Program Manager, PPM&PMO Specialist.| Coppel, Mexico.Culiacán, Sinaloa, Mexico
Hello colleagues,
In my organization, our change management area is located inside the Talent department (which is another name for Human Resources). I believe this is becoming a trend in many companies.
This Change Management Office only participates in certain strategic projects that have specific characteristics.
In your experience, do you think this kind of office should be a service provided by other departments, or should it be part of the PMO (or something similar)? I'm curious to hear your thoughts on this!
Francisco
Where it resides is less crucial a point than its existence to begin with as that acknowledges the importance of change management and the need for qualified change management staff to work as part of project teams to ensure sustainability of business outcomes.
When I worked at TD Bank in Canada within their EPMO, we had a number of CM consultants within the EPMO who were engaged on some of the larger cross-enterprise programs. Within lines of business there were CM teams - sometimes these reported in to a business executive.
Kiron
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1 reply by Francisco Herrera
Jun 19, 2025 4:18 PM
Francisco Herrera
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Kiron Bondale I understand your point that the existence of Change Management is the most important thing. However, I still believe that where it resides is important. At the end of the day, the department or area where it is placed is usually the one that assigns priority and resources for change management activities within projects. It impacts how much support we get.
Regards! Francisco
Program Manager, PPM&PMO Specialist.| Coppel, Mexico.Culiacán, Sinaloa, Mexico
Jun 18, 2025 4:54 PM
Replying to Kiron Bondale
...
Francisco -
Where it resides is less crucial a point than its existence to begin with as that acknowledges the importance of change management and the need for qualified change management staff to work as part of project teams to ensure sustainability of business outcomes.
When I worked at TD Bank in Canada within their EPMO, we had a number of CM consultants within the EPMO who were engaged on some of the larger cross-enterprise programs. Within lines of business there were CM teams - sometimes these reported in to a business executive.
Kiron
Kiron Bondale I understand your point that the existence of Change Management is the most important thing. However, I still believe that where it resides is important. At the end of the day, the department or area where it is placed is usually the one that assigns priority and resources for change management activities within projects. It impacts how much support we get.
Regards! Francisco Saving Changes...
Thomas WalentaGlobal Project Economy Expert| selfHackenheim, Germany
Francisco,
I agree with your point that getting additional support and engagement from executive management (CHRO) is a benefit of having the CMO separate from the PMO. It can also complicate things if not handled well.
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1 reply by Francisco Herrera
Jun 23, 2025 3:49 PM
Francisco Herrera
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Yes Thomas, I agree with your point. Having the Change Management Office separate from the PMO can definitely bring benefits, especially getting more support and engagement from executive management like the CHRO. However, you are right, if it's not managed well, it can also make things more complicated for the project.
Regards! Francisco.
Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Placing Change Management under HR reflects a growing trend that emphasizes the human, cultural, and behavioral dimensions of transformation.
That approach has clear strengths, especially when the focus is on leadership support, communication, and capability building.
However, when it comes to consistently delivering strategic projects, many successful organizations integrate Change Management directly into the PMO — either as a transversal capability or a structured service.
This enables alignment between change strategies and the project lifecycle, ensuring tighter integration with schedules, risks, stakeholders, and real adoption.
Perhaps the answer isn’t “either/or,” but rather intentional collaboration: HR as the steward of culture and talent development, and the PMO as the integrator of delivery, adoption, and impact.
In more mature environments, we even see hybrid models or Change Hubs working in a matrix structure, serving both strategy and execution.
Thanks for raising such a thoughtful topic!
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1 reply by Francisco Herrera
Jun 30, 2025 12:12 PM
Francisco Herrera
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Luis Branco I agree with your thoughts, it's true that putting Change Management under HR makes a lot of sense for focusing on the human and cultural side of things. That's a strong point.
However, I also agree that for delivering strategic projects, having Change Management integrated directly into the PMO makes a lot of sense. This helps align change strategies with the project schedule, risks, and ensures real adoption.
Your idea of 'intentional collaboration' – with HR managing culture and talent, and the PMO integrating delivery and adoption – is really the best approach. And yes, hybrid models are a great way to make this work in practice. Thanks for this thoughtful discussion! Francisco
Program Manager, PPM&PMO Specialist.| Coppel, Mexico.Culiacán, Sinaloa, Mexico
Jun 20, 2025 2:37 AM
Replying to Thomas Walenta
...
Francisco,
I agree with your point that getting additional support and engagement from executive management (CHRO) is a benefit of having the CMO separate from the PMO. It can also complicate things if not handled well.
