Change Management vs. Project Management: Key Differences

I. Introduction: Navigating the Intertwined Worlds of Change and Projects: A Symphony of Delivery and Adoption

“According to the Project Management Institute (PMI), only 57% of projects are completed on time and within budget.” This sobering statistic underscores the persistent challenges organizations face in achieving project success. While factors like scope creep, inadequate risk management, and poor communication often contribute to project failures, a less visible but equally critical factor is often overlooked: change management. Projects, by their very nature, are designed to deliver change—new systems, processes, products, or services. However, the mere delivery of a project’s output does not guarantee its successful implementation or the realization of its intended benefits. This is where the crucial distinction between project management and change management becomes paramount.

Project management, a discipline honed over centuries, is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements. It’s a structured approach to managing temporary endeavors—projects—undertaken to create a unique product, service, or result. Project managers are the orchestrators of this process, skillfully navigating the complexities of scope definition, schedule development, budget allocation, resource management, risk assessment, and stakeholder communication. They employ methodologies like Waterfall, Agile, or Hybrid to guide their teams through the project lifecycle, from initiation and planning to execution, monitoring & controlling, and closure. Their focus is on delivering tangible deliverables—the concrete outputs of the project—within the constraints of the project baseline (scope, time, and cost). They track Key Performance Indicators (KPIs) like Schedule Performance Index (SPI), Cost Performance Index (CPI), and Earned Value (EV) to measure progress and ensure the project stays on track.

Change management, while often intertwined with project management, is a distinct discipline focused on the people’s side of change. It recognizes that change, even when meticulously planned and flawlessly executed from a technical standpoint, can be disruptive and challenging for individuals and teams. Change management is the process of preparing, equipping, and supporting individuals to successfully adopt and embrace a change, ensuring that the intended benefits are realized and sustained over the long term. Change management professionals, often employing models like ADKAR, Kotter’s 8-Step Change Model, or Prosci’s Methodology, focus on stakeholder engagement, communication planning, training development, resistance management, and benefit sustainment. They work to influence adoption rates, improve user satisfaction, and drive behavioural change within the organization. They are concerned with the organizational change management (OCM) strategy and its successful execution.

Understanding the fundamental differences between these two disciplines is not just academically interesting; it’s absolutely crucial for project success and overall organizational effectiveness. Conflating project management with change management, or worse, neglecting the latter entirely, can lead to a range of negative consequences: unrealized ROI, low user adoption, increased resistance, project delays, budget overruns, and, ultimately, project failure. A project can be technically perfect, delivering all its planned outputs, yet still fail to achieve its intended business outcomes if the resulting change is not effectively managed. For example, a new CRM system, even if flawlessly implemented, will not improve sales performance if the sales team doesn’t adopt it and use it effectively.

II. Defining Project Management: The Art of Execution – Orchestrating Delivery within Constraints

Project management is the disciplined application of knowledge, skills, tools, and techniques to project activities to meet stakeholder needs and expectations. It’s about delivering a unique product, service, or result within the project baseline—scope, schedule, and budget. Project managers are the conductors, balancing competing demands to achieve desired outcomes. A project is a temporary endeavor to create a unique deliverable. Project management provides the framework for this temporary, unique undertaking.

• Must Check: What Is a Project Management Framework?

Key characteristics include:

• Defined Scope: A meticulously documented definition of project inclusions and exclusions. This includes requirements gathering, a Work Breakdown Structure (WBS), and a scope statement. Scope control prevents scope creep.
• Specific Deliverables: Measurable and verifiable outputs—the tangible products of the project. Acceptance criteria define deliverable validation.
• Established Timelines: A managed schedule with start/end dates, milestones, dependencies, and resource allocations. Schedule development uses Gantt charts and network diagrams. Schedule control uses Schedule Variance (SV) and Schedule Performance Index (SPI).
• Allocated Resources: Strategic assignment of people, equipment, materials, and budget. Resource management includes capacity planning, levelling, and smoothing, as well as considering resource calendars and availability.
• Clear Milestones: Checkpoints marking key activity/deliverable completion. They track progress, identify delays, and aid stakeholder communication.
• Defined Project Lifecycle: Structured phases from conception to closure. Models include Waterfall, Agile, and Hybrid.

