This study examines the impact of individual change readiness on project success, emphasizing the mediating role of strategies to improve safety performance and the moderating role of project manager-related factors. Additionally, it compares these relationships in short-term and long-term projects to assess variations based on project duration. A quantitative research approach was employed, collecting data from 243 project professionals, with 120 respondents from long-term projects and 123 from short-term projects. The sample included project managers, team leaders, and safety officers involved in project execution. Structural Equation Modeling (SEM) using Smart-PLS was applied to assess measurement validity, test hypothesized relationships, and conduct multi-group analysis (MGA) for comparative insights. The results confirm that individual change readiness significantly enhances project success, with strategies to improve safety performance serving as a crucial mediator. Additionally, project manager-related factors moderate the relationship between change readiness and project success. The influence of these variables differs between short-term and long-term projects, emphasizing the contextual nature of project management. This study contributes to the project management literature by integrating change readiness and safety strategies into a unified framework. It offers practical insights for organizations to optimize project success through effective leadership, change management, and safety practices tailored to project duration.