Yes Thomas, I agree with your point. Having the Change Management Office separate from the PMO can definitely bring benefits, especially getting more support and engagement from executive management like the CHRO. However, you are right, if it's not managed well, it can also make things more complicated for the project.
Regards! Francisco. Saving Changes...
Marc KaneManaging Director (Digital Strategy & Transformation)| Energy Advisory GroupLos Angeles, CA, United States
A hybrid model is gaining traction:
Change strategy and capability building (i.e.., enterprise readiness, change leadership training) sits in HR/Talent.
Project-specific change execution is embedded in the PMO or Transformation Office, tightly coupled with delivery.
This model:
Keeps the people lens strong
Embeds change execution into delivery governance and the full program lifecycle.
Yes, Looks promising and It makes a lot of sense this hybdri model.
Having the change strategy and capability building in HR/Talent keeps a strong focus on the people side. And then, embedding the project-specific change execution directly within the PMO or Transformation Office, closely linked to delivery, is very practical. This model really helps to integrate change throughout the whole project lifecycle and ensures the changes are actually adopted. It's a very good approach. Thanks! Francisco
Program Manager, PPM&PMO Specialist.| Coppel, Mexico.Culiacán, Sinaloa, Mexico
Marc Kane I agree with this hybrid model. It makes a lot of sense.
Having the change strategy and capability building in HR/Talent keeps a strong focus on the people side. And then, embedding the project-specific change execution directly within the PMO or Transformation Office, closely linked to delivery, is very practical. This model really helps to integrate change throughout the whole project lifecycle and ensures the changes are actually adopted. It's a very good approach.
Regards! Francisco.
Saving Changes...
Oliver SchneidemannHead of Compliance Transformation| Sumitomo Mitsui Banking CorporationNew York, NY, United States
I’ve seen good results when a PMO or CMO reports in Operations. But regardless where it sits, making sure there is executive support for a robust governance approach and having a cross-functional skill set in the PMO/CMO is vital.
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1 reply by Francisco Herrera
Jul 03, 2025 2:51 PM
Francisco Herrera
...
Oliver Schneidemann I've also seen good results when a PMO or CMO reports to Operations. But yes, you are completely right: having strong executive support for good governance, and ensuring the PMO/CMO has a team with different skills, is absolutely vital, no matter where it sits.Regards! Francisco.
Placing Change Management under HR reflects a growing trend that emphasizes the human, cultural, and behavioral dimensions of transformation.
That approach has clear strengths, especially when the focus is on leadership support, communication, and capability building.
However, when it comes to consistently delivering strategic projects, many successful organizations integrate Change Management directly into the PMO — either as a transversal capability or a structured service.
This enables alignment between change strategies and the project lifecycle, ensuring tighter integration with schedules, risks, stakeholders, and real adoption.
Perhaps the answer isn’t “either/or,” but rather intentional collaboration: HR as the steward of culture and talent development, and the PMO as the integrator of delivery, adoption, and impact.
In more mature environments, we even see hybrid models or Change Hubs working in a matrix structure, serving both strategy and execution.
Thanks for raising such a thoughtful topic!
Luis Branco I agree with your thoughts, it's true that putting Change Management under HR makes a lot of sense for focusing on the human and cultural side of things. That's a strong point.
However, I also agree that for delivering strategic projects, having Change Management integrated directly into the PMO makes a lot of sense. This helps align change strategies with the project schedule, risks, and ensures real adoption.
Your idea of 'intentional collaboration' – with HR managing culture and talent, and the PMO integrating delivery and adoption – is really the best approach. And yes, hybrid models are a great way to make this work in practice. Thanks for this thoughtful discussion! Francisco
Program Manager, PPM&PMO Specialist.| Coppel, Mexico.Culiacán, Sinaloa, Mexico
Jun 23, 2025 5:09 PM
Replying to Marc Kane
...
A hybrid model is gaining traction:
Change strategy and capability building (i.e.., enterprise readiness, change leadership training) sits in HR/Talent.
Project-specific change execution is embedded in the PMO or Transformation Office, tightly coupled with delivery.
This model:
Keeps the people lens strong
Embeds change execution into delivery governance and the full program lifecycle.
Yes, Looks promising and It makes a lot of sense this hybdri model.
Having the change strategy and capability building in HR/Talent keeps a strong focus on the people side. And then, embedding the project-specific change execution directly within the PMO or Transformation Office, closely linked to delivery, is very practical. This model really helps to integrate change throughout the whole project lifecycle and ensures the changes are actually adopted. It's a very good approach. Thanks! Francisco
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