When treating software delivery as a project, the approach was often very different. The project team would only form for the duration of the build of the software. 

Once built, the software would often be handed over to a separate team, known as the Business As Usual (BAU) team in business parlance. They would manage the maintenance and support of the product. There was a two-fold intention in handing over to a separate BAU team:

1. They would handle the bulk of changes to the organization, for example, by training all impacted staff on how to use the new software and associated business processes. Once they'd introduced the changes, the BAU team's aim would then be to create and support a stable business environment. 
2. The software delivery team would be free to move on to the next project. Software delivery teams were a scarce resource, and this was seen as a way to optimize software delivery.

Software projects required project managers who often operated in the change management capacity as well, although sometimes separate change managers were allocated. In this way, they would also be responsible for seeing that the introduction of the new software platform to the organization and the transition to BAU went smoothly. The project team itself would often be managed by a separate unit who reported directly to the business known as the Project Management Office (PMO).