Ying Ki Kwong, Office of the State CIO
The meaning of quality “whether it be in the software product we develop or the organization that develops it” must change with time.
The authors observe that some projects are doomed to fail because leaders and participants are not aware of the nature of change needed and the challenges entailed. In this context, all software based change initiatives are not created equal. Some occur within an enterprise with stable enterprise architecture, others require a significant paradigm shift to disruptively transform an enterprise and to shift its business or operating models.
We believe managing complexity, promoting active organizational learning, and treating change as a common language are key understandings that project leaders must acquire. These understandings are important to disruptive change and are the foundation of a quality culture necessary for a modern enterprise to continually learn, to survive or sustain itself, and to renew or reinvent itself.
This paper will outline key success factors in crossing the chasm to implement disruptive change initiatives in large enterprises.
Key takeaways include:
- Actions that an organization can take to instill a culture of quality
- Characteristics of Normal Projects vs. Paradigm Shifting Projects
- Architectures that require optimization using known principles and practices vs. those that require disruptive, transformative change
- Paradigm Shifting Projects with a dominant design vs. those without
- Balancing agility in the face of ambiguity vs. the risk trap of a non-specific backlog