Must Check: Agile vs. Waterfall: A Strategic Guide for Project Managers (with Detailed Comparison Chart)

Core project management processes (Source: PMBOK Guide):

• Initiating: Defining and authorizing the project via a project charter and stakeholder analysis.
• Planning: Developing the project management plan—scope, schedule, budget, resources, risks, communication, and stakeholder engagement. The project baseline is established here.
• Executing: Carrying out the plan, managing the team, producing deliverables, and handling stakeholder expectations.
• Monitoring & Controlling: Tracking progress against the project baseline, identifying deviations, and taking corrective actions. This uses Earned Value Management (EVM), change control, and risk monitoring and control. Performance reporting is crucial.
• Closing: Formally complete the project, including administrative and contract closure, and capture lessons learned. Project handover is key.

Methodologies offer frameworks. The waterfall is sequential and used for well-defined requirements. Agile is iterative, emphasizing flexibility. Hybrid models combine both.

You May Also Check:

• Online Project Management Software: Key Tool in Agile PM
• Using a Project Management System for Agile Projects

III. Defining Change Management: The Science of Adoption – Enabling Transformation Through People

Change management is the discipline focused on the people side of change—preparing, equipping, and supporting individuals, teams, and organizations to successfully adopt and embrace change, realizing and sustaining intended benefits. It’s about minimizing disruption, maximizing buy-in, and facilitating smooth transitions. Change management professionals act as catalysts, guiding stakeholders through change.

Key characteristics include:

• Focus on People: Change management addresses the emotional, psychological, and behavioral aspects of change, recognizing diverse individual reactions. Understanding organizational culture, employee engagement, and change readiness is crucial.
• Communication: Effective, consistent, and transparent communication is paramount. This includes a communication plan, tailored messaging, and active listening. Stakeholder analysis informs communication.
• Training: Providing training, coaching, and support for effective use of new systems, processes, or tools. This involves training materials, training programs, and post-implementation support. Knowledge transfer is key.
• Stakeholder Engagement: Active stakeholder involvement builds buy-in and addresses needs. This includes stakeholder analysis, engagement plans, and expectation management.
• Resistance Management: Proactively identifying and addressing resistance, understanding root causes, and developing mitigation strategies. Change champions are vital.
• Benefit Sustainment: Ensuring benefit realization and long-term sustainment. This includes benefit realization plans and KPI monitoring.

• Must Check: The Ultimate Guide to Creating a Risk Management Strategy

Common change management models offer frameworks:

• ADKAR (Prosci): Focuses on individual change—Awareness, Desire, Knowledge, Ability, Reinforcement. It assesses change readiness and identifies barriers.
• Kotter’s 8-Step Model: A sequential approach to organizational change, emphasizing leadership commitment and cultural support.
• Prosci Methodology: A comprehensive framework for individual and organizational change, including tools for stakeholder analysis, communication planning, and resistance management.

CTA: Stop thinking about projects and start thinking about transformation. Prioritize both delivery and adoption. Talk to Our Product Specialists. Book A Demo!

IV. Key Differences: Unpacking the Distinctions – Delivery vs. Adoption

While intertwined, project management and change management are distinct disciplines. Here’s a breakdown of their key differences:

• Focus: Project management’s primary focus is on deliverables—the tangible outputs, products, or services a project produces. Change management’s focus is on adoption—how effectively individuals, teams, and the organization embrace and utilize those deliverables. Project management asks, “Did we build it?” Change management asks, “Are they using it, and is it making a difference?”
• Metrics: Project management success is traditionally measured by the triple constraint: schedule (meeting deadlines), budget (staying within allocated funds), and scope (delivering the agreed-upon functionality). Change management success is measured by adoption rates (percentage of users actively using the change), user satisfaction (how positively users perceive the change), and benefit realization (achieving the intended business outcomes).
• Timeframe: Project management operates within a defined project lifecycle—a specific start and end date. Change management’s timeframe often extends beyond project closure, focusing on the long-term sustainment of the change and the ongoing realization of benefits. The project delivers the change; change management ensures it sticks.
• Success Measurement: Project management success is determined by meeting project objectives and delivering the planned outputs within the defined constraints. Change management success is defined by the sustained adoption of the change and the realization of its intended benefits. A project can be “successful” by delivering on time and budget, yet it can still be a change management failure if adoption is low.
• Key Activities: Project management’s key activities revolve around planning (defining scope, schedule, budget, and resources), execution (carrying out the work), and control (monitoring progress, managing risks, and controlling changes). Change management’s key activities center on communication (keeping stakeholders informed), training (equipping users with the necessary skills), and stakeholder engagement (building buy-in and addressing concerns).
• Target Audience: Project management’s primary target audience is the project team and the project sponsor, who funds and champions the project. Change management’s target audience is much broader, encompassing all impacted stakeholders—anyone affected by the change, including employees, customers, partners, and even suppliers.
• Key Roles: Project management’s key role is that of the project manager, who is responsible for planning, executing, and controlling the project. Change management typically involves a dedicated change manager responsible for designing and implementing the change management strategy, as well as sponsors who advocate for the change and change agents who act as champions and support adoption within their respective teams.

