Your SlideShare is downloading. ×
Change control
Upcoming SlideShare
Loading in...5

Thanks for flagging this SlideShare!

Oops! An error has occurred.


Saving this for later?

Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime - even offline.

Text the download link to your phone

Standard text messaging rates apply

Change control


Published on

  • Be the first to comment

  • Be the first to like this

No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

No notes for slide


  • 1. Guest editorial Change management and projects It has long been suggested within the project manage- ment literature that projects and programs are a way of organizing change within organizations [1]. However, while significant research has been conducted in both the change management and project management literatures, there has been little engagement between the two. To make a start in filling that gap, we plan a special issue of the International Journal of Project Management on Change Management and Projects. This will be linked to the international project management conference, happy projects on the topic ‘‘Pro- jects and Change (again)” sponsored by the Projektman- agement Group of the Vienna University of Economics and Business Administration held in Vienna in June 2009. 1. Change management Social systems, such as teams, organizations, and socie- ties, change [2]. Permanent organizations, such as compa- nies and profit centres, as well as temporary organizations, such as projects and programs, can all be subjected to change. Levy and Merry [3] offer a development model for orga- nizations which differentiates between ‘‘first order change” and ‘‘second order change”. The first order change leads to a quantitative, content-related and gradual change, the sec- ond order change, however, is qualitative and sudden. It leads to a new identity of the considered organization. Sec- ond order changes, which are required because of a discon- tinuous development of the organization, can be differentiated in ‘‘Radical New-Positioning” and ‘‘Trans- forming” according to the demand for and the potential to change (see Fig. 1). Discontinuities comprise crisis and chances of organiza- tions. Crises can result from a basic shift of the market or from a necessary recall campaign of a faulty product. Chances can arise from entering into a strategic alliance, from a merger with another company or as a result of the accessibility of new technologies [4]. 2. Designing of the change process by projects Many organizations apply projects for organizing change. Projects can provide an impetus to overcome resis- tance, allowing the change to build up a momentum and they can be used to pilot the change [5]. Different change management models describe different phases of a change process (for example see [6,7]). The dif- ferentiation of the change types allows the design of specific change processes and relating selected phases to projects or programs [8]. Fig. 2 is based on the change process devel- oped by Heitger and Doujak [7] and relates different phases to possible organization forms. While the project management practitioner community suggests that projects and programs are applied for manag- ing change in organizations [9], the research community has been slow to respond. Research has been published in the project management literature (for example see [10–12]) but to date there has been very little interaction be- tween the project management and change management communities, and very little recognition in the change man- agement community of the value of project and program management in implementing change. We propose this spe- cial issue of the International Journal of Project Manage- ment to stimulate further debate on the role of project management in implementing change. The special issue will be linked to the annual international project management conference in Austria. 3. The conference, happy projects ‘09: projects and change (again) The conference will be held on 4th and 5th of June 2009 in Vienna, Austria. It is one of a series of conferences stretching back 25 years. It is hosted by the Projektman- agement Group of the Vienna University of Economics and Business Administration, and is organized by Roland Gareis Consulting. The topic for 2009 is ‘‘Projects and Change (again)”, as organizations not only change once but must change again and again. 4. Call for papers We seek for papers that focus on second order change and especially discuss the relationship between change management and project management. Papers may include topics such as 0263-7863/$34.00 Ó 2008 Elsevier Ltd. All rights reserved. doi:10.1016/j.ijproman.2008.09.009 Available online at International Journal of Project Management 26 (2008) 771–772
  • 2. Relationship between change management and project and program management. Projects and programs for the design of the change process. Project and program management for different change types and change processes. Relationships between roles in the change process and project and program roles. Relationships between interventions in the change pro- cess and in projects and programs. Individual and organizational change management com- petences in project-oriented companies. HR and change management in the project-oriented company. The papers will go through a double blind reviewing process. Following the schedule is outlined. As a first step we welcome abstracts (800-1000 words) by 1st March 2009. Authors will be notified by 30th March 2009. The Conference happy projects ’09: Projects and Change (again) takes place 4th and 5th June 2009. Full papers are to be submitted by 10th June 2009. Papers are finally selected for the special issue by 30th July 2009. Authors return revised papers by 30th August 2009. The papers are published in the IJPM special issue in November 2009. If you wish to submit an abstract please send it to Mar- We are looking forward to reading your work and meeting you at the happy projects ’09 conference: projects change (again) in Vienna. References [1] Turner JR, Grude KV, Turloway L, editors. The project manager as change agent. London: McGraw-Hill; 1996. [2] Luhmann N. Social system. Stanford, CA: Stanford University Press; 1995. [3] Levy A, Merry U. Organizational transformation: approaches, strategies, and theories. New York: Praeger Publisher; 1986. [4] Gareis R. Change-management and projekte. In: Wald A, editor. Advanced project management. Berlin: Lit Verlag; 2008. [5] Turner JR, Mu¨ller R. On the nature of the project as a temporary organization. Int J Project Manage 2003;21:1–8. [6] Kotter JP. Leading change. Why transformation efforts fail. Harvard Bus Rev 1995;52(2):106–14. [7] Heitger B, Doujak A. Harte Schnitte, neues Wachstum. Die Logik der Gefu¨hle und die Macht der Zahlen im Changemanagement. Vienna: Ueberreuter; 2002. [8] Gareis R. Happy projects. Vienna: Manz; 2006. [9] Office of Government Commerce, Managing Successful Programmes, second ed. London: The Stationery Office; 2007. [10] Pellegrinelli S, Partington D, Hemingway C, Mohdzain Z, Shah M. The importance of context in programme management: an empirical review of programme practices. Int J Project Manage 2007;25:41–55. [11] Lehtonen P, Martinsuo M. Change program initiation: defining and the program-organization boundary. Int J Project Manage 2008;26:21–9. [12] Johansson S, Lo¨fstro¨m M, Ohlsson O¨ . Separation or integration? A dilemma when organizing development projects. Int J Project Manage 2007;25:457–64. Guest editors Roland Gareis Martina Huemann * WU-Wien, Projektmanagement Group, Franz-Klein Gasse 1, 1190 Vienna, Austria * Tel.: +43 1 4277 29406 E-mail addresses: (R. Gareis) (M. Huemann) Radical New- Positioning Transforming Organizational developement Organizational learning low high Potential for change Demand for change Second order First order low high Fig. 1. Change types after Gareis. Interrupt the routine Develop a vision, a plan Make decisions Implement Conception Pilot Implementation Working group or project Project or program Further implementations and stabilize success Project or program Fig. 2. Design of the change process ‘‘Transforming”. 772 Guest editorial / International Journal of Project Management 26 (2008) 771–772