Some would say that Projects and Programs are all about change.
The Change Manager is therefore a key player in that change:
The Change Manager represents the Programme Executives’ interests in the final outcome, and is the guardian of the business case for funding the Functional Programme. ‘Change’ is the change in the way in which the organisation will function by the time it reaches the end point defined in the strategy. This can be a change to business processes, organisation structure, capabilities, location and premises, products, market, channels to market, etc.
The Change Manager is responsible for the management of change activities, and must ensure that other managers, staff, stakeholders are all informed and involved throughout the life of the programmes. The strategy may require considerable change in the business. This may cause fear and uncertainty. Some people make create barriers and obstacles, which prevent proper progress on the strategic programme. The Change Manager must work with such people, helping and influencing them to overcome such barriers and obstacles. See also: The Strategy Team’s overall responsibilities
The Change Manager must ensure the approach taken to managing risks is appropriate.
The Change Manager ensures that the organisation is able to realise the benefits from the new capabilities. There is a fundamental difference between the delivery of the new capability and actually realising benefits as a result of implementing that capability. This difference is reflected in the complementary roles of Programme Manager and Change Manager.
