The document discusses the importance of an integrated approach to organizational change management (OCM) and project management. It emphasizes balancing rational and non-rational elements, having clearly defined scopes that allow for input on change, and aligning OCM and project activities. It also stresses the need for collaboration between the OCM team and IT team, with both understanding business needs and how people will use new systems. The OCM team must balance hard skills like analysis with soft skills like communication, while delivering tools and activities aligned with project stages from analysis to benefits tracking after rollout.

1. The tension of opposites

2. The tension of opposites

3. Integrated approach A remarkable Project Manager who ‘gets it’

4. Clearly defined scope framed with change input

5. Commonsense planning, thoughtful sequencing & scheduling of OCM & project activities

6. Date alignment

7. Balance rational & non rational