There is evidence in the literature that managers involved in implementing large-scale organisational change tend both to employ management consultants to help implement the change and to use project management methods to support the process. I am keen to identify any academic literature that sheds light on how far the prevalence of project management methods in implementing organisational change (and the choice of particular project management methods that are used) is influenced by encouragement of these methods by the management consultants whom those managers appoint.
Dr. David Shaw
Following articles may be of some help
1.Dimensions of Integrating Change Management and Project ... - Prosci
https://www.prosci.com/change-management/.../dimensions-of-integrating-change-ma...
2.Integrating Change Management and Project Management | Prosci
https://www.prosci.com/change-management/.../integrating-change-management-and-...
3.Organizational Change Management Methodology - Delaware ...
https://dti.delaware.gov/majorproj/pdf/apps031309.pdf
Regards
Anita Singh
I do hope that these two links would be helpful for you.
The third link from @Zoe Radnor & @Joe O'Mahoney is so helpful too.
http://www.krauthammer.cz/sites/default/files/uploads/krauthammerbrochureconsulting.pdf
http://www.emeraldinsight.com/doi/pdfplus/10.1108/IJOPM-07-2010-0202
https://www.prosci.com/change-management/thought-leadership-library/internal-consultant-managing-change
The tools like Result based M&E ,SWOT, Value chain analysis may be useful for the management consultant for the said purposes
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