ABSTRACT
In the author's experience, many project managers focus on the project in a very linear way and follow critical paths in the hope that they can deliver the project. This can be a successful way to deliver a project, but the generally high failure rate of projects suggests that this is not enough, particularly where the objective of the project is to bring about a sustainable change. This suggests then that in order to be a good project manager, one also has to be a good change manager. Within academic circles, change' tends to be divided into two categories: incremental change and transformational change. Incremental change tends of be of a more gradual nature and although it can be either planned or emergent, it is generally about the continuous enhancement of products or services. Transformational change is about organisation-wide projects that involve replacing old ways of working and thinking with new ones.
