When the analysis is done; the scope and nature of your activity changes

Shift from analysis and decision making to action, but the implementation is still a time for learning and improvement

• Increase in task complexity
• And a decrease in your control over the tasks

Greater numbers of people:

• All those directly involved in the solution
• All those indirectly involved in its impact

Review of team make-up may be useful and you will definitely need to re-plan (see Project Management). Resources (time, money, equipment, commitment) even more critical

All of this is about transferring responsibility from the improvement team to the process team (the people who run the process). This transfer must be explicitly clear.

• Ensure that the organisation knows what is happening, when and how
• Be clear whether it is a Big Bang, in Phases or ‘drip feeds’
• Dealing with key people issues
•  Managing ambiguity
•  Managing personal exposure
•  Dealing with the ‘survivors’
• If you are doing a phased roll-out, must manage parallel operations
• You must ensure that the customer will not feel the impact of your internal transitions
• Building on wins, minimising losses and learning from “incomplete successes”

The basic tools that we use as Black Belt project managers are;

• Project Plan
• Process Map
• RACI matrix
• Skills Matrix
• Dash Board (1 single sheet mgt report)