Project Management and Organizational Change Integration Report

This report analyzes the integration of project management and organizational change, drawing from the work of Henry A. Hornstein and other researchers. It emphasizes the necessity of incorporating organizational change management (OCM) principles into project management methodologies for project success. The report discusses key concepts such as the role of project managers, the application of PMBOK and PMI frameworks, and the importance of stakeholder management and communication. It also examines the significance of leadership, the impact of middle management perspectives, and the application of action research models in managing change within organizations. The conclusion underscores the need for project managers to be well-versed in OCM to effectively navigate project implementations and achieve desired outcomes, while incorporating the change with the available resources and budget of a project.

Running Head: PROJECT MANAGEMENT
Integration of PM an organizational Change
Name of the Student
Name of the University
Author Note

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Introduction
The article is about integration of project management and organisational change
management’s necessity by Henry A. Hornstein. The main theme of the article is to understand
the changes management that the organisation incorporates for the success of the project going
on (Hornstein, 2015). The supportive literate of PMBOK and PMI are relevant to the topic too.
Summary
In organizations the requirement of the changes are expected to come from incorporating
the elements to be changed and in order to achieve the desired success the organisational changes
are ensured to be incorporated. The successful implementation of the initiative in any
organisation is depicted by the changes in the leadership and management of the organisation
(Sareminia et al., 2016). In this case study, a project is considered to be the initiatives of
organisational change and it is expected that the project managers must apply the methodologies
of organizational change in their team of project.
Project management is defined a series of tasks and activities that has a common goal to
achieve, that activities are expected to have a starting date and a finishing date, it has a fixed
budget, schedule, people, tools and techniques involved in it. It is the application of skills,
techniques and tools on the available resources and knowledge (Zulch, 2014). The tools and
techniques of project management are use of CPM, PERT chart, Gantt chart are some examples
of it.
The case study also discusses about the PMBOK, it consist of several process groups
and knowledge areas. The knowledge areas are integration, cost, human resource, scope, time,
quality, risk, communication and procurement management. The process groups are initiation,

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planning, monitoring, executing and closure (Kerzner, 2017). However, UK also has similar with
a broader concept of PMI’s model. Incorporating technology, people, objective, environment,
commercial issue, strategies, etc.
The most important aspect of project management is that its success with the provided
constraints. The success factor are also important to be considered and the biasing of its cause
will not only depend on the human factors but also the technical factors. The technical and non-
technical project management have huge gap, the non-technical leadership consist of the
assigning works to the members, arranging the stakeholders for communication of the changes in
a project and the technical leadership is the time, quality and risk management (Lappe & Spang,
2014). There is a high expectation of integrating both with each other. The perspective of middle
management is another factor that contributes in the human factors such as control oriented,
activity centred issues, related to the delivery or the execution of the project. The acceptance of
the changes is what matter most in project management. The management of employees is given
preference in this case study and also to the fact that the employees must take initiatives on their
own in order to make the project successful.
The changes that needed to be implemented in the project is addressed by the proper
management of the stakeholders and arranging proper communication between them. Change is
considered to be an effective feature of project management that tests the ability and capacity if
an organisation and the project managers are trained by high managerial skills. The changes also
allow innovation within the organisation (Sinaga et al., 2018). The familiarisation of the project
managers must be with the techniques and tools so that implementation of the changes can be
done effectively. The effective management of change is an important competence or any
organisation and reaches the success of a project. The relation between the project success and

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the user of the project are high and it is given highest priority within the overall project
management.
Analysis
I think that the author have discussed about several sections of project management and
mainly focused on the change management of the project and how that is handled by the
organization as well as the project management. However, the action research model is the best
model that conducts cyclic process of acquiring information about organization and that becomes
a guide to take actions. The key theory of this model is to follows its steps sequentially, such as
entry, contracting, diagnosis, feedback, planning of change, action and evaluation.
Conclusion
It can be concluded that the organizational changes can be incorporate with the available
support from the PMBOK and efficient Project Managers of particular project. The awareness of
the impact of the changes will also help in implementing the changes with the available
resources and budget of a project.

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Reference
Hornstein, H. A. (2015). The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2),
291-298.
Kerzner, H. (2017). Project management: a systems approach to planning, scheduling, and
controlling. John Wiley & Sons.
Lappe, M., & Spang, K. (2014). Investments in project management are profitable: A case study-
based analysis of the relationship between the costs and benefits of project
management. International Journal of Project Management, 32(4), 603-612.
Sareminia, S., Shamizanjani, M., Mousakhani, M., & Manian, A. (2016). Project knowledge
management: An ontological view. Knowledge Management & E-Learning, 8(2), 292.
Sinaga, H. G., Asmawi, M., Madhakomala, R., & Suratman, A. (2018). Effect of Change in
Management, Organizational Culture and Transformational Leadership on Employee
Performance PT. AdhyaTirta Batam (PT. ATB). International Review of Management
and Marketing, 8(6), 15.
Zulch, B. G. (2014). Communication: The foundation of project management. Procedia
Technology, 16, 1000-1009.