Data gathered from extensive research on change implementation projects from a variety of industries, that span the globe, reveal that approximately 70% of change programs fail to achieve anticipated return on investment (ROI). This is not due to the actual business solution, process, or system changes, but rather because they do not effectively address change-related organizational issues. There are a number of well-established and well-documented organizational change methodologies (each providing a framework for implementing successful change) that companies rely on to address the "people" side of change, but the vast majority of these companies still fail to achieve expected ROI. This book first presents the case for implementing effective organizational change to ensure maximum ROI; then explains the fundamentals associated with effective organizational change management; and finally introduces the concept of Integrated Organizational Change Methodology (iOCM) as a highly effective way to integrate any organizational change management process into a company's existing project delivery methodology. The final chapters provide templates/examples to support change activities in each project phase, including project closeout activities.

1. Why change initiates fail -- 2. Addressing the misunderstandings that undermine effective OCM -- 3. Maximizing the benefits of OCM experts -- 4. Introducing Integrated Organizational Change Methodology (iOCM) -- 5. iOCM: different roles: unique perspectives -- 6. Implementing iOCM within your own organization -- 7. Modifying existing tools to incorporate iOCMTM principles -- 8. Additional tools to support iOCM -- 9. Conclusion -- About the author -- Index.