This book examines the link between change and project management and
how creating a closer alignment between these two methodologies can
yield greater benefits and mitigate elements of failure of information
systems (IS) projects. This study explores the underlying challenges and
practicalities of closer integration of the two disciplines and asserts
that such a successful change goes beyond the simple training of project
managers in the practitioner context. Instead, it requires organizations
to conceptualize the necessary challenges to realize the potential
benefits of this recommended integrated approach. The integration of
both project and change management has been advocated in existing
research, but the challenges of moving from a current position of
separate methodologies, different standards bodies and in some cases
totally separate organizational structures, is a step change for many
organizations. Change initiatives where good change management practices
are implemented, can increase the probability of successful
organizational change. The tasks of leading and sustaining change can be
complex and often entail the interplay of multiple factors involving
action by people at every level of the business. This book offers a
guide that identifies the barriers and major challenges that may arise
in the development of the closer integration of change and project
management. With a better understanding of these issues, organizations
can avoid such pitfalls when establishing their own integrated
approach.
