Describe the  Integration of  IT Project and Organizational Change Management

please provide references

-It all begins with education.

The benefits of change management must be communicated to project leaders, stakeholders, project managers, and project team members.
Set expectations for how change work will be completed.

-Recognize that change management is founded on facts and insights acquired through data collection methods and procedures such as (but not limited to) stakeholder analysis, impact analysis, and change readiness assessments.

-When explaining the transformation process and work activities, use consumer-friendly terminology.

To the untrained eye, the change management process may appear inefficient. Explain the reasoning behind each method when doing stakeholder assessments or change readiness meetings.
Also, while explaining each step, use simple terminology (i.e. stakeholder analysis is a conversation with key decision makers to determine if they are supportive of the project or not and perhaps, why they are or are not supportive).
-Present a cohesive face to project leadership, stakeholders, and team members to ensure project and change management synergy.
Incorporate a change methodology and subsequent deliverables into a master project plan and status report in collaboration with the project manager and key stakeholders.

To effectively implement change and project management, the following conditions must be met:

-A shared focus on outcomes and results. The project team must have a clear focus on the project's overall targeted goals and outcomes, and they must be accountable for achieving them. This is about more than just meeting a deadline. Over and above the more traditional change management results, such as business communications and staff training, change management must also connect their personal outcomes with the larger project objectives and outcomes. Successful project and change management integration requires a common emphasis on results and outcomes.

-Recognize the importance of change management and the role it plays. In order for integration to be effective, the importance of change management must be recognized as a critical component of project delivery. It must be acknowledged that incorporating change management into a project will have a direct impact on the project's targeted goals.
-Integrate your workflows. The activities of project management and change management are brought together inside the project life cycle when integration takes place. This enables these complimentary disciplines to sequence labor, time, and information flow more efficiently. The following is an example of how to combine processes:

- Structure :To make integration with project management activities more effective, approach change management from a process-oriented and milestone-driven perspective.
-Deliverables: Project management will benefit from more concrete change management deliverables.
-Identify critical integration points throughout time: Certain periods in the project's life cycle, such as risk identification, solution design, project communication, and system testing, are more significant than others for integrating activities. During these periods, activity integration should be more comprehensive and targeted.
-Combine tools. Integration at the tool level will allow both disciplines to focus on the unique outputs they provide. Both project management and change management may benefit from a variety of tools, such as a communication strategy and risk assessment tools. This integration creates a single tool plan that includes both the project's people and project's project features. Here's how to combine tools:

-Determine which tools are appropriate for integration. Stakeholder analysis, risk identification, and communication strategies, for example, are basic project management methods that may simply be extended to encompass change management tasks.
-Work with the previous work of the other team. Show how each position may bring value to the other's process rather than omitting or redoing work that has already been done.
-Make sure who owns what. To avoid one team believing the other is taking responsibility for an activity, determine early in the process which side will maintain and control the tool while still engaging both teams' perspectives.