MANAGING PROJECTS AND MANAGING CHANGE: THE SOLUTION TO PM VS. OCM

Projects fail a lot, and for many reasons.  One completely avoidable reason for failure, however, is the unnecessary distinction between two domains: Project Management (PM) and Organizational Change Management (OCM).

Across the industry, there is a lot of discussion and description regarding whether PM or OCM is more necessary.  There is even more building of methodological and philosophical empires and reinforcing of positions, but not much progress with making projects more generally successful.  Opinions about the relationship between PM and OCM oscillate between imagining the often-fuzzy distinction as a clear line bisecting the domains and obfuscating any difference by conflating the terms and tools.  The lack of clarity makes it challenging to understand which pursuit is most responsible for project success and how to harness it.

See the rest at HarrisburgU.edu

Dr. Philip D. Mann, PMP, PMI-RMP

Dr. Philip D. Mann brings 17 years of experience at the Federal Aviation Administration to the intersection of artificial intelligence, safety systems, and organizational risk management. As an internationally recognized expert in aviation operations and safety, Dr. Mann has appeared in major news outlets providing critical analysis on aviation incidents and safety protocols.

Currently affiliated with Embry-Riddle Aeronautical University, Dr. Mann combines academic rigor with real-world operational expertise. With a PhD in Organization and Management, complemented by an MBA, MPA, and BS in Business Management, Dr. Mann bridges the gap between theoretical frameworks and practical implementation. Professional certifications include PMP and PMI-RMP credentials from the Project Management Institute.

Dr. Mann's forthcoming book, The SCAR Framework: A Systematic Approach to AI Decision-Making in Critical Systems, provides executives and safety professionals with a field-tested methodology for determining when and how to responsibly implement artificial intelligence in high-stakes environments. The framework—addressing Safety, Complexity, Accountability, and Resilience—emerged from extensive research in transportation, healthcare, defense, and public infrastructure sectors.

Specializing in project management, organizational behavior, and educational technologies, Dr. Mann consults with organizations navigating the complex landscape of digital transformation in safety-critical operations. Their work emphasizes evidence-based decision-making, risk quantification, and the human factors essential to the successful integration of technology.

When not analyzing safety systems or developing risk management strategies, Dr. Mann pursues science-based bodybuilding and is actively learning Latin American Spanish—disciplines that reinforce the same systematic approach to excellence that characterizes their professional work.

https://www.scarframework.com
Previous
Previous

CP2077: THE COST OF POORLY MANAGING EXPECTATIONS

Next
Next

PROJECT ESTIMATES AND UNDERSTANDING SUCCESS