Abstract
The relationship between managing change, and managing projects and programmes has been a matter of recent debate. This paper will contribute to this debate by exploring two dimensions - projects as the content of change, and projects as the process of change. Projects form the process of change when the organisational changes are managed as a project, and projects form the content of change when the intent of the change process is a managing by projects form of organisation. This exploration will be conducted through a single rich case, using Pettigrew's well-established context, content, process model of organisational change. In presenting the case we will identify the paradox that the organisational change towards managing projects is not itself managed as a project, and we suggest that this paradox provides a good opportunity for stimulating novel lines of enquiry in research on project organising. © 2011 Elsevier Ltd.
| Original language | English |
|---|---|
| Pages (from-to) | 141-152 |
| Number of pages | 11 |
| Journal | International Journal of Project Management |
| Volume | 30 |
| Issue number | 2 |
| DOIs | |
| Publication status | Published - Feb 2012 |
Keywords
- Government projects
- Managing by projects
- Managing change
- Managing programmes