Changes of organizations by projects

Permanent organizations, such as companies, divisions, profit and cost centres, as well as temporary organizations, i.e. projects and
programmes, change. Different change types, namely organizational learning, further developing, transforming and radical re-positioning
can be described by specific chains of processes. For performing change processes of permanent organizations projects and programmes
can be applied.
In the literature the differences between changes, processes, programmes and projects are not clearly defined and therefore also change
management is not related appropriately to process, project and programme management. There exists a misperception regarding the
relationship between changes and programmes (and projects). Changes are perceived to be managed within programmes (and projects)
instead of perceiving programmes (and projects) as organizations to manage the changes.
For the definition of change types, of change objects and for the description of changes an action research approach was applied. The
author developed together with representatives of different client organizations models for change management and applied those as
practical solutions for these organizations.