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All change initiatives can be considered as projects or programs and the majority of projects involve some degree of organizational and behavioural 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. Project management standards address change control but are largely silent on change implementation. This paper presents results of research investigating the project and change implementation practices used, in practice, on projects requiring varying degrees of organizational and behavioural change.
This document has been peer reviewed.