Projects fail a lot, and for many reasons.  One completely avoidable reason for failure, however, is the unnecessary distinction between two domains: Project Management (PM) and Organizational Change Management (OCM).

Across the industry, there is a lot of discussion and description regarding whether PM or OCM is more necessary.  There is even more building of methodological and philosophical empires and reinforcing of positions, but not much progress with making projects more generally successful.  Opinions about the relationship between PM and OCM oscillate between imagining the often-fuzzy distinction as a clear line bisecting the domains and obfuscating any difference by conflating the terms and tools.  The lack of clarity makes it challenging to understand which pursuit is most responsible for project success and how to harness it.

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