Of course, technical measurements are important, contract rules must also be followed and planning must take place. However, more and more rules often only lead to more management escalation. This in turn often prevents that employees being directly involved can act appropriately to drive down excessive costs. An example: Technological leaps that were unforeseeable at the beginning of the contract lead to competitive disadvantages if no response is made to them, and excessive costs arise compared to the competition.
So how can conflicts and management escalations be resolved in such cases? And how can an IT contract be renewed if technologies are to be used that were not yet known at the time of conclusion? These are precisely the situations in which these guidelines offer you a very powerful tool.
For example, "good reaction to change above planning and measurement" means in the implementation (ie "translation"): Definition and use of contracts, mechanisms, development environments and project management techniques that already anticipate roadblocks and changes in boundary conditions.