Project Managers and Change Managers both contribute to the planning and execution of organisational change projects. However, it is not clear how these disciplines should work together to deliver these projects. This research examined how Project Managers and Change Managers regard both disciplines’ contribution to different project stages and activities. Activities were identified that uncontentiously fit within the domain of one discipline or the other, allowing for the development of an activity-based comparative identity for these disciplines. Activities and stages were also identified that were the subject of significant disagreement between the disciplines. Such activities are the likely sources of conflict between the disciplines, both in terms of abstract disciplinary boundary, and workplace division of responsibility. This research will be of value to Project Managers and Change Managers, by helping to identify potential areas of conflict, and developing a greater understanding of how both disciplines regard the other.