Unintended change has caused anxiety for practitioners yet their appearance can offer prolific insights to project progression (Leach, 2000). For appropriate project development it is vital to look beyond their set aims and objectives and instead understand the encompassing social contexts they are situated within (Li, 2007). We must return to the contextual and political to understand the emergence and appropriate management of these changes (Mowles, 2010). This study aimed to track the occurrence of unintended outcomes and seek to understand how they are managed and accounted for in line with context and organisational values. Its purpose is to bridge academia and practice; to learn directly from the experiences of organisations and urge others to do the same

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