Change impact analysis (IA) is a change management activity that previously has been much studied from a technical perspective. For example, much work focuses on methods for determining the impact of a change. In this paper, we present results from a study on the role of IA in the change management process. In the study, IA issues were prioritized with respect to criticality by software professionals from an organizational perspective and a self-perspective. The software professionals belonged to three organizational levels: operative, tactical, and strategic. Qualitative and statistical analyses with respect to differences between perspectives and levels are presented. The results show that important issues for a particular level are tightly related to how the level is defined. Similarly, issues important from an organizational perspective are more holistic than those important from a self-perspective. However, our data indicate that the self-perspective colors the organizational perspective, meaning that personal opinions and attitudes cannot be easily disregarded. In comparing the perspectives and the levels, we visualize the differences in a way that allows us to discuss two classes of issues: high priority and medium priority. The most important issues from this point of view concern fundamental aspects of IA and its execution.