CM-PM: The Missing Link in Grant Management. Why Every RMA Needs Change Management.

We just returned from the EARMA 2019 conference in Bologna. Amidst the inspiring conversations (and fantastic espresso), I had the opportunity to present on a topic that has become a core passion of mine over my two decades of managing EU consortia: The Need for a Change Manager in Grant Management.

As RMAs, we are constantly asking ourselves: How can we better assist researchers? and How do we get better results and impact?. We excel at managing budgets, tracking deliverables, and navigating the European Commission's portals. Yet, we still see projects that fail to deliver significant, lasting results.

Why is that so?. Because while we expertly manage the technical and financial sides of a project, we often neglect the most unpredictable variable: the people.

Here is a breakdown of my EARMA 2019 session, exploring why Change Management (CM) is the ultimate secret weapon for Research Managers.

Presenting on the intersection of Change Management and Grant Management at EARMA 2019 in Bologna

What is Change Management (And What Is It Not)?

First, let's clear up a common misconception. Change Management is not just sending out a newsletter or hosting a training session. It is a formal, recognized management discipline. At its core, CM is the practice of managing the people’s side of change.

Whether we realize it or not, every research project is a change initiative. We are asking multiple teams across different countries to adopt new methodologies, collaborate in new ways, and produce novel results.

If we look at the Prosci PCT® Model, project success relies on a "three-leg stool":

1. Leadership/Sponsorship: The vision and authority.

2. Project Management: The technical side of the project (what RMAs traditionally do).

3. Change Management: The people side of the project.

If you remove the Change Management leg, the project becomes unstable, and the return on investment (ROI) plummets.

The Three-Legged Stool of project success: Leadership, Project Management, and Change Management

The Cost of Ignoring the People

What happens when we ignore CM? Employees and researchers feel surprised and besieged by the change, leading to extended project schedules, additional costs, and ultimately, failed project results. In a consortium, this manifests as passive resistance, productivity loss, or worse—the "defaulting partner" who actively resists or opts out of the project entirely.

However, the data shows that when effective Change Management is applied, projects are 6 times more likely to meet their objectives, 5 times more likely to stay on schedule, and 2 times more likely to stay on budget.

The stark contrast in project outcomes with and without dedicated Change Management

The Prosci ADKAR® Model: A Tool for RMAs

During the presentation, we dove into the individual's view of change using the Prosci ADKAR® Model. For any researcher or partner to successfully navigate the changes a project demands, they must pass through five stages:

• Awareness of the need for change.

• Desire to support the change.

• Knowledge of how to change.

• Ability to demonstrate new skills and behaviors.

• 
  

  Reinforcement to make the change stick.

  
  

As RMAs, if we can identify where a partner is getting stuck on the ADKAR spectrum, we can intervene effectively before the project timeline is compromised.

Why Change Management Perfectly Fits the RMA Stack

You might be thinking, "I already use Agile, PRINCE2, or PM2. Do I really need another methodology?".

The beauty of Change Management is that it is not esoteric. It plugs in smoothly and is entirely modular. It doesn't interfere or collide with your existing project management frameworks. Instead, it runs parallel to them, providing a unique, quantifiable, and evidence-based approach to assisting researchers.

Consider adding Change Management to your RMA toolbox for the benefit of your research

The Take-Home Message

Successful projects have successful project management. But if we truly want to improve our results and contribute to better scientific outcomes, we must improve how we manage the human element.

My challenge to the RMA community following EARMA 2019 is this: Be aware of the role of CM, consider using it for the benefit of the research, and strongly consider adding Change Management as a dedicated skill in your toolbox.

At Orientos, we integrate certified Change Management practices directly into our EU grant management services to ensure your consortia don't just survive the project lifecycle, but truly thrive.

CM-PM: The Missing Link in Grant Management. Why Every RMA Needs Change Management.

CM-PM: The Missing Link in Grant Management. Why Every RMA Needs Change Management.