Change Management

Organizational change management, or project scope change?

The short answer for both is people and expectations.

For OCM, calling out resistance is technically correct, but is a bit of an oversimplification. Prosci, for example, looks at several factors that help address resistance (summarized):

Awareness - are people aware of what the change is, their role in making the change successful, and the need for change?
Desire - do they want to change?
Knowledge - do they have the knowledge needed to make the change?
Ability - do they have the ability to make the change?
Reinforcement - Are leaders and managers sending the right message, both in word and action?

Then, there is the concept of the change curve. You need to be able to evaluate where individuals are at on the change curve, and then execute strategies to help them progress.

One of the biggest challenges with this is when you are a Project Manager and don't have a Change Manager (which seems like is most of the time, for me). OCM takes time, and is most effective when it is not just another hat the PM wears.

Regarding Project Scope Change Management, it is made easier by having an effective process in place for reviewing and making decisions about the proposed changes. But, you may still have to deal with 1) people trying to go around the process and 2) justifying additional expenses or adding time to the project schedule. I don't know of an easy way to escape either of these.

Organizational change management, or project scope change?

The short answer for both is people and expectations.

For OCM, calling out resistance is technically correct, but is a bit of an oversimplification. Prosci, for example, looks at several factors that help address resistance (summarized):

Awareness - are people aware of what the change is, their role in making the change successful, and the need for change?
Desire - do they want to change?
Knowledge - do they have the knowledge needed to make the change?
Ability - do they have the ability to make the change?
Reinforcement - Are leaders and managers sending the right message, both in word and action?

Then, there is the concept of the change curve. You need to be able to evaluate where individuals are at on the change curve, and then execute strategies to help them progress.

One of the biggest challenges with this is when you are a Project Manager and don't have a Change Manager (which seems like is most of the time, for me). OCM takes time, and is most effective when it is not just another hat the PM wears.

Regarding Project Scope Change Management, it is made easier by having an effective process in place for reviewing and making decisions about the proposed changes. But, you may still have to deal with 1) people trying to go around the process and 2) justifying additional expenses or adding time to the project schedule. I don't know of an easy way to escape either of these.