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This chapter is excerpted from 'Managing Organizational Change: The Measurable Benefits of Applied iOCM'. Data gathered from extensive research on change implementation projects from a variety of industries, that span the globe, reveal that approximately 70% of change programs fail to achieve anticipated return on investment (ROI). This is not due to the actual business solution, process, or system changes, but rather because they do not effectively address change-related organizational issues. There are a number of well-established and well-documented organizational change methodologies (each providing a framework for implementing successful change) that companies rely on to address the 'people' side of change, but the vast majority of these companies still fail to achieve expected ROI. This book first presents the case for implementing effective organizational change to ensure maximum ROI; then explains the fundamentals associated with effective organizational change management; and finally introduces the concept of Integrated Organizational Change Methodology (iOCM) as a highly effective way to integrate any organizational change management process into a company's existing project delivery methodology. The final chapters provide templates/examples to support change activities in each project phase, including project closeout activities.