Cite as: Pollack, J. (2017) Change management as an organizational project capability. In Sankaran, S., Müller, R., Drouin, N. (eds.) Cambridge Handbook Of Organizazonal Project Management, Cambridge University Press, Cambridge, ISBN: 978-1-107-15772-9, Ch. 16, pp. 236-249. 1 Change Management as an Organizational and Project Capability Julien Pollack Project Management Program, University of Sydney Introduction Organizational project management can generally be considered to be the management of initiatives that contribute to the achievement of strategic objectives (Chia, 2013), involving the multilevel integration of portfolio management, strategic alignment, and governance issues (Aubry et al, 2007). It has also been described as an integration of project-related work throughout the hierarchy of an organization (Drouin et al, 2016). It can be argued that all projects involve an element of organizational change, as the larger organization expands and contracts around an internal temporary project organization. For example, Hornstein (2015) commented that “… change is an inevitable consequence of project implementations, and how the change is ‘managed’ impacts how successful the project will be” (p. 295). Söderlund (2010) identified that there are an increasing number of business projects that involve some element of change. Change is a fundamental part of organizational project management, and although in some cases the products of a project may be effectively distinct from the delivering organization, this is rarely the case in organizational project management. Both project management and change management have a role to play in the management and delivery of organizational changes. Many authors have identified the potential ways in which these two management disciplines can potentially collaborate to deliver organizational changes (Leybourne, 2006; Boddy & Macbeth, 2000; Levasseur, 2010; Pádár et al, 2011; Winch et al, 2012; PMI, 2013a). Parker et al. (2013) have stated that using a project- based approach is a business imperative, as it increases the chances for the success of organizational changes, while Hornstein (2015) has made a case for change management to be a fundamental part of the training of project managers, commenting that “… they are complementary and mutually supportive disciplines that contribute to the successful