At CITI, we are noticing an increasing trend towards a replacement of project management by change management in organisations. However, it is clear that in a significant number of businesses this is effectively achieved through a global edit replacement of one job title with another.

Part of the driver to move from project management to change management is understanding that delivering the ‘right product’ does not guarantee the realisation of claimed benefits. Key to success is the effective adoption of the deliverables into the business operating model so that, through line management, the benefits – or better still, value – can be reaped. This requires skills that are different from those of a project manager, with a different focus: ensuring change readiness by the business so that the change can be made to stick.

Where the deliverables from a project are to be adopted by a single business unit or department, the readying of the business can usually be done within the project. Otherwise, it is a mistake to try to do so. What follows from this is that, where possible, projects should be well-bounded entities that focus on delivery. This makes governance of the project relatively straightforward and defining the role and responsibilities of the project manager almost trivial. PRINCE2®, for example, has effectively ‘templated’ project governance.

What is less clear is whether there is an equivalent role to the project manager in change management. Where a change affects different parts of the business, the idea that there is a person filling the role of managing the adoption of a number of deliverables from different projects is not clear. What is clearer is that there is likely to be a number of agents of change, who will have responsibility, probably within their own business units, of ensuring change readiness and effective adoption of deliverables. These agents, which we can describe as enablers, may have some management responsibilities, but they are more likely to be individuals with good influencing and networking skills that are in a position to engage operational managers and staff in change actions.

Change management has various meanings in organisations. For many it is almost synonymous with training, while in others it is closely aligned with business analysis and delivery of new and amended processes. In most it is not management, and whilst it might be tempting to create a role called a change manager, in some cases, where the only resource managed by that person, is themselves, can this title actually do what it says on the tin?

In the recent past there has been a strong move away from the phrase stakeholder management, to be replaced by stakeholder engagement. I think it is time a similar move is made in the change management community. Where individuals are charged with ensuring that value is gained from the adoption of new or amended deliverables, structures and processes, what should we call them?

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