professional Roles

Play a crucial part in driving the success of your organisation's initiatives.

These Professional roles involve a dynamic and multifaceted group of individuals who contribute their expertise and guidance to ensure that projects are completed on time, within budget, and in alignment with organisational strategic goals.

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Professional roles that are pivotal in project and Change management, are listed below:

Change Manager

A Change Manager plays a key role in ensuring project outputs (change initiatives) are adopted and utilised as intended in order to realise the identified benefits.

This individual will focus on the people side of change, including changes to business processes, systems and technology, job roles and organisation structures.

The primary responsibility will be creating and implementing change management strategies and plans 
that maximise employee adoption and usage and minimise resistance.

The Change Manager will work to drive adoption and utilisation of and proficiency with the changes that impact employees. These improvements will increase benefit realisation, value creation, ROI and the achievement of results and outcomes.


The role of Programme/Project Management Officer includes a broad range of role categories that provides functional aspects to define and maintain the standards for project management within their organisation.

The Programme/Project Office Manager provides guidance, support and insight on the project, 
and acts as the source of all project information and metrics.

This may extend to the implementation and sharing of best practice as well as the development and application of project procedures, tools and techniques in order to standardise methodologies and realise economies


An accidental project manager is an individual thrust into a project leadership role without formal project management qualifications. This scenario often unfolds when professionals, such as clinicians find themselves unexpectedly tasked with managing projects.

Despite lacking formal project management training, these accidental project managers may be compelled to navigate the complexities of project leadership.
Typically devoid of substantial project management experience, these individuals operate without the benefit of recognised certifications or training sessions dedicated to project leadership. Their ascent to project management roles is marked by a steep learning curve, as they grapple with the demands of orchestrating successful project outcomes without the traditional foundation of formal education in this field.