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In making the kind of organizational changes necessary to implement a customer-based approach, we follow the underlying framework established in One (see Figure 81) As we noted previously, it is useful to think of the change process as representing a house, starting with the foundation and moving upward toward the roof Customer-based project management is founded on a renewed commitment to quality procedures and techniques for developing projects (our foundation) Our goal, prior to attempting the sort of organizational change we are contemplating, is to ensure that all the necessary elements are in place Without these components, it would be pointless and expensive to initiate a program of change We argue for the need to combine quality processes (internal efficiencies of operations) with a systematic supply change development (ensuring that our external channels are in place) Project management, as we conceive it, can only be performed to its maximum potential once both internal processes and external channels are refined The earlier chapters in this book have pointed
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Figure 81 What Are the Basic Elements of Customer-Based Project Success
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to some of the necessary steps in quality and value chain management Once this groundwork has been laid, we are able to begin developing a heavyweight project organization capable of exploiting this competitive advantage Project management improvement is not, however, the end of this process Rather, project management practices, coupled with value and supply chain creation, gives us the ability to put the roof on the house in this model Customer relationship management can best be done when customers comprehend the commitment our organization has made to process improvement In essence, the first and hardest challenge is often convincing our own firms to join us on the change to customer-based project management Once we have done so and have demonstrated our commitment to these changes and attitudes, customer relationship management is not nearly as onerous a process Initiating the type of systematic changes we are talking about is bound to have a meritorious effect on customer relationships
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IMPLEMENTING THE NEW APPROACH: MAKE IT A PROJECT
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Perhaps the best way to visualize the steps needed to implement a move to customer-based project management would be to view it as a project As with any good project, a key first step in getting out of the starting gate lies in identifying the necessary steps in implementing the new system Next, we need to consider how we establish a schedule for the change, include significant milestones, key personnel to be involved, and so forth When the change is envisioned as a project, it gives us a working model for moving from the current system to the target model1 Figure 82 shows a simplified work breakdown structure (WBS) as a tool to illustrate some of the important aspects of such a system introduction in your organization We have grouped the key steps in the process along the lines of internal and external analysis, protocol development, testing and refinement, and implementation Like any effective project, the work breakdown structure for creating a customer-based project success program involves several
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Figure 82 Customer-Based Implementation Steps
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Page 165 steps Figure 83 shows a sample time line schedule with the key milestones included for implementing the customer-based project approach In pursuing an agenda based on such an operating shift, it is important to consider the following steps as vital milestones in making the change a reality: 1 Conducting an honest internal analysis An internal analysis forces us to ask the most basic questions: What are we doing right What do we do better than the majority of our competitors What do our owners expect from us In some cases, the list may be quite long For example, our firm may clearly be the market leader in terms of quality, price, customer satisfaction, and so forth In other circumstances, however, the list may be depressingly short Nevertheless, internal analysis is the key to beginning such a measured corporate change program Until we know where we are, we cannot chart a route to an alternate state
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