective for operational improvements, it is less suited for large-scale transformations that require extensive upfront coordination or cross-functional redesign. Agile Agile project management prioritizes flexibility, collaboration, and incremental delivery through short cycles of work. This methodology enables teams to respond quickly to changing requirements and incorporate feedback throughout execution, which can improve outcomes in product development or digital initiatives. In manufacturing environments, however, agile can be challenging to apply where physical assets, fixed schedules, or regulatory constraints limit how frequently changes can be made. Six Sigma and DMAIC Six Sigma and the DMAIC framework take a data-driven approach to improving quality and reducing defects. By defining problems, measuring performance, analyzing root causes, implementing improvements, and controlling results, DMAIC supports precision and consistency in manufacturing operations. This methodology is most effective when addressing process variation or quality issues. Hybrid Hybrid approaches combine Waterfall’s structured planning with Agile’s flexibility and iterative execution. In manufacturing, this means using disciplined front-end planning to define scope, safety, quality, and compliance requirements, while applying Agile practices to iterate, test, and refine solutions as conditions evolve. This balance allows organizations to maintain the rigor needed for complex operations while still adapting to shifting requirements, technology changes, and operational constraints. Hybrid methodologies are particularly effective for large, cross-functional initiatives that span both physical and digital environments, such as smart factory programs, automation deployments, or ERP implementations. The Challenges of Project Management in Manufacturing Even with experienced project teams and well-chosen methodologies, manufacturing companies face complex projects and challenges that are fundamentally different from those in other industries. Tightly coupled systems, shared resources, and the need to unfurl projects alongside live operations can produce some unique hurdles, including: Supply chain and material dependencies Manufacturing projects often rely on specialized components, long lead times, and global suppliers, many of which sit outside the organization’s direct control. A single delayed part can ripple across engineering schedules, installation windows, training plans, and production readiness. These dependencies complicate planning, increase exposure to geopolitical and market volatility, and require project leaders to manage uncertainty continuously, not just at the start of the project. Production downtime Unlike office-based projects, project goals must be executed while protecting material output, safety, and customer commitments. Even short periods of downtime on the production line can carry significant financial and reputational consequences. This limits flexibility, compresses implementation windows, and raises the stakes for execution accuracy. Teams must often deploy solutions during maintenance windows or off-shifts. And because of the need to avoid downtime, there is little room for error. Cross-functional coordination Manufacturing projects demand tight alignment across engineering, operations, supply chain, quality, IT, and leadership. Each function brings different priorities, constraints, and success measures, yet progress depends on seamless handoffs between them. When coordination breaks down, so do those handoffs. Engineering completes a design before operations are ready to run it. IT deploys systems that frontline teams are not prepared to use. Quality requirements surface after implementation, forcing rework and revalidation. Without disciplined coordination and shared ownership, decisions stall, teams optimize locally instead of systemically, and completed projects fail to deliver sustained performance. Quality, compliance, and safety requirements Manufacturing organizations operate under rigorous internal standards and external regulations, often across multiple regions. Changes that appear minor in scope can have significant downstream impacts on product quality, regulatory approval, or worker safety. These requirements constrain how quickly teams can adapt and elevate the importance of disciplined change control, documentation, and stakeholder alignment. Process improvement initiatives. Continuous improvement is essential for competitiveness, yet improvement projects require people to change deeply ingrained routines and habits. A new workflow, digital tool, or automated manufacturing process can only deliver value when it is adopted consistently across shifts and sites. Without reinforcement, improvements may struggle to take hold in daily operations, limiting the project’s ROI. Best Practices for Successful Project Management in Manufacturing Many project management principles apply across industries, but manufacturing environments demand a more disciplined, operationally grounded approach that does not compromise safety, quality, or customer commitments. The most successful project managers know this and adapt to the realities of the shop floor. Aligning projects with production schedules and business goals. Manufacturing projects must be planned in the context of live operations. Aligning initiatives with production cycles, demand forecasts, and strategic objectives ensures the project schedule and project budget reflects operational constraints, so teams can manage potential risks and reduce costs associated with unplanned downtime or rushed implementations. Integrating change management early and unifying team objectives. Projects succeed when technical execution and people