This tutorial presents an overview of integrating change management and project management, including data and findings from 822 change practitioners and project leaders around the globe who participated in Prosci's Best Practices in Change Management benchmarking study.

1. Integrating Change Management and
Project Management
July 2015 || Reproduced with permission from Prosci

2. © 2015 E Source || Reproduced with permission from Prosci || 2
When an organization introduces a change with a project or initiative, that change needs to be
effectively managed on both the technical side and the people side. A technical side focus ensures that the
change is developed, designed and delivered effectively. The discipline of project management provides the
structure, processes and tools to make this happen. A people side focus ensures that the change is embraced,
adopted and utilized by the employees who have to do their jobs differently as a result of the project. The
discipline of change management provides the structure, processes and tools to make this happen.
While each discipline can function independently, the most effective approach is to integrate change
management and project management to create a unified approach to implementing change on the technical
front and people side front.
IN BRIEF: This tutorial presents an overview of integrating
change management and project management, including data
and findings from 822 change practitioners and project leaders
around the globe who participated in Prosci’s Best Practices in
Change Management benchmarking study, which was published
in 2014.
Prosci’s (www.prosci.com) uniquely integrated system of models, tools, and processes enables
your organization to strategically execute change. The company’s sole focus is helping individuals
and organizations build their own change management capability. This article was originally
released by Prosci and the Change Management Learning Center. ADKAR and Awareness Desire
Knowledge Ability Reinforcement are registered trademarks of Prosci Inc. All rights reserved.

3. © 2015 E Source || Reproduced with permission from Prosci || 3
WHY INTEGRATE CHANGE MANAGEMENT AND PROJECT
MANAGEMENT?
Integrating change management and project management creates value on a given project or initiative for a
number of reasons:
 Enables a shared objective. When project management and change management are integrated, the
efforts of both can be focused toward a singular objective—improving the performance of the organization
by successfully implementing a change that delivers the intended results and outcomes.
 Enables proactive steps. When change management is integrated into the project management steps,
efforts to manage the people side of change can more proactively identify and mitigate risks, address
anticipated obstacles and resistance, and build commitment and buy-in for the change.
 Enables sequencing and alignment. When technical activities and people side activities are integrated,
the right steps can be taken at the right time in the project lifecycle to help employees embrace the
change and produce the right outcomes for the project.
 Enables an exchange of information. Integrating change management and project management
activities improves the flow of information. On the front end, the integrated approach helps ensure that
impacted employees are receiving the appropriate messages. On the back end, it helps ensure that the
project team receives effective feedback on adoption, usage and reaction to the change.
Project management and change management both aim to
increase the likelihood that projects or initiatives deliver the
intended results and outcomes.

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0%
20%
40%
60%
80%
100%
Did not integrate CM and PM Integrated CM and PM
Percentageofrespondentswhomet
orexceededprojectobjectives
Impact of Integration on
Meeting Objectives
© 2014 Prosci Inc. Best Practices in Change

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DIMENSIONS OF INTEGRATION
Integrating change management and project management can take place across numerous dimensions.
Dimension of integration Description
People dimension Integrating on the people dimension requires architecting the
relationship between the project team and the resource or resources
dedicated to change management—integrating at the “who is
doing the work” level. In the simplest terms, the change
management resources either sit on the project team or sit outside
of, but in support of, the team.
Process dimension Integrating on the process dimension involves sequencing and
aligning the technical side activities with people side activities—
integrating at the “what work is being done” level. The process
dimension has a key role in determining when change management
begins during the project lifecycle.
Tool dimension Integrating on the tool dimension involves identifying particular
tools that can be extended to include both a technical side and
people side component—integrating at the “what tools are being
used to do the work” level. Risk assessments and communications
plans are two common tools that can be effectively integrated.
Methodology dimension Integrating on the methodology dimension moves beyond “in
project” integration and toward the creation of a common set of
steps applied by any project that addresses both the technical side
and the people side of the change. There is value to an integrated
project delivery approach that addresses both the technical and
people elements, but hard wiring a “one-size-fits-all” methodology
also has potential risks.

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0% 20% 40% 60% 80% 100%
Tools
Methodology
Processes
People
Percentage of respondents
Dimensions of Integration
© 2014 Prosci Inc. Best Practices in Change
Management–2014 Edition

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PREREQUISITES TO EFFECTIVE INTEGRATION
Even when change management and project management are both applied on a change, they may not
necessarily be integrated. Several important prerequisites must be in place for change management and project
management integration to occur. These prerequisites include:
Focus on results and outcomes. The project team must be focused on,
responsible for and held accountable for delivering results and outcomes for
meaningful integration to occur. If the project team is only held accountable for
“flipping the switch” or hitting a go-live date, then integration is difficult. Likewise,
change management resources must define their own success in terms of the
achievement of project results and outcomes, not simply executing change
management activities (such as number of communications delivered or number of
employees trained). This shared focus on results and outcomes is the cornerstone
of successfully integrating the technical side and the people side of change.
Recognition of the role and value of change management. Before integration
can occur, there needs to be an acknowledgement of the role and value of change
management. Change management must be viewed as valuable and as a crucial
component of project delivery. As a change management practitioner, this means
making a case for change management that directly connects to the success of the
project or initiative. While there are a number of approaches for making this
connection, applying change management must be shown to have a direct impact
on realizing benefits and achieving the desired results and outcomes.
Structured and rigorous approach to change management. Project
management brings a structured process and set of deliverables to the technical
side of change. Change management should also bring a structured process and set
of deliverables to the people side of change. Without structure and rigor, it is
difficult to integrate change management activities into a project delivery approach.
Additionally, a structured and rigorous approach to managing the people side of
change increases the credibility and accessibility with sponsors, project managers
and project teams.
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CONCLUSION
Success for a project or initiative results from an effectively designed, developed and delivered solution that is
embraced, adopted and utilized by impacted employees. Project management and change management are
complementary disciplines with a common objective. When integrated in the delivery of a project or initiative,
project management and change management together provide a unified approach for achieving the desired
results and outcomes of organizational change.
WHAT THIS MEANS FOR UTILITIES
Utilities are familiar with the tenets of project management, but they may be new to change
management. Integrating the two processes—on the technical side and the people side—ensures that
your initiative has the best chance for success.

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MORE INFORMATION
About E Source
For 26 years, E Source has been providing research, consulting, and market research to more than 300 utilities
and their partners. This guidance helps our customers advance their efficiency programs, enhance customer
relationships, and use energy more efficiently. Visit www.esource.com to learn more.
About Prosci
Prosci’s uniquely integrated system of models, tools, and processes enables your organization to strategically
execute change at three levels: (1) With individuals through the popular Prosci ® ADKAR® Model; (2) On projects
through the robust Prosci 3-Phase Process; (3) As a competency across the organization through the cutting-
edge Prosci Enterprise Change Management Suite. Prosci’s sole focus is helping individuals and organizations
build their own change management capability. Learn more at www.prosci.com.
Register for the free E Source web conference Deliver Business Results
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