These are the core phases of a change management initiative (I know not what you are used to seeing).
Idea
Engagement
Big Picture/Vision
Engagement
PMO approach
Disbanding
Idea-
Every change starts with an idea. The idea can develop into change. For that to happen a connection to both stakeholders and the business strategy of the organization will have to be made. The idea needs to become a clear picture of a spot to head to.
Engagement-
To make this transition from thought to solution/result will require skills, competencies, organization and most importantly motivation. All of which require engagement. Effective change management has engagement very early in the overall process- I do mean overall, not the project process. End states (that clear picture) will be different for all stakeholders and all stakeholder groups. Without including them in the forming of the description there is no end state; only mandates from someone else.
This phase of engagement, since there are two, is about gathering perspective, knowledge and opinion to mold the idea into the solution. It is also about inclusion at a level that feeds the change process rather than stopping or delaying it (which is exactly what happens when the first three phases are skipped- all too common).
Big Picture/Vision-
This phase is different than idea because it is about tying the energy and drive of the executives and leaders to the change and the work of the stakeholders. Participants will do so because they understand how their effort and skill fit in and because they see the strategy and reasons and want to contribute. Understanding the big picture, communicating from the stakeholders perspective and tying that to the change is essential to the start of the actual task/project work. And P.S. ,it helps to actually have a strategy that makes sense so it can be communicated effectively (snicker if you will but there are large organizations that do not have this).
Engagement-
Knowing the Big Picture, having the end state descriptions, mixing in the knowledge gained from the first level of engagement and sprinkling with just a little patience and speed control leads to the second engagement phase. This is where people begin to be placed on the change timeline (not quite yet the project timeline). Engaging during this phase means working back from the end state to fill in needs matched to resources. As I always encourage, it also means the layering in of human capital development.
PMO approach-
NOW (I know of the impatience reached for some by this phase) is when the project process begins. The change process itself does not stop (and has mini phases that coincide with the work of the project teams and within those teams). This is simply a hand off of distinct responsibilities to teams with project management competencies (which was determined in the previous phase).
Disbanding-
This is a phase because it can feed upcoming initiatives, correct deficiencies found during the change process and provide an opportunity for celebration, acknowledgement and departure. Most importantly with good communication it can be the loop back to measure the connection between business strategy and leverage of human capital (executives being part of that generic term).