adoption are addressed together from the start. Early integration of change management clarifies not only what will be delivered, but how people must work differently to achieve performance targets. Aligning project leaders, functional managers, and frontline supervisors around shared success measures (e.g., safety, quality, throughput, and adoption), manufacturers reduce resistance, prevent misalignment between design and operations, and avoid late-stage surprises that delay implementation. Using standardized project templates and governance. Standardized charters, schedules, risk registers, and communication plans provide consistency across projects and sites, which is essential in manufacturing environments where work is tightly coupled and resources are shared. These tools enable disciplined risk management by making potential hurdles visible early, assigning clear accountability for monitoring and mitigating them, and ensuring risks are addressed as part of project execution. Tracking the right performance metrics. A project may go live on time, yet still fail to improve performance if the new process is not adopted or does not deliver the expected operational results. Tracking operational KPIs such as overall equipment effectiveness (OEE), cycle time, throughput, and cost variance alongside traditional project measures connects project delivery to outcomes. These indicators reveal whether changes are improving safety, quality, and productivity across shifts and sites. Conduct post-project reviews and capture lessons learned. Formal reviews at project close create a disciplined feedback loop that strengthens manufacturing execution over time. Examining not only what was delivered but also how adoption occurred across business sectors highlights systemic issues that impact future projects. Embrace a culture of continuous change. Manufacturing environments are constantly evolving. Organizations that treat change as a one-time event struggle to sustain improvements, while those that embed continuous change into their operations are better positioned to deliver long-term results. Integrating Change Management in Manufacturing Project Management Manufacturing excellence depends on delivering the right solutions and ensuring people adopt and use them effectively. Project management and change management work well together, providing essential structure for this outcome. Project management focuses on designing, building, and delivering the technical solution, whether that is new equipment, digital platforms, process improvement,s or production capabilities. Change management, on the other hand, focuses on the people side of the same effort. That includes preparing, equipping, and supporting employees to embrace, adopt, and use the change. When these disciplines operate together, manufacturing organizations move beyond project delivery to sustained operational performance. Prosci’s ADKAR® Model provides a practical framework for planning and tracking adoption alongside technical delivery. Research shows that when ADKAR is aligned with the stages of project management, organizations increase the likelihood that these initiatives will achieve their intended results. How to Integrate Change Management With Project Management Facilitate smooth transitions by defining clear scope and requirements for both the solution and adoption. Project scope must extend beyond technical specifications to include who must change, how work will change, and what proficiency is required to achieve performance targets. Impact and readiness assessments clarify expectations early and prevent misalignment that otherwise surfaces as delays, safety risks, or reworks. Establish continuous stakeholder communication as a disciplined workstream. Structured communication ensures the right messages are delivered by the right leaders at the right time. In practice, this looks like executives aligning direction, project leaders clarifying progress, and people managers explaining the initiatives and their impacts to frontline teams. Manage resistance proactively through people managers and targeted support. Resistance in manufacturing typically arises from risk. Operators, technicians, and supervisors worry about whether a change will compromise safety, increase defects, slow production, or put their jobs at risk. When people are unsure how a new process, system, or piece of equipment will affect their ability to do good work, they often become hesitant and wind up using workarounds or simply disengaging. Change management surfaces these concerns early through impact and readiness assessments, then equips people managers to address them directly. Supervisors become trusted coaches who can explain why the change is happening, what it means for each role, and how success will be measured. Align schedules with production cycles and organizational culture. In manufacturing companies, project timelines cannot be set in isolation from operations. Change activities must be planned around maintenance windows, shift patterns, regulatory inspections, and peak production periods. Ongoing dialogue between project leaders, operations managers, and frontline supervisors keeps plans realistic and allows for rapid adjustment when conditions change. Integrate people risks into project risk and change control processes. People-related risks are often treated as secondary to technical risks, yet they are just as likely to derail performance. Readiness gaps, training shortfalls, supervisor alignment issues, and resistance can keep people from accepting a change even when the technical solution is sound. Structured change control ensures that scope changes are evaluated for both technical and people impacts, preventing well-intended adjustments from