Dissertation/Thesis Abstract

An integrated change model in project management
by Cheung, Man, M.S., University of Maryland, College Park, 2010, 88; 1489150
Abstract (Summary)

Organizations need to change constantly for their survival and success, and project management has been extensively used to implement organizational change. However, studies show only less than 20 percent of organizational change projects actually succeed. This may indicate the lack of a valid model for project managers to successfully implement and manage organizational change projects since what is currently available is a wide range of organizational change models that neither are in a project management context nor pay adequate emphasis on the people-side of change. Under these circumstances, this paper has attempted to build an integrated change model in a project management context. To construct such a change model, we integrates widely cited change models in the organizational change field and the Transtheoretical Model (TTM) (Prochaska, DiClemente, 1984, 1994) in the individual behavior change field with the project management process groups (PMI, 2008).

Indexing (document details)
Advisor: Cable, John H.
Commitee: Baecher, Gregory B., Davis, Jocelyn S., Skibniewski, Miroslaw J.
School: University of Maryland, College Park
Department: Civil Engineering
School Location: United States -- Maryland
Source: MAI 49/04M, Masters Abstracts International
Subjects: Management, Organization Theory
Keywords: Change model, Organizational change, Project management
Publication Number: 1489150
ISBN: 978-1-124-48648-2
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