Integration of project-based management and change management

Purpose – The successful management of change using a project-based intervention is crucial for any organization to succeed in the highly competitive and evolving global business environment. Whilst a number of theories of change management are widely accepted, literature suggests they are falling short of their endeavors as a result of the theories lacking a useful framework to successfully plan, implement and manage change. This paper seeks to address these issues. Design/methodology/approach – This article critically argues the value of project-based management in the change management process with particular focus on PRINCE2 and PMBoK. As such, change management can be considered a project and utilize project-based processes to successfully implement change. Findings – Using PMBoK and PRINCE2 as a reference, a number of PM processes and techniques have been detailed which demonstrate the applicability of project-based processes for implementation of CM initiatives. Research limitations/implications – It was purported the technical background of traditional project managers has resulted in a focus on tasks and results rather than the human aspects and softer skills of CM, which are equally valuable to project success. Bridging these two gaps could increase the success of CM initiatives and similarly enhance the success of projects-based interventions. Practical implications – The high failure rate of change interventions suggests improvements could be made to its management, monitoring and control. The analytical focus of this research was in how the common and most utilised CM models could be improved with PM processes in order to appropriately deliver successful change. Using PMBoK and PRINCE2 as a reference, a number of PM processes and techniques have been detailed which demonstrate the applicability of project-based processes for implementation of CM initiatives. Social implications – The social science background of CM professionals and the tendency for HR to deliver change initiatives has contributed to the lack of appreciation for formal processes and technical contributions as offered by PM in delivering change. Likewise, theorists developing CM from non-technical backgrounds tend to focus on the human dimensions over all other issues. Originality/value – The lack of a suitable guiding framework for CM suggests the creation of a CM body of knowledge and alignment of CM processes could enhance the field. Although CM encompasses a broad range of possible change models, the attempts by CM theorists to apply a formal structure to the change process have been scant. Treating change initiatives as a temporary project and subsequently integrating CM with PM processes will capture synergies between the two areas.