Failure is an inevitable part of success. Failure in the context of innovation efforts has helped thousands of start-up companies to succeed but in the context of a known execution process, it can harm results or reputations or create undue risk.
In software development we are situated at the cross road between innovation and known processes so how do we benefit from failure and achieve success?
In this session we will explore several studies and best practices of successful companies that have embraced them both.
21. Why Your IT Project
May Be Riskier
Than
You Think
Bent Flyvbjerg
and Alexander Budzier
2011
22. Bent Flyvbjerg and Alexander Budzier
New research shows surprisingly high numbers of
out-of-control tech projects—ones that can sink
entire companies and careers.
23. IT change initiatives
It’s that an unusually large proportion of IT change
initiatives incur massive overages.
24. “Fully 1 in 6 of the projects
was a black swan, with a
cost overrun of 200%.
On average, a schedule
overrun of almost 70%”
25. The Empirical
Reality of IT Project
Cost Overruns:
Discovering A Power-
Law Distribution
Bent Flyvbjerg
and Alexander Budzier
2022
26. Bent Flyvbjerg and Alexander Budzier
Disastrous IT projects are not the outliers they are
sometimes interpreted
27. Bent Flyvbjerg and Alexander Budzier
The key point that can be drawn here is that
substantial overruns in IT projects may result from
interdependencies.
33. In-Depth Analysis of Open
Source Security
Vulnerabilities Most
Impactful to DevOps and
DevSecOps Teams
2023 JFrog Security Research
Report
34. 2023 JFrog Security Research Report
“The majority of vulnerabilities detailed
in this report were not as easy to exploit”
35. 2023 JFrog Security Research Report
“Many of them required complex con
f
iguration
scenarios or speci
f
ic conditions under which an
attack could be successfully executed.”
36. 2023 JFrog Security Research Report
“Considering the context in which software is
deployed and utilized when evaluating the
impact of any CVE.”
44. Preventable failures
“ Most failures in this category can indeed be considered “bad”
They usually involve deviations from speci
f
ications in the closely
de
f
ined processes of high-volume or routine operations in
manufacturing and services “
47. Complexity-related
“ A large number of organisational failures are due to the
inherent uncertainty of work: A particular combination of
needs, people, and problems may have never occurred before ”
49. Intelligent
“Failures in this category can rightly be considered “good,” because
they provide valuable new knowledge that can help an organization
leap ahead of the competition and ensure its future growth”