There is, understandably, some confusion about how change management activities sit alongside project management.
After all, project management provides for comms and learning, so what’s the need for additional change management?
Looking at the success rate of projects, we can see there is great additional need for a structured approach to managing the people aspect of change.
Working at portfolio level – transformational change
This looks at projects from a portfolio, organisational perspective. If your organisation is faced with complex transformation, involving multiple projects, typical project management activities around comms and learning will not be enough to steer the organisation’s people towards a desired future state – efforts at the project level will simply be too fragmented. Change management allows for a portfolio top-down view of the way in which a business’s people will move from the present state to a future desired state.
Designing change with people in mind
At the beginning, project management includes a focus on initial stakeholder analysis, mapping and communications planning. However, change management goes further to plot the impact of the change/s on the organisation and teams.
This is the important part, without the buy-in and engagement of the organisation’s people, the project is likely to encounter negativity and push-back, with project managers spending precious time fighting fires and rescuing relationships.
The change management team will get to grips with the culture and beliefs of the different teams involved, understanding that potentially, each of these groups have their own unique attributes and preferences. Feedback will be gathered directly from people on how the proposed changes could affect them, and how their day-to-day working may be impacted.
Building this initial picture and understanding of the organisation’s teams is the first step in a structured approach to the people aspect of change. Next the change management team will carry out impact analysis, change readiness assessment, and initial stakeholder research in order to outline a strategy to manage resistance and fulfil communication and engagement roles.
Factoring people in at the beginning means that barriers to adoption can be clearly identified and proactively dealt with.
Adding depth to the delivery of change to people
Articulating the reasons for the change, from a people and business perspective, comes directly from having the above people-focused approach to planning and strategy. A clearer vision comes from conveying the wider context of change and what that will mean for people. The story of why the change is happening is given a broader strategic level context.
From that it is easier to produce the blueprint for a visual identity, and a set of messages that create impact for teams and individuals. Inspiring people with a story, the context for the change and what it will mean for them are all made possible by the more structured people-focused planning and strategy which is afforded by change management.
Further, change management activities create a network of local support during the project delivery. Change champions are equipped to communicate and endorse the change. Special attention is given to line managers, sponsors and this change network to enable them to fulfil the goal of not just pushing messages out, but receiving input and monitoring how the change is being received and adopted by people.
An IT manager may deliver change focusing on communicating the benefits and training people to use new technology or process. However, change management process takes this further. Feedback and response mechanisms are formalised and structured. It provides coaching for senior leaders and sponsors on how to identify the root causes of resistance and how to engage and manage resistance when it happens.
Read our article on managing resistance to change.
Training becomes another opportunity to engage with people and obtain their buy-in and genuine participation. Change management activities relating to training focus on how it can be made more interactive, designed for feedback, and feature the organisation’s people in the delivery – all with the core messaging throughout.
Post implementation we find that change management’s people focus means that people are rewarded and acknowledged for their adoption of the new, reinforcing the change after ‘go-live’. Feedback from people improves process and ensures the changes adapt to meet their original goals.