TABLE OF CONTENTS Many, if not most, of the people involved in a turnaround are stepping out of their normal roles when working on the turnaround. When people temporarily fulfill a role that is different from their norm, they frequently attempt to continue some of the old patterns to make their new role seem more normal. In other words, people continue to want to work in their own "comfort zone".
In some jobs that may work, but in many it will not. If a person is allowed to continue using his normal office, attending normal meetings, reviewing all normal reports, it will be difficult to create a truly efficient and effective turnaround pattern.
It is better to have the turnaround team move into temporary turnaround quarters and to create a schedule that breaks old norms.
In order to keep the turnaround preparations on schedule, and to ensure that adequate attention is being paid, it is best to get the participants focused 100% on turnaround activities.
Earlier we discussed setting turnaround premises as a basis for the overall turnaround plan. For the most part, these premises are set by the customer. It is the role of the TA Manager and TA Team to "facilitate" premise setting. But, the customer determines the premises.
Later in the chapter on the Project Management Process, we will discuss setting requirements for projects. Briefly, all requirements fit into one of three categories...
