Organizational Change: A Possibility, Not a Farce

Amir Nasiri is a Project Management Professional (PMP)® certification holder and a proud PMI member. He is also a Certified Scrum Master from Scrum Alliance and is a proud Scrum Alliance Member. Mr. Nasiri has been practicing project management for the past 15 years. He has created a PMO, coached and trained other project managers, established governance and best practices, and has been the author of several articles promoting the project management and scrum communities.

  Change Management   Strategy   Knowledge Shelf  

Executive Summary
I have been managing projects for the past 15 years. In all my years of project management, three things have been very clear to me: people, executives, and budget. The success of any project is dependent upon the executive commitment, a sound organizational foundation to support the project managers, and the availability of resources (i.e., people and money).

Project managers are most often caught in the middle of the politics or a lack of leadership. The fact that most companies lack the organizational structure to support project managers, often results in project managers being used as scapegoats for the failure of projects. This is often because they were set up for failure from the start because the organization was not ready for change or project management.

After reading a series of books and understanding the challenges that come with organizational change, I was not satisfied with the information provided since the majority have been written to satisfy the reader and/or were geared toward an academic audience. Most of these books couldn’t address the realities of organizational change and did not really provide the truth about the challenges that can originate from executives, management, and the resources that are involved in an organizational change.

The psychology behind organizational change is incredibly complicated. The …

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