Since the management of change is a key element of a successful process improvement program, a series of actions were planned, using the IDEAL model as a guide, in order to facilitate the development, the implementation and the adoption of the processes, methods and tools (Laporte 1994). As an example, to build the sponsorship level, the President of the organization attended an executive seminar on process improvement at the SEI; two directors attended a three-day seminar discussing the CMM, process, process assessment and
improvement.
Also, one member of the SEPG attended two courses at the SEI: managing techno- logical change and consulting skills. Brie?ng sessions were held and articles were written in each company's newsletter to explain the why, what and how of process assessment and improvement