The biggest mistake I see in the process train is not "trying to fix something" but, rather, not keeping track of "what don't we want to break". Whenever I star

The biggest mistake I see in the process train is not "trying to fix something" but, rather, not keeping track of "what don't we want to break". Whenever I start thinking about process, I build two lists of requirements: what do I want to fix and what do I want to not impact. Without both, it's easy for process to grow like a gray goo[1], gobbling up all the useful culture in the company and leaving a company devoid of life. (I expand on this idea on my blog[2], if you are interested.) 1.http://en.wikipedia.org/wiki/Gray_goo http://en.wikipedia.org/wiki/Gray_goo 2. http://softwaremaven.innerbrane.com/2010/03/preventing-process-goo-or-how-to-keep.html?m=1 http://softwaremaven.innerbrane.com/2010/03/preventing-proce...