Most literature to do with organisational change deals with the ‘how'', i.e., how is organisational change achieved? This book looks at the ‘who'', i.e., who manages organisational change projects and what competencies they need to manage them effectively. Additionally, this book looks at the factors contributing to the requirement for organisational changes that both influence and are influenced by the project. Three case studies of organisational project change were studied in three different organisations. Interviews were conducted with various project members as well as affected staff. The major findings are that there is a requirement for an individual to manage changes on organisational change projects. Whether this is the Program/Project Managers or a dedicated Change Manager depends on two main elements. The first is organisational factors such as culture and leadership. The second element is the degree of behavioural change required. Organisational factors can assist projects in achieving their goals. However, it is unlikely that these factors will eliminate the requirement for change management activities.