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Book
Project management and organizational change
Project Management and Organizational Change
  • Lynn Crawford, Bond University
  • Alicia Aitken, Human Systems International Limited
  • Anat Hassner-Nahmias, Krusner Pty Ltd
Date of this Version
1-1-2014
Document Type
Book
Publication Details

Citation only

Crawford, L., Aitken, A., & Hassner-Nahmias, A. (2014). Project management and organizational change. Pennsylvania: Project Management Institute, Inc.

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Copyright © 2014, Project Management Institute, Inc. All rights reserved.

2014 HERDC submission

ISBN
978-1-62825-043-5
Abstract
Extract: Organizational changes have become recognized as a distinct type of project or program, and it may be argued that the majority of projects involve some degree of organizational and behavioral change. The degree of this change can be expected to be greater in projects where the purpose is to achieve organizational change, but even where the focus is on other outcomes, achievement of desired benefits may require structural changes and will generally involve some change in the way people do things. However, while project managers claim to be implementers of change, current project management standards focus on change control but largely ignore the complex and emergent characteristics associated with implementation of change that is necessary to deliver value.
Citation Information
Lynn Crawford, Alicia Aitken and Anat Hassner-Nahmias. Project management and organizational change. Pennsylvania, USAProject Management and Organizational Change (2014) p. 1 - 121
Available at: http://works.bepress.com/lynn_crawford/50/