It is often useful to begin at the end of the project and work your way backward . § Who needs to become committed to the project ? § Where are key players at on the adoption continuum ? Are they even aware of the change ? If aware , are they interested or have they moved beyond that stage to either desiring action or having already adopted ? § What will it take to move them along the continuum in the direction of adoption ? § Use the AIDA Continuum chart and include this chart in your plan . § What is the commitment to the adoption of those who have reached the adopter stage ? That is , are they at the “ let it happen ” stage , the “ help it happen ” stage , or the “ make it happen ” stage ? § Use the Responsibility Chart and include this chart in your plan . § Who will do what , where , when , and how ? Often a responsibility chart can be useful to track these things . Contingency Planning § What are the critical decision points ? Who makes those decisions ? § What should be done if the decision or event does not go as planned ? § What plans can be made to account for these contingencies ? If you can , draw a decision tree of the action plan and lay out the decisionevent sequence . Measurement of Change § How will it be determined that the goal or change project has been successfully implemented ? At times , success will be obvious ( e . g ., a new system in place ). At other times , success will be more difficult to measure ( e . g ., attitudes toward the adoption and acceptance of a new system ). § What intermediate signals will indicate that progress is being made ? What is the first step or sequence of steps ? Transition Strategy Formulate a transition strategy that includes a communications proposal . § How will the transition be managed ? § Who will make the innumerable decisions required to handle the details ?