The project manager, business analysis professional, and change manager all have important but distinctly different roles to play as change agents. Yet in complex projects, the boundaries between those roles are rarely as clean as our job descriptions or professional standards suggest. Stakeholder engagement, communication, risk, requirements, readiness, adoption, and delivery can create ambiguity where responsibilities overlap. Add different professional backgrounds, expectations, and past experiences to the mix, and that overlap can become a source of interpersonal friction rather than a strength.

In this interactive session, we will explore where these three disciplines intersect, how their perspectives reinforce one another, and how to recognize when a handoff should instead become a handshake. Through practical examples and discussion, participants will consider how curiosity, intentional relationship-building, and clearer expectations can help teams navigate role ambiguity before it becomes conflict. We will also examine practical tools that can help professionals clarify how they will work together, recalibrate when needed, and combine their strengths to improve stakeholder alignment, change adoption, and project outcomes.

By the end of this session, participants will be able to:
- Recognize factors that contribute to interpersonal friction in project environments, including role ambiguity, differing expectations, and prior professional experiences.

- Compare the complementary roles of project management, business analysis, and change management in delivering successful outcomes.

- Select techniques that support thoughtful relationship building, role alignment, and sustainable change adoption.