IT GovernanceProject Management

How Do Project Management and Change Management Compare?

Project management and change management often overlap when a project is underway. They both work intimately with the people, processes, and tools of the project all in relation to company as a whole. However, these two disciplines have different objectives when it comes to how this information is used. In an article for CIO magazine, Moira Alexander explains the differences between project management and change management and how change managers are important to any good project.

Discerning Differences in Managers

Whereas project management deals with delivering a product or service, a change manager would be more concerned with the impact of changes to the organization brought on by the project deliverables. Change managers also don’t have formal guidelines and processes to follow the way that project managers do with PMBOK.

When it comes to the actual legwork of the project, the change manager focuses on how this project and its implementation are going to affect the company and stakeholders as a whole. They’ll help people through the times of change by decreasing resistance and increasing buy-in. Not everyone who is affected by a project’s outcome will be involved in its execution, and it’s a change manager’s job to make people aware of change and walk them through it.

Alexander describes how project managers and change managers work together to accomplish their different goals:

When projects are initiated, they create a significant amount of undue stress on stakeholders and employees in general. While project managers maintain complete focus on overall project objectives with the goal of ensuring stakeholder value, change management professionals should not only attend project meetings, but also be an integral part of the project team. Collaborating provides a holistic approach to strategy and ensures the impact to people within the organization can be sufficiently addressed, to reduce unnecessary stress and anxiety, and also create a smooth transition in terms of processes and acceptance levels not only during the project phases, but long after the project is complete.

You can view the original article here:

Austin J. Gruver

Austin is a Staff Writer for AITS. He has a background in professional writing from York College.

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