People · Topic 2 of 3
Change Management, Engagement and Communication
PRINCE2 7 change management and why it matters, stakeholder engagement, communication, and the PID change and communication management approaches.
- 5 min
- Outputs become outcomes only when people change how they work.
- Change management covers the transition from current to future state, often continuing after closure.
- Stakeholder engagement is planned, two-way and continuous.
What it is
A project's outputs are only useful if people use them. Change management helps the people affected move to the new way of working, stakeholder engagement builds their understanding and support, and communication keeps information flowing in both directions.
Two parts of the PID support this work: the change management approach and the communication management approach. This page explains the concepts and the purpose of both approaches.
How it works
Why change management is important
Projects create outputs. Organizations want outcomes (changed ways of working) and benefits (measurable improvements). The step from output to outcome depends on people changing what they do.
If change management is neglected, a project can deliver every product on time and to quality and still fail to realise its benefits. Typical symptoms are staff working around a new system, low take up of a new service, or a quick return to old habits after the project closes.
Change management considers the current state, the desired future state and the transition between them. It covers readiness, training, support during the switch and reinforcing the new behaviour afterwards. Much of this carries on after the project closes, so responsibility must be handed to the business.
Stakeholder engagement
Stakeholder engagement is the work of identifying, analysing and involving stakeholders so that their needs are understood and their support is gained. It is continuous: stakeholders and their views change during the project.
| Engagement activity | What it involves |
|---|---|
| Identify | Find everyone who can affect or is affected by the project |
| Analyse | Understand each group's interest, influence, attitude and concerns |
| Plan | Decide how and how often to engage each group |
| Engage | Hold the conversations, workshops and briefings planned |
| Review | Check whether engagement is working and adjust |
You do not need to recite these as a fixed numbered procedure. The point for the exam is that engagement is planned, two-way and repeated.
Communication
Communication is the exchange of information between the project and its stakeholders. Good project communication is two-way, timely, suited to the audience and consistent.
It flows inside the project (for example, checkpoint and highlight reports between levels of management) and outside it (briefings, newsletters, demonstrations to the people affected). Listening and feedback are as important as sending messages.
The change management approach
The change management approach is part of the PID. It describes how the organization will manage the business change needed to move from the current state to the future state, so outputs are adopted and benefits can be realised.
| Typically covers | Example |
|---|---|
| Current and future states | Paper timesheets today, mobile app timesheets tomorrow |
| Who is affected and how | 900 field staff, 30 payroll clerks |
| Transition activities | Training, pilot teams, parallel running |
| Readiness and support | Help desk cover for the first month |
| Responsibilities | Line managers reinforce use after go live |
The communication management approach
The communication management approach is also part of the PID. It describes the means and frequency of communication between the project and its stakeholders, both within the project and with interested parties outside it.
| Typically covers | Example |
|---|---|
| Stakeholders and their information needs | Field staff need dates and training times |
| Methods and channels | Team briefings, intranet page, email |
| Frequency and timing | Monthly newsletter, weekly briefing in the final stage |
| Responsibilities | Senior user leads staff briefings |
| How feedback is gathered | Pulse survey after each pilot |
The communication management approach is reviewed and updated at each stage boundary, because stakeholders and their needs change as the project progresses.
A worked example
A logistics firm replaces paper delivery notes with a handheld app. The change management approach in the PID describes the move from paper to app, a pilot at one depot, training for 600 drivers and depot managers checking app use for three months after go live.
The communication management approach lists drivers, depot managers, customers and the union as stakeholders. Drivers get toolbox talks every fortnight, customers get a letter before the switch, and the union is met monthly. After the pilot, feedback shows drivers want shorter training, and the approach is updated at the next stage boundary.
How the exam asks about this
- "Why is change management important on a project?" Because outcomes and benefits depend on the people affected adopting the outputs.
- "Which part of the PID describes the means and frequency of communication with stakeholders?" The communication management approach.
- "What is the purpose of the change management approach?" To describe how the business change will be managed so that outputs are adopted and benefits can be realised.
What to remember for the exam
- Outputs become outcomes only when people change how they work.
- Change management covers the transition from current to future state, often continuing after closure.
- Stakeholder engagement is planned, two-way and continuous.
- The communication management approach covers who, what, how, when and how often.
- Both approaches are part of the PID and are reviewed at stage boundaries.
Communication is not the same as broadcasting. An approach that only pushes messages out, with no way to gather feedback, is weak engagement.
Common mistakes
Thinking change management ends at handover. Much adoption work happens after the project closes and must be owned by the business.
Confusing change management with change control. Change control (issues practice) manages changes to baselines; change management helps people adopt the new way of working.
Writing the communication approach once. It is updated as stakeholders and their needs change.
Check yourself
Which management product describes how the transition to the new way of working will be managed?
The change management approach in the PID.
Why is stakeholder engagement continuous?
Because stakeholders, their interests and their attitudes change as the project progresses.
What is the difference between change management and change control?
Change management helps people adopt the change; change control manages proposed changes to the project's baselines.
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