A delicate world economy has given birth to an era of extraordinary change. The usual push to manage costs has spun into a major shove. Companies must pursue significant organizational, process and technology projects to address this business reality. Although project management (PM) skills and resources are obvious requirements, organizational change management (OCM) is the key to success.

Project management addresses the technical or task side of a change. Project Managers use their training and experience to create detailed project plans and measure progress by completing tasks on time and within budget. They declare victory (and generally move on to the next thing) when the new technology and processes are in place, the staff is trained and the organizational charts are redrawn. But is the project really done or, more importantly, a success?