Successful process improvement programs are usually those that drive the change in the same direction as the culture. Obviously, to do this, the culture first needs to be understand. It is important for an organization to understand its values and to reinforce those things that they do value. He described a situation where a company was trying to implement some new practices to make them more predictable. However, they continued to reward the good fire fighters and for the most part not recognize the teams that were meeting their commitments.
Customers value flexibility in requirements introduction.
Intergroup coordination represents considerable change. If you are developing embedded software systems, you can not succeed with process improvement if you only have a mature software organization. He spent a fair amount of time describing the Sanders organization structure. I will not go into it in detail. It included cross- organizational mentor teams for all the major disciplines, as well as a Systems Engineering Process Department and his Software Engineering Process Department.