Change Management Principles for Program Success

Gary Hamilton is a PgMP credentialed Program Manager with over 18 years of program management experience primarily in financial services and business transformation. He is also an adjunct professor at the University of Wisconsin Plattsville teaching in the Program Management curriculum since 2013. He resides in North Carolina with his wife and when not working he is an avid hiker/runner.

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Topics: Change Management, Governance, Program Management, Stakeholder Management

Whether you have been working for decades or only a few years within your industry—and regardless of the industry or company you work in—the likelihood is that neither program nor change management are new concepts to you. Nonetheless, in many cases, the two terms tend to be intermingled. In reality, they are entirely different (yet related) disciplines.

Change vs. Program Management: Are They the Same?
Various academic disciplines have studied the best ways to approach change in an organization. Their central goal is to improve the organization's performance by recognizing the effects of change across an organization. The key to successful change management is getting employees to embrace the transition and prepare for new ways of working, thus keeping the cohesion within a team and ensuring the program's success.

The American Society for Quality^[1] (ASQ) defines change management as the “methods and manners in which a company describes and implements change within both its internal and external processes,” noting that this includes both the preparation and support of employees, the establishment of necessary steps for change, and the monitoring of the pre- and post-change activities undertaken, with the aim of ensuring a successful implementation of the changes.

While not included in the ASQ definition, most would agree that change …

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