redefining change.

Redefining Change is my exploration of what change management could look like when the workforce includes AI agents.

I start from the core delivery roles: the project manager, the business analyst, the PMO function, and the programme manager where multiple projects need coordinating. I work through each in detail, the skills it draws on, the responsibilities it carries, the decisions it owns. From there I explore where an agent could take on parts of that work today, and how the human-to-agent work dynamic might evolve. The starting point is the typical shape of these roles; where the analysis ends up may look quite different. Few roles are likely to remain unchanged and many may be changed to a significant degree. I see real potential for future roles to emerge in their place that will be more fluid, shaped by the unique demands of each project. Estimation gets its own treatment as a distinct capability area: how it actually works in practice, where agents can contribute, and where it stays dependent on judgements agents can't yet make.

The analysis draws on the established frameworks (PRINCE2, PMBOK, BABOK, P3O, Lean Six Sigma, Agile, and MSP) as source material to work from. It draws equally from my personal experience delivering change in financial services, and with it the improvised, situational work of stakeholder management, scope negotiation, and governance that no methodology fully captures. That practitioner grounding is what makes this more than a study of methodologies, because much of the interesting territory sits in the gap between what the frameworks describe and what delivery actually looks like in the real world, which is a lot messier.

What I'm working toward is moving from analysis to defining new approaches: agent-era versions of these roles, or the agent-era equivalents that emerge. I'm using agent-aaron.ai itself as a testbed.