Simply put – The ability to create, maintain and apply your best practices at all levels of the company, in the most efficient and profitable way for the business.  Classic Project Management and Change Management end within 4-6 weeks of the end of a project. “We’ve got the system live. We’ve trained everyone how to use it. We’ve answered all their questions.  What else could we have done?”


That’s the wrong question. The question actually started with the beginning of the project, back in the adoption guidance and implementation phase. End of project activities are simply that: End of Project Activities. Continuity starts when the project is over, Hyper-Care is done, and the first user asks themselves, “How do I do this…?” or even a more simplistic view: How are you going to bring the first new hire up to speed? Or, when an employee moves to a different job, how are they going to learn the requirement, techniques, and processes.


Continuity plans for the life of the system, process, job, etc. What materials will be in place? What processes are available? How far (logically) away is help? How can the team make it appear that an expert is standing over someone’s shoulder, guiding them through the process they are required to do?


Continuity is the plan. Continuity is the goal. Continuity is embedded in every aspect of a project from start to go-live and beyond.


This calls for a complete revision from corporate leaders about the business environment they will create and promote. From the Board Room to the shop floor, continuity should be an integral part of all plans and discussions.