Benko, C., Mcfarlan, F.W., (2003), Connecting the Dots: Aligning Projects with Objectives in Unpredictable Times, Harvard Business School Press, Boston.

Crawford, K.J., (2002). The Strategic Project Office. Marcel Dekker, New York.

Crawford, J. (2010), The Strategic Project Office (2nd edition). USA: CRC Press

Dinsmore, P.C., (1999). Winning in Business with Enterprise Project Management. AMACOM, New York.

Hill, C., Jones, J. (2001), Strategic management. Houghton Mifflin, Boston.

Hill, G. (2008), The complete project management office handbook, Auerbach Publications.

Hobbs, B., Aubry, M. (2010), The Project Management Office (PMO): A Quest for Understanding. Project Management Research Chair University of Quebec at Montreal. Pennsylvania, USA: Project Management Institute Inc.

Kanter, R.M., Stein, B.A., Jick, T.D. (1992), The Challenge of Organizational Change, New York: The Free Press

Kendall, G., Rollins, S. (2003), Advanced Project Portfolio Management and the PMO: Multiplying ROI at Warp Speed. USA: J. Ross Publishing, Inc.

Levy, A., Merry, U., (1986) Organizational Transformation – Approaches, Strategies, and Theories. Greenwood Publishing Group, NewYork.

Marsh, D. (2001) The project and program support office handbook, UK: Project Management Today Publications.

Project Management Institute. (2008). A guide to the project management body of knowledge (4th edition). Newton Square, Pennsylvania, USA: PA: Project Management Institute

Office of Government Commerce (2008), For Successful Portfolio, Programme and Project Offices: Think P3O, Stationery Office, London.

Фрайлингер К., Фишер И. (2002) Управление изменениями в организации: пер. с нем. Н.П. Береговой, И.А. Сергеевой, М.: Книгописная палата.

Allen, T.J., Katz, R. (1995), “The project-oriented engineer: a dilemma for Human Resource Management”, R&D Management. Vol.25, pp.129–140

Armenakis, A., Harris, S.G. (2009), “Reflections: our Journey in Organizational Change Research and Practice”, Journal of Change Management. Vol. 9, No. 2, pp.127–142

Arrto K., Kulvik I., Poskela J., Turkulainen V. (2011), “The integrative role of project management office in the front end of innovation”, International Journal of Project Management, 29, pp.408-421

Aubry, M., Hobbs, B., & Thuillier, D. (2007), “A new framework for understanding organizational project management through the PMO”, International Journal of Project Management, 25, pp.328-336

Aubry, M., Hobbs, B., & Thuillier, D. (2007), “Organizational project management: an historical approach to the study of PMOs”, International Journal of Project Management, 26, pp.38-43.

Aubry, M., Müller, R., Hobbs, B., & Blomquist, T. (2010), “Project management offices in transition”, International Journal of Project Management, 28, pp.766–778.

Aubry, M., Müller, R., Hobbs, B., & Blomquist, T. (2010), “Identifying forces driving PMO changes”, Project Management Journal, 41 (4), pp.30-45

Bartunek, J.M. (1993), “Rummaging behind the scenes of organizational change – and finding role transitions, illness and physical space”, Research in Organizational Change and Development, 7, pp. 41–76.

Biedenbach, T., Soderholm, A. (2008), “The Challenge of Organizing Change in Hypercompetitive Industries: A Literature Review”, Journal of Change Management. Vol. 8, No. 2, pp.123–145

Burnes, B. (1996), “No such things as. . .a one best way to manage organizational change”. Management Decision, Vol 34, pp.11–18

By, R.T. (2005), “Organizational Change Management: A Critical Review”, Journal of Change Management, Vol. 5, No. 4, pp. 369–380

Dent, E.B., Goldberg, S.G. (1999), “Challenging ‘resistance to change’”, The Journal of Applied Behavioral Science, Vol.35, pp. 25–41

Dunphy, D., Stace, D. (1993), “The strategic management of corporate change”, Human Relations, Vol.46, pp. 905–920

Desouza,, K.C., Evaristo, J.R. (2006), “Project management offices: a case of knowledge-based archetypes”, International Journal of Information Management, Vol. 26 No. 5, pp. 414-423

Fabi, B., Pettersen, N. (1992), “Human Resource Management practices in project management”. International Journal of Project Management, Vol.10, pp.81–88

Fiedler, S. (2010), “Managing resistance in an organizational transformation: A case study from a mobile operator company”, International Journal of Project Management, Vol. 28, pp.370–383

Folger, R., Skarlicki, D. (1999) “Unfa Greenberg Greenberg irness and resistance to change: hardship as mistreatment”. Journal of Organizational Change Management, Vol. 12, pp.35–50

Gareis, R. (2010), “Changes of organizations by projects”, International Journal of Project Management, Vol. 28, pp. 314–327

Hill, G.M. (2004), “Evolving the project management office: A competency continuum”, Information Systems Management, 21(4), pp. 45-51

Hobbs, B., Aubrey, M. (2007), “A multi-phase research program investigation of project management offices (PMOs)”, Project Management Journal, 38(1), pp. 74-86.

