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?