A lot of the problems we found in our organization were caused by the interaction between management and practitioners and the distance that existed between the two. One key was for the SEPG to operate at a higher process maturity level than the rest of the organization. We had to apply the Capability Maturity Model disciplines to our own activities and develop processes for the activities we perform. To be taken seriously, we had to exhibit the behavior we expected them to adopt. Changes in Latitudes, Changes in Attitudes.
Nothing remains quite the same.
With all of our running and all of our cunning, if we couldn't laugh we'd all go insane. Attitudes are foremost among them. People begin to see the advantages of doing business a new way and efforts move from the early adopters to the majority of people affected by the change. As latitudes change, new and different challenges present themselves. The SEPG must adapt to the changing situation and draw on their cunning and imagination to face the new challenges.