creating hidden adoption or safety issues downstream. Use data to guide adoption and performance decisions. Performance data explains what is happening. Adoption data explains why. By tracking utilization and proficiency alongside operational KPIs, leaders gain clarity on whether performance gaps stem from technical issues, insufficient training, unclear expectations, or resistance to change. Manufacturing Excellence Through Project and Change Integration Manufacturing projects succeed when execution and adoption move together. Strong project management provides the structure needed to plan, coordinate, and complete complex initiatives, but lasting results depend on how well people adopt new processes, technologies, and ways of working. In a manufacturing environment, safety, quality, and consistency are non-negotiable. Prosci helps manufacturing organizations intentionally manage the people side of change, so teams can streamline execution, reduce resistance, and translate new processes, technologies, and ways of working into sustained, measurable performance improvements. Frequently Asked Questions Why is project management in manufacturing important? Project management in manufacturing is critical because it brings structure and coordination to complex, high-risk environments. Effective project management helps organizations streamline execution, deliver initiatives on time, within budget, and to required quality and safety standards while minimizing disruption to live operations. Without strong project management, operational inefficiencies quickly compound. What does a manufacturing project manager do? A manufacturing project manager plans, coordinates, and oversees initiatives that impact production, processes, or systems. This includes managing project schedules, available resources, budgets, risks, and cross-functional dependencies. They also monitor project status, resolve constraints, and help teams track progress to ensure initiatives remain aligned with operational and business goals. What is the best approach for project management in manufacturing? There is no single best approach for every initiative. Many manufacturers rely on hybrid methodologies that combine structured planning with the flexibility to adapt as conditions change. This allows teams to maintain control while responding to production constraints, supply chain variability, and evolving requirements. How does change management impact project outcomes in manufacturing? Change management directly influences whether project outcomes are realized after delivery. In manufacturing, value is created only when people consistently adopt new processes, systems, or behaviors on the plant floor. Integrating change management helps reduce resistance to these things, prepares them to adopt them, and helps them use them well. What are common barriers to change in manufacturing projects, and how can they be addressed? Common barriers include unclear communication, resistance driven by uncertainty, misalignment with production schedules, and a lack of manager support. These challenges can be addressed through early engagement, clear and consistent communication, realistic planning aligned with operations, and structured support for people managers who play a key role in adoption. What is an example of manufacturing project management? A common example is implementing an enterprise resource planning (ERP) system to improve production planning, supply chain visibility, and data integration. While the technical system may be delivered successfully, realizing its full value depends on how well employees are prepared, trained, and supported to use it consistently in daily operations.

Change management and project management are complementary disciplines that together drive successful organizational initiatives. By integrating these approaches from start to finish, you connect the people side and technical side of change, ensuring your organization realizes the full benefits of transformation. A Unified Value Proposition Prosci's Unified Value Proposition model illustrates how project management and change management work together with a shared definition of success: meeting or exceeding project objectives and realizing organizational benefits. Technical side: Focused on designing, developing and delivering solutions that address problems or opportunities. Project management provides the structure, processes and tools to accomplish this. People side: Centered on engaging impacted individuals and supporting them to adopt and use the change effectively. Change management provides the framework to achieve this outcome. Prosci Unified Value Proposition Think of these disciplines as two different colored strands of rope. When intertwined, they create a stronger, more resilient rope—just as integrated change and project management deliver more successful transformations. How Integration Creates Value Prosci benchmarking research shows that 47% of participants who integrated project management and change management reported meeting or exceeding project objectives—17% more than those who didn't integrate these disciplines. Integrating change management and project management contributes to change success by: Creating a shared objective: Both disciplines focus on improving organizational performance through successfully implemented changes that deliver intended results. Enabling proactive approaches: Integration helps you identify and mitigate risks earlier, address resistance, and build commitment to change adoption. Improving sequencing and alignment: The right actions happen at the right times in the project lifecycle, ensuring people are ready and able to adopt the change. Enhancing information exchange: Throughout the project, stakeholders receive the information they need when they need it, from understanding the need for change to providing feedback on adoption. 