In the context of PRINCE2 7, the Change Management Approach is a critical management product that defines the procedures and techniques used to manage two distinct types of change: changes to the project baselines (issues and request for changes) and the organizational change required to embed the …In the context of PRINCE2 7, the Change Management Approach is a critical management product that defines the procedures and techniques used to manage two distinct types of change: changes to the project baselines (issues and request for changes) and the organizational change required to embed the project's outputs into the business environment.
From a technical perspective, this document establishes the Change Control Procedure (Capture, Assess, Propose, Decide, Implement). It identifies the Change Authority—the person or group with the delegated authority from the Project Board to approve changes within a specific budget—and defines the usage of a Change Budget. This ensures that the project remains aligned with business justification even as requirements evolve.
However, regarding People Management, PRINCE2 7 places significant emphasis on the 'change' aspect of transition. The Change Management Approach must detail how the project will address the human side of the implementation. Projects deliver capabilities, but benefits are only realized when people change how they work. Therefore, this approach outlines how the project will prepare the organization for the new ways of working. This includes identifying resistance strategies, planning for training and upskilling, and defining communication methods to ensure stakeholders are ready, willing, and able to adopt the project's outputs.
By integrating technical change control with organizational change management, the approach ensures that while the project's products are protected from uncontrolled scope creep, the people who will use those products are supported through the transition, thereby maximizing the likelihood of benefit realization and minimizing the 'adoption gap' often seen in purely technical deliveries.
Guide: Change Management Approach (People Management) in PRINCE2 Practitioner v7
Introduction to Change Management in PRINCE2 7 In the context of PRINCE2 7, 'Change Management' covers two distinct but related disciplines: Issue Change Control (managing changes to baselined products) and Organizational Change Management (managing the people side of change). When focusing on People Management in Projects, the Change Management Approach describes how the project will manage the transition from the current state to the target state, ensuring that the affected individuals, teams, and the organization are ready, willing, and able to adopt the new ways of working.
Why is it Important? Projects deliver outputs (capabilities), but value is realized through outcomes (behavioral changes) and benefits. If the people aspect is ignored, the following risks arise: 1. Resistance: Stakeholders may reject the project outputs. 2. Low Adoption: The deliverables are created but not used effectively. 3. Benefit Loss: The business case justification is undermined because the expected change in operation does not occur.
What is the Change Management Approach? This is a management product (often part of the Project Initiation Documentation) that defines the procedures and techniques to be used. Regarding people, it details: - The Change Strategy: How to engage stakeholders to buy into the change. - Impact Analysis: Who is losing what? Who is gaining what? - Communication Flows: How information regarding the change will be disseminated (linking to the Communication Management Approach). - Resistance Management: Tactics to identify and mitigate resistance.
How it Works The approach is established during the Initiating a Project process and reviewed at stage boundaries. It works by: 1. Assessing the Climate: Determining the organization's readiness for change. 2. Defining Roles: Appointing 'Change Champions' or 'Change Agents' within the business to advocate for the project. 3. Planning Interventions: Scheduling training, workshops, and town halls. 4. Feedback Loops: Creating channels for stakeholders to express concerns (raising Issues) which are then formally managed.
Exam Tips: Answering Questions on Change Management Approach When facing Practitioner questions on this topic, apply the following strategies:
1. Context is King Do not answer based on generic theory. Look at the Scenario. If the scenario mentions that the staff is fearful of redundancy, the correct answer regarding the Change Management Approach must address communication regarding job security or training for new roles.
2. Differentiate 'Control' from 'People' Be careful with terminology. If the question asks about the procedure for capturing and assessing issues, it refers to the Change Control mechanism. If the question asks about encouraging adoption or reducing cultural friction, it refers to the Organizational Change aspect of the approach.
3. Look for the 'Who' Effective change management relies on relationships. Look for answers that involve the proper stakeholders (e.g., Senior User) in conveying the message. A Project Manager dictating change is usually a wrong answer; a Project Manager facilitating a Senior User to lead the change is usually the right answer.
4. Tailoring PRINCE2 7 emphasizes tailoring. If the project is in a high-trust, agile environment, the Change Management Approach should reflect informal, frequent communication. If it is a highly regulated environment, it requires formal training and signed acceptance. Choose the answer that fits the environmental complexity described.