Abstract:

Organizational change projects seems to be one the most important and critical questions for many organizations. Indeed, over the last 20 years, in a research on project management Scott Keller and Carolyn Aiken demonstrate that 70 percent of change efforts within organizations fail . Many studies have been launched to try to understand what management approaches are needed for a successful change implementation. Dr John Kotter was one of those who initiated the field of change management. In 1995, he published a research revealing that only 30 percent of change efforts are successful. Recently, McKinsey and Company published a study which indicates that came to the exact same conclusion.

At the first looking, it is difficult to understand why so many of change projects fail, despite all research in disciplines of project management and change management. The purpose of this document is to analyze the reasons of this poor percentage of change project success. First, after enouncing the different theories that have been developed to manage a change project from disciplines of project management and change management we will try to show through recent researches and case studies that disciplines of change and project management could be not relevant to manage a change project.

Secondly, our purpose is to see what works best during successful change projects and which approaches have been used to reach targets. This is dealt with through a field study, case studies and best practices that have been developed from expected results.