The Integration of change management and project management – The Role of the PMO


By Waffa Karkukly, PhD, PMP, ACP, CMP

Ontario, Canada

Prof. Laurence Lecoeuvre, PhD

Lille, France


Project Management and change management are considered as discrete management approaches, which require specific roles, specific methods and terminologies. While differentiation between these approaches provides clear structures and alignment; on the other hand, the practical application of project management and change management calls for these approaches to be amalgamated at an organizational level as well as at an individual level contributes to the management quality.

The specific aims of this paper would be to present the research questions, research methodology, and the early finding from focus-group workshop that was conducted June 2014. As a result, to demonstrate the benefits of integrating/ aligning project management and change management approaches. Explore the role of the PMO if an integration management model applies.


Project Management, Change Management, Integration, alignment, PMO, CMO, and OCM

Research Questions

The research seeks to answer the following questions:

  • What are the benefits that an organization could gain in aligning /integrating project management and change management approaches?
  • How can project management and change management be aligned?
  • What is the role of the PMO, if an alignment is applied?

Research Design and Methodology

The research is based on the organizational paradigm of the Social Systems Theory (Luhmann 1995) and the epistemological paradigm of the Radical Constructivism (von Glasersfeld 1995) which are combined with a qualitative research approach (Cresswell 1994, Yin 2003). In this project of research, the following research methods are applied: Literature review, qualitative interviews with managers of project, managers of change, leaders of project management offices, and change management offices, case studies and focus group workshops (Morgan 1997) with experts from academia and practice to ensure the viability of the research results.


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About the Authors

waffa-karkuklyWaffa Karkuklyflag-canada

Ontario, Canada

Waffa Karkukly is currently the President and Managing Director for the www.globalpmosolutions.ca. During her career, she has been involved in managing technology and project management offices, as well as being a strategist and change agent transforming organizations through alignment between strategy and operation and delivering through projects, programs and portfolios. Waffa has helped organization improve their IT and / or Project management practices through building standards and proven solutions that improved the delivery process of an organization. Waffa is an active PMI member and a frequent speaker and panelist at the various PMI events. Waffa has a BSC in Information Systems from DePaul University and an MIT from Northwestern University in the United States, and a PhD from SKEMA School of Business in France. She is a certified project management professional (PMP) and Agile Certified Professional (ACP) by the Project Management Institute (PMI®), as well as a Change Management Practitioner (CMP). Waffa is dedicated to improving the understanding and standards of project management practices, especially in the Value proposition of building and sustaining successful PMOs. Waffa can be reached at

[email protected].

pmwj29-Dec2014-Karkukly-LECOEUVREProf Laurence Lecoeuvre, PhDflag-france

Lille, France

Pr. Laurence Lecoeuvre was formerly an International Director within the industrial sector and car industry (1984-2001). She integrated SKEMA Business School in 2001. After a few years as Business Programs Director, she is today Director of Project Management Department. A member of the Board of Directors, she is Associate Dean in charge of the coordination of the doctoral programmes of the Group. She is in particular piloting the PhD and the DBA in Programme & Project Management.

Laurence is mainly teaching research methodology to MBA and PhD/DBA students; especially qualitative research and data interpretation, and system modelling; she also teaches project management fundamentals, project marketing and management of stakeholders, to Master programmes. Laurence is also involved in Executive Education.

Her PhD (2005, at Ecole Centrale Paris) focused on the links between project marketing and project management, in the sector of Business to Business; she continues to develop her research on the topic of project marketing; but also on governance. She received the “Habilitation to Direct Reseach” (HDR) in 2009 at Lille University.

She publishes in international journals, publishes books and chapters with renowned colleagues in the area of project management, in particular on the topics of project marketing, on sustainable project performance and/or on project governance.