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In 1996, the U.S. Postal Service (USPS) decided to upgrade its outdated infrastructure in order to improve service and reduce operating costs. This article reports on the progress of this project, and features a nine-year timeline which highlights its milestones. Working within a shrinking budget, project managers developed a change management system that included five steps: 1) developing the initial prerequisites and setting up the organizational and management structure; 2) establishing local organization and context, defining the scope of the change control process (CCP), and identifying staff rules and responsibilities; 3) planning how the CCP will work inside and outside the organization by instituting internal processes and external interfaces; 4) documenting and implementing the CCP; and 5) developing an organization-wide CCP hierarchy to control changes in proportion to their impacts.
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