Project managers' and change managers' contribution to success

Julien Pollack, Chivonne Algeo

Research output: Contribution to journalArticleResearchpeer-review

7 Citations (Scopus)

Abstract

Purpose – Many projects involve an organisational change component. Project management (PM) and change management (CM) have the potential to jointly contribute to the delivery of organisational changes. However, there is a lack of clarity in the literature about the boundary and relationship between these disciplines. The purpose of this paper is to explore the contribution these disciplines make to a set of project critical success factors, to understand the ways that these disciplines can most effectively work together.

Design/methodology/approach – This paper analyses data collected through an online survey,examining project managers’ and change managers’ perception of each disciplines’ contribution to critical success factors. The survey received 455 responses.Findings – This paper identifies the success factors that are most clearly influenced by PM and CM, and areas where practitioners of these disciplines hold significantly different perceptions of their contributions. The results have been used to rank and categorise success factors based on the influence of each discipline. This has been used to develop a risk-based questionnaire to guide the contribution of PM and CM to the mitigation of specific project risks.

Originality/value – These findings will be of use to practitioners managing organisational change projects, or projects with a significant change component. The findings will be of assistance in determining the ways in which these disciplines should work together to mitigate risks associated with
specific critical success factors
Original languageEnglish
Pages (from-to)451-465
Number of pages15
JournalInternational Journal of Managing Projects in Business
Volume9
Issue number2
DOIs
Publication statusPublished - 2016
Externally publishedYes

Cite this

@article{0ade6d9d64d04ca39b60a98f60272ffb,
title = "Project managers' and change managers' contribution to success",
abstract = "Purpose – Many projects involve an organisational change component. Project management (PM) and change management (CM) have the potential to jointly contribute to the delivery of organisational changes. However, there is a lack of clarity in the literature about the boundary and relationship between these disciplines. The purpose of this paper is to explore the contribution these disciplines make to a set of project critical success factors, to understand the ways that these disciplines can most effectively work together.Design/methodology/approach – This paper analyses data collected through an online survey,examining project managers’ and change managers’ perception of each disciplines’ contribution to critical success factors. The survey received 455 responses.Findings – This paper identifies the success factors that are most clearly influenced by PM and CM, and areas where practitioners of these disciplines hold significantly different perceptions of their contributions. The results have been used to rank and categorise success factors based on the influence of each discipline. This has been used to develop a risk-based questionnaire to guide the contribution of PM and CM to the mitigation of specific project risks.Originality/value – These findings will be of use to practitioners managing organisational change projects, or projects with a significant change component. The findings will be of assistance in determining the ways in which these disciplines should work together to mitigate risks associated withspecific critical success factors",
author = "Julien Pollack and Chivonne Algeo",
year = "2016",
doi = "10.1108/IJMPB-09-2015-0085",
language = "English",
volume = "9",
pages = "451--465",
journal = "International Journal of Managing Projects in Business",
issn = "1753-8378",
publisher = "Emerald",
number = "2",

}

Project managers' and change managers' contribution to success. / Pollack, Julien; Algeo, Chivonne.

In: International Journal of Managing Projects in Business, Vol. 9, No. 2, 2016, p. 451-465.

Research output: Contribution to journalArticleResearchpeer-review

TY - JOUR

T1 - Project managers' and change managers' contribution to success

AU - Pollack, Julien

AU - Algeo, Chivonne

PY - 2016

Y1 - 2016

N2 - Purpose – Many projects involve an organisational change component. Project management (PM) and change management (CM) have the potential to jointly contribute to the delivery of organisational changes. However, there is a lack of clarity in the literature about the boundary and relationship between these disciplines. The purpose of this paper is to explore the contribution these disciplines make to a set of project critical success factors, to understand the ways that these disciplines can most effectively work together.Design/methodology/approach – This paper analyses data collected through an online survey,examining project managers’ and change managers’ perception of each disciplines’ contribution to critical success factors. The survey received 455 responses.Findings – This paper identifies the success factors that are most clearly influenced by PM and CM, and areas where practitioners of these disciplines hold significantly different perceptions of their contributions. The results have been used to rank and categorise success factors based on the influence of each discipline. This has been used to develop a risk-based questionnaire to guide the contribution of PM and CM to the mitigation of specific project risks.Originality/value – These findings will be of use to practitioners managing organisational change projects, or projects with a significant change component. The findings will be of assistance in determining the ways in which these disciplines should work together to mitigate risks associated withspecific critical success factors

AB - Purpose – Many projects involve an organisational change component. Project management (PM) and change management (CM) have the potential to jointly contribute to the delivery of organisational changes. However, there is a lack of clarity in the literature about the boundary and relationship between these disciplines. The purpose of this paper is to explore the contribution these disciplines make to a set of project critical success factors, to understand the ways that these disciplines can most effectively work together.Design/methodology/approach – This paper analyses data collected through an online survey,examining project managers’ and change managers’ perception of each disciplines’ contribution to critical success factors. The survey received 455 responses.Findings – This paper identifies the success factors that are most clearly influenced by PM and CM, and areas where practitioners of these disciplines hold significantly different perceptions of their contributions. The results have been used to rank and categorise success factors based on the influence of each discipline. This has been used to develop a risk-based questionnaire to guide the contribution of PM and CM to the mitigation of specific project risks.Originality/value – These findings will be of use to practitioners managing organisational change projects, or projects with a significant change component. The findings will be of assistance in determining the ways in which these disciplines should work together to mitigate risks associated withspecific critical success factors

U2 - 10.1108/IJMPB-09-2015-0085

DO - 10.1108/IJMPB-09-2015-0085

M3 - Article

VL - 9

SP - 451

EP - 465

JO - International Journal of Managing Projects in Business

JF - International Journal of Managing Projects in Business

SN - 1753-8378

IS - 2

ER -