ABSTRACT
The parallel approach exists where the change team and the project team have their own sets of plans and measures. Optimal assumptions will facilitate a culture of partnership where Project Managers and Change Managers pool their expertise and skills effectively, to resolve problems relating to external adaptation. The Change Management team may or may not be financed by the project, but they will get their direction from the business-as-usual team. The project team needs to agree how to gather information and in a way that is agreeable to stakeholders if at all possible. The organization is constantly facing pressures from the external environment. These forces for change can be political, economic, social, environmental and regulatory in nature. Organizational structure defines how activities such as task allocation, coordination, problem-solving, decision-making and governance are all managed to enable the achievement of project goals and objectives. The three most common organizational structures are 'functional', 'matrixed' and 'projectized'.
