In 1990, I led a consulting team for a major development project for the US Army. The goal was to replace eight existing systems used on virtually every Army base across the United States. The asis process and data models for these systems had been built, and our job was to identify improvement opportunities and develop tobe process models for each of the eight systems. For the first system, we selected a group of midlevel managers (captains and majors) recommended by their commanders as being the experts in the system under construction. These individuals were the first and second line managers of the business function. The individuals were experts at managing the process, but did not know the exact details of how the process worked. The resulting tobe process model was very general and nonspecific. Suppose you were in charge of the project. Create an interview schedule for the remaining seven projects