8…Accelerating Culture Change Through Common Sense
As discussed in Part I of this book, the track record has been that three out of four projects don’t succeed. Project managers and organizations tend to “play defense,” which typically results in an overemphasis on a document trail to support how, in the event of failure, nothing was their fault. In our experience, the organizations that have truly achieved a quantum leap in improving their software economics are the ones that have demonstrated judicious risk management and savvy success management by playing offense, attacking each of the four dimensions—complexity, process, teams, and tools—in an aggressive, yet balanced, fashion.
PROFILES OF SUCCESSFUL ORGANIZATIONS
Figure 8.1 illustrates ...
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