Turning intention into a sequence.
WHAT A PLAN SHOULD ESTABLISH
What changes, specifically In what order By when Who is responsible for each part What each part depends on How it is verified
WHY DEPENDENCIES MATTER
Changes attempted before their prerequisites fail and discredit the effort.
WHAT COMMON PREREQUISITES ARE
Training Systems ready Documentation updated Suppliers or customers informed Old processes decommissioned
WHAT TO SEQUENCE
Capability before requirement.
WHY
Requiring people to work a new way before they can is the commonest planning error.
WHAT TO DECIDE
Whether to change everything at once or progressively.
WHAT PROGRESSIVE CHANGE PROVIDES
Learning, and containment of problems.
WHAT IT COSTS
A period running two ways of working.
WHAT ALL-AT-ONCE PROVIDES
A clean break and no parallel running.
WHAT IT RISKS
Everything failing simultaneously.
WHAT TO ESTABLISH
Which suits the change and your capacity to absorb failure.
WHAT TO PLAN FOR
Things going wrong.
WHAT THAT REQUIRES
Knowing how to revert Knowing at what point reverting is no longer possible Extra support during transition
WHY THE POINT OF NO RETURN
It should be a decision, not a discovery.
WHAT TO RESOURCE
The transition, which requires more effort than either state.
WHY
Underestimating transition effort is why changes stall midway.
WHAT TO ESTABLISH
Who is accountable for the change overall.