Change Management vs. Project Management: A Comparison

Feature	Project Management	Change Management
Core Focus	Delivering a unique product, service, or result within defined constraints (scope, time, budget).	Enabling adoption of a change and realizing its intended benefits.
Primary Objective	Completing the project successfully (on time, within budget, meeting scope).	Ensuring successful transition and adoption of the change by individuals and the organization.
Key Question	“Did we build it according to plan?”	“Are they using it effectively, and is it delivering the desired impact?”
Metrics	Schedule (e.g., Schedule Variance, SPI), Budget (e.g., Cost Variance, CPI), Scope (e.g., Scope Creep), Quality	Often extends beyond project closure; and focuses on sustained adoption and benefit realization.
Timeframe	Defined project lifecycle (start and end date).	Often extends beyond project closure; focuses on sustained adoption and benefit realization.
Communication, Training, Stakeholder engagement, Resistance management, and Benefit sustainment.	Meeting project objectives (deliverables, timelines, budget).	Sustained adoption of the change, achievement of desired outcomes, and positive impact on the organization.
Key Activities	Planning (scope, schedule, budget, resources), Execution, Monitoring & Controlling, Closing.	Communication, Training, Stakeholder engagement, Resistance management, Benefit sustainment.
Target Audience	Project team, Project sponsor, Steering committee.	All impacted stakeholders (employees, customers, partners, etc.).
Key Roles	Project Manager, Project team members, Project sponsor.	Change Manager, Sponsors, Change Agents, Change Champions, HR Business Partners.
Deliverables	Project plan, Deliverables (product, service, result), Project reports.	Communication plan, Training materials, Stakeholder engagement plan, Change management plan, Benefit realization plan.
Methodologies/Frameworks	Waterfall, Agile, Hybrid, PRINCE2.	ADKAR, Kotter’s 8-Step Change Model, Prosci Methodology, Lewin’s Change Model.
Emphasis	Technical aspects of the project, Task completion.	People side of change, User adoption, Organizational impact.
Risk Focus	Change rationale, Benefits, Impact on individuals, and Training opportunities.	Change-related risks (resistance, lack of adoption, unintended consequences).
Communication Focus	Project status, Progress against plan.	Change rationale, Benefits, Impact on individuals, Training opportunities.
Training Focus	Skill development related to project deliverables.	Skill development related to using and adapting to the change.
Change Approach	Controlled and structured, focused on delivering the solution.	Facilitative and adaptive, focused on enabling adoption and minimizing disruption.

CTA: Maximize your ROI by maximizing user adoption. Embrace the power of two, and watch your projects not just finish but truly succeed. Schedule A Demo Today!

V. The Interplay Between Project Management and Change Management:  – Maximizing ROI Through Integrated Transformation

Project management and change management, while distinct disciplines with unique focal points are intrinsically linked and mutually reinforcing. They are not competing forces but rather complementary elements in the pursuit of successful organizational transformation. Think of project management as the engine that constructs the change—the tangible deliverables, the new systems, the re-engineered processes—while change management provides the crucial fuel that ignites adoption and ensures the change drives the desired business outcomes. A powerful engine without the right fuel will sputter and stall; similarly, a well-intentioned change initiative lacking a solid project foundation will likely never gain traction.

