The document discusses the importance of organization change management (OCM) in maximizing the business value of projects. It notes that 60% of change projects fail due to not realizing business benefits. An example is given of a company that spent millions on a new automated warehouse system but saw dismal results due to lack of change management. The document advocates for integrating OCM strategies and processes with project portfolio management (PPM) to help ensure successful adoption of changes and realization of benefits. It provides models and recommendations for how project managers can assess change impact and partner with OCM specialists to develop strategies tailored to the level of impact and complexity of changes in a given project or program.