Public organizations are replete with projects of different kinds. Projects within public organizations may be used instrumentally as part of an agenda of change. However, such an agenda is not necessarily clear from the outset, as both projects and the base organization may change during lifetime of the projects. For that reason, it is necessary to understand the role of projects in organizational change, not only through looking at the projects as such, but also how they relate to each other and the overall idea of organizational change. The purpose of this article is to explain organizational change by means of parallel project establishment and management. This article sheds light on and analyses a project context of a Norwegian administrative county, where projects became instrumental to changing the organization. However, while traditional approaches often assume that projects are means used to change organizations, we argue that organizational change is ambiguous since projects are re-constructed during the course of time. Ongoing change also pertains to the base organization itself, which is reflected in the projects. Reasons for this multiple and partly parallel nature of change are found in both central and local priorities that emerge underway.