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<p>This thesis examines the travel management reengineering project of one DoD command. It analyzes the process selection, redesign, and implementation of the travel project and discusses the managerial implications of the project's dynamics. A review of process innovation, reengineering, and planned-change literature provides a framework for exploring the activities of the reengineering team, but semi-structured interviews and personal observations of project participants are the major sources of data for the analysis. The analysis is completed with a comprehensive look at lessons learned from the project. The research concludes that the travel management project required senior management participation and guidance, the active involvement of all project team members, and an appreciation for the natural reactions of the intended users of the new process.
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<br>Subjects:</div>
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<dl><dd>Chaney, Scott H</dd>
<dd>Geberth, Roy J.</dd></dl></div>
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