ABSTRACT
A very high percentage of projects are concerned with bringing about organisational change and yet project managers often fail to take sufficient account of the psychological processes involved in managing change and people. There has been a great deal of research carried out over the years, looking at why projects have such a high failure rate and various explanations have been suggested. Emerging research has indicated that the softer, people management skills are the ones that differentiate between success and failure, as opposed to the more technical skills. Much of the research and practice in organisational psychology can be applied to project management in order to maximise the chances of delivering a successful project.
