{"id":136360,"date":"2025-09-18T11:00:43","date_gmt":"2025-09-18T15:00:43","guid":{"rendered":"https:\/\/trainingindustry.com\/?post_type=magazine&p=136360"},"modified":"2025-09-18T11:23:18","modified_gmt":"2025-09-18T15:23:18","slug":"defence-construction-canada-a-structured-approach-to-change-management","status":"publish","type":"magazine","link":"https:\/\/trainingindustry.com\/magazine\/fall-2025\/defence-construction-canada-a-structured-approach-to-change-management\/","title":{"rendered":"Defence Construction Canada: A Structured Approach to Change Management"},"author":52,"featured_media":0,"template":"","tags":[223,2602,2779],"class_list":["post-136360","magazine","type-magazine","status-publish","hentry","tag-change-management","tag-employee-engagement","tag-lms-implementation","global_topic_tax-learning-technologies","magazine_issue_tax-fall-2025","magazine_article_type_tax-casebook","magazine_article_type_tax-info-exchange"],"acf":{"sponsored":false,"gated":false,"gated_content_type":"","file_attachment":null,"gated_content":"","form_instruction_header":"To access the full article, please fill out the form below:","pardot_html_embed":"","author_override":true,"author_name":"Sabrina Rock, BSc, MEd, CPTM","author_image":"","author_bio":"Sabrina Rock, BSc, MEd, CPTM, is the national manager of training and development at Defence Construction Canada<\/a>.","excerpt":"Applying change management principles helps L&D teams implement learning initiatives effectively while boosting stakeholder engagement and adoption.","main_content":"Smart learning and development (L&D) managers embrace project management\u2019s triple constraint model: scope, schedule and budget. But these are only part of the equation. Learning initiatives inevitably spark changes \u2014 curriculums, systems, processes and team norms all evolve over time as people learn together and technology changes how work is done. \u00a0All of this change requires people for buy-in, implementation, adoption and maintenance. Without the support and engagement of people, organization-wide learning initiatives fall flat. This is why investing in both project management and change management plans is critical for an initiative to succeed.\r\n\r\nThe following case study illustrates how one L&D team from a mid-sized organization applied change management principles to a corporate learning management system (LMS) project. The article closes with a few practical lessons learned to assist L&D managers embarking on their own learning initiatives.\r\n

Background<\/h2>\r\nDefence Construction Canada (DCC) is a Canadian crown corporation. DCC employs approximately 1,400 employees and has a matrix organizational structure. This includes an operational chain of command with a functional network of various technical practice areas.\r\n\r\nAt the outset of the project, DCC\u2019s existing LMS was nearing the end of its lifecycle. A failure in the LMS could have resulted in data loss, data integrity issues and training delays. Consequently, DCC\u2019s leadership identified the need to replace the LMS with a reliable modern system.\r\n

Project Stages<\/h2>\r\nDCC\u2019s L&D team championed the project, which was broken down into five key stages.\r\n

1.\u00a0\u00a0\u00a0\u00a0 Gaining Project Buy-In<\/h3>\r\nFirst, the L&D team wrote the business case jointly with an IT specialist. This collaborative approach ensured the project was well rationalized. The business case was then presented to DCC\u2019s senior management to secure project approval. \u00a0Approval included a committed budget and dedicated executive project sponsor to help champion the initiative. In turn, the project was appropriately resourced and maintained visibility as a corporate priority throughout its duration.\r\n

2.\u00a0\u00a0\u00a0\u00a0 Identifying the LMS Requirements<\/h3>\r\nThe L&D team then formed a multidisciplinary working group with representatives from various areas of the business (including an IT project manager) to ensure input and buy-in from critical stakeholders. The working group collaborated to identify pain points with the old LMS and necessary requirements for the new LMS. The collaboration resulted in a comprehensive list of requirements reflective of the organization\u2019s business needs.\r\n\r\nThe working group then cross-referenced the requirements with market capability to confirm they were realistic and attainable. This check gave the working group confidence to proceed with the solicitation.","full_width":false,"content_band":[{"acf_fc_layout":"social_callout","blockquote":"Change requires people for buy-in, implementation, adoption and maintenance. Without the support and engagement of people, organization-wide learning initiatives fall flat."},{"acf_fc_layout":"content_area","wysiwyg":"

3.\u00a0 \u00a0 Evaluating LMS Vendors<\/h3>\r\nThe L&D team then paired with experienced procurement personnel to finalize the solicitation plan and evaluation criteria. The final plan summarized several weighted components, including mandatory criteria, rated criteria, a demonstration, a brief trial period and price. Documenting the plan ensured the solicitation expectations were clear and unambiguous.\r\n\r\nVendors were advised of the requirements and given an appropriate amount of time to respond to the solicitation. The vendor submissions were assessed by a small evaluation team comprised of key stakeholders, including L&D, IT and a senior management representative.\r\n\r\nThe make-up of the evaluation team was deliberately strategic, accounting for diverse perspectives and including a senior manager. This approach, combined with the comprehensive solicitation plan, demonstrated the process\u2019 rigour and solidified employee confidence in the solicitation. Once the team had a clear understanding of the requirements and reviewed the vendors\u2019 submissions, the members worked together to select the successful vendor.\r\n

4.\u00a0\u00a0\u00a0\u00a0 Implementing the New LMS<\/h3>\r\nAfter the new LMS platform was selected, the L&D team paired with internal communications specialists to develop a communications plan. The plan included tailored messages for the various stakeholders to ensure the appropriate messaging was delivered to the right people at the right time.\r\n\r\nThe L&D team also worked very closely with internal IT data analysts and specialists to undertake the data mapping, migration and software integrations. This required close collaboration with various specialists within the vendor\u2019s team.\r\n\r\nA small multi-disciplinary group piloted the LMS to identify any user or data integrity issues before the system was released corporately. \u00a0Issues were successfully resolved in close consultation with the vendor prior to roll-out.\r\n\r\nThe L&D team then began training various users and administrators on the system \u2014 prioritizing trainees based on urgency and need. They also established lines of communication for post-implementation issues resolution.\r\n

5.\u00a0\u00a0\u00a0\u00a0 Maintaining the New LMS<\/h3>\r\nFollowing the initial training, the project team worked with stakeholders to determine the ongoing roles and accountabilities. The team also established ongoing corporate messaging, including status updates and sharing success stories.\r\n\r\nThe L&D team continues to actively solicit user and managerial feedback and works alongside the LMS vendor to resolve issues efficiently and effectively.\r\n

Outcome<\/h2>\r\nThe new LMS was successfully implemented and adopted with minimal disruption to the business. The change management plan undoubtedly paved the way for the project\u2019s success and assisted with the project management constraints.\u00a0 The project team was able to more accurately define the LMS requirements, maintain a realistic schedule and stay within budget because they applied change management principles.\r\n\r\nAlso, because of their thoughtful change management efforts, the team was able to build strong goodwill with key stakeholders \u2014 boosting both their willingness and ability to solve problems when challenges emerged.\r\n

Lessons Learned<\/h2>\r\nDCC\u2019s LMS project resulted in several lessons learned, some which might help other L&D managers advance their learning initiatives.\r\n