In a world where change is becoming increasingly important, tools such as project management, if used properly, can provide a useful way for organisations to manage that change e€ectively. Whilst there is a clear understanding of the need to achieve the required cost, time and quality objectives, surprisingly little is published on how these objectives can practically be met. Furthermore, many of the major issues and problems concerning project management in practice can detract from the main objectives of the project. This paper aims to show how, by focusing on number of key success factors, such problems can be overcome or minimised. The problems addressed here are based on observations from an aerospace engineering company. However, they are typical of those seen in a variety of organisations who use project management for managing change.