More specifically, when project managers don’t understand workers’ needs, project changes are poorly managed
and users are resistant. It doesn’t matter how high-functioning the system is once it’s implemented—the project is
still at risk for failure because of overlooked human factors.3
In operational change initiatives, the goal of OCM
is to ensure that users will embrace the change, understand why the new system was put into place, and know
how to work in the new system.
An expanded project team may be necessary to manage and facilitate the OCM activities to their full extent.
This should include at least one dedicated individual who is responsible for ensuring that the project team and
each part of the organization affected by the operational change understands the human aspect of the system
and process changes and who puts a plan in place for that reaction. Where appropriate and available, the
change resource role can exist within the company, or it can be filled as needed in the form of external consultants.
Even if a dedicated individual isn’t added to the project team, OCM activities need to be a responsibility of
every project leader.
As with all facets of business, there are potential advantages and disadvantages to hiring external consultants
to oversee the change management activities vs. keeping the work “in-house.” One of the distinct advantages
of hiring external consultants is the focused energy they can put into the work. Often, an external consultant’s
only priority is the project. This kind of dedicated focus is nearly impossible to obtain from internal employees
who often have to perform their regular duties while also trying to support the operational change initiatives.
External consultants can also provide a wide breadth of knowledge and experience that do not exist within the
company. This helps in two ways. The consultant’s prior experience can provide important lessons learned that
the business may not be able to identify on its own—helping avoid pitfalls as well as lending knowledge to
the early phases of the project that can reduce project time. The consultant can also provide a link among the
different components of the project, helping the company gain an advantage from allowing the project team
members to focus on their areas of strength in completing the project and not fall into the risky area that often
accompanies siloed work. The consultant should ensure that all of the pieces of the project link together seamlessly,
allowing individuals to focus on their strengths while still optimizing the final product. Finally, consultants also
provide an objectivity that can be very useful, especially in companies where emotions and politics run high
and biases and alliances can have a negative impact on decision making.