While organizational change is often recognized as a distinct type of project or program, most projects require some degree of organizational and behavioral change. The degree of change will most likely be higher in projects and programs designed to achieve organizational change. Yet, projects designed for other outcomes often require structural change in order to achieve the desired result. Based on the results of a quantitative research study, this book demonstrates that project and program management professionals appear to be embracing change implementation practices, even when change processes are not included in project performance goals and objectives. With a primary emphasis on the practices and processes employed by project management practitioners, the study shows a wide use of change management principals by project management practitioners across a varied range of industries. Project Management and Organizational Change offers valuable insights to practitioners across the project management discipline. Major implications of the study include: Project, program, and change implementation practices have a major impact on project success and outcomes; The strongest indicators of the likelihood of project success are drawn from the change management toolkit: Making informed decisions Ensuring business integration Practitioners who hold professional certification appear more likely to incorporate business integration practices With the professional formation of change implementation virtually in its infancy, the project management community has the opportunity to expand the integration of change implementation in various industries.