5 Dimensions of Integrating Change Management and Project Management Prosci’s research reveals five dimensions that should be addressed when integrating change management and project management: Dimension 1: People This dimension focuses on who performs change and project management roles and the team structure defining relationships between these roles. In Prosci's Best Practices in Change Management research, 69% of participants had dedicated change management resources for the project on which they were reporting. The basic structures include: Change management resources on the project team (Team Structure A - used by 33% of participants) Change management resources supporting the project team externally (Team Structure B) Neither structure is inherently better—each offers different advantages. For example, having the change management resources on the project team (Team Structure A) encourages more transparent communications and information flow between the team and the impacted groups. Other advantages include developing an integrated project approach that encourages teamwork and collaboration, and the creation of feedback loops to relay questions and concerns from impacted groups to the project team. Having the change management resources separate from but supporting the project team externally (Team Structure B), promotes neutrality and enables them to offer an independent point of view. Other advantages include the ability to focus exclusively on change management and direct access to leadership. The choice of integration approach is typically based on the nature of the project and norms of the organization. It’s important to acknowledge that many change practitioners do not have control over or major influence on the selection of the team structure used on a particular project. For example, the team structure may already be established before the change resources are selected. Even if the team structure has already been established, there are actions you can take to support the effective integration of people and roles. Action steps for integrating people and roles Ensure you have access to the sponsor Regardless of your team structure, securing access to the primary sponsor is critical. Our research shows a strong correlation between sponsor access and meeting objectives. 71% of participants with adequate or more than adequate sponsor access met or exceeded project objectives, compared to only 21% of those with little or no access. Clearly define roles, responsibilities and relationships Establish common expectations by clearly defining who does what, particularly between project manager and change practitioner roles. Identify areas of overlap to reduce potential role conflict. Maintain transparency and information access to foster better working relationships among team members. Be present and involved As a change management resource, stay actively engaged in project activities to gain a thorough understanding of how the solution will be designed, developed and deployed. This involvement enables you to better anticipate impacts and prepare stakeholders for the changes ahead. Dimension 2: Process This dimension addresses how the phases, activities and milestones of both disciplines align during the project lifecycle. Integration enables better information exchange, work sequencing, and alignment on timing. The image below illustrates, at a high level, the alignment of the project management phases for a sequential change and the Prosci 3-Phase Process for change management. The image also shows how we align ADKAR milestones to project management milestones. For example, we align Ability for members of impacted groups with the Go Live milestone date. For optimal integration, begin change management activities early—ideally at project initiation. The earlier change management is started, the more effective exchanging information, sequencing work, and alignment on project milestone dates will be. Using a process-driven approach with distinct deliverables for change management further improves the potential for successful change. If the change management approach is not process-driven with specific deliverables and milestones, it is difficult to integrate change management with project management effectively. Action steps for integrating process Be structured in your approach The more rigorous, process-oriented and milestone-driven your change management approach, the more easily it integrates with project management methods. A structured approach creates clear connection points between disciplines and ensures nothing falls through the cracks. Define your deliverables Capture change management work in specific, tangible deliverables to integrate effectively with the project management approach. Well-defined deliverables create accountability and demonstrate the value of change management activities to the project team. Actively identify key points in time for integrating activities Throughout the project lifecycle, identify critical moments when integrating activities, such as project milestone dates, is essential for change success. For each project milestone, determine which ADKAR elements must be in place. For example, before training (a project milestone), participants need Awareness of the need for change and Desire to participate (ADKAR elements). Knowledge and Ability follow from effective training. Dimension 3: Tools This dimension focuses on integrating specific tools and deliverables from both disciplines. Integration reduces duplication, creates collaboration opportunities, and promotes common understanding. For example, communications plans and risk