Introduction

In many methods of process improvement, change management, reengineering, etc., after defining the changes to be made, you would assemble the team and start working on a plan. However, as you saw in Chapter 9, the change implementation strategy was developed. This provided a roadmap and phasing of changes as you saw. But it really does more. Each table entry in the change implementation strategy about the performance line is really a project. That is, it identifies the changes that have to be made in a specific area for a phase of Quick Hits, preparation for long-term change, or the long-term change itself. This makes the definition of the project plan for change implementation more structured and reasonable. Otherwise, you would have to do a lot more work in figuring out the time sequencing and organization of work. With the change implementation strategy, the initial work to divide up the overall work into reasonable subprojects is done.

Traditional project management focuses on single projects. Resources are assumed to be dedicated to the project full-time. People on the team are often assumed to be on the project team until the project work is finished. It is usually assumed that people are enthusiastic about the work. Most projects are treated as either technical, engineering, or standard business projects.

Unfortunately, none of the above apply to our situation. The list below is more typical of what we face:

• Team members are split between their normal work and the change effort.

• Almost...