"As with many government projects, this one went out for bid to the usual suspects, and DOH won. There was a managing partner in charge, and all work was to flow through the usual tiered review process. The project was to rewrite 20-year-old procedures so out of synch that most people weren't using them. Due to the size of the agency covered in the scope, there were more than 50 teams of four to six people each working on every functional area. The economy was good at the time, and turnover was always heavy anyway, so at least one-third of our staff was relatively new."
Jayne was a worker bee on one of the project teams. She had her own job process within the functional area to which she and her teammates were assigned. Her work was reviewed by her team leader, then was reviewed by a senior leader for a functional grouping, followed by a review by the managing partner and, finally, by the partner who owned the business relationship.
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