ABSTRACT
The manager of the project was from a technical background but, in hindsight, the project should have been managed by someone with people skills and experienced in organisational change. The degree of application and success of methods developed for technical projects depends largely on the type of non-technical project. An example non-technical project would be one involving a group of people doing something such as 'moving to a new office', or 'consulting with the community', or 'campaigning for political office', 'feeding the dog' or 'going shopping'. From a management function point of view, there is no difference between technical and non-technical projects. Mixed projects with an emphasis on the non-technical side commonly occur in service industries with mergers and take-overs. A project centred on an organisation being ready for the problems that may or may not have been generated by the so-called 'millennium bug'.
