Published here September 2003. 

Abstract | Introduction | Change Management and Project Management 
Sources of Authority | Managers, Champions and Agents
Practical Lessons Learned | Summary

Steve Slusarenko, PMP
Steve Slusarenko is an independent management consultant with almost thirty years of construction industry background. He has spent the last seven years assisting major corporations, mainly in the United States, to become more competitive through the development and use of appropriate project management philosophy, tools and techniques. In particular, this has included the implementation of Systems Applications Products and Data Processing (SAP) software. He lives in British Columbia, Canada, and enjoys finding and restoring old classic cars as a hobby.


Change management in the context of this paper is the process of setting, managing and meeting the expectations of stakeholders to ensure project success. It is not about scope control and management of changes to scope, schedule, or quality, although these attributes impact the change management process. These latter types of changes are usually known as "change control" or "engineering change control" which is a functional process within project management and is not considered in this paper.

Hence, we discuss change management as a project in its own right and how that relates to the successful delivery of projects. This aspect is distinct and different from "change control" and suggests the following definitions:

Change (noun): An event that occurs when something passes from one state or phase to another.
Example: "The change was intended to increase sales."

Management (noun): The act of managing something
Example: "He was given overall management of the program."

Project (noun): A process that consumes resources and delivers a product, i.e. a change, within certain time constraints.


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