05.1.2024
PMP Certification: 7 Reasons Why You Need It For Your Career
Posted by Marbenz Antonio on August 16, 2023
According to Managing Successful Programmes (MSP), ensuring that the outputs produced and provided by the program’s projects with the help of Business Change Manager are incorporated into the regular business operations of the investing businesses is an essential component of best practice program management.
In fact, this can present many difficulties, and it does not necessarily follow that businesses will successfully accept and integrate these outcomes, which can then lead to the failure to realize the anticipated advantages. These difficulties may include:
These and many other difficulties are addressed by the business change manager (BCM) job in MSP.
A BCM’s main responsibilities are as follows:
The BCM is preparing the business for change and organizes the transition once those capabilities are delivered, while the project manager is directing the process to deliver new capabilities. The company operational areas will therefore be ready and prepared for the modifications when the BCM knows it.
While there’s validity in the idea that the program manager and BCM should collaborate to synchronize efforts, a critical aspect emerges regarding the essential role of a BCM.
Unfortunately, numerous program teams unintentionally develop a mindset that their role revolves around delivering novel capabilities and consequent alterations to the investing organizations. However, a more effective and best practice-oriented perspective involves perceiving the program as a collaborative endeavor. Through this lens, all participants view the initiative as a joint effort aimed at co-creating outcomes, benefits, and, ultimately, value for the investing organizations.
In the absence of a suitable BCM (and possibly a team of change champions to support), organizations run the risk of adopting the initial mindset of implementing change in the organization. With a BCM in place, the organization is prompted to take ownership of the change process, significantly enhancing the likelihood of successfully attaining the intended outcomes and benefits.
The BCM could be an operational manager or a skilled change professional. In both scenarios, they might receive assistance from a group of change champions and/or be supported by experts in stakeholder management and communications within the program office.
In cases requiring multiple change specialists or operational managers (such as larger programs or those spanning several organizational boundaries), a sole BCM should oversee the efforts of these specialists and provide updates to the senior responsible owner (SRO).
This concept of a ‘single point of contact’ guarantees that the BCM role holds significant prominence and is treated on par with the program manager, who also maintains a direct reporting line to the SRO.
Emphasizing preparedness for business change plays a crucial role in effective program management. The fifth edition of MSP highlights the significance of the BCM’s responsibility in this aspect, along with their joint role with the program manager in overseeing various activities within the program, including:
In essence, the role of the BCM is pivotal for the triumph of any program.
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