A meticulously planned and flawlessly executed project, delivered on time and within budget against the project baseline, can still fall short of its anticipated return on investment (ROI) if the resulting change is not effectively adopted and internalized by the impacted stakeholders. Consider a scenario where a global manufacturing firm invests heavily in implementing a sophisticated Enterprise Resource Planning (ERP) system. The project team, adhering to PMBOK best practices, diligently manages the project scope, project schedule, and project budget. The ERP software is configured, tested, and deployed as planned, meeting all acceptance criteria. However, suppose the production teams resist using the new system, clinging to their familiar spreadsheets and manual data entry methods. In that case, the anticipated benefits—streamlined supply chains, improved inventory management, and enhanced operational efficiency—will remain unrealized. This scenario underscores the critical imperative of integrating change management into project plans.

Integrating change management into project plans is not a discretionary add-on; it’s a strategic imperative for maximizing project ROI and ensuring sustainable organizational value. Change management should not be an afterthought, a reactive measure taken after the project is complete. Instead, it must be proactively woven into the very fabric of the project from its initiation phase. This proactive integration ensures that the people’s side of change is considered from the outset, increasing the likelihood of successful adoption and benefit realization. Here’s why this integration is paramount:

• Accelerated Adoption Rates: By proactively addressing stakeholder concerns, providing targeted training programs, and managing resistance through change champions, change management accelerates the adoption curve. This translates to faster utilization of the project’s deliverables and a quicker realization of the intended business case.
• Optimized Benefit Realization: Change management focuses on ensuring that the intended program benefits are not only realized but also sustained over the long term. This involves establishing clear Key Performance Indicators (KPIs) tied to benefit realization, developing robust benefit realization plans, tracking performance against those KPIs, and implementing corrective actions as needed. This ensures that the project delivers value for money and contributes to strategic objectives.
• Mitigated Resistance: By engaging stakeholders early and often through stakeholder analysis and communication plans, change management helps identify and address potential resistance to change proactively. This minimizes disruption, reduces conflict, and fosters a more positive and collaborative project environment. Effective change control boards and issue logs help manage change requests and address concerns.
• Enhanced Stakeholder Engagement: When stakeholders are actively involved in the change process through stakeholder engagement plans, their needs and concerns are addressed, and they develop a sense of ownership, leading to increased satisfaction and buy-in. This proactive engagement fosters a collaborative partnership between the project team and the impacted stakeholders.
• Amplified Project Success: Ultimately, integrating change management and project management leads to a significantly higher probability of project success, not just in terms of delivering outputs against the project baseline but also in terms of achieving desired business outcomes and creating sustainable organizational value. This holistic approach ensures that projects deliver both tangible results and lasting impact.

Must Check: How Resource Planning Software Can Optimize ROI & Boost Efficiency

The benefits of combining these disciplines are substantial and far-reaching, creating a synergistic effect that amplifies the impact of both:

• Synergistic Transformation: The combined power of project management and change management creates a synergistic effect, where the whole is greater than the sum of its parts. The structured approach of project management focused on deliverable creation, combined with the people-centric focus of change management, focused on adoption enablement, creates a powerful engine for successful organizational transformation.
• Sustainable Value Creation: By focusing on adoption and benefit sustainment, change management ensures that the changes implemented through projects are not just temporary fixes but rather lasting improvements that become embedded in the organization’s operational excellence and organizational culture.
• Maximized Return on Investment (ROI): By maximizing adoption rates and optimizing benefit realization, the integration of change management into project plans leads to a significantly higher return on investment for project expenditures, demonstrating the business value of both disciplines.
• Sustainable Competitive Advantage: Organizations that effectively integrate project management and change management are better equipped to adapt to change, innovate, and thrive in today’s dynamic and competitive business environment, gaining a significant competitive advantage through their ability to manage change effectively. This integrated approach becomes a core competency, enabling the organization to deliver successful projects and realize their intended benefits consistently.

VI. Practical Examples: Illustrating the Differences in Action – Bridging the Gap Between Delivery and Adoption

To solidify the distinction between project management and change management, let’s explore some real-world examples that highlight their respective roles and how they work together (or fail to work together) in practice:

Example 1: Implementing a New CRM System

• Project Management: The project team is tasked with implementing a new Customer Relationship Management (CRM) system. Their focus is on the technical implementation:
  • Defining the project scope (features, integrations, data migration).
  • Developing a project schedule with milestones and dependencies.
  • Managing the project budget and resources (developers, testers, hardware).
  • Overseeing the software development or vendor selection.
  • Performing system testing and validating functionality through user acceptance testing (UAT).
  • Managing data migration from the old system to the new CRM.
  • Deploying the CRM software to all relevant users.
• The project is considered successful when the CRM system is live and operational.

