For a variety of reasons, a specialist Change Manager may not be available on a project. So what options are there for a project team to cover off change management for the successful delivery of a project and ensure the change being introduced is embedded?
Firstly, let’s review what change management is, the costs and risks of not having effective change management and what a Change Manager’s expected contribution to a project traditionally covers.
Prosci defines change management as the application of a structured process and a set of tools for leading the people side of change to achieve a desired outcome. No mention is made in the definition of the people who need to be involved, which implies that it could be completed by any individuals who are knowledgeable of the process and the tools employed.
Why do we need effective change management on a project? Change Management helps drive the return on investment of the project. Well planned and implemented change will ensure faster adoption, higher ultimate utilisation and higher proficiency, thus ensuring that the benefits and objectives outlined in the project are more likely to be achieved.
On the flip side, Prosci highlights that ineffective or no change management can result in project delays, missed project milestones, budget overruns, resistance, resources not freed up and made available, unexpected obstacles and the project fails to deliver results. It seems self-evident that a project needs to apply the structured process and tools during the life of the project and plan activities management need to complete post project closure.
So, what does a specialist Change Manager, who is an acknowledged practitioner of change management, and traditionally engaged on projects contribute? The Change Manager is the individual(s) behind the scene who applies the steps of the change management process and coaches the change champions, project sponsor and senior managers of impacted teams on what is expected of them. They are experienced in assessing the change and its complexity, producing specific plans to embed the change, and working with stakeholders to implement the plans for successful change adoption.
If a specialist Change Manager is not available on a project, who else may have the competency to be able to perform the functions of the Change Manager to ensure change is managed as well as possible?
Some project resources, such as Project Managers and Business Analysts would potentially have some knowledge around change management, due to their experience in project delivery and relationships with the impacted parties.
A Business Analyst is close to the details of what is being changed within the scope of the project and may be able to produce some of the documented outputs required such as a change impact assessment. They may also be senior enough to cover off some of the other elements in planning the transition. This is also where they can be supported by the Project Manager. Project Managers are experienced in planning and execution and have the close relationships with the sponsor and impacted team leaders to help communicate what needs to be done to transition through the change.
The real gap, and where great Change Managers shine, is in training and coaching Sponsors and team leaders on how to apply Change Management tools and techniques, such as planning and managing resistance. For example, sometimes the only means of managing resistance is 1:1 conversations between the manager and their team members, and a great Change Manager can help them plan and work through this.
So how does a project close this gap? Leaders/Managers within an organisation may have some level of experience in dealing with significant change and be able to assist by coaching impacted managers and groups on what is required of them. The Project team will need to establish whether impacted managers have the competency required and ensure they are provided all the detail on what is changing, how people are impacted and the plan to transition those impacted. This in turn sets up the foundation for successful adoption by ensuring the impacted managers have the knowledge and skills to embed and reinforce the change and are supported by a wider group of leaders with change experience.
Potential alternative resources for change management
To ensure that a project is well run and delivers the outcomes and benefits it set out to achieve, change management cannot be overlooked and it will take several different people working together to cover off the absence of a specialist Change Manager. Project Managers, Business Analysts and business leaders all need to team up to lead the people side of the change, and may benefit from relevant training to upskill on their knowledge around change management.
