Project Management and Organizational Change

Enhanced descriptions from Syndetics:

Based on the results of a quantitative research study, this book demonstrates that project and program management professionals appear to be embracing change implementation practices, even when change processes are not included in project performance goals and objectives. With a primary emphasis on the practices and processes employed by project management practitioners, the study shows a wide use of change management principals by project management practitioners across a varied range of industries. Project Management and Organizational Change offers valuable insights to practitioners across the project management discipline.

Table of contents provided by Syndetics

• Acknowledgments (p. iii)
• Executive Summary (p. v)
• List of Figures and Tables (p. xi)
• Chapter 1 Introduction (p. 1)
• Background (p. 1)
• Research Aims (p. 3)
• Underlying Assumptions (p. 4)
• Research Questions (p. 4)
• Organization of the Report (p. 5)
• Chapter 2 Literature Review (p. 7)
• Scope of the Literature Review (p. 9)
• The Nature of the Project and Its Management (p. 12)
• Organizational and Behavioral Change (p. 14)
• Industry Sector (p. 22)
• Nature of the Client (p. 24)
• Managerial Complexity (p. 24)
• Project Success (p. 26)
• Success Criteria (p. 26)
• Success Factors (p. 27)
• Emergence of Change Implementation as a Critical Success Factor (p. 29)
• Role and Background of the Practitioner (p. 31)
• Practices and Competencies (p. 32)
• Standards for Competence (p. 35)
• Conclusion (p. 37)
• Chapter 3 Methodology (p. 39)
• Research Aims and Outcomes (p. 39)
• Research Design (p. 41)
• Sample (p. 42)
• Data Collection Instruments (p. 44)
• Use of Project, Program, and Change Implementation Practices (p. 44)
• Nature of the Project (p. 50)
• Role and Background of the Practitioner (p. 53)
• Likelihood of Project Success (p. 60)
• Approach to Analysis (p. 63)
• Chapter 4 Analysis and Results (p. 65)
• Nature and Use of Project Management and Change Implementation Practices (p. 65)
• Nature of the Project (p. 67)
• Degree of Organizational and Behavioral Change (p. 67)
• Sector (p. 69)
• Public vs. Private Sector (p. 69)
• Industry Sector (p. 70)
• Client (p. 71)
• Management Complexity (p. 71)
• Role and Background of the Practitioner (p. 73)
• Role (p. 73)
• Age and Gender (p. 73)
• Educational Background (p. 76)
• Experience (p. 76)
• Underpinning Knowledge (p. 79)
• Likelihood of Project Success (p. 81)
• Chapter 5 Conclusions (p. 87)
• Summary of Key Results (p. 88)
• Nature and Use of Project Management and Change Implementation Practices (p. 88)
• Nature of the Project (p. 89)
• Degree of Organizational and Behavioral Change (p. 89)
• Sector (p. 89)
• Client (p. 90)
• Management Complexity (p. 90)
• Role and Background of the Practitioner (p. 91)
• Role (p. 91)
• Age and Gender (p. 91)
• Educational Background (p. 91)
• Experience (p. 92)
• Underpinning Knowledge (p. 92)
• Likelihood of Project Success (p. 92)
• Recommendations for Practice (p. 93)
• Research-Based Suggestions for Additions to Project Management Standards (p. 94)
• Concluding Remarks, Limitations, and Future Research (p. 94)
• Appendices (p. 97)
• Appendix A Human Research Ethics - Explanatory Statement (p. 97)
• Appendix B Project Management Practices (p. 99)
• Appendix C Change Implementation Practices (Original Set) (p. 101)
• Appendix D Change Implementation Practices (Revised Set) (p. 103)
• Appendix E Thematic Grouping of Units for Project, Program, and Change Practice (p. 107)
• Appendix F Managerial Complexity Factors (p. 110)
• Appendix G Independent Samples T-Tests (p. 113)
• Use of Practices by Public/Private Sector (p. 113)
• Use of Practices by Industry Sector (p. 115)
• Use of Practices by Client Type (p. 117)
• References (p. 121)