The scenario is that no matter how well respected your company and its product is you can gain more respect, produce a higher quality product at lower cost, and prove to your stockholders that you are accountable to them be using CM in your day-to-day operations.

To point this out Neil actually puts the manager in the hospital and compares the principles of Configuration Identification, Change Control, Change Accountability and Configuration Audits to the results of the MRI before the operation, the operation itself, the MRI after the operation, and the final check-up before the manager goes home.

Neil has used the term "Change Accountability" for several years instead of the term "Configuration Status Accounting." He feels that it indicates the dynamic activity of feedback that the principle involves as opposed to the static nature of the originally coined term. His short definition of the term is "Feedback which leads to improvement." It sure seems to fit in with the present environment, both on Wall Street and in the President's education reform activity. 

The presentation concludes with the idea that your customers and your stockholders will love you if you use CM. What's not to love about that?

View the Presentation Online

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