• Change Management: The change management team focuses on user adoption of the new CRM system:
  • Conducting a stakeholder analysis to identify impacted users and their needs.
  • Developing a communication plan to inform users about the change and its benefits.
  • Creating training materials and delivering training sessions on how to use the CRM.
  • Identifying change champions within the sales teams to promote adoption.
  • Managing resistance to change by addressing user concerns and providing support.
  • Tracking user adoption rates and user satisfaction with the new system.
  • Developing a benefit realization plan to measure the impact of the CRM on sales performance.
  • The change is considered successful when the sales teams are proficient in using CRM, which contributes to increased sales and improved customer relationships.
• Scenario: Integration Success: When project management and change management work in tandem, the CRM implementation is smooth. The project delivers a functional system, and change management ensures users are ready and willing to use it. Sales performance improves as expected.
• Scenario: Integration Failure: If change management is neglected, the project might deliver a technically sound CRM, but user adoption is low. Sales teams continue using old methods, and the CRM investment yields little return. The project is technically successful but a business failure.

Example 2: Restructuring a Department

• Project Management: The project focuses on the structural changes involved in the departmental restructuring:
  • Defining the new organizational structure and reporting lines.
  • Developing a communication plan to announce the restructuring.
  • Managing the logistics of office moves or changes in work locations.
  • Updating job descriptions and responsibilities.
  • The project is considered successful when the new structure is in place.
• Change Management: The change management team focuses on the people transition associated with the restructuring:
  • Conducting stakeholder analysis to understand the impact on employees.
  • Developing a change management plan to support employees through the transition.
  • Providing career counseling and transition support for employees whose roles are affected.
  • Addressing employee anxieties and concerns about job security.
  • Facilitating team-building activities to help teams adapt to the new structure.
  • Measuring employee morale and productivity during and after the restructuring.
  • The change is considered successful when employees have adapted to their new roles and responsibilities, and the department is functioning effectively under the new structure.
• Scenario: Integration Success: When both disciplines are aligned, the restructuring is implemented smoothly. Employees understand the rationale for the change, feel supported during the transition, and are able to adapt quickly to their new roles.
• Scenario: Integration Failure: If change management is ignored, the restructuring might be technically implemented, but employee morale plummets, productivity declines, and key talent may leave the organization.

Example 3: Implementing a New Manufacturing Process

• Project Management: The project focuses on the technical implementation of the new manufacturing process:
  • Procuring and installing new equipment.
  • Developing new standard operating procedures (SOPs).
  • Training operators on the new equipment.
  • The project is successful when the new process is operational.
• Change Management: The change management team focuses on the workforce transition to the new process:
  • Communicating the benefits of the new process to operators.
  • Addressing concerns about job security or changes in work routines.
  • Providing ongoing support and coaching to operators as they adapt to the new process.
  • Measuring the efficiency and effectiveness of the new process.
  • The change is successful when operators are proficient in using the new process, which leads to improved productivity and quality.
• Scenario: Integration Success: When both are combined, the new process is implemented effectively, operators embrace the change, and the anticipated improvements are realized.
• Scenario: Integration Failure: If change management is missing, the new process might be technically sound, but operators resist using it, leading to delays, errors, and unrealized potential.

These examples illustrate that project management and change management are not interchangeable. Project management focuses on doing things right (delivering the solution), while change management focuses on doing the right thing (ensuring the solution is used and provides value). Both are essential for achieving truly successful and impactful organizational change.

VII. Best Practices for Integrating Change Management and Project Management: A Blueprint for Collaborative Success

Integrating change management and project management is not a one-time activity but a continuous process that requires close collaboration, clear communication, and a shared understanding of goals. Here are some practical tips for project managers and change managers to work together effectively, creating a synergistic partnership that maximizes project success and drives lasting organizational impact:

1. Early and Continuous Involvement of Change Management:

• Engage Change Management from the Project’s Inception: Don’t treat change management as an afterthought. Involve change management professionals from the very beginning of the project, ideally during the initiation phase or even during the business case development stage. This early involvement allows change management considerations to be factored into the project plan from the outset.
• Establish a Dedicated Change Management Team: Form a dedicated change management team with clearly defined roles and responsibilities. This team should work closely with the project team throughout the project lifecycle.
• Integrate Change Management into Project Governance: Include change management representation in project steering committees and other governance bodies. This ensures that change management perspectives are considered in key project decisions.

