When government organizations are able to turn a good design into something that people can use, the potential for benefit is high. But in order to implement that design, change has to happen. There are theories in change management literature that focus on factors that may determine if the people within an organization, or the organization itself, might be able to make change happen. Given the relationship between design and change, change management theory is likely an important consideration during the design process. This case study examines formulas proposed to explore an organization's ability to change found in change management literature, uses participant inquiry to improve our understanding of factors that may affect the success of design projects within the Canadian Federal Public Service, and aims to find a formula that could be used during the design process to explore factors related to design project success.