Prosci Project Change Triangle (PCT) -
Integrating project and change management

Integrating project management and change management

The Prosci Project Change Triangle - PCT Model (pictured below) shows the three elements of successful projects - leadership, project management and change management.

 
 
Prosci Project Change Triangle (PCT) Model

The last tutorial showed that the connection between leadership and project management is related to the executive's decisions, while the connection between leadership and change management is tied to the executive's actions. The relationship between project management and change management can be viewed from both a people perspective and a process perspective.

People

The individuals who are 'doing' the project management and the change management for a particular project must work together. The key is that both are collaborating in real-time to ensure that the technical and people sides of the project are being approached in a structured and systematic way. The project management side is providing timely and accurate information about the project. The change management group is taking this information and developing best practice-based communication strategies and messages. Together, they are able to move the organization and its individuals successfully through the change.

There are a number of different ways this relationship can be architected and there are pros and cons of each. The two factors you need to balance are 1) how familiar the change management group is with the specific details of the project and 2) how much expertise and experience the change management team has. Think about the two team structures shown below, both of which have been used and have been successful.

In team structure 1, the change management resources have a tremendous knowledge of the project (since they are part of the team), but may not bring with them extensive experience or expertise related to managing the people side of change. In team structure 2, the change management team may bring tremendous experience and expertise in change management, but must work harder to get 'up to speed' on the more technical sides of the project. While there is not a 'right answer' about which is the best team structure, you must understand the implications of how the change management team - project team relationship is architected. The relationship and architecture of the teams should be a choice you make based on analysis and an understanding of the situation and organization.

Processes

There are distinct processes used by businesses to implement an improvement and to manage the people side of the change that is being introduced as a result. The images below show a high-level, conceptual view of some of the key elements of a business improvement process (the one associated with the project management corner of the triangle) and the change management process for managing the human side of change.

Add-on process

This conceptual model shows a lack of integration between the two disciplines. There are many instances where a project team begins to solve the technical side of a business problem or opportunity, but does not take into consideration the people side of the change. It is not until the solution is 'implemented' and the team faces resistance and slower than desired adoption that change management is brought in. In this scenario, change management starts by putting out fires and doing damage control. Once this initial wave has subsided, the change management team or resource can begin formulating a strategy and the plans needed for the rest of the solution's deployment. This is an undesirable and oftentimes painful situation for both the project team and change management team.

Integrated process

The integration scenario shows that when a project team begins to identify the problems or opportunities and brainstorm possible solutions, the change management process is also initiated. This scenario is preferable, because it allows for more proactive and planned management of the people side of change. Conceptually, both processes begin early in the project lifecycle and both progress concurrently throughout the duration of the project. When the processes are integrated, the result is that people are primed and ready for the change when the project management corner reaches 'implementation'. A proactive approach provides early answers to the questions "why are we doing this" and "what's in it for me", so when the solution goes live, people are ready to act. This is the preferred approach.

Integration of change management and project management processes can take place at two different levels.

• At a local level, this integration occurs on the different projects and initiatives that are taking place in the organization. For example, a team implementing a new web-based benefits application in HR would utilize both disciplines. A new phase-gate process for new product development would use project management activities to develop and roll out the solution and change management activities to build commitment and buy-in, while addressing resistance.

• At an organizational level, as a company begins to build the competency to manage change it will integrate project management and change management in the standard organizational processes. Many times, a Project Management Office (PMO) will own the project management process. Organizations undertaking Enterprise Change Management - or the deployment of change management throughout an organization - will create a standard, integrated process that each new project or initiative will apply.

Next steps

Begin applying the Prosci Project Change Triangle framework to the projects and initiatives in your organization.

The first three tutorials in this series were aimed at educating you about the Prosci Project Change Triangle. The last tutorial looked at the connections between leadership and project management and leadership and change management. This final tutorial completes the triangle by showing the connections between project management and change management. Email a Prosci training analyst or call 970-203-9332 for more information about the training offerings available to help you successfully manage change in your organization. Lastly, Prosci offers a number of resources for practitioners building change management strategies and plans for particular projects, including the hardcopy Change Management Toolkit, the online Change Management Pilot, and 3-day certification training program.

Previous Prosci Project Change Triangle (PCT) tutorials:

• Module 1 - introduction to the Prosci Project Change Triangle (PCT) model
• Module 2 - definitions of each piece of triangle
• Module 3 - assessment tool for evaluating your projects
• Module 4 - executive role in making change successful

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*** Prosci's Sponsor Competency Assessment is part of the Prosci methodology presented in the Change Management Toolkit, the Change Management Pilot and the 3-day change management certification program.

Tools for applying change management:

*** Prosci also offers leadership packages - groupings of products at discounts that offer you some of the most helpful and common combinations of Prosci change management resources

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Email a Prosci analyst or call 970-203-9332 with questions about the methodology, its application, or finding the right resources to support your change management activities.