Phase Two Execution of Integration Projects

The projects needed to achieve the defined objectives start at the beginning of the second phase. In order to control the number and complexity of the individual projects, a separate organizational structure must be set up for the purpose, with clearly defined responsibilities and roles. 

A rough outline of the organization for the integration project - for example, the establishment of an integration board and an integration office - should be drawn up as early as possible in the design phase. Refinement of the projects structure - that is, its separation into smaller projects and sub-projects - and the establishment of controls do not occur until the beginning of the second phase. 

The design of the project portfolio (and also the allocation of resources) is based on the objectives that are determined by the management team. We have found it useful to rank each project - typical major ones include projects to develop the vision, to realize the full potential to add value, and to insure the effective operation of the new businesses, in line with the three key aspects described 

The integration board should consist of between two and four executive board members from the new company, the number depending on the scope of the integration. Its fundamental task is to control the general direction of the integration and to formulate guidelines for the individual project teams. It has to allocate the necessary human and financial resources, and to adopt measures that will bring about the declared objectives. 

The integration office should consist of four to six staff members who have been freed up specifically to work on the project. One of them should be appointed as the director. If possible, the members should be managers with a good reputation in both organizations. The fundamental task of the integration office is to steer the whole process, moderate discussions in difficult situations, and set up sessions in which the project teams present their results. 

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