Hobbs, B., Aubrey, M. (2008), “An empirically grounded search for a typology of project management offices”. Project Management Journal, 39, pp. 69-82

Hobbs, B., Aubry, M., Thuillier, D. (2008), “The project management office as an organizational innovation”, International Journal of Project Management, 26, pp. 547-555

Huemann, M. (2010), “Considering Human Resource Management when developing a project-oriented company: Case study of a telecommunication company”. International Journal of Project Management, Vol. 28, pp.361–369

Hwang, B.-G., Low, L.K. (2012), “Construction project management in Singapore: Status, importance and impact”. International Journal of Project Management, 30, pp.817–826

Klein, J.A. (1984) “Why supervisors resist employee involvement”, Harvard Business Review, 62, pp. 87–95.

Kotter, J.P. (1995), “Leading change. Why transformation efforts fail”. Harvard Business Review, Vol.52, pp.106–114

Kotter, J.P., Schlesinger, L.A. (1979), “Choosing strategies for change”, Harvard Business Review, Vol.57, pp. 106–114

Lawrence, P.R. (1954), “How to deal with resistance to change”, Harvard Business Review, 32, pp. 49–57

Levy, A. (1986), Second order change, definition and conceptualization. Organizational Dynamics, 15 (1), pp. 5–23

Lewin, K. (1947), “Frontiers in group dynamics”. Human Relations, Vol.1, pp.5–41.

McElroy, W. (1996), “Implementing strategic change through projects”. International Journal of Project Management, Vol. 14, No. 6, pp. 325-329

Parker, D., Charlton, J., Ribeiro A., Pathak R.D. (2013), “Integration of project-based management and change management: Intervention methodology”. International Journal of Productivity and Performance Management, Vol. 62 No. 5, pp. 534-544

Pellegrinelli, S., Garagna, L. (2009), “Towards a conceptualization of PMOs as agents and subjects of change and renewal”. International Journal of Project Management, 27(7), pp. 649-656

R. van Dijk, R. van Dick (2009), “Navigating Organizational Change: Change Leaders, Employee Resistance and Work-based Identities”. Journal of Change Management, Vol. 9, No. 2, pp. 143–163

Singh, R., Keil, M. and Kasi, V. (2009), “Identifying and overcoming the challenges of implementing a project management office”, European Journal of Information Systems, Vol. 18, No. 5, pp. 409-427.

Turner, J.R et al. (1998). “Corporate development: balancing changes to people, systems and organization”, Project Management, Vol. 6, No 1, pp.27-32

Winter, Mark, Szczepanek, Tony, 2008. Projects and programmes as value creation processes: a new perspective and some practical implications. International Journal of Project Management, Vol. 26, pp.95–103.

Zhang, L. (2013) “Managing project changes: Case studies on stage iteration and functional interaction”. International Journal of Project Management, 31, pp. 958–970

Bridges, D.N., Crawford, K.J., (2001). A Project Office: Where and What Type. Paper presented at the PMI Annual Seminars and Symposium, November, Nashville, Tenn.

Crawford, L., (2004). Patterns of Support for Corporate Delivery Capability. Paper presented at the Project Management of South Africa, May, Johannesburg, South Africa.

Hobbs, B., Aubry, M. (2006). Identifying the structure that underlies the extreme variety found among PMOs. 4 Proceedings of PMI research conference. Montreal, Canada.

Appendices

Appendix 1: Survey questionnaire

Hello! Thank you for taking interest in my survey. My name is Anastasia, I'm a student of Master in Management Program of ESCP Europe Business School (Paris) and National Research University Higher School of Economics (Moscow). Currently I'm conducting a research in the area of interaction between project and change management. In the following research you can describe any change that happen in your organization, the scale doesn't matter. For example, it could be a minor change in business process, creation of a new organizational department implementation of CRM or project management, reengineering or whatever. This survey is completely confidential; the results will be used in my master thesis.

Managing changes in organizations

2) What is the type of your organization? *

3) Identify your position in the company: *

4) Please, identify one of the changes your organization has faced *

During the following questions, please, describe this change

5) How often does such kind of changes (in general) happen in your company? *

Rare

6) How many organizational parameters do these changes involve? *

Parameters could include organizational processes, structures, culture etc.

7) These changes are aimed to: *

8) Please, assess the readiness of organization to these changes: *

9) How successful have these changes been implemented? *

Evaluate using the scale

10) Does the special departments or persons responsible for change management in general exist in your organization? *

11) If yes, please, clarify which ones:

12) Have you personally taken part in implementing this change? *

13) Change implementation has been realized in the boundaries of: *

14) From organizational point of view what has been used during change implementation? *

You can choose any variants

15) In your opinion, what of the mentioned above has not been used but had to be used? *

You can choose any variants

You can choose any variants