2. Shared Understanding and Aligned Objectives:

• Develop a Shared Vision: Project managers and change managers should work together to develop a shared understanding of the project’s goals and the intended benefits of the change. This shared vision should be clearly articulated and communicated to all stakeholders.
• Align Objectives and Metrics: Ensure that project objectives and change management objectives are aligned. Define Key Performance Indicators (KPIs) that measure both project success (deliverables, timelines, budget) and change success (adoption rates, user satisfaction, benefit realization).
• Establish Clear Roles and Responsibilities: Clearly define the roles and responsibilities of the project manager and the change manager. While their roles are distinct, they should work closely together, with the project manager focusing on delivery and the change manager focusing on adoption.

3. Collaborative Planning and Execution:

• Develop Integrated Plans: Create integrated projects and change management plans that are aligned and mutually supportive. These plans should address both the technical aspects of the project and the people’s side of change.
• Shared Communication Plans: Develop shared communication plans that address the needs of all stakeholders. Communication should be timely, transparent, and consistent, keeping stakeholders informed about both project progress and the change process.
• Joint Risk Assessment and Mitigation: Conduct joint risk assessments to identify both project risks and change-related risks. Develop mitigation strategies that address both types of risks.
• Coordinated Training and Support: Plan and deliver training and support programs that are tailored to the needs of different stakeholder groups. Ensure that training is integrated with the project rollout and that ongoing support is provided to users.

4. Continuous Communication and Collaboration:

• Establish Regular Communication Channels: Set up regular communication channels between the project team and the change management team. This might include regular meetings, shared online workspaces, or other communication tools.
• Foster a Collaborative Culture: Create a culture of collaboration and mutual respect between project managers and change managers. Encourage open communication, active listening, and a willingness to share information and perspectives.
• Joint Stakeholder Engagement: Engage stakeholders jointly, involving both project managers and change managers in communication activities, training sessions, and feedback gathering.

5. Monitoring, Evaluation, and Continuous Improvement:

• Track Progress Against Shared Metrics: Monitor progress against both project and change management KPIs. Regularly review progress and identify any areas where adjustments are needed.
• Conduct Post-Project Reviews: Conduct post-project reviews to capture lessons learned related to both project management and change management. Use these lessons learned to improve future projects and change initiatives.
• Embrace an Agile Approach: Consider adopting an Agile approach to both project management and change management. This allows for greater flexibility, adaptability, and continuous improvement.

6. Tools and Techniques:

• Leverage Project Management Software: Use project management software that allows for the integration of change management activities into the project schedule and tracking.
• Utilize Change Management Methodologies: Employ established change management methodologies, such as ADKAR, Kotter’s 8-Step Model, or Prosci’s Methodology, to guide the change process.
• Employ Data Analytics: Use data analytics to track key metrics related to both project performance and change adoption. This data can provide valuable insights into what’s working well and where improvements are needed.

Must Check: Why Project Management Software Is a Strategic Investment?

CTA: Integrate change management into your project plans from initiation to closure and beyond. Learn More. Schedule A Demo.

VIII. Conclusion: The Power of Two – Delivering Change, Realizing Value

Projects deliver outputs; change management drives outcomes. Project management focuses on the how – the project plan, the WBS, the critical path, and the earned value. Change management focuses on the who – the stakeholders, their adoption rates, and their benefit realization. One builds the deliverables; the other ensures they’re used. A perfectly executed project, hitting every milestone on the Gantt chart, can still be a business failure if no one adopts the change. Conversely, a brilliant change strategy is useless without a solid project to deliver the actual change.

The core difference? Delivery vs. Adoption. Project success? Meeting objectives vs. Sustained impact. Timeframe? Project lifecycle vs. Beyond closure. Key players? Project Manager vs. Change Manager, Sponsors, and Change Agents.

The key takeaway? Integration. Project management and change management aren’t either/or; they’re both/and. A holistic approach, weaving both disciplines together, is the critical path to project success.

CTA: Start today, and embark on a journey towards project excellence, where both doing things right and doing the right thing are