A project led by a competent project manager using a tried and trusted methodology can still fail if the people affected by the project are not committed to its success.

But, practically speaking, how can you change the behaviours of a group of people, overcome their resistance to change and use the minority who might embrace the change as ambassadors for the new project?

Why is the change required?

First, you need to demonstrate why the change is required and what are the benefits at a personal level; this could be very different to the business benefits and the personal benefits may be different for different groups of people. With everything else a project manager has to contend with motivating those not directly involved with the project may come a long way down your list of priorities but it is essential to encourage people to embrace the new project. This is where you could employ ambassadors from amongst the rank and file to spread the good news.

The ambassadors could be senior executives but if they have not fully communicated the project vision to employees it may be more successful to use an employee.

If no employees seem committed to the success of the project then carefully select someone who has the trust of the rest and work with them to get them involved at a deeper level.

They can then help with motivating and involving others. It is often when change is imposed on people with little or no consultation that there is resistance so get people involved - it may be too late to change the project plans but it is never too late to ask people's opinions and try to implement suggestions. The people working at the coal face can often give practical tips that could improve the final outcome of the project and by involving them more closely, listening to their concerns and suggestions you will be starting to break down the barriers to change.

Reluctance to Change

Be aware that reluctance to change is closely associated with anxieties about losing their job or not being able to cope with a different role or responsibilities so make sure the project plan includes appropriate training sessions for all employees. The training sessions are also a good place to promote the personal benefits of the changes being implemented.

As a project manager you may feel you yourself lack the skills necessary to motivate and build commitment in others so don't neglect project management training or professional development for yourself and for the project team. Training part way through a project can reinvigorate yourself and the team and help see a way forward in a complex, lengthy project. It will also mean you gain valuable project management qualifications and can also help you to communicate the project vision and get people to buy into it - again maybe not in your job description but it is definitely a contributor to project success if you can help people to understand where you are heading with the project and what the future holds for them personally.