ABSTRACT
This chapter talks about the role of project management in business transformation. The techniques needed by managers to support working people as they collaborate to improve their practices are profoundly different from the planning, organization and control techniques brought to bear on business transformation by conventional project management. Any business transformation project goes through a sequential transfer of ownership. Business transformations may be incremental or radical, but whatever their basic form, transformation projects will comprise both transactional and journey-of-change components. Many business transformations are matters of great complexity. The essence of ProjectCraft is the ability to find the appropriate mode through which the business transformation project can be presented to the wider world. The value-chain argument for a transformation programme links the outcomes of the projects to the social benefits that may follow, and is encapsulated in the final right-hand boxes of the cause-and-effect diagram.
