Project management and organizational changeProject Management and Organizational Change
Date of this Version1-1-2014
AbstractExtract: 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 InformationLynn 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/