assessments are tools commonly used by both disciplines. Integrating commonly used tools creates opportunities for collaboration between the disciplines, reduces duplication of effort and promotes common understanding. Our research shows communications plans (91%), project plans (81%), and training plans (79%) are the most frequently integrated tools. The following chart indicates which tools were most frequently integrated. Communications plans were integrated the most (91%), followed by project plans (81%) and training plans (79 %). Action steps for integrating tools Identify specific tools that make sense for integration Common tools to consider integrating include communications plans, training plans, stakeholder analyses, impact assessments, risk assessments and lessons learned. These project management tools can be adapted to include a change management perspective, creating a more comprehensive approach. Work with what the project team has already done Instead of dismissing existing project materials, build upon them. For example, rather than criticizing a communications plan for not addressing stakeholder concerns, show how it can be enhanced to answer questions impacted people care about: Why change? Why now? What if we don't? How will I be impacted? What's in it for me? This collaborative approach builds bridges rather than barriers. Ensure clear ownership When integrating tools, there's a risk that both change practitioners and project managers might inadvertently relinquish accountability. At the time of integration, clearly establish which role is accountable for each integrated tool to ensure nothing falls through the cracks. Dimension 4: Methodologies While the previous dimensions occur at the project level, methodology integration happens at the organizational level. This involves creating a standard approach to project delivery by combining your organization's project and change management methodologies. Integrating methodologies involves decisions about when and how the methodologies interact and diverge. An integrated methodology is often part of a greater strategy for institutionalizing change management which Prosci defines as enterprise change management. Action steps for integrating methodologies Select a common change management methodology Before you can begin integration at the methodology level, your organization needs a standard change management methodology. A consistent approach creates a common language and set of practices across the organization. Be mindful of the tradeoffs When integrating at the methodology level, consider the risks of removing change management's responsive nature. Design your integrated methodology to maintain flexibility while providing structure, ensuring you can adapt to each project's unique needs. Manage the change of introducing an integrated methodology Many project managers may have limited experience with change management and are comfortable with their current methodology. When introducing a new integrated approach, apply change management principles to this change itself. This demonstrates the value of change management while increasing adoption of your integrated methodology. Dimension 5: Results and Outcomes Integration on this dimension acknowledges that change management and project management are complementary disciplines with a shared definition of success. In the end, both project management and change management improve the organization’s performance by helping it realize the benefits of making a change. This dimension focuses on establishing a shared definition of the results and outcomes for a specific change and how each discipline contributes to the achievement of those results and outcomes. In many ways, this dimension is where integration begins. When we successfully integrate our view of what we're trying to achieve, other integration elements fall into place, creating a true team approach. Action steps for integrating results and outcomes Define success for change management and project management The project team must focus on and be accountable for delivering results in both change management and project management. If the team is only accountable for hitting the go-live date, integration will not succeed. Similarly, change management must define success in terms of achieving results, not simply executing activities like number of employees trained or communications delivered. Gain buy-in from project leaders and teams Project leaders and managers may not understand the value of change management, or might view it as overhead that slows projects and consumes budget. To demonstrate value, determine the percentage of overall project results that depend on employee adoption and usage—the people-dependent portion of the return on investment. Show how addressing the people side of change will capture this critical portion of the ROI. Connect project outcomes to organizational benefits Both disciplines must work together to ensure project outcomes translate to organizational benefits. Technical success without adoption fails to deliver value, while strong adoption of a poorly designed solution creates its own problems. Integration ensures both aspects work together to achieve lasting results. Meet Project Objectives and Achieve Success Projects are more likely to succeed when we integrate change management and project management. An integrated approach increases the probability of achieving project objectives and sustaining outcomes. It enables project managers and change practitioners to work toward a shared definition of success, align activities effectively, and avoid duplicating efforts. Change done right requires both strong technical implementation and effective people engagement—that's the power of integration.