When it comes to project management and change management, there are definite lines between each function, and of course (as always) some grey areas where there is an inevitable cross over which can cause tension. Now each function can be performed as best as possible by a Project or Change Manager when it is a small operational change. As the impact grows, the effort grows which will mean a dedicated resource focused on the Project and a dedicated resource for the Change. At all times when this is the case, the most important thing is to always reinforce the common focus which is to deliver a successful program.
What is Project Management?
Project management is the structured approach to delivering initiatives within a defined scope, timeframe, and budget. A project manager (PM) is responsible for:
- Delivering a project on time and within budget.
- Managing risks, resources, and governance.
- Defining and maintaining project scope.
- Coordinating with stakeholders to ensure progress and alignment.
Project managers are accountable for delivery and execution. Their success is measured by whether a project is completed within its constraints. The great debate is to whether the Project Manager is responsible for quality. The best thing is to be explicit that this is a shared accountability with the Project Manager and Change Manager as well as the business leaders involved. After all, what is the point of delivering any change or project if quality is not also a priority? This can often be a gap with many Project Managers abdicating any accountability in this space to the detriment of the solution delivered.
What is Change Management?
Change management focuses on ensuring that people adopt and embrace change. Change management is responsible for:
- Stakeholder engagement and alignment (this has to be aligned and in partnership with the Project Manager as there will be cross over with stakeholders).
- Developing and executing communication plans (which will include briefings, existing content updates if needed) and training plans (if needed).
- Preparing for and responding to change resistance.
- Embedding tactics to reinforce the change. This includes ensuring leaders are well engaged and own the change.
So in summary while a project manager ensures that deliverables are met, a change manager ensures that those deliverables are actually used and embedded within the organisation through communications, training or even marketing tactics if customers are impacted.
An important note is that Project completion ≠ Change success. A system rollout, for example, might go live on time, however if those who are receiving the change don't know about it or haven't had training and the learning curve is too steep without support, you cannot consider your project a success. After all, those activities support adoption and a realisation of benefits. Thus change must always be addressed.
The Source of Tension which can arise between Project and Change Management
So if you looked at project management and change management as two sides of a coin, and one person was holding that coin, then that is the easiest scenario. Where these are separated and there are two individuals covering each function, despite their shared objectives, project and change management can find themselves in conflict. Why?
-
Blurred Boundaries & Overlapping Responsibilities
Where does the role of the PM end and the role of the CM begin? Many organisations struggle to define clear lines of accountability. Should the change manager report to the project manager? Or should they operate as equals? Dependent on the values of these individuals and how they operate, even reporting lines can cause tension, so need to be considered carefully. For larger transformations it would be recommended that both report individually into the Program Sponsor to create equity. -
Different Priorities & Success Metrics
- Project managers focus on time, cost, and scope. They prioritise efficiency, meeting deadlines, and minimising risks related to execution.
- Change managers focus on people and adoption. They prioritise communication, behavioural change, and long-term success. They also share the risk management aspect.
This fundamental difference can create friction when PMs push to meet deadlines, while CMs advocate for additional engagement activities that may extend timelines.
-
Limited Resources & Budget Constraints
Many organisations fail to allocate sufficient resources for change management, treating it as a “nice to have” rather than a necessity. This can lead to rushed implementations, frustrated employees, and failed change initiatives. This can put pressure on the Change Manager with the Project Manager who, wanting to keep to budget may also push back. -
The Ego Factor
Power dynamics can play a role. If PMs view CMs as secondary players rather than strategic partners, collaboration suffers. Likewise, CMs who operate in silos without understanding project constraints can face challenges and resistance. In this scenario, differences can be unresolvable. In my experience this is a rare scenario but it can still happen.
Bridging the Gap: The Key to a Harmonious Project-Change Partnership
To integrate project and change management successfully, leaders and practitioners must adopt a collaborative mindset. Here are some key strategies:
1. Shift from a Siloed Mindset to a Partnership Approach
Instead of viewing change management as an “add-on,” organisations should embed it into project delivery from the start. This means:
- PMs and CMs working as partners, not competitors.
- Joint planning sessions where both disciplines define shared success criteria.
- Creating integrated roadmaps that align technical and behavioural milestones.
- When recruiting for the Change role, involve the Project Manager so they get a sense of the skills and approach that the CM takes.
2. Clarify Roles & Responsibilities
Defining clear responsibilities eliminates confusion and duplication of effort. This may be an oversimplification, but here’s a simple way to think about it:
| Project Management | Change Management |
|---|---|
|
|
|
|
|
|
|
|
Both roles influence governance and risk management, as well as have extensive cross over when it comes to project stakeholder management. They each bring distinct perspectives that contribute to overall project success. The main thing is that role expectations are clear and discussed with both individuals and agreed upon.
3. Integrate Change Activities into Project Plans
One of the biggest challenges in change management is being brought in too late. The best way to avoid this? Make change activities part of the project plan from day one. Even if there isn't a CM assigned, the PM can ensure initial activities are scoped and actioned.
4. Use a Human-Centred Approach
Customer experience (CX) and human-centred design (HCD) are emerging disciplines that further blur the lines between change and project management. They emphasise designing solutions with and for users, rather than simply deploying them.
A well-integrated project team might include:
- A project manager ensuring timely delivery.
- A change manager focusing on training and engagement.
- A customer experience professional ensuring the solution meets end-user needs.
Not every organisation has the luxury of dedicated resources for each function, but understanding how these areas intersect can help teams collaborate effectively.
5. Build Change Intelligence across the team
A further way to be set up for success is to have all team members develop their Change Intelligence. By doing this, teamwork and the delivery environment is all about
Ultimately, success depends less on rigid structures and more on how well people collaborate.
If you're leading change, managing projects, or simply navigating corporate transformations, embrace the power of integration.
