There is an irony at the heart of many projects, especially business projects. Such projects are concerned with delivering change, but at the same time projects themselves operate best in an environment of stability and certainty. Yet stability and certainty are not consistent features of business. Effective project managers must learn to deliver projects in environments which are changing, even as this change impacts the project itself.
Sometimes, the level of volatility can be extreme. In this section I discuss an extreme: the situation of a major management re-organisation – or revolution.