ABSTRACT
It has become clear that there are two kinds of difficulties in a project: technical difficulties and human difficulties. The way to manage a project varies profoundly depending on which type of project it is. Human difficulties arise because some of the people who have an involvement in the project do not want to do what is expected of them or are strongly opposed to what is asked of them. In parallel, a separate project is launched with the most motivated managers and supervisors to find improved work practices to achieve the required 20 per cent productivity increase. Little by little the project begins to come together. In parallel, work continues on the human relationship problems within the company. To succeed in the implementation of a sensitive project on a human level, one has to change the map, in the same way that military strategists have changed models.
