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Change Management Roles and Responsibilities A particular change effort may involve individuals specifically selected to advise the project team on potential change risks, such as an advisory committee. The change management team may engage additional individuals or groups (outside the change team...

Change Management Roles and Responsibilities A particular change effort may involve individuals specifically selected to advise the project team on potential change risks, such as an advisory committee. The change management team may engage additional individuals or groups (outside the change team) to help assess change effects; prioritize change management tasks; provide feedback on the change management strategy, plan, and tactics; and execute and support the change process at the stakeholder level. The following roles are defined for dedicated change professionals: Change Management Practitioner: An individual responsible for coordinating, applying, and tracking change management tools or activities. This individual is not responsible or accountable for the change strategy. Change Management Team: A group of individuals who work together facilitating change management activities to design, analyze, develop, and enable the organization to own and effectively drive adoption, usage, and proficiency. Team members ensure activities are completed, feedback is gathered, training is conducted, and communications are delivered in various formats. Change Management Lead: The individual accountable and responsible for the change strategy who assesses the change, outlines a change plan, and implements change management. This individual has direct day-to-day control over the change management team, the change project schedule, associated budgets, and resources. The Change Management Lead is the primary liaison to the change sponsor, project manager, leadership, overall project team, and stakeholders. Change roles may have different names associated with the role, depending on the organization. Additional or consolidated roles may be required based upon the complexity of the goals set for the change. The following roles are created to support stakeholders’ results: Sponsor: The individual or group in the organization accountable for the realization of the benefits of a change. The sponsor defines and champions the overall change goals, scope, and definition of success. This individual or group influences peers and other senior leaders to gain support and provide leadership to achieve the stated vision. This role has ultimate decision-making and funding authority and provides constant visibility to the change effort. Change Agents: Functional or social leaders, middle management, and subject matter experts from different areas in the organization who are trusted by colleagues, stakeholders, and executives for their insight into and understanding of the organization. These individuals may be selected for their (informal, non-hierarchical) network and influence (without authority) over other individuals or groups. They model the required behaviors in their areas, provide feedback on change activities, and actively engage with others around change activities.