Using Analogies and Storytelling in Project and Program Management

This blog was updated on April 9th, 2024

Ever notice how a project in its early stages feels a bit like a fairy tale? It’s full of possibility—but so far, it only exists in our imaginations.

Now, let’s talk about Project Managers. How are they viewed in your organization? Are they seen as helpful organizers, annoying nags, or just the folks who get blamed when things go off the rails?

It’s easy to understand why people view Project Managers in these ways; they are the face of an event that is expected to bring about change, and change is not often welcomed by a large percentage of those most affected by it.  

Even brilliant project plans, detailed schedules, risk planning, and all the other technical elements of project or program management can be stymied by the tide of resistance that murmurs around the water cooler:  “Been there, done that… It will never work… A new initiative, same as last week’s, just a different name…” and so on.

What aspects of project management are missing when the tide of resistance begins to flow?

I believe the most important part of the role of Project Manager is Change Agent.  These expressions of doubt and skepticism are really substitutes for fear of the unknown and a dislike of uncertainty.  And you can’t conquer fear with a Gantt chart.

What you can do is invite people into the story. Make them part of it. Help them visualize the future by using analogies and narratives that feel familiar and real.

When I propose a “magic bullet” using the approach of a storyteller, creating vivid analogies and scenarios, you may think this is a gimmick. 

But remember that a project in the planning stages is somewhat analogous to a fairy tale: so far, it exists only in our imaginations! So, we must use the power of language to get others’ imaginations engaged in the “story” of the project as it unfolds.

For example, if a project sponsor doesn’t understand why the resources that he has made available are not enough to get the job done, the project manager can present columns of figures that he or she thinks are self-explanatory.

But a better approach may be the analogy:  “We can get the project done, but it is like attempting to dig a 10-foot hole with a tablespoon.”

Using analogies and stories that are easy to understand, relatable, and can be quickly transitioned into how the analogy applies to the issue at hand is a method that I have used in many projects and a strategy that has been widely discussed in recent years. Analogies are something people remember. It creates a mental picture, and more importantly, it helps others feel like they understand the challenge.

When people understand the “why” and “how” they’re more likely to buy in, feel less anxious, and feel like they’re in the driver’s seat—not just being dragged along for the ride.

Technical planning is vital. But if you want your project to succeed, especially in the long term, storytelling, and emotional intelligence are just as important.

Addressing the change management element of projects and programs is critical to their success and adoption; technical project management, while “crucial,” is no longer enough.

FAQ

What is a change agent in project management?

A change agent is someone who helps people navigate and embrace change during a project. They focus not just on tasks and timelines but on the human side—communicating clearly, reducing resistance, and helping others feel confident about what’s ahead.

Who is a change agent in an organization?

It could be anyone! While project managers often fill this role, change agents can also be leaders, team members, or even informal influencers within a group. Anyone who helps others adapt to and support change is acting as a change agent.

What’s one quick tip for being a better “change agent”?

Ask questions. Get curious about what people are worried about. Then, use stories or examples to speak directly to those concerns. It builds trust—and trust is everything when you’re leading change.

Is storytelling really effective in a business setting?

Yes! Storytelling isn’t just for bedtime. In business, it helps people connect emotionally, understand complex issues quickly, and remember key points. It’s especially powerful when introducing change.

How do I come up with good analogies?

Start with everyday situations. Think about what the person you're talking to is familiar with. A good analogy is simple, visual, and relatable. If it makes someone go, “Oh yeah, I get it now,” you’re on the right track.

How do I balance storytelling with the technical side of project management?

Use both. Think of storytelling as the bridge between your solid technical plan and the people who need to believe in it. The story gets them on board; the plan keeps things on track.