The subject of this book is to reflect on methods for evaluating success in change management and to exemplarily test their applicability on a practical case. This investigation was prompted by the recurring doubts expressed by change-responsible managers that change projects cannot be coherently evaluated and that meaningful process control is inconceivable due to their respective uniqueness. Systematic evaluation of a change initiative in a business context and an evaluation based on scientific findings are rarely practiced. At the same time, managers assign a relatively low success rate to change projects, apparently without hard data. The author uses his many years of experience as a consultant in change projects to develop concepts for success and process control.