Project managers’ and change managers’ contribution to success

Pollack, J; Algeo, C

Project managers’ and change managers’ contribution to success

Pollack, J

Algeo, C

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Publication Type:: Journal Article
Citation:: International Journal of Managing Projects in Business, 2016, 9 (2), pp. 451 - 465
Issue Date:: 2016-04-04

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Field	Value	Language
dc.contributor.author	Pollack, J https://orcid.org/0000-0001-8879-9408	en_US
dc.contributor.author	Algeo, C https://orcid.org/0000-0003-4241-1310	en_US
dc.date.available	2020-05-25T19:02:22Z
dc.date.issued	2016-04-04	en_US
dc.identifier.citation	International Journal of Managing Projects in Business, 2016, 9 (2), pp. 451 - 465	en_US
dc.identifier.issn	1753-8378	en_US
dc.identifier.uri	http://hdl.handle.net/10453/44054
dc.description.abstract	© 2016, © Emerald Group Publishing Limited. 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.	en_US
dc.relation.ispartof	International Journal of Managing Projects in Business	en_US
dc.relation.isbasedon	10.1108/IJMPB-09-2015-0085	en_US
dc.rights	info:eu-repo/semantics/openAccess
dc.title	Project managers’ and change managers’ contribution to success	en_US
dc.type	Journal Article
utslib.citation.volume	2	en_US
utslib.citation.volume	9	en_US
utslib.for	12 Built Environment and Design	en_US
utslib.for	1202 Building	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	15 Commerce, Management, Tourism and Services	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	open_access
pubs.issue	2	en_US
pubs.publication-status	Published	en_US
pubs.volume	9	en_US

Abstract:

© 2016, © Emerald Group Publishing Limited. 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.

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http://hdl.handle.net/10453/44054