Criticism of UN organizations is widespread, yet it is often based on inadequate knowledge of their functioning. This book addresses this void by examining the United Nations Office for Project Services (UNOPS), the only UN organization that is exclusively demand-based. UNOPS generates its income through fees for project management/ provision of services in all development and humanitarian fields. UNOPS almost went out of business during a disruptive merger process. With considerable staff initiative, it engaged in a reform process and has repeatedly surpassed its business targets.This book describes and analyses the reform, its problems and its successes. It indicates how UN organizations can become more effective in their operational activities. It compares UNOPS reform with New Public Management reform and provides an illuminating example of an actual change process - too often absent in New Public Management literature. The book is required reading for everyone who has an interest in the UN system, organizational change, and improving development cooperation and humanitarian relief.