It depends on what the changes are but, in my experience, try to be ahead of the game as much as possible. Be sure to frequently check the release updates page to see what is coming out to be able to plan for the changes. In the preview environment, be sure to test and grab any key users to ensure it makes sense to them before sending a broader communication when the time is right. As an Admin, SOP’s may need to change and that is part of the job. My biggest piece of advice to make sure you plan for these changes in your day to day, because they are important and should not be overlooked. Communicate with leadership the importance on why this is adding work to your plate but it is valuable.

Release Updates: https://experienceleague.adobe.com/en/docs/workfront/using/product-announcements/product-releases/product-releases

The communication cookbook is also a great resource to see how others communicate changes.

Communication Cookbook: https://experienceleaguecommunities.adobe.com/t5/workfront-blogs/introducing-the-end-user-communications-cookbook/ba-p/607439

Overall, it is about finding the balance that works for your business and users and to meet them where they are, so they know they have support when changes occur. This helps to promote adoption even when changes are scary sometimes.

That's a great tip! Thanks for sharing!

Most people would scream when they read this but honestly I do most of my building and testing in Production. I know, I know. But for me, I have a Portfolio and Program that is hidden to everyone outside of admins so it's relatively hidden. I also only run Fusion scenarios one at a time for very specific projects and use myself and/or the specific ID so it's a very controlled enviornment. Also when it's ready to roll out I don't have to think about any promotion limitations or recreating the whole build.

I won’t be able to share an example but here is what I have found to be successful over the years.

1. Develop a simple roadmap to start. Be sure to include the following: Project Name, Notes about the project, Team(s) impacted, Level of Effort, Priority Tier, ROI Value, Projected Timing (could be business quarter(s), year(s), ect.), Status (Completed, In Progress, Not Started), Begin Date and Completed Date
2. Be sure to share somewhere, either in Workfront, Spreadsheet, SharePoint, etc. a view of the roadmap that end users can access any time. This provides full transparency to users that there are a lot of items on an Admin’s list to solve for and not everything can be a priority when a new idea or change comes in.
3. Share recaps to all users. In my experience, a quarterly update was the right balance. We would provide a simple recap with what projects were in the works, where we were at with projects and what was upcoming. Also, within this recap deck, we would remind people to check out the roadmaps or where to go to submit new ideas.
4. Be sure to level set expectations with a disclaimer on all communications when sharing roadmaps. For example, adding the following: Please note, roadmaps are subject to change based on business needs. Projects may be placed on hold to re-prioritize other needs.

Overall, these steps also helped to protect the Admin from burn out and provide clarity to leadership that ideas and changes are being captured but take time to implement.

@stacey_robertson There isn't a way to report on proof reviewers currently (although that is coming with the new document approvals experience), however, if you were to create a Proof Approval report that filters for Approver ID > Is Blank, that will pull in all proofs that don't have an approver. 

Hey @jenniferma10 ! Can you give a little more detail? Are you trying to build timelines or fill out custom forms? We love a good in-line edit!

In my experience, I have found to stay connected with your users on a regular basis to stay ahead of issues or pitfalls. 

One easy way of doing this to start is to offer Open Door hours where users can come in freely to bring up concerns or ask questions. These organic conversations versus scheduled feedback conversations can get to real, meaningful discussions versus sitting in a group call.

If you are unable to hold open doors, anonymous surveys periodically work wonders. I have found the simpler the better with these. 1 - 2 minute surveys can be valuable to see how people are feeling to get ahead of panic or users not adopting the tool.

Unfortunately neither of us have used the external lookups yet but I did attend an incredible session earlier this month that had a lot of insightful information that may help you. If not, please post a separate Community post and I'll tag some of the other Advisors to chime in if they are better versed.

https://experienceleaguecommunities.adobe.com/t5/workfront-discussions/event-follow-up-workfront-pro-tips-for-governance-execution-and/m-p/780766#M4880

Communication can be hard, but it is essential to maintain strong adoption for changes or new process implementations.

I have found that with users they need to have the nuts and bolts broken down in a simplistic way. In my experience, provide the who, why, context, etc. goes a long way. We would send Process Updates to communicate changes in real time which can be found in the Communications Cookbook.

Communication Cookbook: https://experienceleaguecommunities.adobe.com/t5/workfront-blogs/introducing-the-end-user-communications-cookbook/ba-p/607439

If there were larger projects with stakeholders, these were treated differently. We would have core team members and weekly or monthly updates sent out for status updates. This was important to bring users along the journey the entire time so when changes were made live, teams were prepared and aware versus being out of the loop. Lastly, have a feedback loop with teams. This could be a 30, 60, 90 day check in to see if something needs to be adjusted and meet users needs.