Switching Drivers – Part 2: Leadership in Transition

“The art of progress is to preserve order amid change, and to preserve change amid order”

– Alfred North Whitehead

The train eases into the station, the driver is helped carefully down from the cab, clearly not fit enough to continue. A replacement is brought forward, a few words exchanged, and the journey continues with little more than a pause. Continuity on the railway is built into the system.

In projects, however, changing the project manager mid-journey carries far greater consequences. The project manager is not simply there to keep things moving – their role is to provide leadership to the team, balancing technical and business capabilities with planning, organising, and administration. The project manager becomes the focal point of risk and opportunity, the person who ensures delivery aligns with scope, time, and budget, while maintaining the confidence of both the team and stakeholders.

The disruption caused by losing or replacing a project manager depends largely on timing. If it happens during initiation or planning, the foundations of the project can be unsettled. If it occurs during execution, momentum, context, and team cohesion are at risk. Even towards the later phases, the absence of clear responsibilities or a smooth transition can introduce confusion. The higher the risks and opportunities in the project, the greater the authority required of the PM to navigate them. Without that authority, effective delivery becomes compromised.

This is why governance and preparation are critical. The people who shape the business case are often different to those who must deliver it. Once funding and scope are approved, the project manager inherits that framework and becomes accountable for execution. To succeed, they need clarity of authority, well-defined responsibilities, and a governance structure that supports decisive action. Robust documentation, open communication, and effective project controls are what allow continuity if a transition becomes necessary. Without them, any incoming PM wastes time rediscovering decisions, risks duplication of effort, or risks misalignment from the approved scope and budget.

Changing project managers mid-journey is never ideal. It introduces risk, tests resilience, and can unsettle stakeholders. But with foresight, discipline, and strong governance, projects can absorb the change. The destination remains achievable, provided the organisation equips the PM with the authority to lead and the systems to maintain continuity.

Next time on The Pieces Fit:

Smooth transitions are possible — but not all changes go to plan. Next, we explore what happens when confidence falters.