This thesis defines the discipline of Change Management and analyses how its activities can help an organisation curbe resistive behavior of its employees when planning to establish a centralised project coordination unit – the PMO. The role of Leadership in this direction is vital in infusing new elements in the Corporate Culture and facilitating transition. The main types of Project Management Offices are preseneted according to the functions they serve and a literature review points new areas of thought in the academia and among Project Management practitioners. The aim of this study is to demonstrate the relation between Project Management processes and Change Management principles. These need to be accounted for when effectuating a major Change through Project delivery as applied in the PMO implementation project and demonstrated by the use of a roadmap that incorporates activities from both practices.