I concede that projects can recover — at least for a time — without sustainable personal and professional behaviors in place. Heroic measures to catch up on accumulated technical debt, more testers to ensure all tests are completed, new resources that specialize in turnarounds can and do work… again, for a time.
But what happens when the “hero” team needs to take a week or three of down time? What happens when those additional testers go back to their “real” jobs? What happens when the turnaround team leaves? What happens is that the project risks a slide back into the abyss.
Even one gap can be problematic. For example, I was on a troubled transformation program that needed to use all three of these approaches: extraordinary effort, additional testers, and experienced recovery resources. And indeed, the heroic measures did create deliverables that were fit for use , the technical debt had been repaid, and the development team was staffed up to support the remainder of the program. The turnaround specialists put a set of program governance practices in place; even better, the program office continued to execute them effectively. Quality assurance and testing were other matters entirely….