APMG Agile Change Agent key terms

A visual plan showing the sequence of change activities, milestones and deliverables over time, used to communicate how and when the change will be delivered to stakeholders.

A significant checkpoint on the change roadmap that marks completion of a key stage or decision point, allowing progress to be measured and communicated.

The end-to-end sequence of phases a change passes through, from initial idea and definition through delivery to embedding and closure.

The process of tracking and confirming that the intended outcomes of a change are actually achieved and sustained after delivery.

The temporary condition an organisation occupies while moving from its current way of working to the new one, often marked by mixed practices and reduced performance.

A description of how things are done today, including existing processes, structures and behaviours, used as the baseline against which change is planned.

A description of the intended way of working once the change is fully embedded, expressed in terms of behaviours, processes and outcomes.

A document setting out what will change, who is affected, the activities required and the timing, used to coordinate delivery across the organisation.

Delivering change in small, usable pieces rather than one large release, so benefits arrive earlier and feedback can shape later work.

The smallest version of a change that can deliver meaningful value and be tested with real users, allowing learning before wider rollout.

The underlying problem, opportunity or requirement that justifies why a change is being undertaken and what it must achieve.

A structured justification for a change covering the reasons, expected benefits, costs, risks and options considered, used to support investment decisions.

The measurable result or difference in behaviour and performance that the change is intended to produce for the organisation or its customers.

A tangible deliverable produced by the change, such as a new system, process or training material, which contributes to but is not the same as an outcome.

A positive, measurable improvement that results from the change and matters to the organisation or its stakeholders.

A negative consequence or cost that arises from making a change, which must be identified and weighed against the expected benefits.

An uncertain event or condition that, if it occurs, could affect the achievement of the change objectives, either positively or negatively.

Something accepted as true for planning purposes without supporting evidence, which should be recorded and validated as the change progresses.

A limitation or fixed boundary, such as budget, time, regulation or capability, that shapes what the change can realistically achieve.

The boundary defining what is included in and excluded from the change, helping to manage expectations and prevent uncontrolled expansion.

Any person or group who can affect, be affected by, or has an interest in the change, including sponsors, users, managers and external parties.

The process of identifying stakeholders and assessing their interest, influence, attitude and needs so engagement can be tailored appropriately.

A plan describing how each stakeholder group will be communicated with, involved and supported throughout the change, including channels and timing.

The senior individual who provides authority, resources and visible backing for the change and is accountable for its success.

The active, visible commitment of senior leaders to the change, demonstrated through decisions, communication and modelling of new behaviours.

A person who actively supports and promotes the change within the organisation, helping colleagues understand and adopt new ways of working.

A group of connected individuals across the organisation who champion the change, share information and provide local feedback to the change team.

A structured schedule of key messages, audiences, channels and timings used to keep stakeholders informed and engaged during the change.

Behaviour that opposes or slows the change, often arising from fear, loss or misunderstanding, and which should be surfaced and addressed openly.

The set of actions taken to identify, understand and reduce opposition to change, such as listening, involving people and addressing concerns.

A recurring mechanism for collecting reactions and information from stakeholders and using it to adjust the change approach.

The shared values, beliefs and accepted behaviours that shape how people in an organisation respond to and adopt change.

The extent to which people and the organisation are prepared, willing and able to adopt the change when it is introduced.

A structured review of capability, capacity, culture and stakeholder attitudes used to judge whether the organisation can absorb the change.

The skills, knowledge and experience an organisation has to plan, deliver and sustain change effectively.

The amount of change an organisation or group can absorb at a given time without damaging performance or exhausting people.

A condition where so many changes are happening at once that people cannot absorb more, leading to fatigue and reduced adoption.

The training, coaching and support provided to help people gain the skills and confidence needed for the new way of working.

The point at which people consistently use and embed the new ways of working in their day-to-day activities.

The process of making the change permanent by reinforcing new behaviours, updating processes and removing remnants of the old way.