Relationship Between Change Managers and Project Managers

I recently posted a question in the Change Capability Community about the relationship between Change Managers and Project Managers, and asked the group to share their experiences. There were so many comments and contributions I have summarised the content here, as we know this is an important element of successful change.

The discussion generated a variety of opinions and experiences regarding the relationship between project management (PM) and change management (CM), focusing on organisational challenges, roles, and the perceived value of CM.

For practical guidance on how to address these issues, read this:

Key Opinions and Themes Regarding the Relationship Between Change Managers and Project Managers

Within the discussions there were several themes and opinions that came up:

• Most participants express that Project Managers (PMs) do value Change Managers (CMs) and their work. There is a consensus that PMs recognise the importance of CM in ensuring the success of projects, particularly in managing the human side of change.

• A significant challenge highlighted is the organisational hierarchy where PMs are often placed above CMs, leading to a situation where PMs are judged primarily on time and cost, not necessarily on the quality or successful adoption of the change.
• There is a recurring theme that sponsors and senior leadership often do not fully understand or support CM. This lack of backing from leadership can lead to inadequate representation of CM in decision-making processes, which negatively impacts the success of the change.

• Some participants note that PMs often lack the authority to engage CMs effectively, particularly when CM resources are scarce or non-existent. This issue is seen as more of an organizational readiness problem than a failure on the part of PMs.
• There is a suggestion that PMs are sometimes brought into projects after critical decisions have been made, including the allocation of resources for CM, making it difficult for PMs to advocate for additional CM resources.

• The discussion reveals that there is often a misunderstanding of what CM entails, with some organizations viewing it as merely a part of IT Service Management (ITSM) rather than a broader organizational necessity. This misconception can lead to inadequate or misaligned CM efforts.

• Several participants argue for a closer integration of PM and CM, noting that the skills and goals of both should complement each other. There is a call for less separation between PMs and CMs in projects, emphasizing that both roles are crucial to delivering successful outcomes.
• Some PMs express frustration that CM is not always included from the beginning, leading to challenges later in the project when change management efforts are introduced too late.

• The discussion highlights that experienced PMs often recognise CM as a critical challenge and seek to offload this aspect to CMs. There is also an acknowledgment that while PMs may understand the necessity of CM, organisational structures and processes can impede its effective implementation.

• A few comments suggest that CM might be in decline compared to PM, with organizations moving towards scaled-down versions of CM due to project failures in delivering sustainable change.

Conclusion

Overall, the chat reflects a strong recognition of the importance of CM in project success, but also highlights significant organizational challenges that prevent effective collaboration between PMs and CMs. The opinions suggest that while PMs generally value CM, they are often constrained by organisational structures, leadership support, and a lack of authority to fully integrate CM into projects from the outset.

If you want practical techniques for establishing effective working relationships with those in project, programme and portfolio roles, join me at my next Agile Change Agent course, where we use a variety of relationship building techniques to generate true collaboration and respect for each others areas of expertise.