Changes of organizations by projects

Permanent organizations, such as companies, divisions, profit and cost centres, as well as temporary organizations, i.e. projects and programmes, change. Different change types, namely organizational learning, further developing, transforming and radical re-positioning can be described by specific c...

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Bibliographic Details
Published in:International journal of project management 2010-05, Vol.28 (4), p.314-327
Main Author: Gareis, Roland
Format: Article
Language:English
Subjects:
Change
Change management
Management of change
Organizational change
Process
Process management
Programme
Programme management
Project
Project management
Studies
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Summary:Permanent organizations, such as companies, divisions, profit and cost centres, as well as temporary organizations, i.e. projects and programmes, change. Different change types, namely organizational learning, further developing, transforming and radical re-positioning can be described by specific chains of processes. For performing change processes of permanent organizations projects and programmes can be applied. In the literature the differences between changes, processes, programmes and projects are not clearly defined and therefore also change management is not related appropriately to process, project and programme management. There exists a misperception regarding the relationship between changes and programmes (and projects). Changes are perceived to be managed within programmes (and projects) instead of perceiving programmes (and projects) as organizations to manage the changes. For the definition of change types, of change objects and for the description of changes an action research approach was applied. The author developed together with representatives of different client organizations models for change management and applied those as practical solutions for these organizations.
ISSN:0263-7863
1873-4634
DOI:10.1016/j.ijproman.2010.01.002