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Contrary to what seems to be the current practice advocated by the Project Management Institute (PMI), an influential organization that qualifies project managers globally, project management processes must also consider how to engage employees from the beginning so that they come to see any initiative as their own, and not simply as something to be done because they are told. This article stresses the importance of employee adoption of change, the integration of project management and change management, and organizational change management (OCM).

Changing the Canadian public service has been a perennial goal of almost every government. But the failure of the change exercises, has highlighted how the best-intended change management can be outdone by a lack of clarity, resolve and purpose. This author suggests what managers need to do to get the job done