The evolution of project and programme managers in change

The term “change” means many things to many people but I can speak with confidence and from experience that the role of the project and programme manager in change activity is shifting.

There was a time when clear division was placed between a project manager and a business change manager, for example. Those job titles are evolving from project managers into change project managers or business change “specialists” which now incorporates both roles, as the understanding grows that ‘done’ on a change project doesn’t mean delivered it means when people have changed their behaviour to a new way of thinking which is evident through embracing and adopting change.

What makes the role different lies partly in the activities, no longer just responsible for delivering the output for the business on time, cost and quality but also ensuring change activities are carried out, including readiness assessments, communication, engagement, implementation and cut over planning plus supporting hyper care efforts. This is coupled with promoting a continuous improvement culture that ensures change can continue to be incremental, self-managing and can evolve and adapt with your people.

More importantly for me and the key differentiator lies in the people skills of the change managers. In order to truly embed any change, the softer people skills come to the fore and with it emotional intelligence. To appreciate and identify that people are all on their own change journey, to possess critical communication and stakeholder management skills and above all listening to those around you.

There is no shame in calling out when something doesn’t feel quite right, when something is at risk and may be “red” and above all if the business is facing into change fatigue, saturation or counter productive cultural challenges then be brave and call it.

They will thank you for it in the long run.

People Change Projects. Work with them to deliver lasting change TOGETHER.