A comparison of Project Manager and Change Manager involvement in organisational change project activities and stages

Pollack, JB; Algeo, C

A comparison of Project Manager and Change Manager involvement in organisational change project activities and stages

Pollack, JB

Algeo, C

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Publication Type:: Journal Article
Citation:: Journal of Modern Project Management, 2014, 2 (2), pp. 8 - 17
Issue Date:: 2014

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Field	Value	Language
dc.contributor.author	Pollack, JB https://orcid.org/0000-0001-8879-9408	en_US
dc.contributor.author	Algeo, C	en_US
dc.date.issued	2014	en_US
dc.identifier.citation	Journal of Modern Project Management, 2014, 2 (2), pp. 8 - 17	en_US
dc.identifier.issn	2317-3963	en_US
dc.identifier.uri	http://hdl.handle.net/10453/33958
dc.description.abstract	Project Managers and Change Managers both contribute to the planning and execution of organisational change projects. However, it is not clear how these disciplines should work together to deliver these projects. This research examined how Project Managers and Change Managers regard the contribution of both disciplines to different project stages and activities. Activities that uncontentiously fit within the domain of one discipline or the other were identified, allowing for the development of an activity-based comparative identity for these disciplines. Also identified were the activities and stages that were the subject of significant disagreement between the disciplines. Such activities are the likely sources of conflict between the disciplines, both in terms of abstract disciplinary boundary and workplace responsibility division. This research will be of value to Project Managers and Change Managers, by helping to identify potential areas of conflict, and developing a greater understanding of how both disciplines regard the other.	en_US
dc.relation.ispartof	Journal of Modern Project Management	en_US
dc.title	A comparison of Project Manager and Change Manager involvement in organisational change project activities and stages	en_US
dc.type	Journal Article
utslib.citation.volume	2	en_US
utslib.for	120201 Building Construction Management and Project Planning	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/e-Press
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Built Environment
pubs.organisational-group	/University of Technology Sydney/Strength - CMOS - Centre for Management and Organisation Studies
utslib.copyright.status	closed_access
pubs.consider-herdc	true	en_US
pubs.issue	2	en_US
pubs.publication-status	Published	en_US
pubs.volume	2	en_US

Abstract:

Project Managers and Change Managers both contribute to the planning and execution of organisational change projects. However, it is not clear how these disciplines should work together to deliver these projects. This research examined how Project Managers and Change Managers regard the contribution of both disciplines to different project stages and activities. Activities that uncontentiously fit within the domain of one discipline or the other were identified, allowing for the development of an activity-based comparative identity for these disciplines. Also identified were the activities and stages that were the subject of significant disagreement between the disciplines. Such activities are the likely sources of conflict between the disciplines, both in terms of abstract disciplinary boundary and workplace responsibility division. This research will be of value to Project Managers and Change Managers, by helping to identify potential areas of conflict, and developing a greater understanding of how both disciplines regard the other.

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http://hdl.handle.net/10453/33958