The Projectness of MOC
Changes to facilities always involve BOTH an MOC and a “work process”. Some sites emphasize the work process aspects, driven by the existence of Enterprise Resources Planning systems, and handle the MOC essential elements poorly. Other sites burden the MOC process with many capital-projects aspects and create a very complex change management environment. Surely there must be a happy medium? This paper analyzes data from case studies from actual implementation projects, identifies gaps and makes recommendations on the best practice for conjoining MOC and other work processes.