Our experience has shown that even smaller projects like process improvements or tactical re-engineering projects require a tightly managed project methodology to succeed and deliver value-for-money to the business.
The first step is to engage the users to generate ideas. The activities chosen to do so vary from business to business. They can range from incident reviews to control management information, workshops or process documentation.
The process improvements most obvious to the users should be given the highest priority. Work should start as soon as possible before the full analysis is completed. The analysis continues to generate business process improvements and finishes either to a fixed budget or when all the desired and viable improvements have been implemented or considered.
Process improvements can be done in parallel rather than consecutively although resources often constrain the number of projects to 3 or 4.
