The activities you have engaged in so far (and I have certainly condensed them here) have brought you to the point of having a quality management system in place, backed up by a supporting process program. You have entered into the project with executive support and have chartered a process team. You have focused your efforts along very distinct lines, and then you and your team have built a program with the active help of the people who will ultimately use it. Then you piloted the program and fine-tuned it based on the results of the pilot. Now you are ready to roll out the program into the day-to-day business of the organization.
Program rollout is not so much about sprinting out of the blocks as it is about preparing the organization to move with you. To do this, you need to make sure you have a sound implementation plan in place. The implementation plan is a roadmap you can use to integrate the process program into the company's way of doing business. Such a plan typically includes the following:
A description of the scope and contents of the process program
An identification of the impacted groups and managers the program will touch
An identification of any additional training or coaching set into place to support the rollout
A description of the support team (the process team) that will shepherd rollout activities
A schedule for the rollout of program components across the groups
A description of process support materials available to the groups
A description of the ...