Exploring the intersection of project and change management

Lynn Crawford, Alicia Aitken, Anat Hassner Nahmias

Research output: Chapter in Book/Report/Conference proceedingConference contributionResearchpeer-review


The intersection of change and project management is attracting interest from both practitioners and researchers because, in a rapidly changing and evolving environment, an organization’s ability to change itself has become critical to strategic performance. Much of the responsibility for organizational change rests in the hands of general management but devolution of parts of this responsibility to specific change management roles is occurring and there is widespread acceptance of projects and programs as organizing frameworks for change initiatives. However, the fields of project and change management rest on different foundations and have developed in different directions. Although project and program managers claim to be implementers of change, literature review and qualitative research suggest that current professional standards and certification in project management do not require them to have the full range of competencies required to effectively manage change. The paper reports on results of a quantitative study undertaken to identify the extent to which project, program and change managers use a range of practices associated with project andchange management.
Original languageEnglish
Title of host publicationProceedings of the 11th EURAM (European Academy of Management) Conference
Place of PublicationUK
PublisherEmerald Group Publishing Limited
Number of pages17
ISBN (Print) 978-9985-9824-7-1
Publication statusPublished - 2011
Externally publishedYes
EventEuropean Academy of Management) conference: Management culture in the 21st century - Estonian Business School, Tallinn, Estonia
Duration: 1 Jun 20114 Jun 2011
Conference number: 11th


ConferenceEuropean Academy of Management) conference
Abbreviated titleEURAM 2011
Internet address


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