The president of my company likes to use the word "pushing the envelope" a lot. He wants to push the envelope with some ingredient ratios in our products to improve quality.
We very quickly realized this meant a lot of r&d & change for production, sales, printing, nutritional labels, SOPs, standards and references, cost, testing, shipping, maintenance, and labor. As someone who knows just enough about the PMBOK to get myself into serious trouble, this sounds like a PROJECT to me. My company is not a project based organization, nor do any of the management seem to have a basic understanding of planning.
We scheduled a call to discuss the issue, in which I thought we would set goals and measurements. Instead our meeting was a scattered mess of when to involve whom and whose department was a priority. It ended with my boss asking for this "plan" I spoke of by mid next week.
I'm struggling to introduce change management as no department seems to realize the other department is affected by things they do. My question is - how far do I go? Proposal? Rough Schedule? Gnatt chart?
I could plan for days, baby, but a few days are all I got to make a plan. Do I kiss them on the cheek or punch them in the face? Inner QA makes me want to delve into hundreds of steps and related processes to make this a flagship project that won't fail, but practical adult me realizes a LOT of projects fail, and upper management might not take to kindly to risks happening, which means I would have to spend a lot of time on risk management.
Suggestions?