At the time of developing and executing this project definition, that which has been stated in the assignment proposal is taken into consideration. At this stage, the interim manager himself collects as many relevant data as possible. Furthermore, he meets with the parties concerned, internally as well as externally, and he develops - if necessary - various scenarios of the future, in order to permit a reasoned choice.

During execution of the assignment, the interim manager will mobilise as much knowledge and experience as possible within the organisation. Moreover, he will involve all staff concerned with the further course of the process. The objective is to exploit the available knowledge and expertise to the highest possible degree. Another important prerequisite is that the organisation should be able as soon as possible to execute both its regular tasks and the change processes. After all, interim management has a limited duration by definition.

In the course of the assignment, an optimal monitoring of the progress of the activities is of the utmost importance to both parties. The interim manager maintains intensive lines of reporting to the principal about operational affairs, according to the agreements at the start of the assignment.
In order to measure the progress and monitor the planning of activities, progress meetings are held periodically between the principal, the interim manager, and Quarax. These meetings are prepared in writing. The outcome of the meetings is put down in written reports as well. Thus, any corrections necessary can be made in time. An example is changing the planning of certain activities, the changing of priorities and/or the modification of tasks and authorisations.

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