Projects as the content and process of change: The case of the health and safety laboratory

The relationship between managing change, and managing projects and programmes has been a matter of recent debate. This paper will contribute to this debate by exploring two dimensions — projects as the content of change, and projects as the process of change. Projects form the process of change when the organisational changes are managed as a project, and projects form the content of change when the intent of the change process is a managing by projects form of organisation. This exploration will be conducted through a single rich case, using Pettigrew's well-established context, content, process model of organisational change. In presenting the case we will identify the paradox that the organisational change towards managing projects is not itself managed as a project, and we suggest that this paradox provides a good opportunity for stimulating novel lines of enquiry in research on project organising.

► Managing change and managing by projects presents a paradox.
► Implementing managing by projects may not be most effectively managed as a project.
► This paradox is a fertile field for the development of project management theory.
► More research is required on the limits to project management.